South Wales Business Review V4I3 by Lucy Griffiths

Vol 4 Issue 3 2013

“We want more Exporters and more Exports” The Big Interview with Minister Edwina Hart From Wales to the World What Does Wales Export and Where Does it Go?

Swansea Business School Ysgol Fusnes Abertawe

Hotspots, Slow-spots and Not-spots Broadband’s Impact on Welsh Firms 10 Minute Guide to Exporting Expert Advice for First Time Exporters Making Hay for Wales How the Literary Festival Contributes to ‘Brand Wales’

inside

spring/summer 2013 Volume 4 Issue 3

3 Editorial: MADE IN WALES Can Wales Compete in a Globalised Economy?

4 The Big Interview: EDWINA HART We Interview the ETS Minister on Welsh Government’s Export Strategy

6 Points Of View: WHAT WOULD YOU DO TO IMPROVE WELSH EXPORTS? We crowdsourced ideas to improve Welsh exports and the results are in…

Industry Profile:

Expert Advice: MIND YOUR LANGUAGE Tips for SMEs Moving into Overseas Markets

14 Alternative formats If you require this document in an alternative format (e.g. Welsh, large print or text file for use with a text reader), please email swbr@smu.ac.uk

Os hoffech y ddogfen hon mewn fformat arall (e.e. Cymraeg, print mawr neu ffeil tesun i’w ddefnyddio gyda darllenydd tesun), anfonwch e-bost i swbr@smu.ac.uk

In Profile: MAKING HAY FOR WALES How the iconic International Literary festival contributes to ‘Brand Wales’

Think Piece: HOTSPOTS, SLOW-SPOTS AND NOT-SPOTS Broadband’s impact on Welsh firms and international development

Transforming Education: GLOBAL GRADUATES MAKE WELSH GRASS GREENER How Global Placements Can Help Welsh Business Become More Competitive

Infographic: FROM WALES TO THE WORLD What Does Wales Export and Where Does it Go?

Fformatau eraill

TOMOS WATKINS The Brewing Company Share their Recipe for Export Success

News and Events

Next Issue: THE TECH TONIC Can Technology Cure our Economic Ills?

10 Minute Guide: PREPARING TO EXPORT A Checklist for First Time Exporters

ISSN 2049-5544 Disclaimer: The articles in this publication represent the views of the authors, not those of Swansea Metropolitan. The University does not accept responsibility for the contents of articles by individual authors. Please contact the editor if you have further queries. Ymwadiad: Mae’r erthyglau yn y cyhoeddiad hwn yn cynrychioli barn yr awduron, nid rhai Metropolitan Abertawe. Nid yw’r Brifysgol yn derbyn cyfrifoldeb am gynnwys erthyglau awduron unigol. Cysylltwch â’r golygydd os oes gennych gwestiynau pellach. Registered Charity Number / Rhif Elusen Gofrestredig 1139800 © Swansea Metropolitan Metropolitan Abertawe 2013. All rights reserved/ cedwir pob hawl. Front cover image: ©iStockphoto.com/stocksnapper This Page: ©iStockphoto.com/Pliskin

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www.smu.ac.uk/swbr swbr@smu.ac.uk @SWBusReview Lucy Griffiths South Wales Business Review Adolygiad Busnes De Cymru Swansea Business School Ysgol Fusnes Abertawe Ty Bryn Glas Campus Campws Ty Bryn Glas High Street / Stryd Fawr Swansea / Abertawe SA1 1NE

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PRODUCTION TEAM Editor: Lucy Griffiths Editorial Board: Kathryn Flynn Samantha Morgan Christopher Thomas Design & Print: Swansea Met Print Unit

Editorial: Made in Wales Can Welsh Businesses Compete in a Globalised Economy?

Infographic: We Are Lucky Ltd Selected Contributors:  Leigh L Jenkins

Leigh Jenkins is Dean of the Faculty of Business and Management at Swansea Metropolitan, Visiting Professor at Wuhan University of Technology, and a Fellow of the Chartered Institute of Marketing. He has extensive industry experience in international sales and marketing, having worked in export sales in Europe for a large part of his industrial career before entering academia.

 Karen Jones

Karen Jones is Assistant Dean (Quality) for the Faculty of Business and Management at Swansea Metropolitan. She combines subject expertise in computing and information systems with a strong interest in Higher Education pedagogy and publishes regularly in this field.

 Andrew Campbell

Andrew is Head of Leisure, Events, Tourism and Sport at Swansea Metropolitan, and has a wealth of experience in both the tourism industry and in developing and managing high profile Higher Education programmes. His expertise is widely sought for consultancy projects, media work, and as an expert witness.

 Jacqui Jones

Jacqui is the Programme Director for the Leisure, Events, Tourism and Sport Portfolio of programmes within the Faculty of Business and Management. She is also the International Placements Director for the Faculty and her breadth of knowledge and industry contacts mean she is able to assist Swansea Metropolitan students in accessing international placement opportunities in a range of leading global companies.

Lucy Griffiths Editor With recently published year-on-year export figures for Wales showing a significant drop, this issue addresses the question of Wales’s position as a player in a global economy. Are we keeping up with our neighbouring countries in terms of developing international trade partnerships? What steps are Welsh Government taking to support Welsh businesses (both new and established) in accessing international markets? How can those new to exporting take their first steps towards selling Welsh products and services abroad? In this edition of the South Wales Business Review we’ll be addressing these questions and more. We asked SWBR readers and the wider online community what one thing they would do to improve the Welsh export economy, sparking a passionate debate on several LinkedIn fora – and we’ve published some of the best suggestions and comments on pages 6 and 7. We’re also delighted to have a Welsh Government perspective on the issues and how to solve them in our Big Interview with the Minister for Economy, Science and Transport Edwina Hart on pages 4 and 5.

Picking up on some of the key issues identified by our ‘crowd-sourced’ selection of solutions, Karen Jones addresses the important role Wales’s broadband infrastructure plays in ensuring we can stay connected to the world on pages 18 and 19, Leigh Jenkins tackles issues of culture and brand (p1011) and Jacqui Jones considers the role international educational experiences play in developing a global workforce (p2021). We also celebrate some of our international success stories, with Andrew Campbell highlighting the Hay Festival of Literature as an example of Wales staging a World-Class event (p14) and our industry profile of Tomos Watkins beers, an established Welsh brand who have successfully entered a range on international markets in recent years (p8-9). Add to this a 10 minute guide for first time exporters from export consultant Peter Guinsberg (p16-17) and our usual mix of infographics, news and views, and you’ve got another packed issue. Enjoy!

Lucy

PS. If you’d like to subscribe to receive a regular copy by post or view earlier editions of the SWBR online visit www.smu.ac.uk/swbr.

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The Big Interview: Edwina Hart

Edwina Hart MBE OStJ AM, Welsh Government’s Minister for Economy, Science and Transport, gives her perspective on Wales’s export economy and how it is being supported by the Senedd. SWBR: What is your assessment of Wales's current position as an exporting nation? EH: The value of exports from Wales nearly doubled between 1999 and 2012. At £12.1 billion in 2012 it makes up 4.9% of the total exports from the UK. Large businesses generate a substantial proportion of exports from Wales but we need more SMEs in Wales to trade internationally and export.

“Our goals are simple – we want more exporters and more exports”

Image: ©iStockphoto.com/blueclue

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SWBR: What are the main challenges Welsh companies face when exporting? Are there specific issues that affect SMEs rather than larger organisations? EH: Some of the main challenges facing Welsh companies can be the impact on resources, finance and legal or regulatory issues, as well as having access to information. These challenges can apply to businesses of all sizes but they are often exacerbated for SMEs.

SWBR: How is Welsh Government addressing these? EH: Support to help companies trade internationally is a high priority. By providing support at all levels - from raising awareness, through to building capability, finding opportunities and accessing markets - we aim to help businesses address and overcome these challenges. Support is available to all businesses in Wales but there is a particular focus on

“Support to help companies trade internationally is a high priority. “

ADOLYGIAD BUSNES DE CYMRU│ developing the capacity and capability of Small and Medium Enterprises to export by providing one to one support via International Trade Advisors based in the new Business Wales 'One Stop Shops' and through our International Trade Development Programme. Our International Trade Opportunities Programme provides tailored support ranging from local market research to identifying potential customers, agents and distributors. This is backed by a network of in-market experts around the world and we are also able to tap into the support of UKTI, Welsh Government offices overseas and organisations like the China-Britain Business Council. We also help companies access overseas markets by organising multi-sector Trade Missions, overseeing a Welsh presence at a wide range of sector-focused trade fairs and by providing financial assistance with the cost of business development visits through our Overseas Business Development Visits Scheme. Additionally, we have an advisor seconded from UK Export Finance who is able to help companies find export finance and insurance solutions to help with their cash-flow, protect them against

not being paid and ultimately help them fulfil their export contracts.

“Large businesses generate a substantial proportion of exports from Wales but SWBR: In which sectors we need more SMEs do you feel Wales has the best opportunity to compete on in Wales to trade a global scale? What is Welsh Government’s strategy for developing internationally these opportunities (for example, how are the recent trade missions and export.”

supporting exports)?

EH: There are excellent companies in Wales across all sectors. Trade missions and exhibitions – supported to get ready for export and to find new potential customers – provide an important step towards our goals of more exporters and more exports. For example, we have enabled Welsh companies in the Life Sciences sector to promote themselves on the international stage at key international trade fairs such as Medica in Germany and Arab Health in Dubai as well as more niche events such as Advamed in the USA. A presence at events such as the Singapore Airshow and AUVSI provide

companies in the Advanced Manufacturing and Materials Sector with the chance to access opportunities at some of the world’s foremost trade fairs.

SWBR: What is your future vision for Welsh exports ? EH: Our goals are simple – we want more exporters and more exports. To achieve these goals, exporting has to become a key focus for businesses of all sizes and all sectors – to be the first thought and not an afterthought when it comes to setting up or growing a business.

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Points Of View: Crowd-sourced Solutions to Wales’s Export Worries The best ideas often on cause to make comm “Learning how ho have different come from the with people w most unexpected e world could be s or views of th tie ri io ce and pr places, and in g our confiden e way of growin new markets.” on business, any in ability to grow good leader will Founder, e, Partner and tell you that they Karen Whitesid e Work Place. always keep their The Creativ eyes and ears open for the spark that could solve a problem or create an opportunity.

“Mak compa e arrangemen nie ts shows s to attend a for our key ex s many and ex port hib ov relative to the s itions as poss erseas trade ector th i ey oper ble that are ate wit Paul Li hin.” ndsay Directo MBE CEng, O r at Ae rospace perations Wales

We all have a different viewpoints, and as James Surowiecki suggested in ‘The Wisdom of Crowds’ (2004) sometimes a crowd can find a solution where even the most talented individuals might have failed. Crowdsourcing, as a way of solving problems, is something that has developed with the internet – we can quickly ask large groups of people for help in addressing challenges and, through collaboration, reach a range of possible answers.

es tak r h fo hic , w locks ion y e e k g b vat n s th ildin inno catio i bu h/ du ion rat o the rowt on, E edge” e p t l o ti /g “co back ent duca know er s m f E , u lop n, o ole rm o r e F e o o f i dev ucat trans igel P t and eer N den ngin Ed and E tu s S mms s e n o i c s Bu Tele

We thought we’d try our own little experiment to find out what our readers and online networks would do to improve Wales’s export economy. So, we posed the question:

“If you could do one thing to improve Wales's export economy what would it be?” We’ve selected just a few of the hundreds of responses here. Our thanks to everyone who took part in the lively discussion, and apologies to anyone whose views we have been unable to include, there were just too many high quality comments for us to be able to include them all!

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“W plo elsh po u gh litic i airp ng mo ians s netw ort an ney in hould be ork d tra to a into nsp good Hed ley Wa ort Ree l e s. s Pha, Mana ..” rm gin aFlo g C w L onsu td ltan t,

to start ne needs the o t a th c si h lutely ba ercise wit “It is abso arket research ex what we want r m with a ot matte re no if there a s it will n buyers, a ailable to export , services, v or have a for these products us it is about out buyers ce a n d is not ab ge. This We need to produ they d le w o n k t . dard wha ts/buyers our clien quality and stan d, the strategy a in deliver to to buy. To my m . Rather than g ad are willin e turned on its he buyers in.” g b n ri to b s d t, e u ne orters o p x e g in tak uctions lvet Prod e V r, e c u d ngove, Pro Marilia A

“T he i d e re i s com as in plen t to g pani smal y of t e t t e s t l W a le n hem hat elsh t a ne m nd o of d ut of ed fin icro a eat the T h'” 'va nce Co im Hi l le y nsu ll, ltin MD gG , T rou H pL td.

Join the debate online…

Our crowdsourcing experiment resulted in some really interesting ideas, and the discussions are still live in two LinkedIn Groups, so please do log on using the links below to view the full range of responses and, if you have ideas of your own, please do share them with the community: Welsh Government – Economy, Science & Transport Group: http://lnkd.in/jyravs Wales Management Council Group: http://lnkd.in/9gPYSa

are ts mb uc d la to d n o ro ) p ef a als y… ish f be one, dustr g f o d d in an n (an ports n be ing i cern s as m i n s a x r fa s e e c ces co e th ngs lsh ass a mor pro ls are I se o thi for t. e “W ld-cl uch food nda and to d ium oduc n r a re r s m M e he wo ow. te th nt sc whe Wale a pre lity p or w rld f o a s h u la r e c e e r y o r s f v e i qu et, e w ” m sti .The ers e nity ther igh ark n th y is. h m i um ortu tly - y of up- est one g ns b tin co opp feren uppl o go the the m ke r t f s a e di ble eds duc here c M ds. w ia ne ro egi erlan t r e l a le s a n p e t i s a h tr W u c ark , S Net yo upm son ant, “the use of in-market n oh lt s J onsu partners in key overseas i r Ch C markets…. experts in finding

the right contacts for the companies to talk to and visit.”

Richard England International Trade Consultant, Consulting for Export.

“If you could do one thing to improve

Wales's export economy what would it be?”

he ing t ring m o erc ctu to ov manufa ticals, n o i olut aceu olid nly s blish a s Pharm ast and ed o e “Th to esta y base… e very f still ne is av vit ill issue producti ht, can h eting w may be as k e r and done rig n. Ma in ther uccess h s, s d ur ga if e ret e, but a entiate… on of fun v i t a lucr be don o differ onizati ” . to ities t harm arketing l i a b i n s nge pos based o s and m Cha a e p e b e d t i to tS ent a c. d i s e n n, Pr arma, I a n f h P Ali A

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“Spre a in th ding exp from e long ter ertise cou ld m se c t ma large or specifi nd make ake the e coul compan c events. us less s conomy interv d export ies and n We are a usceptible more res a lo t ilient umer sma enti to d to do on from a more - a ous smal ll country istortions l b , i f o i t and with e w re t of a rg a n nece a train ssarily ne we might al world c helping h isations th few in g a o e s at e d n m e d m p a o a w o comp p r n anies e need mo re public ositive ch ies that k actual secto now ange? re e n at the r how g sp ag W opera tiona ement be onsored a e don't l t d Aled w le v e l, v Finni a c ro s e e n la rg e ic e a n d ear, C and s s diff EO a e re n t m t Par secto all k Pla rs.” ce R e se a rc h

“ra th brin er than han g bu tak i num d wha yers in ng exp or to ber t Wa ove of tr les h witne ters ou r a i ss f ir t, 8 seas ps m s to 1,3 79,000 visitor ade to offer. st 6 T say 0,000 , proje s in 20 Wales he cted 11 ther by w by 2 buy e aren' 020 a to rise as n ers t amo poten d who to 's ngs tial Ter exp to t th ry J e m?” ort ack son , Pu blis her “I an belie id d ju ve f ea st tha rea orce s th talk t w lly an at a ab e sh gre d h s re out ou at ave ali th ld b ex th sti e w rin po e c Gl a g yn the rtin corr and y fo the Ro y d g p ect ac r w rig h be r o t oj vis iev ard ht rts he ect io ab fo pe ,G sim s. I n, s le. r w opl lob ple wo tra We ale e to al thi rk f tegy nee s, b geth He ng or an d ut er ad s l AM d to wo in of ike fu be r a Op thi EX a ndi a d ksho ven era n s tio we nd g to omi p ou ue ns ll.” Vod su nan t ,A afo pp t m r fo s ne ort eri cluster d n c an a n a o r ti fo a n r s d o s e b Ex “Colla to succ ng y e k p e th ti e r is r x a e e e g m ss provin s to

r Wales. Imnd opening doo m a fro s s ie a n e a id p com new on an d ce new innovati that can produ the s ices is outsider and serv s to products ccess. Opennes to u s s y route to s and pathwa and a s e a e id id w ne with ge those e way encoura BIG - this is th o c k E in . s to th g for Wale forward e rain-harvestin d lik lea s e a v e ti k ia ta init can res.” - Wales systems se kind of ventu e th h it w ng Marketi Lomax, 's School, e n li u a P ell r at How Manage ndaff, GDST la L

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Industry Profile: Tomos Watkins – Brewing up for Export Success How one Welsh exporter has made the transition from local hero to international player. Profile

Company name

The Hurns Brewing Company

Offices

Swansea, Caerphilly

Employees >70

Turnover

c. £10millions

Exporting to

USA, Hong Kong, Singapore, Dubai, France, Spain, Denmark, Australia, China.

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Welsh brewing company Hurns, have turned the Tomos Watkins brand from a niche local product to an international success story. Here’s how… Tomos Watkins beers are now a familiar sight in our supermarkets here in the UK. What you may not know is that they are also available in a wide range of overseas territories including the USA, Hong Kong, Singapore, Dubai, France, Spain, Denmark, Australia, and now China. The Hurns Brewing Company (owner of the Tomos Watkins brand) is a family business with its roots firmly buried in Welsh soil. The company was set up, originally as ‘Hurns Mineral Water Co’, at the end of the 19th Century, and has been passed down through successive generations ever since. The company originally sold a range of ginger beers, mineral waters and fruit cordials, and became an established business in South Wales. Hurns is now run by brother and sister Connie and Phil Parry, who are continuing

the tradition started by their forefathers and keeping the business firmly rooted in Wales. However, as global markets have opened up, they have taken the opportunities to develop, and have gradually built up a strong export arm to their business. Like any company, they have had to adapt and change with shifting times and markets, and this has been the key to their survival. Knowing when to develop new products, spotting new market opportunities and developing strategies that allowed the business to expand without stretching too far too fast have all been part of the story of how Hurns has survived and thrived in its long history. Hurns moved away from manufacturing for a time and became a wholesale business, but when the Tomos Watkins Brewery on Swansea Enterprise Park came up for sale, the siblings bought the site and injected some new life into the failing brewery. They built on the existing brands, developing new products and actively engaging in marketing these new brews.

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“Our determination to become an iconic Welsh Brand drives our core statement to support, encourage and help develop the Welsh economy and increase the profile of 'Brand Wales' around the World.” Tomos Watkins Mission Statement Branding plays a crucial role in the company’s success, and, whereas many companies try to choose product names that have a generic international feel when starting to export, Hurns have cleverly played upon the unique ‘Welshness’ their products have by developing characterful, cheeky, and unmistakably Welsh product names and brand stories. The Cwrw Idris brew is a case in point; named after Connie and Phil’s grandfather Idris, the label shows his picture and tells the tale of his survival of not one but two torpedo attacks during the war.

against an incredibly strong field of competitor products in their category. Spotting an opportunity in the bottled beer market for further growth and overseas development, the company invested in a new bottling plant in Llansamlet, which opened in 2011, creating more jobs within Swansea. This has enabled them to scale up production whilst maintaining quality and control, and this increased capacity has further enabled them to expand their export operations.

The team have invested in steady growth, and at each stage in their development have been careful to maintain the quality and character of their brews.

Growth has been incremental and the company have also cleverly diversified into running brewery tours and hen and stag nights at their plant in Swansea, generating some additional income, but more importantly continuing to establish the brand locally.

Their products regularly win awards for quality and taste across the whole portfolio of beers and ciders, signifying the expertise of their brewing and an ability to be creative and innovative

The company has set out its desire to become a strong Welsh brand that competes on a global scale in its mission statement: “Our determination to become an iconic Welsh Brand drives our core

statement to support, encourage and help develop the Welsh economy and increase the profile of 'Brand Wales' around the World” (Tomos Watkins, 2013). This statement of intent spells out to staff, customers, and other stakeholders, exactly what Tomos Watkins hopes to achieve, and their commitment to enhancing Wales’s position in the global economy. The company now employs more than seventy staff from its bases in Swansea and Cardiff and has won numerous industry accolades awards from CAMRA, the True Taste Food & Drink Awards, the Great Taste Awards, and were also named World Beer Champions in Chicago. We can only wish them every success in continuing to grow into a truly Welsh, but truly global brand. Cheers and Iechyd Da! Image: Tomos Watkins

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Expert Advice: Mind Your Language Tips for SMEs Moving into Overseas Markets

Leigh L Jenkins

Former international marketing manager Leigh L Jenkins, now Dean of Business and Management at UWTSD, offers some tips for SMEs contemplating a move into new markets. Stagnant economies across the world may give off the signal that now is not a good time for UK businesses to contemplate moving into new markets. Some would argue, however, that it is never a good time given the factors and forces in the international environment, which may persuade the marketer to stick with an increasingly competitive home market, thereby limiting growth opportunities. There are very good reasons for SMEs, who have a sound marketing mix in place in their home markets, to examine the possibilities of doing business outside the UK. Dibb et al draw the distinction between ‘Export Marketing’ and’ International Marketing’, describing the former as an attempt to find markets and create sales without significant changes to products and operations (2012). This article uses SME manufacturing in B2B for its examples, but it will also consider the opportunities and difficulties faced by service marketers and retailers. There is much commonality in the market places of the major, developed economies viz North America, Australasia, Japan/South Korea and the EU/EFTA states. That isn’t to say that one should not be wary of the cultural differences, but for many UK companies, opportunities are out there. 10 │ Vol 4 Issue 3 2013

Initial desk research should tell most SMEs if there’s a viable market worth exploring. There is always a temptation to make an approach into one of the English speaking markets of North America or the Commonwealth, but if research shows that there are possibilities in the near EU, then this should be seriously considered. Ireland may be an obvious starting point but opportunities in the northern EU Germany, France, Benelux, Scandinavia must also be seriously considered. The Single European Market (SEM), relative logistic simplicity and, above all, favourable exchange rates are all sound reasons to consider northern Europe for a first venture into new markets. And an initial foray need not be expensive. The first piece of advice concerns staffing. If employing a young marketing graduate why not look for a linguist? It’s a buyer’s market for employers at present and a German, French or Spanish speaker on the marketing staff will instantly remove one of the barriers to doing business abroad. Many of the barriers associated with exporting and international marketing are minimised when working within the EU or EFTA states. Tariff barriers such as import duties exist in many non EU markets, and many of the non-tariff barriers such as quotas, domestic subsidies and import licenses are outlawed in the EU.

The SEM is still not a totally level playing field however, and the exporter will need to be aware of other, sometimes surreptitious or unofficial barriers such as packaging, labelling or invoicing requirements, inspection procedures and other delaying tactics. In general however, it is widely recognised that the SEM works in practice and the well prepared exporter should not be tripped up too many times. Also bear in mind that a quick Google search will point the marketer to help and advice available from local, regional and national government, organisations such as the West Wales Exporters Association and the professional bodies such as the Chartered Institute of Marketing and the Institute of Export.

“Choosing the right agent is critical.”

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Where to start?

Using Agents

The Culture Question

Having made the decision to seriously consider exporting, how does the SME enter a new market? For the SME in B2B a stand at an appropriate exhibition or trade fair can be a sound, initial investment.

Choosing the right agent is critical. Many agents operating in the EU may be individual sales people working alone whereas some agencies are large concerns in their own right. For an SME starting out, choosing one of the former can work well as they are often hungry for success.

It would be remiss of this review not to discuss culture in an article about exporting and international marketing. Mercado et al discuss eight broad areas of culture, which the marketer should consider before contemplating doing business abroad. Of these the most significant is probably language (2000).

Jim Blythe has written much on the subject and points out that exhibitions often fail to work for organizations as they do not think through their strategies clearly enough, do not set appropriate objectives and do not evaluate activities post exhibition (2006). Paramount to deciding to invest in a stand is choosing the right exhibition to begin with. Research the exhibition in as much depth as possible (products on show, costs, visitors, competitors) and attend the year before you invest if possible, to judge things such as the exhibition’s prestige, attendance, trade press presence, publicity opportunities, visitor profiles and, if the venue is the same, the best location for a stand.

Image: ©iStockphoto.com/mrPliskine

As with all good business practice, the exporter should set clear objectives. If this is a first foray into a new market these should include PR objectives such as raising awareness of the company and its products and meeting key stakeholders such as potential customers, agents and distributors. Having chosen the correct exhibition and raised awareness of its potential presence in the market the company must now decide how to proceed. A direct entry strategy using its own sales team may be feasible, but one of the most popular, initial strategies is the employment of an agent.

Anyone who has had dealings with agents, however, will know that many will say during their pitch, that they are personal friends of everyone of note in the industry, so take care in selection. Well-chosen agents should have a sound awareness of the marketing environment, preferably having worked at a senior level in the industry. They should have good contacts with potential customers and no conflicts of interest i.e. they should not work for a competitor. A locally based agent will be indigenous, or at least fluent in the local language. Above all, use of agents in penetrating markets is low risk and low cost compared to, say, investing in locally based employees and offices. As with all intermediaries, however, an element of risk exists with the inevitable loss of control over sales. Starting out in a new market can be a slow process, depending on the complexity of the product, and a hungry agent may not prioritise the selling of your products if money can be made working for other principals (new entrants are unlikely to find an exclusive agent in the first instance). There are good agents out there, but research their background and check their contacts and reputation as much as possible before committing, and build up their trust by showing you have a long term commitment to the market and are prepared to adapt your marketing mix where possible in order to maximise chances for success.

Clearly English, particularly in new media, is used all over the world. There is, however, no substitute for communicating with a customer in his/her own language. Also take care to use the correct language. In Belgium, for example, there are huge sensitivities about use of the appropriate language and the use of Flemish or French can change within a matter of a few kilometres. Marketing communications – websites, advertising, and PR materials - must all be translated. Take care to ensure correct translations. Marketing texts are full of examples of some of the howlers. Language is also important in branding. General motors didn’t get very far with the Nova (doesn’t go) in Central America and Toyota had a surprise when the French and Canadians raised an eyebrow at the MR2 (ask a French speaker!). To conclude, doing business outside one’s home market is not for everyone. There may be obvious reasons why a product, material or service, will not be attractive outside the UK or even one of the UK regions for that matter. A number of SMEs, however, are missing out on the opportunities for growth by not considering expansion into Europe. The bottom line is, however, it doesn’t matter where the target market is, research it thoroughly, seek and take advice, be prepared to fine tune and adapt all elements of the marketing mix on an ongoing basis, be proactive in anticipating shifts in the forces of the marketing environment, and there will be every chance of success. Vol 4 Issue 3 2013 │11

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Industry Profile: Making Hay for Wales How the iconic international literary festival contributes to ‘Brand Wales’.

Andrew Campbell

Andrew Campbell, Head of Leisure, Tourism, Events and Sport at Swansea Metropolitan (and erstwhile steward at the Hay Festival) explains the value the event brings to Wales in both prestige and profile.

Image: Hay Festival

May. Excusing the tautological reference, the month of new beginnings. Apart from being a time of rebirth and renewal, it is for those working within tourism, the commencement of a new trading season. More importantly, for devotees of the world’s most successful literature festival, it is the start of “Hay”.

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The Hay Festival, set within the small (population 1900) market town of Hay on Wye (Y Gelli Gandyll), nestles within the Brecon Beacons National Park on the Powys / Herefordshire border. It plays host each year to 200,000 visitors who come in search of intellectual adventure and fun – through engagement with writers and thinkers from across the world.

Within an events industry which has witnessed a significant growth of literature festivals over recent years, Hay is still regarded as the “gold standard” benchmark whose model and structure serve as a template for others to follow. In 2013 it will be celebrating its 26th anniversary.

ADOLYGIAD BUSNES DE CYMRU│ The secret behind its success may be traced to a strict adherence to brand values which relate to inspiration and ideas. These values are delivered within a ten day programme of talks given by novelists, poets, historians, academics, philosophers, politicians, theologians, environmentalists, comedians and entertainers. An ex U.S. President once famously coined the expression about Hay, that it is the “Woodstock of the Mind”. A perfect interpretation. There is a strong accent upon current affairs and new concepts, as well as classical and popular literature – which all seek to translate ideas into experiences and freedom of thought. Discussion and debate; the ready accessibility of authors; opportunities for social connection are further key benefits for visitors. The fact that Hay is also located within a staggeringly beautiful part of Wales provides additional added value – and may be viewed as a further ingredient for success. As a non profit-making concern, which sets much store by ethical trading procedures and working with local communities, the festival exudes a strong sustainable ethos...sharing many of the principles held by its musical “cousin” Glastonbury. The organic growth of both festivals is strikingly similar, even to the point of having evolved from conversations that originally

took place around a kitchen table. Clearly for events organisers, it is an important item of household furniture! The strength of the Hay brand has, in recent years, led to much global expansion and exposure. Hay festivals now operate across four continents in such places as Nairobi, Dhaka, Zacatecas, the Maldives, Kerala, Beirut, Belfast, Cartagena, Segovia and Xalapa. In June this year Kells in Ireland will be added to the list. Since 2010, international festivals have been developed in collaboration with the British Council. Working with the UK’s lead cultural organisation has been advantageous. Establishing new relationships and setting up new working structures have been made easier with Government support. Even though the Council has an overarching remit to serve Britain’s economic and political interests abroad, it has not compromised Hay’s ideals of promoting open engagement and debate. The Festival has not and will not work in countries where there is no freedom of speech. Unquestionably the partnership has been effective in raising the national profile through literature. This success, together with the resultant increase in valuable export earnings led to Hay receiving a Queen’s Award for Enterprise in 2009. Further confirmation again of its international credentials. No mean achievement for a small enterprise based in rural Wales!

As a Welsh festival, the benefits to Wales in terms of brand recognition are only too obvious. In the context of current VisitWales aspirations to address the decline of its overseas visitors, Hay clearly has a role to play. The share of all UK international visitors who come to Wales has decreased from 3.6% to 2.9% between 2002 and 2011. Research undertaken by Visit Wales identified one key reason behind this trend, namely a lack of consumer awareness resulting from the country’s low visibility. The Festival is an anomaly to this trend in respect of its overseas markets and its global recognition. Furthermore it fits comfortably into the Visit Wales destination brand which positions itself as the “Real Alternative”. A place which is not superficial; a place of spontaneity, discovery, freedom and experiences. Such descriptors aptly sum up what the Festival is all about. In addition, with the centenary of Dylan Thomas’ birth fast approaching – and with many events planned throughout the year, a golden opportunity exists to build upon the literary brand and reinforce international identity. Wales. Land of Song? Absolutely. Wales. Land of Literature? Quite possibly!

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│SOUTH WALES BUSINESS REVIEW

10 Minute Guide: Preparing to Export Expert advice for first time exporters Peter Guinsberg

Managing Director of Welsh Government contracted international business development consultancy Aydon Consultants shares a brief guide to the key issues and challenges first time exporters need to consider, and some of the routes to support available in Wales. Exporting is a potential nightmare for beginners, but properly prepared informed and advised it can be spectacularly lucrative and enjoyable and whilst there are manybooks written on the subject I will attempt to summarise the main essentials with ten top tips.

To achieve this, issues and opportunities specific to individual companies can be can be dealt with in the most appropriate way according to needs. The programme includes both companies looking to export for the first time as well as those already exporting and who are looking to expand their markets.

1/ Product and Company readiness for export

Capacity Building: This involves providing multi-company support to assist groups of similarly motivated companies to develop their international trade skills and market knowledge within the key sectors important to the Welsh economy. These initiatives are delivered through workshops, seminars and other events. See ‘Finding Help and Support’ for more on how to access these programmes.

The company should have its product/service assessed for readiness for overseas markets and should undergo an audit covering its own readiness as exporting is very different to domestic sales. Private Sector Consultants can advise on both and there are programmes in place in Wales to handle this where companies are guided through the processes of strategic planning, trade development and winning new business. This includes development support and guidance for new exporters trading overseas for the first time to ease entry into global markets and also for existing exporters to increase their market share in current markets and in entering new markets. There are two key initiatives within the programme here in Wales: Individual Company Support This provides tailored one-to-one specialist company support to assist Welsh companies develop their skills, capabilities and capacity for international trade.

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2/ Perfect your packaging Logistics can be a problem particularly in developing countries so the right packaging should be selected to withstand either sea or air transport and offer care-free off-loading and handling at port of destination. If necessary, expert packers should be consulted.

3/ Get Compliant Many countries have stringent regulations governing imports particularly electric equipment such as power tools etc. There may alsobe local regulations requiring the registration of the product for example medical or healthcare products. These should be researched in advance.

4/ Price it Right There is enormous competition in all markets particularly with the export growth, export incentives and quality improvement from countries like China and those in Eastern Europe and whilst maintaining comfortable margin prices should be structured after a short price research in target markets.

5/ Choose your Target Markets This is a vital decision and it is recommended that research is undertaken in an initial batch of target countries to determine the size of the market and the ease of penetration. Further countries can be targeted after the initial “trial run”. Research on the best form of representation i.e. agents, distributors, Joint Ventures, is also essential to have reliable dynamic and trustworthy in-country partners who have experience in the market and can utilise the local language and understand local trading methodology and regulations. Again careful research is required as selection of a bad agent can lead to major problems including shutting off a market pending termination of the representation agreement which is often extremely difficult and costly particularly in areas such as MENA. It is recommended that any agreement is for an initial trial period. Make sure that you keep in regular contact and correspondence with your representative which will allow you to monitor progress and activity.

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6/ Promotion Prospects

8/ Freight and Insurance Agents

Finding Help and Support

Visibility and recognition are key factors and it usually takes some time for a brand to be accepted by the local end-users so it is recommended that promotional literature is translated into local language in traditional non-English speaking countries.

One needs to have a reliable and dynamic freight agent who can get the best freight deals as the market fluctuates with fuel prices, war conditions, piracy etc. and will find ways of economising on the cost by recommending the method of freight for example containers (including size), and pallets. This agent will likewise get the best deals on transport to the port/airport. One will likewise need a good insurance agent if you will be selling on a CIF (Cost Insurance and Freight) basis.

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It is recommended that frequent visits are made to the representatives in the countries who usually take Principals to visit end users and potential end users as this is well appreciated. Low cost gifts or company give-aways are often important and the representative will advise on this prior to any visit. It is important prior to any visit to read up on the country or to talk to people who have visited before as many countries have their own mannerisms and traditions when it comes to negotiation or discussion. One needs to take care to handle oneself properly according to local custom and not to offend anyone. As a simple example in China it is customary to hand your visiting card over with two hands and to study the one given to you carefully. Deals are not usually struck at the first meeting and it can take numerous meetings before reaching a successful conclusion. For first time exporters it is an extremely good promotion tool to have references from domestic customers, particularly if some are well known internationally or are large customers who can be checked via their websites.

7/ Plan your Payment Methods Again this is another very critical element to exporting as failure to pay or delayed payment will reflect directly on the bottom line and debt recovery, particularly in developing markets, is not only costly but more often than not impossible. Any Letters of Credit should be confirmed by a UK bank and payable at UK bank counters. You will need a good “in-house” specialist (or outsourced service) to handle Letters of Credit or Bills of Exchange under a Cash Against Documents (CAD) transaction and these may well be discountable by your bank or the advising UK bank or by forfeiting houses.

9/ Product Liability Insurance Many countries like the USA make it essential to have Product Liability Insurance as claims can run into telephone numbers and litigation can be horrifically expensive and lengthy. There are ways to avoid this by selling, for example, to a Canadian company who sell on, but each and every case needs to be looked at individually.

10/ Finally - Have Patience There are very few countries that respond rapidly unless one is very lucky or has a product or service which is seen as an instant winner.

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There are Government subsidised Schemes available to Welsh companies. There are courses available for training on export documentation and payment instruments as well as the implications of terms of sale which govern transfer of ownership of goods. Publications of country import regulations and documents required for imports are also readily available.

Useful Contacts for Further Information: Welsh Government Business Portal http://Business.wales.gov.uk Aydon Consultants www.aydon-consultants.com Wales Worldwide www.waleswordwide.org Enterprise Europe Wales www.enterpriseeuropewales.org.uk CBI Wales www.cbi.org.uk South Wales Chamber of Commerce www.southwaleschamber.co.uk

In the developing countries it can often take a minimum two years to have the breakthrough but be patient as success does come with perseverance and is rewarding.

Key Q u estions for First T ime Ex porters Have

e de identifw ied ourfinmed and arkets? Is our pa c for expo kaging suita ble rt? Do we n eed an agent? Are we locally c ompliant ? Can we compete on price ? What is our prom otion stra tegy? How wil l we get paid? Are we insured?

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│SOUTH WALES BUSINESS REVIEW

Hotspots, slow-spots and not-spots: Broadband’s Impact on Welsh Firms and International Development Karen Jones

Karen Jones, Assistant Dean of the Faculty of Business and Management, considers the impact of broadband for international development and the government-driven broadband policy in Wales Contemporary business practice relies on the use of ICT, and the benefits of the Internet, such as helping firms achieve growth through international trade and the ability to cheaply segment markets are well documented. Consequently, a first class digital infrastructure is essential to enable Welsh firms to achieve sustainable global development, and a crucial component of this digital infrastructure is a robust and widely available broadband Internet network. Slow Internet access speeds can adversely affect firms’ ability to serve their customers well and can lessen employee productivity, among other things. Accessing networks using a high-speed broadband connection is a much improved experience and brings a variety of benefits to individuals and firms. However, access to broadband services is a challenge in Wales compared with some other regions of the UK. The private sector funding and deployment of broadband services tends to be driven by commercial imperatives, and some rural areas in particular do not have broadband coverage or the speed of their provision may be poor. As a result, Welsh Government is targeting an increase in the geographical coverage of broadband

and an improvement in the quality of the service. There is a strong consensus in the literature that broadband has positive impacts for national economies. The International Telecommunications Union’s (ITU) 2012 report on the impact of broadband adoption provides fairly conclusive evidence that the greater the broadband penetration in developed countries the more important is its contribution to GDP and economic growth. This is in accord with the European Commission’s claim that a 10% increase in broadband penetration increases GDP by 1 to 1.5%.

The Impact of Broadband on Economic Growth

According to the ITU, economic growth occurs at several levels. First, broadband is an enabler of international trade and helps overcome barriers to entry, extending firms’ reach to labour markets, raw materials, and far-flung customers. It offers opportunities for entrepreneurs, small- and medium-sized enterprises to compete more equally with the larger players. Physical location is much less relevant; broadband enables a range of business practices such as teleworking, virtual call centres and the outsourcing of

services. Broadband underpins the major trend towards cloud computing and the growth in data centres such as the Next Generation Data facility at Newport. Second, extensive deployment of broadband stimulates digital innovation and entrepreneurship to generate new applications, services, content and ways of doing business. This can attract new business in both national and international markets. In the UK, Clayton et al (2008) report a strong link between a firm’s use of broadband and the level of firm innovation. Third, broadband adoption facilitates productivity gains for firms due to improved business processes in areas such as marketing, stock management and supply chain management optimisation. This can make the firm more competitive globally.

Beyond Economic Impact

The UK government’s Broadband Impact Study (2013) reports similar findings. It adds that economic growth and job creation aside, broadband has positive social effects for citizens in terms of improved access to information, communication, entertainment, shopping, learning, health, access to employment

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ADOLYGIAD BUSNES DE CYMRU│ and interactions with government, which, on balance, are associated with higher levels of wellbeing. Given the benefits and the intense price/speed competition between broadband providers, a consumer’s broadband connection can be more valuable to them than the price s/he is actually paying - a ‘consumer surplus’. Evidence suggests that broadband demand is less ‘elastic’ as consumers increasingly perceive it to be a vital utility item, like water, gas and electricity. The Broadband Impact Study also claims that although use of ICTs causes carbon emissions, there are positive environmental gains associated with the potential to shift to more energy efficient cloud computing, opportunities for teleworking and reduced business travel. We’re all in agreement that broadband is a ‘good thing’. Broadband provides a high-speed connection to the Internet that allows businesses and citizens to participate in and benefit from the digital economy. Unfortunately, we don’t all have equal access to it.

Bigger, Better, Faster, More

In 2011, nearly 93% of businesses in Great Britain had broadband connectivity (ONS) but according to Ofcom (2012) broadband penetration in homes in Wales is 68%, below the UK average of 78%. This is of concern because while participation in the online world does not guarantee an advantage to those who use it, those who are without it can certainly be disadvantaged. How can we increase broadband deployment and adoption levels to gain the potential benefits? One way is through the intervention of government. Governments have recognised that investments in a broadband infrastructure are vital to promote economic and social growth, and several countries have formulated national broadband plans. In its Digital Britain report (2009), the UK government laid out its plan to secure universal access to broadband and increase take up. This is considered in the context of (i) today’s, and (ii) tomorrow’s network requirements. To meet today’s needs, as part of its ‘universal service commitment’ the government promised to upgrade the existing copper and wireless networks to provide access to a

broadband connection of at least 2 megabits per second by 2012. On the plus side, 2Mbps is at least 40 times faster than a narrowband, dial-up connection. However, this target is too low. In today’s information-society, firms require faster speeds, particularly when using the cloud. In other countries such as Singapore, governments are targeting speeds of up to 100 Mbps.

The Next Generation

To address future network needs, the UK government created the ‘Next Generation Final Third’ project in which it described the deployment of a new superfast broadband network, that is, with a speed of 30Mbps or above. At present the UK government aims to ensure that 90% of people can access a superfast broadband service by 2015. The European Commission, in its Digital Agenda for Europe report, proposed that basic broadband should be available to everyone by 2013 and that by 2020, all Europeans should have access to ‘next generation’ superfast broadband speeds (30Mbps or more), with at least 50% of European homes having connection speeds of 100Mbps or higher.

Broadband in Wales

So what about here in Wales? Ofcom’s (2009) report into average broadband speeds found that Wales had the lowest average and maximum download speeds of all UK regions. In ‘Delivering a Digital Wales’ (2010), the Welsh Government set out its broadband agenda that all businesses in Wales will have access to superfast broadband by 2016, and all homes by 2020, in accord with the European Commission’s proposals. By the end of 2011 all of BT’s local exchanges in Wales had been upgraded to offer ADSL broadband (Ofcom). ADSL is a family of technologies that provide Internet access using the wires of a local telephone network. This does not lock in users to BT. An alternative operator can install its own equipment in the local telephone exchange and provide the broadband service by leasing use of the telephone wires from BT. Some areas, often rural, suffer from slowspots because they are located a long way from the local telephone exchange – the broadband signal gets weaker the more distant it is from the exchange. However, the Welsh Government will intervene in areas where the signal is poor

“Welsh Government’s decision to exceed the targets set by the UK Government is shrewd and progressive” or where the commercial sector is not investing (a not-spot). For example, currently the Broadband Support Scheme provides funding of up to £1,000 for individuals and businesses to cover the set up costs of an alternative broadband solution where private sector broadband operators don’t provide a service or where customers receive get a broadband speed of less than 2 Mbps. The solution may include satellite service or the use of fibre broadband to help increase the speed of the broadband connection. In July 2012, First Minister Carwyn Jones announced an agreement with BT to deliver superfast broadband to 96% of premises in Wales by 2015. This is the largest broadband project in the UK and exceeds the UK Government target by 6%. For those regions in Wales not covered by commercial provision, public and private sector funds will be invested to ensure universal fibre broadband coverage. In total to date, the investment in Welsh fibre broadband is £425 million. The First Minister said ‘the project will transform the broadband landscape across Wales and ensure that local businesses can become global businesses.’ High-speed broadband services, universally available, are essential for the future international competitiveness of Welsh businesses. The Welsh Government’s decision to exceed the targets set by the UK Government is shrewd and progressive. Its commitment to support and promote digital communications will facilitate international growth and a substantial and more sustainable competitive advantage for firms in Wales. Welcome to Superfast Cymru! Vol 4 Issue 3 2013 │19

│SOUTH WALES BUSINESS REVIEW

Transforming Education: Global Graduates Make Welsh Grass Greener Jacqui Jones

Jacqui Jones, Programme Director for the Leisure, Events, Tourism and Sport, and International Placements Director explains the importance of International Student Placements in ensuring Wales’s continued success as a global tourist destination. International placements have been an integral part of Leisure, Tourism and Sports programmes at Swansea Metropolitan since the late 1980s, providing students with global employability skills to succeed in future careers within the industry, and enabling graduates to utilise cutting edge skills to help Welsh businesses become more competitive in a global market. Probably one of the best examples of this is Dominic Jones the new GM of Oakwood Park in Pembrokeshire. Whilst studying for both an HND and Degree within what was the School of Leisure, Tourism and Sport at Swansea Institute, Dominic undertook a prestigious international placement with Walt Disney World, Florida. Over 10 years later he still cites this experience along with his academic studies as providing the underpinning skills for his future management career. Dominic’s dissertation was based on the future of Welsh Visitor Attractions and on graduating the industry skills and knowledge he gained with Disney allowed him to step into a rides supervisor role at Thorpe Park, before quickly moving up to become Rides Manager at Thorpe Park and Chessington World of Adventure. As Guest Service Manager at Madame

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Tussauds he utilised his Disney experiences to help develop the rebranding and theming of the traditional wax works museum into an interactive visitor experience. Dominic then enjoyed a highly successful global management career with Virgin Airlines before family commitments pulled him back to Wales. Taking over as GM of Oakwood in summer 2012 Dominic’s aim is to make Oakwood Wales’ number 1 family attraction again. Using his global experiences with Disney and Merlin Group, to turn around the fortunes of Oakwood Park, Dominic has introduced a dynamic strategy with an exciting new £4m development which he believes will , “totally transform the visitor experience and provide a magical new series of attractions aimed specifically at the family market”. Despite using one of the world’s leading theming companies to develop the new attraction, Dominic is also keen to celebrate Oakwood’s unique Welsh identity. He states that “Having worked around the world I have come to realise how important it is for successful businesses to be closely connected to their communities and to reflect and celebrate their uniqueness.”

The experience Dominic gained on the International Exchange Program at Disney has developed his focus on the importance of guest service within the visitor experience. To make Oakwood more competitive he has recently invested in staff guest service training using the World Host Ambassador training programme, which was used to train the Games Makers for London 2012. Dominic states that “Last year’s Olympics really showed how good Britain is at delivering world class service and at Oakwood we wanted to use that skill, expertise and enthusiasm to inspire our own staff.” The impacts that global placements have on Welsh businesses is not, however, limited to the impacts that graduates working in management can bring to organisations… Vicki Brace gained a HND in Watersports Management at Swansea Metropolitan in 2011, and is currently studying for a BA (Hons) Event Management also at Swansea Met, and is an example of how the international placement programme allows current students to develop their global employment skills in order to help Welsh businesses compete in the global market.

ADOLYGIAD BUSNES DE CYMRU│ Vicki has successfully completed a 6 month placement with Rockley Watersports in France, and a year internship at The Peaks Resort Hotel and Spa in Telluride, Colorado working in Hospitality and Events. When reflecting on these international opportunities Vicki strongly believes that the summer she spent with in France not only enabled her to gain vital coaching qualifications, it also gave her the confidence and motivation she needed to take up other global experiences. These in turn have allowed her to further develop skills which she has brought back to Wales. In Telluride the organisation’s proactive strategies along with management’s empowerment philosophies enabled Vicki to develop exceptional operational skills. Her experience working within a global workforce allowed her to develop guest interaction skills and product knowledge along with five star service skills and a detailed cultural appreciation. As a result of these global experiences on returning to Wales Vicki was able to secure an exciting Event Management Internship position with Iron Man Wales. In this role Vicki became involved in strategically planning this event which attracts an estimated 10,000 spectators and 1,500-plus competitors from over 30 countries to Wales. Vicki’s global events experience provided her with the vital operational skills required to supervise the cycle section of Iron Man Wales and help enable the organisers to establish a global event which has benefitted the welsh economy and tourism industry. Vicki’s global skills have also enabled her to secure a position with Pembrokeshire Tourism organising their Industry Awards. The hospitality skills she developed in America were utilised in planning this event and Vicki helped the organisers to promote achievements within tourism aiming to make the industry more competitive. Another current Swansea Metropolitan Student who extols the virtues of International Placements is Georgina Dann who is completing a degree in

Tourism Management. She states that “Global work experience has taught me so much….the skills I’ve learnt will help me with future business opportunities in Wales.” Georgina spent a summer working as an intern in a California Summer Camp and believes that the cultural experience living and working in a new environment with people from different backgrounds developed her significantly. She feels strongly that the opportunity improved her confidence, communication, teamwork and coaching skills tremendously. Since returning to University Georgina has utilised these skills to benefit the Swansea based eBay web site based organisation she has worked for over a number of years. The global placement enabled her to improve her work performance where she is dealing with customer service and deliveries.

Vicki Brace Vicki Brace working on international placement at Peaks Resort Hotel in Telluride Colorado.

Dominic, Vicki and Georgina’s global placements were all part of the J1 Internship visa program designed for students to develop specialist industry skills and knowledge through a cultural experience with a host organisation in America enabling them to gain management careers in their home countries. Swansea Business School is currently forging new links for students to spend a year’s internship with Rancho Valencia Resort Hotel in San Diego, California, and The Jerome Hotel in Aspen, Colorado where they will be given exciting opportunities to gain global industry skills to bring back to Wales.

Georgina Dann Georgina Dann during her internship at a Californian Summer Camp.

It will therefore be interesting to watch the long term impact that future students will hopefully have in helping make welsh businesses more competitive, as Dominic Jones states “global placements made a massive difference not just for our own individual careers but also for Wales as a whole and I am so proud to be associated with Swansea Metropolitan.” Dominic Jones Dominic Jones putting his international placement experience into practice in his role as General Manager of Oakwood Park.

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│SOUTH WALES BUSINESS REVIEW

News and Events

For further details of these events and to register to attend please email swbr@smu.ac.uk or call our Faculty Office on 01792 481132.

Events @ Swansea Business School 6th June 2013, 5pm-6.30pm

Part Time Open Evening

Find out more about Part Time Programmes available at Swansea Met. Venue: Swansea Business School, SA1 1NE. All welcome.

3rd July 2013

Undergraduate Open Day

Find out more about full time undergraduate programmes at Swansea Business School. Please book online at: swanseabusinessschoolopenday3rdjuly2 013.eventbrite.com

11th July 2013, 5pm-6.30pm

Part Time Open Evening

Find out more about Part Time Programmes available at Swansea Met. Venue: Swansea Business School, SA1 1NE. All welcome.

Creativity – The Next Generation

Swansea Business School hosts World IP Day Celebrations Swansea Business School was proud to play host to ‘Creativity – the Next Generation’, and event designed to inspire and support students, academics and businesses in developing and managing their intellectual property as part of the global celebrations for World Intellectual Property Day on April 26th.

The event, organised by Swansea Met’s Commercial Services Department and supported by ERDF and Business in Focus, featured an IP workshop and clinic from Welsh Government expert David Wooldridge along with practical help with finding funding from Carl Waters of Business in Focus, and Dr Ross Head’s inspirational story of how the University and charity Cerebra have collaborated to develop products to support brain injured children (pictured above).

The

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event was attended by a mix of staff, students and business people from across South Wales, and sparked some lively discussion amongst the delegates. Swansea Metropolitan is proud to be one of only three Patent Library Outreach Centres in Wales, providing access to patent searches and regular free advice from Welsh Government for anyone thinking of developing a product or service that requires IP protection. For more information on the outreach centre and its services contact our Commercial Services Department on 01792 481199.

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SBS Supports Sustainable Tourism Swansea Business School was proud to sponsor the Sustainable Tourism Category in the high profile Pembrokeshire Tourism Awards which took place recently in a glittering ceremony at Beggar’s Reach Hotel in the heart of the County.

Head of Leisure, Events, Tourism and Sport, Andrew Campbell, and Jacqui Jones, Undergraduate Programme Director for Leisure, Events, Tourism and Sport were on hand to present the award to the proud winners Clynfyw, who operate a sustainable self-catering business from their organic farm near Boncath.

Tourism is a hugely important contributor to the Welsh economy, and not only does the University itself have a strong sustainability agenda (recently being announced the winner of the prestigious Guardian Sustainable University Award) but we also have a long history of delivering tourism related higher education programmes, and was, so this award is particularly apt.

Robert Owen Challenge Winners Each year, Swansea Business School plays host to the Robert Owen Challenge, a business planning competition designed to encourage students and graduates to start their own businesses. This year, the standards of entries was once again very high, but the winning team, Steed and Skill, just pipped the others to the post.

The event is sponsored by the Chartered Management Institute, and branch chairman Terry Phillips was on hand to award the winners with the coveted Robert Owen Cup and the £200 prize. Robert Owen, after whom the competition is named, was a celebrated industrialist and social reformer, and it’s in this spirit that this year there was an additional prize, supported by the

Swansea Foundation, for the business with the best ethical or sustainable business plan. Swansea Met has a proud track record of supporting students in starting their own businesses during and after their studies, and we’re very much looking forward to helping this year’s batch of student startups in taking their first steps towards making their plans a reality.

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Next Issueâ&#x20AC;Ś

The Tech Tonic Can Technology Cure our Economic Ills?

Out August 2013 To reserve a copy please visit www.smu.ac.uk/swbr or email your name and address to: swbr@smu.ac.uk