final report - web.anglia.ac.uk · the h.i.g.h.e.r. project (high international growth and the...

The H.I.G.H.E.R. PROJECT

(HIGH INTERNATIONAL GROWTH AND

THE HIGHER EDUCATION RESOURCE)

FINAL REPORT

Prepared by Professor Terry Mughan, Project Manager,

and

Professor Lester Lloyd-Reason

The Centre for International Business Research

Lord Ashcroft International Business School

Anglia Ruskin University

The H.I.G.H.E.R. Project Final Report

© Centre for International Business 2/26 - July 2006



TABLE OF CONTENTS

Section Page

0. Executive Summary 3 – 6

1. Aims and Objectives 7 – 8

2. Methodology 8 – 10

3. Findings 10 – 11

4. Achievements 12 – 14

5. Outputs 14 – 15

6. The H.I.G.H.E.R. Project and its relevance to broader policy

initiatives

15 – 17

Appendix I – Programme of the ‘International Business Growth’ workshop 18

Appendix II – Programme of the ‘Achieving International Growth’ workshop 19

Appendix III – Programme of the ‘Practical and Profitable International Growth’ workshop 20

Appendix IV – Programme of the ‘Researching Export Markets’ workshop 21

Appendix V – List of 51 Companies 22

Appendix VI – Deliverables 1 to 3 Executive Summary Report 23

Appendix VII – List of 17 Companies 24

Appendix VIII – UKTI email broadcast 25

Appendix IX – List of Case Studies 26





Executive Summary

0.1 The H.I.G.H.E.R. Project was initiated in order to capitalise on earlier work carried

out by Anglia Ruskin University in the area of international trade development in the

East of England. The CEIM project (Competing Effectively in International Markets)

was funded by the East of England Development Agency and identified a range of

actions which could serve to improve support for and performance of companies

which are trading internationally. Among the more critical findings was the

identification of a set of companies which had grown to the point where they were no

longer eligible for mainstream UKTI support but required help in the strategic

management of their international business without having sufficient resources to turn

to large consulting companies.

0.2 The aim of the H.I.G.H.E.R. Project was:

to capitalise on the core competencies of the participating

universities to make a unique and substantial contribution to

business support for international companies in the East of

England.

With the following objectives:

to facilitate the transfer of knowledge and expertise within the H.E. sector into

the regional business support network whilst building the stock of skills within

universities and related agencies.

to promote knowledge sharing between HEIs, companies and government

support agencies in a manner which is directly informed by the emerging

economic strategy for the Eastern region.





to capitalise on the core competencies of the participating institutions to make

a unique and substantial contribution to business support

0.3 The H.I.G.H.E.R. Project approaches its completion date with 51 companies registered

as beneficiaries of its work in one form or other. For 17 companies this has entailed a

thorough diagnostic and audit of needs followed by interventions including strategic

review, marketing analysis, mentoring and workshops. To illustrate the nature of this

work, a selection of case studies have been written up (in i10 format) and accompany

this report.

0.4 The contribution made by universities to the work of these companies was captured

very lucidly by the two presenters at the Policy Seminar on 14 June 2006.

David Southern, Managing Director of Demco Worldwide, joined the

H.I.G.H.E.R. Project in June 2005. He said "The university connection

allowed us to tap into other peoples’ experience and get up-to-date, hi-

tech, leading edge views."

Martin Cuthbert, Commercial Director of Webtec Products, joined the

H.I.G.H.E.R. Project in February 2006. He said "H.I.G.H.E.R. is

effective because it is tailored to us."

In addition, Philip Mohan, Sales Director of Siderise, who joined the H.I.G.H.E.R.

Project in June 2005, echoes these views. “The H.I.G.H.E.R. programme has been well

managed and it is fair to say that without it, Siderise would have stumbled around for a

long time without making any progress on the international market.”

0.5 The identification and testing of this market for higher education and government

support services represent a new venture within the region and in the United Kingdom.

This has entailed a high degree of collaboration between the universities and with UK

Trade and Investment which has been a key partner in the organisation of workshops

and other events. Regular meetings have been held to plan and prepare workshops

and manage post-event press coverage. A high-level Policy Seminar on 14 June 2006





confirmed the success of the project and its importance for emerging trends in

business support.

0.6 On a national level this movement was confirmed on 20 July 2006 when UK Trade

and Investment published ‘Prosperity in a Changing World’. This document makes

clear the government’s intention to target its efforts “where they can make the most

difference. This means focusing on important sectors and technologies where the UK

has a comparative advantage, and on the overseas markets which offer the greatest

opportunities”. This policy will for the first time entail large-scale support for

experienced exporters, such as those on the H.I.G.H.E.R. programme, to make early

in-roads into emerging markets and the R&D programme will identify “priority

companies both for inward investment and as potential high-value exporters”. As

UKTI becomes a marketing-led, client-focused organisation, “it will concentrate on

innovative companies; on those with high R&D intensity: on high value potential

investors: on major exporters; and on exporters to emerging markets”.

0.7 The H.I.G.H.E.R. Project has successfully identified and articulated an important

emerging issue for business support, tested and proved the case for higher education

playing a part in this provision and piloted innovative work with a sample of

companies which have reported high satisfaction with the support received. All key

project objectives have therefore been fulfilled. As the Policy Seminar noted, work

with some companies is incomplete and all parties should do the utmost to ensure this

work is continued. As we reach the end of this phase of funding, our main

preoccupation is with the need to continue work with these companies and all avenues

are being explored in this respect.

0.8 Perhaps even more importantly, however we believe we have established a basis for

planning a future where the lives of these kinds of companies are intertwined with the

life of the region’s universities: knowledge transfer in all its forms, where

universities, UKTI and EEDA work together to create truly world-class companies in

their markets.





0.8.1 Knowledge transfer mechanisms and benefits

Universities which educate students able to dramatically improve the

performance of these companies.

Companies which employ students full-time and on projects with a

rock-solid guarantee of better business management, assisted by

academics who understand both universities and companies.

Operationally-driven SMEs given access to academic resources to

devise and implement a strategic vision and plan for their company.

University courses which are informed by real company practice as

well as theory.

Joint bids for funding for international business opportunities and

research.

More formal involvement of agencies and companies in the curriculum

development of our Business Schools and work-based study where

students provide a direct resource for the implementation of

international business and marketing strategies.

A relationship which enables both partners to leverage the assets of the

other, where company employees earn diplomas in management by

working alongside academics who are simultaneously helping the

student and the company to manage change and growth.





Aims and Objectives

1.1 The H.I.G.H.E.R. Project was initiated in order to capitalise on earlier work carried

out by Anglia Ruskin University in the area of international trade development in the

East of England. The CEIM project (Competing Effectively in International Markets)

was funded by the East of England Development Agency and identified a range of

actions which could serve to improve support for and performance of companies

which are trading internationally. In addition to this large piece of work, the authors

were invited to act as consultants to the International Trade Forum and to contribute to

the formulation of the new International Trade Strategy for the region. A recurring

theme throughout these and further projects was the potential role of the region’s

universities in improving the international competitiveness of the region’s companies,

in particular those with the products and resources to achieve high growth in overseas

markets.

1.2 The Higher Education Innovation Fund was set up to promote precisely this kind of

knowledge transfer. In the East of England, i10 was the prime vehicle for this kind of

inter-university collaboration with industry and discussions were begun in mid 2004 to

explore the possibility of a project in this area. The University of Hertfordshire joined

Anglia Ruskin and a bid was made jointly to i10 and the East of England

Development Agency for funding to achieve the following aim:

to capitalise on the core competencies of the participating

universities to make a unique and substantial contribution to

business support for international companies in the East of

England.

With the following objectives:

1.2.1 to facilitate the transfer of knowledge and expertise within the H.E. sector into

the regional business support network whilst building the stock of skills within

universities and related agencies.





1.2.2 to promote knowledge sharing between HEIs, companies and government

support agencies in a manner which is directly informed by the emerging

economic strategy for the Eastern region.

1.2.3 to capitalise on the core competencies of the participating institutions to make

a unique and substantial contribution to business support.

Methodology

2.1 The first phase of the H.I.G.H.E.R. Project comprised three components:

A review of business support services currently available for high growth firms

within and across the region on a sectoral basis. The objective was not to

provide a guide to international business support within the region, but rather

to inform the project work through a better understanding of the potential

target market for the products and service available through HEIs.

A full review of the available literature in the area, including the academic

literature and trade and consultants’ literature dealing with trends and pressures

in the global economy which impact on SME behaviour and growth.

The identification of a sample of companies which are representative of the

region in terms of location, the way in which they behave, the goods or

services they seek to sell and the sector(s) to which they belong. Executives

from 24 companies were interviewed by telephone.

2.2 The next stage involved the running of a workshop for a selected sample of companies

identified from the telephone survey in order to better understand their needs and the

factors which might be acting as barriers to their international growth. (See

Appendix I for the workshop programme).





2.3 All the firms participating in the workshop were very keen to continue with the project

and a diagnostic auditing tool was then developed and administered during an

interview with these firms. The objective was to explore with them how best the

H.I.G.H.E.R. team could help them exploit opportunities to improve their skills,

networks and readiness to achieve higher international growth.

2.4 The crucial next stage was to make individual presentations of the findings to the

participating firms and to develop an action plan, with agreed objectives, to help the

company achieve its growth aspirations. This was delivered through customised

support including:

Review of their international business strategy

Review and development of their international marketing plan

Help with international market communications

Building internal capabilities to deal with international operations

9 firms attended the workshop and the H.I.G.H.E.R. team continued to work very

closely with them throughout the project to deliver support and to achieve the agreed

objectives.

2.5 Having established market need and developed an appropriate response, a second

workshop was then held in Newmarket (see Appendix II for the workshop

programme) with the collaboration of UKTI to disseminate the findings of the project

and to recruit additional companies. 62 companies registered and 50 delegates

attended the workshop. As a result, more than 32 firms joined the project. The same

model was applied - audit, presentation, agreed action plan and delivery - and again

the H.I.G.H.E.R. team worked closely with these companies throughout the project.

2.6 Two further workshops were offered as a direct response to identified need across the

whole group of companies, namely: ‘Practical and Profitable International Growth’

(see Appendix III) which attracted 10 companies, and ‘Researching Export Markets’

(see Appendix IV) which attracted 15 companies.





2.7 All the data was presented to the Regional Policy Seminar on 14 June 2006 to which

government agencies in the East of England were invited. There was wide ranging

discussion and general agreement that the H.I.G.H.E.R. Project has identified a clear

market need and appropriate response. This work has directly informed future

provision for this group of mid-scale companies capable of high growth in

international markets.

Findings

3.1 What have we learned about the market and the companies?

There is a gap in support provision for company internationalisation.

Need exists across sectors in companies which are beyond the P2E level in

international markets.

These companies have complicated international operations:

o They are involved in multiple international markets

o Involvement takes many forms – sales, subsidiaries, partnerships,

procurement, and licensing

o Knowledge of and contacts in these markets are extremely difficult to

manage

The management of these operations requires high skills levels:

o Time is taken up with operational management with no opportunity to

build an international strategy

o The international mission is not usually fully understood by all key

personnel

o The international ‘champion’ needs help to win over the organisation

o Internal blockages need to be tackled





3.2 What makes HEI involvement relevant and successful to this set of companies?

International ‘champions’ tend to be analytical thinkers. Many have HE

diplomas.

They appreciate being critiqued in a constructive manner (academic

consultants as non-executive advisors).

They see academics and students as valuable resources.

They like the support to come to them but they also like the opportunity to mix

with like-minded companies in a reflective environment.

3.3 We find that the key management challenges facing the companies recruited to the

H.I.G.H.E.R. Project were consistent across the sample. These challenges can be

grouped into three categories as identified in the Diagram 1 below:

STRATEGIC

MARKET DECISIONS RELATIONSHIP MANAGEMENT

Strategic competence Organisational learning

Planning Change management

Environment assessment

Competitor analysis

Human Resources

Market entry Cultural issues

Language Skills

Long distance management

Conflict resolution

Knowledge exchange

Partnership management

Diagram 1 - The H.I.G.H.E.R. Service Model





Achievements

4.1 The H.I.G.H.E.R. Project approaches its completion date with 51 companies (see

Appendix V) registered as beneficiaries of its work in one form or other. In keeping

with the key findings of the first three deliverables (see Appendix VI) which

comprised a broad assessment of the nature of markets and trends which condition the

behaviour of these companies, it was decided that the complexity and uncertainty of

the environment that these companies inhabit warranted a customised approach to

support. As detailed above, the overall programme for each company has comprised

interventions in the areas of strategic management, market decision-making and

relationship management. The precise nature of the work we have done with each

company, whilst having certain common methodological characteristics, depends on

the specific nature of their needs.

4.1.1 For 17 companies (see Appendix VII) this has entailed a thorough diagnostic

and audit of needs followed by interventions including strategic review,

marketing analysis, mentoring and workshops as identified in Diagram 2

below):

Intervention

Outcomes

Company discussions Strategic audit

Objectives

Preliminary meetings

general

agree objectives

Identify

framework

for project

Sub-projects

Responsibilities

Timing

Report

Workshops

Training

Placements

Mentoring

Work

programmes

1.

2.

3. etc.

Other

4 to 6 weeks 3 months Open-ended

Diagnostic

Diagram 2 - The H.I.G.H.E.R. Service Plan





4.1.2 The other companies have all undergone a detailed diagnostic and audit of

needs. These have been followed by attendance at workshops and individual

consultations, usually with a view to referral on to UKTI for specific market

information support or discussion of a medium term plan for more extensive

intervention.

4.1.3 Given the tailored nature of this work and the extensive involvement described

above in many cases, it has not surprisingly been impossible to bring all of

them to a point where the agreed work schedules has been achieved. More

time and funding are needed to do this.

4.2 The identification and testing of this market for higher education and government

support services represent a new venture within the region and in the United Kingdom.

This work has therefore required substantial innovative efforts on the part of the two

universities involved. The development of databases, diagnostic and audit tools,

analytical instruments and mentoring and workshop materials was all undertaken

specifically for this project (see the i10 H.I.G.H.E.R. Project website

http://intranet.i10.org.uk/subprojects/065.html).

4.2.1 This has entailed a high degree of collaboration between the universities and

with UK Trade and Investment which has been a key partner in the

organisation of workshops and other events. Regular meetings have been held

to plan and prepare workshops (see Appendix VIII – UKTI email broadcast),

and manage post-event press coverage. (See UKTI website

https://www.uktradeinvest.gov.uk/ukti/east_of_england). A press release is

currently being prepared for publication in Innovation East.

4.3 The contribution made by universities to the work of these companies was captured

very lucidly by the two presenters at the Policy Seminar on 14 June 2006.

David Southern, Managing Director of Demco Worldwide, joined

the H.I.G.H.E.R. Project in June 2005. He said "The university

connection allowed us to tap into other peoples’ experience and get

up-to-date, hi-tech, leading edge views."

http://intranet.i10.org.uk/subprojects/065.html

https://www.uktradeinvest.gov.uk/ukti/east_of_england





Martin Cuthbert, Commercial Director of Webtec Products, joined

the H.I.G.H.E.R. Project in February 2006. He said "H.I.G.H.E.R. is

effective because it is tailored to us."

In addition, Philip Mohan, Sales Director of Siderise, who joined the H.I.G.H.E.R.

Project in June 2005, echoes these views. “The H.I.G.H.E.R. programme has been

well managed and it is fair to say that without it, Siderise would have stumbled

around for a long time without making any progress on the international market.”

4.3.1 The vibrant knowledge transfer potential of the work is further illustrated by

the fact that the International Sales Manager at one of the participating

companies will be joining the Certificate/Diploma in Management Studies

programme at Anglia Ruskin University in September – this recruitment can

be directly attributable to the H.I.G.H.E.R. Project work with the company.

Furthermore, one company has identified market information needs over and

above the scale of the project and has commissioned the H.I.G.H.E.R. team to

carry this out.

4.4 For a broader assessment of the relevance of the H.I.G.H.E.R. Project to national and

international policy on business support, please refer to Section 6.

Outputs

5.1 i10 H.I.G.H.E.R. website

Outputs from the H.I.G.H.E.R. Project have been regularly uploaded to the i10

website (see http://intranet.i10.org.uk/subprojects/065.html). These include all the

afore-mentioned working documents, announcements, instruments, databases, the

interim reports and the Project Review forms.

http://intranet.i10.org.uk/subprojects/065.html





5.2 Case Studies

i10 asked the H.I.G.H.E.R. team to produce a number of company case studies that

could be used for public relations purposes. At the time of submission of this report,

10 case studies (see Appendix IX – List of Case Studies) have been produced but not

all have yet been authorised by the companies. A file containing all 10 case studies is

being sent to i10 under separate cover but cannot yet be placed in the public domain.

The H.I.G.H.E.R. Project and its relevance to

broader policy initiatives

6.1 As explained in Section 2, the project was conceived in response to perceived trends

in company need and policy provision. Recent shifts and initiatives have reinforced

this assessment.

6.2 On a national level this movement was confirmed on 20 July 2006 when UK Trade

and Investment published ‘Prosperity in a Changing World’. This document makes

clear the government’s intention to target its efforts “where they can make the most

difference. This means focusing on important sectors and technologies where the UK

has a comparative advantage, and on the overseas markets which offer the greatest

opportunities”. This policy will for the first time entail large-scale support for

experienced exporters, such as those on the H.I.G.H.E.R. programme, to make early

in-roads into emerging markets and the R&D programme will identify “priority

companies both for inward investment and as potential high-value exporters”. As

UKTI becomes a marketing-led, client-focused organisation, “it will concentrate on

innovative companies; on those with high R&D intensity: on high value potential

investors: on major exporters; and on exporters to emerging markets”.

6.3 On an international level, a major governmental level large-scale study of SME

internationalisation is being carried out by the OECD/APEC called ‘Removing

Barriers to SME Access to International Markets’. The aim of this study is to obtain a





better understanding of the barriers to internationalising (defined as all those

constraints that hinder the firm’s ability to initiate, to develop, or to sustain business

operations in overseas markets) faced by SMEs, and to share knowledge of

government interventions to reduce those barriers. A high-level conference to

disseminate the findings and to make policy recommendations to the 44 governments

plus the European Commission and the World Trade Organisation is to be held in

Athens in November 2006. A major topic for discussion at the high-level Athens

conference is how national governments can remove barriers for high-growth

international SMEs thus allowing these firms to achieve their potential thereby

contributing to the national economy. The authors of this report are currently engaged

as academic advisers to this project. It has been gratifying to note the reciprocal value

of these two projects and the extent to which the H.I.G.H.E.R. Project has anticipated

several key global trends.

6.4 Conclusion

We believe the i10 H.I.G.H.E.R. Project has established a basis for planning a future

where the lives of these kinds of internationally ambitious companies are intertwined

with the life of the region’s universities. This involvement will be systematic, not

project-based, and will engage universities in long-term knowledge transfer which will

address the market failure for medium-sized companies in the way in which UKTI

currently addresses market failure for small companies. Knowledge transfer in all its

forms, where universities, UKTI and EEDA work together to create truly world-class

high-growth companies in their markets.

6.4.1 Knowledge transfer mechanisms and benefits

Universities which educate students able to dramatically improve the

performance of these companies.

Companies which employ students full-time and on projects with a

rock-solid guarantee of better business management, assisted by

academics who understand both universities and companies.





Operationally-driven SMEs given access to academic resources to

devise and implement a strategic vision and plan for their company.

University courses which are informed by real company practice as

well as theory.

Joint bids for funding for international business opportunities and

research.

More formal involvement of agencies and companies in the curriculum

development of our Business Schools and work-based study where

students provide a direct resource for the implementation of

international business and marketing strategies.

A relationship which enables both partners to leverage the assets of the

other, where company employees earn diplomas in management by

working alongside academics who are simultaneously helping the

student and the company to manage change and growth.





Appendix I

High International Growth and the Higher Education Resource (H.I.G.H.E.R. PROJECT)

International Business Growth Workshops

PPPrrrooogggrrraaammmmmmeee

222777 JJJUUUNNNEEE 222000000555

aaattt HHHaaatttfffiiieeelllddd

PROGRAMME

3:30 p.m. Arrival and Coffee

3:45 p.m. Welcome and Presentation of the H.I.G.H.E.R. Project

Terry Mughan, Project Director

4:05 p.m. Aims of the Workshop

Discussion facilitated by Terry Mughan

4:15 p.m. Key Concepts and Issues affecting the High-Growth Firm Professor Lester Lloyd-Reason

4:30 p.m. Case Study:

The medium-sized firm and the challenge of international growth

5:30 p.m. Break and Coffee

5:45 p.m. Next Steps:

- Further support and events available to companies:

Surgeries and individual feedback opportunity

Further events and learning opportunities

- Review of the day’s aims

6:30 p.m. Dinner





Appendix II

ACHIEVING INTERNATIONAL GROWTH

WORKSHOP

3:30 P.M. Arrival and coffee

4:00 P.M. Introduction

Terry Mughan, Project Director

4:20 P.M. What is International Growth and how can you achieve it? Professor Lester Lloyd-Reason

4:50 P.M. How can we help you move forward? Terry Mughan, Project Director

5:20 P.M. Discussion and individual talks with your university and

UKTI advisors

Focus group — UKTI

Discussion focussing on your specific needs

6:30 P.M. Dinner

PROGRAMME

28 FEBRUARY 2006

at Newmarket





Appendix III

High International Growth and the Higher Education Resource

(H.I.G.H.E.R. PROJECT)

PRACTICAL AND PROFITABLE INTERNATIONAL GROWTH

WORKSHOP

Tuesday, 6 JUNE 2006

at the Trinity Centre, Cambridge

PROGRAMME


3:25 p.m. Welcome and Aims of the Workshop

Philip Robinson, Anglia Ruskin University, LAIBS

3:30 p.m. What makes a strong competitive strategy and what is yours?

Dr. Brian Smith

5:00 p.m. Break and Refreshments

5:15 p.m. Internationalising your strategy: which markets, and how to

exploit them

Dr. Brian Smith

6:45 p.m. Conclusion and Feedback

Dr. Brian Smith

7:00 p.m. Buffet





Appendix IV

High International Growth and the Higher Education Resource

(H.I.G.H.E.R. PROJECT)

RESEARCHING EXPORT MARKETS WORKSHOP

Tuesday, 13 JUNE 2006

The Wellcome Trust Conference Centre,

Hinxton, Cambridge

PROGRAMME


3:30 p.m. Welcome and Aims of the Workshop

Greg Oshea, Anglia Ruskin University, LAIBS

3:40 p.m. International Business Opportunities

Mr. Martin Keepfer, Senior International Trade Adviser, Bedfordshire

Mr. Anton Rudgalvis, Head of the UKTI International Trade Team, Bedfordshire

4:40 p.m. Researching Export Markets – Part I

Mr. Robin Godfrey, Manager of the Export Marketing Research Scheme (EMRS)

5:30 p.m. Break and Coffee

5:45 p.m. Researching Export Markets – Part II

Mr. Robin Godfrey, Manager of the Export Marketing Research Scheme (EMRS)

7:00 p.m. Conclusion and Feedback

Mr. Martin Keepfer, Mr. Anton Rudgalvis and Mr. Robin Godfrey

7:15 p.m. Dinner





Appendix V List of 51 Companies

No. Company name Sector

1 A Different View Fin+Bus

2 Adder Technology Ltd. ICT

3 Advanced Handling Ltd. AdvEng

4 Amina Technologies Ltd. ICT

5 Asess7 Fin+Bus

6 Asymptote Ltd. Health+Bio

7 BHR Group Ltd. AdvEng

8 Biosynergy (Europe) Ltd. Health+Bio

9 Boddingtons Ltd. Agri-Food

10 Business Web Software Ltd. Fin+Bus

11 Cab Glazing Services Transp

12 Cambridge Design Partnership ICT

13 Caress Precision Products AdvEng

14 Catomance AdvEng

15 Choate Technology Services Ltd. Energy

16 CIP Ltd. ICT

17 CPC Ltd. Creative

18 Demco Worldwide Ltd. Educ+Training

19 Exxcom Ltd. ICT

20 Gameware Development Ltd. ICT

21 Hitech Instruments Ltd. Agri-Food

22 Hunter Scientific Ltd. Health+Bio

23 Jaltek Systems Ltd. ICT

24 Key Photo Creative

25 Labcraft Energy

26 Liftshare Company Ltd. Transp

27 Maycast Nokes AdvEng

28 MDM Index Ltd. Fin+Bus

29 Medi-Plinth Ltd. Health+Bio

30 Mu-Technologies Health+Bio

31 NewGenn Research Ltd. Health+Bio

32 Opera Group Fin+Bus

33 Petro Technik Ltd. Energy

34 Pixels UK Ltd. Creative

35 Plextek Ltd. ICT

36 Principal Focus Computing ICT

37 Qualitetch Components Ltd. AdvEng

38 Rosco Interests Ltd. Health+Bio

39 Sepura Ltd. ICT

40 Siderise Ltd. AdvEng

41 Somerwood Ltd. Health+Bio

42 Stormsure Ltd. AdvEng

43 The Curtain Girls Ltd. Fin+Bus

44 The Predator People Ltd. Agri-Food

45 Tristel Health+Bio

46 Uvitec Ltd. Health+Bio

47 Vebra Solutions Ltd. ICT

48 Visual Planet Ltd. Creative

49 Webtec Products Ltd. AdvEng

50 XEXCO Educ+Training

51 XJTAG ICT





Appendix VI

Deliverables 1 to 3 - EXECUTIVE SUMMARY

The i10 H.I.G.H.E.R. Project has as its target a segment of the business community which is

problematical for the policy-making community, concerning specifically the unclear

relationship between medium-sized companies, internationalisation and government-led

support.

The first phase (Deliverables 1-3) of the H.I.G.H.E.R. Project was funded by EEDA as a

contribution to Anglia Ruskin and i10 and as an acknowledgement of previous work and

future partnership. The purpose of the first three Deliverables was to test the foundations for

the Project and provide a planning and marketing base for it. By means of a literature review,

a study of key sectoral players and the development of a mailing list, we intended to test the

market, conceptually, experientially and statistically. This study generated several thousand

pages of literature, summarised at several levels; over one hundred hours of telephone

conversations and face-to-face interviews and a large database of almost 5000 companies

sortable by up to 30 fields. All of this data is currently being classified and catalogued and

will soon be available for further examination and analysis. The key findings emerging from

the data are elaborated upon in this Summary Report:

Changes in the global economy are creating new forces which engender both

opportunities and threats for medium-sized companies which will require them to

behave more like large companies than small ones

Levels of awareness and skills to deal with these forces are often low and it is not easy

to lead companies to water

Such companies exist in varying numbers across all priority sectors and while the East

of England is developing an infrastructure to support them, some sectors are better

positioned than others to help companies internationalise

The database exercise has helped us identify a large enough sample of these

companies to fulfil the aims of the project and inform future marketing needs

The H.I.G.H.E.R. Project has now moved into its second phase, funded by i10, and the

findings presented here are closely informing all decisions about the execution of subsequent

Deliverables.

Terry Mughan

Project Director April 2005

Anglia Ruskin would like to acknowledge the assistance of the University of Hertfordshire in

completing Deliverable One and of the Wood Holmes Group in completing Deliverable

Three.





Appendix VII

List of 17 Companies


1 Adder Technology Ltd. ICT



4 Catomance Technologies Ltd. AdvEng

5 CIP Ltd. ICT


7 Exxcom Ltd. ICT


9 Micro Circuit Engineering Ltd. AdvEng


11 Principal Focus Computing ICT

12 Qualitetch Components Ltd. AdvEng

13 Sepura Ltd. ICT


15 Tristel Health+Bio


17 Webtec Products Ltd. AdvEng





Appendix VIII

UKTI E-mail Broadcast

From: David Earp [mailto:[email protected]]

Sent: Monday, February 20, 2006 2:28 PM

To: David Earp Subject: Achieving International Growth Event, Newmarket - 28 Feb 06

http://www.isend-itineris.co.uk/NewsletterLink.asp?ID=231&Contact=43779&Link=d3d3LmFuZ2xpYS5hYy51azo4MC9ydXNraW4vZW4vaG9tZS5odG1s

http://www.isend-itineris.co.uk/NewsletterLink.asp?ID=231&Contact=43779&Link=cGVyc2V1cy5oZXJ0cy5hYy51ay8=

http://www.isend-itineris.co.uk/NewsletterLink.asp?ID=231&Contact=43779&Link=d2ViLmFwdS5hYy51ay9hbmV0L2FpYnMvaTEwLw==

http://www.isend-itineris.co.uk/NewsletterLink.asp?ID=231&Contact=43779&Link=d3d3LmkxMC5vcmcudWsv

http://www.isend-itineris.co.uk/NewsletterLink.asp?ID=231&Contact=43779&Link=d3d3LnVrdHJhZGVpbnZlc3QuZ292LnVr





Appendix IX

List of Case Studies




3 Catomance Technologies Ltd. AdvEng

4 CIP Ltd. ICT


6 Exxcom Ltd. ICT





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