Support for self-employment

Transcription

European Social Fund – Investing In Your Future
Federal State of Brandenburg
Ministry of Labour, Social Affairs, Women and the Family
Europäischer Sozialfonds
im Land Brandenburg
Public Relations
Heinrich-Mann-Allee 103
14473 Potsdam
www.masf.brandenburg.de
www.esf.brandenburg.de
PID Arbeiten für Wissenschaft und Öffentlichkeit GbR
Regine Hebestreit, Bernd Geisen
BELLOT Agentur für Kommunikation und Gestaltung GmbH
Juliane Schünke, Fotolia.de, ZukunftsAgentur Brandenburg GmbH
Druckerei Arnold
Circulation:
500 copies
Support for self-employment – Helping new businesses in the Federal State of Brandenburg
Editors: Layout:
Photos:
Printing:
November 2011
Support
for self-employment
Helping new businesses in the Federal State of Brandenburg
This publication is supported by the Ministry of Labour,
Social Affairs, Women and the Family with funding from the
European Social Fund and the Federal State of Brandenburg.
EUROPÄISCHE UNION
Europäischer Sozialfonds
Support
for self-employment
Helping new businesses in the Federal State of Brandenburg
Contents
Foreword6
Supporting new businesses – Creating jobs
8
Regional business mentoring service – urban district of Cottbus
14
Regional business mentoring service – rural district of Dahme-Spreewald
18
Regional business mentoring service – rural district of Elbe-Elster
24
Regional business mentoring service – rural district of Oberhavel
28
Regional business mentoring service – rural district of Oberspreewald-Lausitz
34
Regional business mentoring service – state capital Potsdam
38
Regional business mentoring service – rural district of Potsdam-Mittelmark
46
Regional business mentoring service – rural district of Prignitz
50
Regional business mentoring service – rural district of Spree-Neiße
54
Business mentoring service for migrants
58
Start-up support service at the European University Viadrina Frankfurt (Oder)
62
Start-up support service at the University of Potsdam
and the Konrad Wolf Academy for Film and Television (HFF) in Potsdam-Babelsberg
66
Start-up support service at Brandenburg University of Applied Sciences
70
“Innovation Require Courage” (“Innovationen brauchen Mut” – IbM)
74
“Young companies” start-up workshop
80
“Enterprise” start-up workshop
84
Business succession advice centres
88
Directory92
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s e l f - e m p l o y m e n t
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Foreword
Dear readers
This has motivated us to continue on this course, pushing onwards towards new challenges. Our employment market
A ship with a pilot on board can be sure of reaching the harbour safely. A
policies are effective with unemployment falling considerably and economic power increasing. And yet too many people
pilot is a navigator, steering skilfully and assuredly around hazardous rocks.
are still out of work. Establishing new businesses therefore remains an important means of creating work, encourag-
Business mentoring services (“pilot services” in German) provide security on
ing women and men, young people, students and other (highly) qualified people to take this step, and of giving them
the often perilous journey to successful self-employment. In Brandenburg
prospects for a future here in Brandenburg.
business mentoring services have been operating successfully for the last
ten years providing advice to almost 14,000 prospective entrepreneurs and
It was with this aim in mind that, in 2010, the comprehensive, tailored network of support was given a still more effec-
enabling some 9,700 of them, among them almost 3,900 women, to set up
tive structure via the provisions of a “directive on new businesses”. This has created greater overall transparency for
their own businesses.
the support work and avoided the duplicating of activities. Its provisions include specific advice and training on starting
a new business and coaching on business succession. And in summer 2011 we extended the “Innovative Start-ups”
The foundation of these competence centres in 2001 was the logical conti-
grant programme – launched two years previously for new entrepreneurs with innovative business ideas – until 2013,
nuation of a targeted policy for job creation with campaigns aimed at pro-
thus opening more new doors for innovative ideas in future-orientated sectors.
moting new businesses. Since the 1990s, the Federal State of Brandenburg has been using ESF and State funding to support unemployed people
With this wide range of support measures, Brandenburg is well on the way to creating more new jobs and effectively
wanting to start their own businesses. This has given many people the opportunity to re-establish themselves in the
countering market turbulence. And thanks to the teams from the business mentoring services, with their professional
working world after a period of unemployment. It has also opened up prospects for creating new jobs that could con-
knowledge and practical experience, a firm base has been established which gives direction, support and encourage-
tribute to economic recovery in the wake of profound structural changes for the State as a whole with a campaign that
ment to those wanting to start up their own businesses. Ten years on, the “pilots” still have much ahead of them when
has improved the climate for new businesses and restored Brandenburg’s appeal as a business location.
it comes to further expanding the “market of opportunities” and helping new entrepreneurs to steer their ships safely
into harbour. In the future many more Brandenburgers with new businesses will have the opportunity to discover the
The goal was clear and there were funding schemes and guidelines in place. So it was a matter of motivating people
truth of the German proverb: “Your own bread nourishes the best.” A discovery that will be good for them and good
and inspiring them to embark on the “adventure of self-employment”. The vast majority were in their fields, well-qualified
for Brandenburg!
and full of ideas, although they had no experience of being self-employed. This is where the “pilots” from the regional
business mentoring services stepped in to help with training and advice. They specialise in the close interlinking of a
range of EU subsidies and customised support tailored to the needs of the target group. With this expertise they support those who come to them with a sound business plan, while encouraging others on their journey towards that point
– and beyond. They help to manage and cushion the risks involved making their support available not only before and
during the first phase, but also through the often difficult phase that followed. This has helped to ensure that business
Günter Baaske
ideas grow into sustainable enterprises. The business mentoring services established in all rural and urban districts
Minister of Labour, Social Affairs, Women and the Family
have long since become a key component in the state-wide “Brandenburg new businesses network”. The service pro-
Federal State of Brandenburg
vided is regularly evaluated for its impact and success, and has been expanded and reorganised for greater efficiency.
A specialised, state-wide business mentoring service for migrants and start-up support services at all universities
accompany the 18 regional business mentoring services. Over and above these, there are “start-up workshops” for
young people up to the age of 27 who have already completed a vocational training course, together with the “Innovation Require Courage” project for innovative new businesses, and centres offering advice on business succession. This
structure makes a real difference to the climate for new businesses: with a self-employment rate of 12.3 per cent, and
almost 33 per cent of businesses run by women, we are above the German average.
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Supporting new businesses – creating jobs
ing to bring an end to their joblessness through self-
value. Among other things, useful findings were made in
employment.
relation to quality assurance and enhancement of advice
and coaching. The individual regions had also began to
1991–1997: how it all began…
1998–2000: regional campaigns aimed at pro-
gain initial experience in fostering a positive climate for
moting new businesses
new businesses, and in doing so had created effective
publicity with the involvement of the regional media. The
The MASGF began giving support to unemployed indi-
Support for new, previously unemployed entrepreneurs
evaluators recommended providing support centres
viduals in the 1990s. At that time, shortly after the fall of
was adapted accordingly, with the focus now on train-
for new entrepreneurs in every rural and urban district,
the Berlin Wall, self-employment was the only avenue
ing. The goal was to enable prospective entrepreneurs
and establishing regional new business networks there
available to most of them for re-establishing themselves
to develop a viable business idea and a sound and con-
made up of local stakeholders.
in the working world. With the closure of the People’s
vincing business plan. In order to make this provision
Enterprises (VEB) and Agricultural Production Co-op-
available comprehensively across the whole of Branden-
2001: the first business mentoring services are
eratives (LPG), unemployment in Brandenburg had in-
burg, regional stakeholders, already experienced in the
founded
creased rapidly. Only new businesses would create new
training of new entrepreneurs, were brought on board.
jobs, but not enough investors could be found to meet
In particular, these included the chambers of commerce
In 2001, on the basis of the experience gained from the
the need. This made it all the more important to motivate
and industry, local business development organisations,
“Regionale Gründungsoffensiven” pilot project, the MAS-
local people to consider self-employment. Many former
educational institutions and centres for technology and
GF and the Federal State of Brandenburg’s Ministry of
job holders had training and experience that made them
new businesses.
Economics developed a joint support programme aimed
at providing advice and training to new entrepreneurs in
highly skilled in their field. In this respect, they already
The Federal State of Brandenburg has a long tradition of
had a foundation for sustainable business ideas. But un-
The MASGF developed this approach further in collabo-
the phases both before and after the launching of a new
supporting self-employment. For ten years now, region-
like Saxony, for example, Brandenburg had no tradition
ration with the State Agency for Structure and Employ-
business.1 Organisations such as the chambers of com-
al business mentoring services have existed in every ru-
of entrepreneurship on which to draw. At the same time,
ment in Brandenburg GmbH (LASA) and the consult-
merce and industry, chambers of skilled crafts, centres for
ral and urban district. They were founded at the initiative
reunification had provided many people with their first
ants BBJ Service. With funding from the MASGF and
technology and new businesses, and business develop-
of the then Ministry of Labour, Social Affairs, Health and
opportunity to start a business of their own, something
the ESF, it was then implemented in selected regions
ment organisations in each of the 14 rural districts and four
the Family (MASGF), and are financed with funding from
which had been far less possible in the GDR. Structures
between 1998 and 2000 as part of the pilot project
urban districts were then free to bid every two years as ser-
the European Social Fund (ESF) and the Federal State
and support provisions thus needed to be created to
“Regional Start-up Offensive”. These regions included
vice providers for the regional business mentoring service.
of Brandenburg.
make the necessary business training and initial assis-
the rural districts of Elbe-Elster, Oberspreewald-Lausitz,
tance available.
Oberhavel, Spree-Neiße and Potsdam-Mittelmark, as
Between the launch of the support programme in 2001
well as the urban districts of Brandenburg an der Havel
and the end of 2009, more than 11,400 prospective en-
and Cottbus.
trepreneurs were provided with advice.2 8,437 of these
With a comprehensive, tailored programme of training
8
and advice, these business mentoring services have
At that time, the MASGF saw self-employment as a
since become a central point of contact for new entre-
promising means for bringing an end to the unemploy-
preneurs seeking to bring an end to their unemployment
ment of many and also for creating additional jobs. A
The core aim of the pilot project was to demonstrate
by becoming self-employed. The many links within the
specially developed programme of support envisaged
how regional stakeholders could put in place an effec-
regional business promotion network have helped to
a range of training and consultancy provisions, as well
tive and adaptable range of coaching, advice and train-
foster a positive climate for new businesses in their re-
as a subsidy aimed at investments and operating funds.
ing provisions for new, previously unemployed entre-
gion, with new entrepreneurs supported by the business
Towards the end of the 1990s, the landscape shifted
preneurs, and to show what potential exists locally for
Since 2001, the MASF has continued to expand the
mentoring services benefitting from these links. The re-
with the redistribution of responsibilities the Branden-
involving further regional stakeholders such as financial
support provided, and developed additional provisions
gional business mentoring services have since been
burg local government: financial support for investments
institutions, the Employment Agencies and universities.
for particular target groups and new business ventures
augmented with additional schemes with which the pre-
and operating funds was now to be administered by the
sent-day Ministry for Labour, Social Affairs, Women and
Federal State of Brandenburg’s Ministry of Economics,
the Family (MASF) hopes to accommodate the particu-
within the framework of its development programmes.
lar needs of people with a migrant background, young
The MASGF, meanwhile, remained responsible for pro-
entrepreneurs and innovative business ventures.
viding business training and advice to individuals seek-
S u p p o r t
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(among them 3,363 women) went on to start their own
business, representing a start-up rate of 74 per cent.
2009: current support provision
alongside the business mentoring services in the rural
The subsequent evaluation of the project confirmed its
1
2
and urban districts. The current “Directive of the Ministry
See the directive “Joint Support for New Businesses by the Ministry of Labour, Social Affairs, Women and the Family and the Ministry of Economics”, of 11 December 2001.
Figures from the regional business mentoring services, business mentoring services for migrants, and universities.
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“Thanks to the support provided to the
business mentoring services by the MASF,
reliable and competent contact people
have now been available to new entrepreneurs in all rural districts for more than 10
years. The continuity of this support has
enabled the business mentoring services
of Labour, Social Affairs, Women and the Family (MASF)
BUSINESS MENTORING SERVICE FOR MIGRANTS
on the Support of Training and Coaching Measures
to become a firm fixture on the new busi-
“Innovation require courage” PROJECT
ness landscape in Brandenburg.”
for New Businesses and Business Successions in the
For:
Federal State of Brandenburg” of 30 December 2009
Individuals with a migrant background interested in
Henning Kloth,
Prospective entrepreneurs and new entrepreneurs (in
specifies the following range of provisions for new en-
starting their own business, and business owners in
responsible for new businesses and business
their first three years of business) with innovative busi-
trepreneurs:
their first year of self-employment who have received
mentoring services at the LASA Brandenburg
ness ideas. In particular, these include technology-inten-
support from the regional business mentoring services
GmbH from 1991 to 2007
sive sectors, the cultural and creative industries, innova-
For:
REGIONAL BUSINESS MENTORING SERVICES
while preparing to launch their business
For:
Concept:
terdisciplinary links to the cultural and creative industries
Individuals interested in starting their own business, es-
The business mentoring service for migrants works in
and/or sectors such as social welfare, further education,
pecially those who are currently unemployed, and busi-
the same way as the regional business mentoring ser-
tourism or crafts. New business ventures are deemed
ness owners in their first year of self-employment who
vices. It also offers advice specifically tailored to the tar-
staff of the start-up support services advise prospec-
innovative if, for example, new products are created,
have received support from the regional business men-
get group which takes into consideration socio-cultural
tive entrepreneurs with concrete business ideas, and
new processes employed, or new sales channels or
toring services while preparing to launch their business
differences and work experience as well as language
support their progress into business. Individuals inter-
marketing tools are used for existing products or pro-
skills.
ested in starting their own business are offered coach-
cesses. Innovative business ideas possess particularly
ing and training tailored to meet their individual needs.
great potential for development and job creation.
tive knowledge-based services and ventures involving
innovative technological products or processes with in-
Concept:
The business mentors support prospective entrepre-
Support provided:
Most start-up support services focus primarily on group
neurs in the planning of their business venture, during the
See regional business mentoring services
ventures and complex business ideas, as there is a sig-
Concept:
nificantly greater need for advice in this area than in that
Support begins with an analysis of the new business
launch of the business and throughout its first year, working in collaboration with a pool of external consultants
Contact:
of micro-businesses. New business ventures of this kind
idea. The prospective entrepreneurs receive individually
and coaches. They are also active in new local business
are of particular significance to regional economic devel-
tailored coaching, and are mentored by external experts.
networks.
(see addresses from p. 92 onwards)
opment in Brandenburg.
In addition, support is provided by the IbM agencies.
The ZukunftsAgentur Brandenburg GmbH, for example,
The start-up support services contribute significantly
makes its own sector competence teams available and
to the new business networks at their respective uni-
provides access to network partners such as Business
For:
versities. They maintain links with stakeholders outside
Angels Berlin-Brandenburg. The provision of supervi-
Students, graduates (up to five years after graduation)
the universities, with external research institutions and
sors for individual ventures is an additional guarantee for
and academic staff (with the exception of tenured pro-
companies, and collaborate with expert new business
the quality and goal orientation of the coaching process.
fessors) who are interested in starting their own busi-
advisers.
START-UP SUPPORT SERVICES AT UNIVERSITIES
Support provided:
1. Detailed initial meeting
2. Assessment centre evaluates the business idea and
assesses personal business competencies
3. Development of a roadmap for launching of new
business
4. Coaching and training by experienced experts in all
ness
5. Help with all questions arising after the new business has been launched
10
The pool of IbM advisers consists of recognised conSupport provided:
sulting and coaching experts with extensive practical
Concept:
A variety of provisions at the universities, comparable in
experience and personal networks. A key feature of the
The start-up support services based at Brandenburg
part to those provided by the business mentoring ser-
pool is its transparency and commitment to co-opera-
universities take into consideration the particular pro-
vices
tion, with a regular exchange of experiences between
aspects of starting a new business
Contact:
file of each respective university. Thus, the technically
Locally in all rural and urban districts
orientated universities have a different range of provi-
Contact:
ment of professional business plans and sound busi-
sions available from the broader-focused University of
On-site agencies at the universities
ness models, on market positioning, and on laying the
Potsdam or the Konrad Wolf Academy for Film and
foundations for consistency, reliability and quality in cus-
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the members. IbM’s approach focuses on the develop-
Television (HFF) in Potsdam-Babelsberg, for example.
tomer and business partner relationships. Further areas
The support provided by the start-up support services
of focus are a forward-looking human resources policy
dovetails with the other support provisions in place at
and a realistic business strategy, and last but not least
the universities, such as teaching entrepreneurship. The
the acquisition of business skills. This is aimed in par-
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ticular at meeting the requirements for start-up financ-
BUSINESS SUCCESSION ADVICE CENTRES
ADDITIONAL EXPERIMENTAL SCHEMES
For:
Since 2011, new entrepreneurs have also been able
Individuals planning to take over a business and entre-
to benefit from so-called “additional experimental
Support provided:
preneurs who are preparing to transfer their business to
schemes”. Agencies already implementing one of the
1. Analysis of the new business idea and identification
a successor
above-detailed support schemes are eligible for ad-
ing for the future business and laying the foundations
for healthy growth.
of necessary support measures (pre-coaching)
ditional funding for innovative new approaches which
2. Individually tailored coaching and advice from external experts
Concept:
improve or further develop the mentoring, coaching
The business succession advice centres act as media-
and training services provided in the Federal State of
3. Supervision
tors in the business succession process. The goal is to
Brandenburg. These schemes may relate to target
4. Group coaching sessions for individual target groups
balance the often differing interests of the current owner
groups which have so far received no support, such as
of the business and the successor, and to contribute
mature entrepreneurs, people with disabilities, people in
Contact:
to a successful transfer of the business. Particular at-
long-term unemployment, or freelancers. Or they may
ZukunftsAgentur Brandenburg GmbH and the Institut
tention is paid to identifying women who are interested
focus on particular types of new businesses, such as
für Berufsforschung und Unternehmensplanung Me-
in taking over a business as potential successors, and
team ventures, people restarting after bankruptcy, or the
dien e. V. (IBF)
linking them with suitable businesses.
networking of individual entrepreneurs. Current projects
focus on social entrepreneurship and on new businessSupport provided:
START-UP WORKSHOPS FOR YOUNG PEOPLE
Support provided:
1. Assessment centre aimed at evaluating the business
For:
idea and the personal qualities of the prospective
Young people up to the age of 27 (and in exceptional
entrepreneur
circumstances up to the age of 30) who have completed
2. Conceptual phase, development of a business
a vocational training course and are unemployed or at
concept, training (tax, law, sales training, market-
risk of becoming unemployed.
ing etc.), generally in a group with other prospective
1. Business check conducted to establish whether the
business is suitable for transferral
coaching
Start-up workshops can be likened to incubators. They
3. Final presentation of results
provide space for working, training and communication,
and all the equipment necessary for preparing to start a
Further information
2. Support provided for current owner of the business
and successor (mediation throughout the succes-
LASA Brandenburg GmbH
sion process)
www.lasa-brandenburg.de
3. Training/coaching provided for the current owner
and successor
entrepreneurs or in the form of individual training or
Concept:
es started by migrants at universities.
Innovationen brauchen Mut (IbM)
www.innovationen-brauchen-mut.de
Contact:
Local business succession advice centres
Ministry of Labour, Social Affairs, Women and the Family
(MASF)
www.masf.brandenburg.de
business. The prospective entrepreneurs are mentored
Contact:
in groups and/or individually throughout the entire start-
Local start-up workshops
up process. As a rule, socio-pedagogical considerations
are also addressed. They may also be given help in pursuing alternative work prospects. Suitable instruments
(microcredits) are facilitated for the provision of start-up
financing. External partners and mentors are particularly
helpful in procuring first orders. The start-up workshops
are extremely well-networked, and collaborate with local
businesses, institutions and initiatives, as well as with
former clients.
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M
Regional business mentoring service –
urban district of Cottbus
Help and advice on all aspects of business manage-
and health-related services top the list. And along with
ment is what the regional business mentoring service
retail and online businesses, freelance occupations are
in Cottbus sees as its principal task and also its core
also on the increase: lecturers, architects, construction
competence. And this is no surprise, because although
engineers and artists who have recognised their entre-
the agency that provides the service – the IHK training
preneurial shortcomings and want to correct them.
centre – is a subsidiary of the local chamber of commerce and industry, the IHK training centre itself is a
Despite its relative size, though, Cottbus is not always
medium-sized enterprise that has been through all the
large enough, claims Andrea Behrends: “In a place like
usual ups and downs of a business. Its staff know how
this with a population of less than 100,000, competition
the market works and they have adapted consistently to
in the service sector is inevitably harsh. New entrepre-
its demands with the advice and training that they offer.
neurs run the risk of never even getting the opportunity
Help with customer acquisition
to try out their business idea. Price takes precedence
In the experience of the Cottbus mentors, though, difficulty finding customers or holding one’s own against
over quality, and unless they have enough staying pow-
The Cottbus business mentors pay particular attention
competitors is in no way connected to inadequate tech-
er to set themselves apart from their competitors and
to the marketing strategy of new entrepreneurs be-
nical competency. That is always good, says Andrea
“The preconditions for new businesses in Cottbus are
tap into new target markets, they often find themselves
fore the actual launch of their business. But as Andrea
Behrends, and it has to be, or the new entrepreneurs in
good, or at least better than in some rural areas,” says
in difficulties.”
Behrends points out some clients still abandon the sug-
question would never have been selected for the busi-
Andrea Behrends, project manager at the IHK training
gestions of their mentors once their business begins, or
ness mentoring service after their initial meeting or the
centre. “As long as a location has large enough target
that customer acquisition simply falls by the wayside in
assessment centre: “Anyone who wants to stand up to
markets – and Cottbus does – the situation is good. We
the day-to-day running of the business. When this hap-
their competitors in the market must excel in their own
also benefit from the advantages that a town of this size
pens, the business mentoring service refers its clients
field.”
has to offer, by which I mean the infrastructure, the in-
to the national coaching programme “Gründercoaching
stitutions, the companies based here. They are ideal for
Deutschland” and to specialists from the large network
new businesses, especially service sector ones.” And
of local advisers.
Good preconditions
it is those that are most popular with the prospective
entrepreneurs who come to the Cottbus business mentoring service for help. Construction work, landscape
cottbus
design, facility management and increasingly also spa-
IHK-Bildungszentrum Cottbus GmbH
Andrea Behrends
Goethestraße 1 a
03046 Cottbus
Phone:
0355 3652705
Internet:www.ihk-bildungszentrum-cottbus.de
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“If you’re starting your own business you definitely
need the support of your friends and family.”
What would you have had liked to have more
time for?
The ordering and delivery times for the equipment and
cottbus
F
Sandra Dietz
„Sehen + Verstehen – Ihr Blickpunkt Sandra Dietz“
Cottbus
shop fittings were very tight. And there wasn’t much time
www.sehenverstehen.com
for talking to suppliers or arranging contracts either. I had
Foundation:2009
Ms. Dietz, you are an optician and your busi-
to fit my salesroom out professionally in accordance with
Advised by: ness partner sells hearing aids. However, you
the regulations, of course. In the end, all the equipment
Service provider: IHK-Bildungszentrum Cottbus
don’t have a joint business, do you?
arrived the day before I was due to open. There’s that say-
Regionaler Lotsendienst Cottbus
ing that the workmen should be going out the back as the
No, we operate as two independent businesses under
guests are coming in at the front, and that’s pretty much
one roof. The hearing aids are my partner’s area, and I
the way it was.
came on board with the ophthalmic optics nine months
What advice would you give to other new entrepreneurs?
later, in June 2009. First, of course, I had to do a lot
What support did you go to the business men-
of newspaper and radio advertising, but it paid off: this
toring service for?
They should be clear about the fact that the concept of
free time no longer exists. So if you’re starting your own
year we’re celebrating our third anniversary and we have
over 900 customers. Our youngest customer is two and
I knew what I wanted when I went to the business men-
business you definitely need the support of your friends
a half years old, and our oldest is 92.
toring service, because I already had a business idea.
and family.
I needed support with the formalities to do with my inAnd why did you decide to become self-em-
complete training. And I had to get to grips with things
It’s also important to look for help from organisations
ployed in the first place?
that I’d never had anything to do with before. I had to
that are familiar with the formalities of starting a new
make a cash budget for my business plan, for example.
business, both in terms of business management and of
Customer service really matters to me. When customers
The business mentoring service was a really big help to
dealing with banks. It’s best to approach several banks,
come to us, they get what they need and not whatever I
me with all these tasks.
not just one, and to use a guarantor bank and enquire
about start-up loans. The business mentoring service is
might want to sell them. If I worked for a larger company
As a self-employed optician you need to be
I’d be under pressure to achieve certain sales targets by
qualified. Was this the case when you started
And have you been able to create any new jobs
very helpful with that. The staff will tell you which insti-
selling more expensive lenses and frames. In that kind of
your business?
or apprentice positions since you started the
tutions you can go to for support, and where you can
business?
apply.
company the sales figures matter more than individual
customer needs. And that’s why I decided to become
No, I was made redundant by my previous employer
self-employed when I lost my previous job.
part-way through my training. I still had another year to
We’re planning to offer apprentice positions once we’ve
go. But I was able to get special authorisation to start
got through the first five years of business and achieved
my business even though I wasn’t fully qualified.
a stable basis. And we’re looking for suitable staff at the
moment.
I didn’t have enough capital either, but luckily I was
able to get a start-up loan from the KfW banking group
through my own bank. It all had to happen very quickly,
it would have been nice to have had more preparation
time.
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dahme-spreewald
rural district of Dahme-Spreewald
Regionale Wirtschaftsförderungsgesellschaft
Dahme-Spreewald mbH
The rural district of Dahme-Spreewald is described on
But the challenges this will pose to the Dahme-Spree-
the web as one of the Federal State of Brandenburg’s
wald business mentoring service are not exceptional,
prime business locations, with beautiful, richly wooded
and much the same as those faced by all the other busi-
and watered countryside making it a perfect place for
ness mentoring services, says Marion Fender of the Re-
living and leisure. The regional business development
gional Economic Promotion, Dahme-Spreewald GmbH,
Phone:
organisation anticipates that the already considerable
the agency that provides the business mentoring ser-
Internet:www.wfg-lds.de
demand for services is likely to increase further as a re-
vice. “We do what we can, just as the others do. The
sult of the construction of Berlin Brandenburg Airport.
directive calls on us to support people over the age of
Marion Fender
Freiheitstraße 120
15745 Wildau
03375 523830
27, who are unemployed or at risk of becoming unemployed, with practical help and advice for their new business venture. So we deal with questions such as: What
Good networking
Small loans for new business ventures
selling point? How do my personal qualities equip me as
One explanation for this success is undoubtedly the fact
The district also offers financial support to new entrepre-
an entrepreneur? What basic business skills do I have?”
that the district as a whole is committed to supporting
neurs with its own small loans scheme. Marion Fender
new businesses. This shows itself not least in the nu-
explains: “Banks are often reluctant to provide small
merous business and advice networks supported by
loans of 2,000 or 3,000 euros because the handling
the business development organisation, and to which
costs are off-putting. So in October 2007 we introduced
the business mentoring service refers its fledgling en-
our own scheme offering loans of up to 10,000 euros.
trepreneurs. Here, they are given further help and learn
This was approved by the district council and we are
how to find their way around the market and operate as
responsible for the implementation. As I said, we adapt
business owners. In Marion Fender’s view, this practical
to new market challenges so that we are always able to
support is essential because “We can talk all we like be-
respond quickly to new challenges.”
can I expect from self-employment? What is my unique
forehand, and use countless case studies and role plays
to give our clients a better understanding of entrepreneurship, but when they launch their own businesses
and reality kicks in, it can be pretty tough. The new entrepreneurs really need support at that point too.”
Since 2001, some 4,000 prospective entrepreneurs
Furthermore, the Dahme-Spreewald business mentors
have been given initial advice by the Dahme-Spreewald
offer their clients the opportunity, among other things,
business mentoring service. More than 900 new busi-
to take part in large conventions held four times a year
nesses are the result of the assessment centres and
which deal in depth with common business manage-
mentoring services. And according to a survey con-
ment problems such as taxation law, human resources
ducted last year, 756 of these are still in the market. This
management and statutory regulations. Alongside this
represents a rate of 84 per cent, with an average of 0.5
more theoretical tuition, the mentors also provide very
additional jobs being generated by each new business.
practical help, for example by finding favourably priced
business premises for new entrepreneurs to rent.
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“The business mentoring service gave me a lot of support
in the transition from employee to business owner.”
But despite the help it wasn’t an easy start.
No, it was very difficult to get contracts. If I rang a zoo,
for example, they would say, “Yes, we’re planning a new
elephant compound and your rocks would fit in well.
Why don’t you send us your references?” But I didn’t
That’s quite a jump. Where did you get the idea?
have any references because I was only just starting out.
dahme-spreewald
F
René Schneider
Kunstgestein & Zierelemente
Märkische Heide
www.kunstgestein.de
Foundation:2003
Advised by: Regionaler Lotsendienst Dahme-Spreewald
So I couldn’t get any contracts. And without the con-
Service provider: Regionale Wirtschaftsförderungsgesellschaft
Before I became self-employed, I worked for a com-
tracts, of course, I couldn’t provide any references. The
pany processing glass fibre reinforced concrete several
breakthrough finally came when I found customers who
years and was responsible for the production. We made
were willing to look at work samples and didn’t insist on
things like the outer shell of Europe’s tallest pyramid, or
seeing references.
Dahme-Spreewald mbH
the façade of a knight’s castle for an amusement park in
East Germany. We had a lot of quite large contracts. But
then my boss died tragically in an aeroplane crash, so all
his employees lost their jobs overnight. I decided to buy
up all the company equipment and rented a workshop
where I started producing.
How did the Dahme-Spreewald business mentoring service support you when you were starting your business?
Self-employment was completely uncharted territory
Another challenge was withstanding the cost pressure
for me, so from that point of view I benefited a lot from
from the competition. Some competitors have been
both the assessment centre and the individual advice.
in the market for 20 years and have made a name for
Up till then I’d been on the other side of the fence, so
themselves accordingly. But they have their products
to speak, as an employee. As a business owner I was
made abroad so they can offer much lower prices.
going to have to take on far more responsibility. Now it
now have a number of regular customers.
Where are you now?
When I started the business in 2003, we were working
in a dilapidated old workshop 30 kilometres from where
was up to me to make sure that the order books were
But you have managed to hold your own al-
we lived, which made things difficult. Two years ago we
Mr. Schneider, you manufacture artificial rocks.
full, and I had to learn to judge the market as realistically
though your prices are a little higher.
bought our own site in the place where we live. We in-
Who do you make them for?
as possible, and not to overestimate myself. The busi-
We manufacture true-to-life rocks, stone slabs and other
vested a lot of money in it, fitted the workshop out to suit
ness mentoring service gave me a lot of support in the
Yes, but in order to keep up we did everything we could
our needs, and created good working conditions for our
transition from employee to business owner.
to make our prices as low as possible. Our manage-
six employees. That seems like good progress to me.
decorative items made of glass fibre reinforced concrete
ment is very lean, we avoid excessive bureaucracy, and
for hotels and spas, amusement parks and zoos. That’s
we try to keep auxiliary costs low. For the first few years
our main business. We also produce a variety of special
we did the paperwork along the way, or my wife did it
components which are unique in their dimensions, col-
after work. For the first six years she still had a job of her
our and shape and custom-made to the specifications
own, and yet she managed to do all the background
of the customer. We also manufacture kitchen worktops
work for the business too. That made an enormous dif-
and other interior-design-related items for kitchen show-
ference. It’s really important to have the support of your
rooms.
family, full stop. All in all, the hard work paid off: in the
last few years our turnover has gone up steadily, and we
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“You have to stay true to your ideas.”
of our coach in those cases too. The good thing is that
even now if we have a problem we can ring the mentoring service anytime. And we’re also still in close contact
with our coach.
dahme-spreewald
So you quite quickly came up against the first
obstacles to growth?
Doreen Patzer
Nadine Fastnacht
Because of our high patient numbers, we have eight
PhysioTeam Eichwalde
employees, which is quite a lot for a physiotherapy prac-
Patzer & Fastnacht GbR
tice in a rural area. But unfortunately it was – and still
Eichwalde
is – difficult to find skilled staff who reflect our business
www.physioteam-eichwalde.de
philosophy. It’s also an organisational challenge: every
Foundation:2008
additional employee creates extra work, for example,
Advised by: because there are more prescriptions to be processed.
Regionaler Lotsendienst Landkreis Dahme-Spreewald
Service provider: Regionale Wirtschaftsförderungsgesellschaft Dahme-Spreewald mbH
Holiday and shift plans have to be precisely co-ordinated. And a larger number of employees also means a
greater need for communication within the team, so we
now hold regular staff meetings. We have to watch out
Ms. Patzer, you and your colleague Nadine
from the Dahme-Spreewald business mentoring service
in all of this that we don’t end up sidelining our own
Fastnacht opened a physiotherapy practice in
was just what we needed. Although it’s your own will
needs, but try instead to create space for ourselves.
Have you got any advice for other new entre-
2008 and received support from the business
more than anything else that determines whether or not
It means that we’re now doing less work with patients
preneurs?
mentoring service.
you succeed, you don’t always know what bureaucratic
and more organisational work, and investing a lot more
obstacles you might have to overcome. The mentoring
time than we used to in ensuring that the practice runs
You definitely have to stay true to your ideas and follow
Yes, we specialise in sports physiotherapy and paediat-
service didn’t do the work for us, but it helped us to
smoothly.
your own gut instinct when it comes to implementing
ric physiotherapy. They’re special fields of work that not
avoid overlooking anything important, and prevented
all physiotherapy practices offer. But of course we offer
us from getting into a situation that we wouldn’t have
The two of you started a business as a team.
still open to criticism from outside and willing to make
the usual range of physiotherapy services too.
wanted, simply out of ignorance.
Has that proved to be a good decision?
changes. Then you can really achieve something.
We invested a lot of time and energy in the initial prepa-
The business developed so well that we soon had to
Yes, definitely. It would have been much more difficult on
rations for starting our business. At that stage, skilled
deal with new questions such as larger premises and
our own, even just from the point of view of our working
advisers are incredibly important, so the support we got
additional staff. We were able to rely on the experience
hours. We’re open from 7 am to 8.30 pm You couldn’t
them. You have to be passionate about your thing, but
cover that by yourself. And it also means that each of us
can go on holiday for three weeks if we want, without
having to worry that decisions can’t be made in our absence. And every now and then we get together in the
evening and talk over this and that. It’s just a lot of fun
to do or develop things together, because each person
has different ideas to contribute.
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rural district of Elbe-Elster
elbe-elster
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Elbe-Elster mbH
Regina Veik
Ludwig-Jahn-Straße 2
04916 Herzberg
The rural district of Elbe-Elster owes its name not just
to one river but to three: the Elbe, the Black Elster and
Phone: 03535 462670
the Small Elster. And thanks to a good mix of small and
Internet:www.wfg-elbe-elster.de
larger businesses and a wide variety of industrial sectors – suppliers to the automotive industry, wood and
metal processing, tourism and the food industry – the
business mentoring service in the rural district considers its economic opportunities to be just as varied as
The results are something to be proud of. Since the
the geography. “Our district is committed to supporting
mentoring service was launched in 2001, the Elbe-Elster
new businesses”, stresses Regina Veik from the busi-
business mentors have conducted around 300 initial
New entrepreneurs of both sexes need initial help with
ness mentoring service in the rural district of Elbe-Elster.
meetings with prospective entrepreneurs each year. Of
topics such as sales planning, profitability prediction, li-
“By that I mean in particular that the business develop-
these, 100 were invited to attend an assessment centre,
quidity protection and pricing. And once the new busi-
ment organisation takes every prospective entrepreneur
and 50 finally qualified to receive help with preparations
ness has been launched, they also need support in
seriously and considers whether their business idea has
for starting their own business. To date, that makes a
dealing with challenges such as customer acquisition,
the potential to be workable, sound and sustainable.
total of 500 new businesses in the district that the men-
marketing and accounting. “It’s mostly a question of
This also means giving our opinion openly and hon-
toring service has helped to get off the ground. Some of
commercial and managerial know-how”, remarks Regina
estly, pointing out possible negative outcomes and, if in
the first clients are even at the point of celebrating their
Veik. “As far as technical skills are concerned, everyone
doubt, doing our best to prevent new businesses being
tenth anniversary this year.
who has applied to us for help is very good. And that’s the
Highly skilled new business owners
be-all and end-all for a new business.”
launched regardless of the consequences.”
There are people of all ages among the new entreprePromoting new businesses from the top
Even Eberhard Stroisch, the district’s Head of Development, does not consider himself above the task of
motivating people in the district to consider self-employment, or of pointing out business opportunities. He goes
on “acquisition tours” himself, spreading the word about
the support provided by the business mentoring service. When talking to prospective business owners, he
see illustrating the opportunites and prospects of their
business ideas in the context of the regional economy
as a key task. And he bases his arguments on analysis
neurs, says Regina Veik, but the majority are aged be-
and policy recommendations such as the district devel-
tween 35 and 50. And depending on whether the pro-
opment concept and the Elbe-Elster region’s strategic
spective entrepreneurs are men or women, the most
marketing concept.
popular business ideas come from the areas of craftsmanship and construction services, or retail, nursing
and healthcare.
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“It’s always good to talk to people who know a bit
more than you do.”
So the business grew steadily from the start really. Eventually there came a point where I realised that I couldn’t
manage on my own anymore, so I now employ two
members of staff. My brother works for me fulltime, and
I also have another employee who works weekly on an
hourly basis.
Mr. Oettrich, you run a tannery. What drew you
When you started your business five years ago,
to such an unusual occupation?
you received support from the Elbe-Elster re-
And how do potential customers find out about
gional business development organisation’s
what you offer?
Tanning is an ancient craft that has been practised here in
business mentoring service. What did you find
Kirchhain for some 400 years. My father, grandfather and
especially helpful?
The most important thing is my website. That’s how
most customers find their way to me. I made an effort
great-grandfather were all tanners here. So when I came
to choose an occupation it was a moot question really.
The assessment centre was particularly helpful in brin-
How has your business developed in the course
from the start to ensure that the site was clearly pre-
Having said that, when I finished training I didn’t start
ging my business knowledge back up to date. Although
of the five years?
sented and gave simple information about tanning. Be-
work as a tanner immediately; I spent six years working
I’d taken part in a retraining course in industrial busi-
for a company that made car trailers. I lost my job during
ness management after reunification in 1993-1995,
My family is well known locally, so the first customers
it is. I also advertised on a local radio station in order
the steel crisis, and I put the redundancy payment into
and worked in that area too, I hadn’t kept up with the
arrived on the day I opened for business, and my cus-
to make my business known in southern Brandenburg.
the family tannery and became self-employed in 2006.
regulations on social insurance matters such as health
tomer base has been growing ever since. The reason
Lots of my potential customers commute to work and
insurance and pensions. The support provided by the
is that there are fewer and fewer tanneries. Tanning is
listen to that station in the car. My experience is that if
mentoring service was very good altogether, because
a dying craft in Germany, so those of us who are still
you advertise sensibly, it does bring in new customers.
What does your work as a tanner involve?
cause lots of people these days don’t really know what
when you’re starting your own business you’re very
practising the trade are getting more and more work.
I have a small business and work for private customers.
much preoccupied with organising your work, buying
Also, an increasing amount of people are growing tired
What would be your advice to other new entre-
For the most part I cure fur hides, be they sheep, wild
materials and so on. But accounting, taxes and insu-
of mowing the lawn at the weekend, and are getting
preneurs?
boar, fox or rabbit.
rance are important too, and that’s where the mentoring
themselves a sheep or two which they eventually have
service can help you to avoid making mistakes. Having
butchered. And the food scandals have also played a
My advice is, “Take the plunge! Talk to the experts from
The customers bring me the animal skins, which I treat
the support of a coach was especially helpful because I
part. People in rural areas are going back to eating ani-
the new business advice centres or the business men-
with special substances, and then they come back to
could check straight away whether the ideas I had were
mals they have raised themselves, because then you
toring service. They’ll look at your idea and tell you whe-
collect the tanned hides. Some of my customers are
on the right track.
know what you’ve got on your plate. They then bring
ther it’s profitable. And if it makes sense, try it out. It’s
the skins to me.
always good to talk to people who know a bit more than
hunters who have shot their first wild boar and want to
you do.”
display the skin as a trophy. Or shepherds who have a
farm shop where they sell sheep’s milk, cheese, meat
and wool; to get as much value from the animal as poselbe-elster
sible, they sell the skin too.
Manfred Oettrich
Gerberei Manfred Oettrich
Doberlug-Kirchhain
www.gerberei-oettrich.de
Foundation:2006
Advised by: Regionaler Lotsendienst Landkreis Elbe-Elster
Service provider: Regionale Wirtschaftsförderungsgesellschaft Elbe-Elster mbH
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rural district of Oberhavel
Some 3,500 initial meetings since 2001. Plus 550 men-
How the mentors in Oberhavel equip their new entrepre-
toring clients and 455 new businesses. At the time of the
neurs for sustainable business management is no great
business mentoring service’s last survey, approximately
secret though. According to Waltraut Krienke, they do
85 per cent of these were still in the market. By their own
not work any differently to the other business mentoring
assessment, 15 to 20 per cent of them are doing well or
services, although they do have one special programme
very well, while another 60 to 65 per cent rate their situa-
feature: “We invite all our network partners to attend the
tion as satisfactory.
final session of the assessments we run. Then they can
ask the new entrepreneurs questions during the final
“Keeping businesses in the market was an important
presentation and offer tips on new business ventures. So
quality criterion for our work from the start”, says Waltraut
new entrepreneurs who are in need of outside capital, for
Krienke, project manager at the Economic, Innovation
example, might get to know their future bank adviser and
and Tourism Promotion, Oberhavel GmbH, the agency
can get advice in advance on the things they should pay
which provides the business mentoring service in the ru-
particular attention to when they’re applying for a loan.”
ployment for support by the business mentoring service.”
to a large number of people who work in Berlin and often
A good location for new businesses
have a relatively high income. This is a result not least of
the good infrastructure, and of course the proximity to
ral district of Oberhavel. “The sustainability of businesses,
rather than just the start-up rate was important. And this
Developing support provisions for people in
The business ideas that the mentoring clients set out to
year the Ministry of Labour, Social Affairs, Women and the
long-term unemployment
realise are largely service sector ones, aimed both at busi-
Family even adopted sustainability as a quality standard
for all business mentoring services.”
connected to the local rail network, in particular, are home
Berlin.
nesses (courier services and design or other services in
In Waltraut Krienke’s view, then, the preconditions for new
The Oberhavel business mentoring service has also pio-
the technical engineering and IT fields, for example) and
businesses in the rural district of Oberhavel are excellent,
neered the development of support provisions for peo-
at private customers and households (help with shop-
especially when one also considers that an increasing
ple in long-term unemployment.3 This came as a result
ping, care for elderly people and facility management, for
amount of businesses are being set up in the south of
of the realisation that many people receiving long-term
example). There is also an increase in the number of new
the district. The towns of Hennigsdorf, Oranienburg and
unemployment benefits could not make use of the sup-
businesses offering spa- and health-related services, for
Velten have developed into recognised growth centres
port provided by the mentoring service because they did
which there is a growing market. Oberhavel is one of the
with a good record as successful business locations.This
not meet the requirements. As Waltraut Krienke explains,
regions on the periphery of Berlin with a growth in popula-
setting also offers perfect conditions for new entrepre-
“What then developed from this, four years ago, were our
tion that is likely to continue into the future. Communities
neurs to find their market niche.
ideas workshop and our pre-start-up seminar – a new
oberhavel
project designed to prepare people in long-term unem-
Wirtschafts-, Innovations- und Tourismusförderung Oberhavel GmbH (WInTO)
Waltraut Krienke
Neuendorfstraße 18 a
16761 Hennigsdorf
Phone: 03302 559201
Internet:www.winto-gmbh.de
3
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The project was developed within the framework of the “Regionalbudget”,
which is supported by the MASF with funding from the ESF.
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“As a new business owner you need the audacity of
ignorance.”
decisions you have to make afterwards are ones that
nobody else can make for you. So you have to have
some sound basic knowledge. Unfortunately, though, all
this has a downside too.
And what is that?
Mr. Schwarz, you have been self-employed for
And you’ve received quite a lot of recognition as
17 years, have a staff of over 1,000 and provide
an entrepreneur.
Dirk Isert and Thomas Schwarz
In my experience, as a new business owner you need
the audacity of ignorance. You have to jump in at the
training to 20 apprentices. When you and your
colleague first started your business, you had
Yes, in March 2001 we were included in the Top 100
both been unemployed for over a year. Did you
Innovative Small and Medium Enterprises in Germany,
ever imagine that you would be so successful?
and awarded first prize as 2001 New Business of the
In the course of your business career you have
sible consequences, the chances are you’ll never jump.
deep end. But if you stand there on the diving board
and think everything through in detail, with all the pos-
Year in Germany. Then not long afterwards, in 2005, we
made use of support from external advisers on
There are certain things I know I’d never do the same
We hoped, of course, that we would succeed at realising
received the Grand Prize for Small and Medium Enter-
many occasions. What conclusions have you
way now because I have a different perspective on the
our vision and eventually be able to provide facility man-
prises. That’s something we’re very proud of, of course.
drawn?
risks involved. So a certain degree of ignorance is definitely necessary at the beginning. But there have to be
agement services. But we started very small indeed, offering traditional cleaning services, until my business part-
In the 1990s, the business mentoring servic-
I’ve always taken the line that although outside advice
certain limits: you must never put your home or family
ner Heinz Ritter got his master craftsman’s diploma from
es hadn’t yet been founded. However, you did
is important, at the end of the day I bear all the respon-
at risk.
the chamber of skilled crafts, which you needed if you
receive support from the LASA Brandenburg
sibility as the owner of the business. And I’m sure that
wanted to start a commercial cleaning business. Then we
GmbH.
this has been a factor in our success. It means I have
What other advice would you give to new entre-
to make sure that I have enough knowledge to chal-
preneurs?
were able to expand our range of services. Now we truly
have realised our vision, and offer comprehensive facil-
That’s right. I received support from the LASA as a previ-
lenge the recommendations of the advisers if necessary.
ity management. This includes, for example, landscape
ously unemployed new business owner. It was 10,000
It’s happened to me in the past that I’ve received really
What I really recommend is to look beyond your own
gardening, janitor services, snow-clearing services in win-
DM as a subsidy towards living expenses, which pro-
bad advice. And that’s something that a business owner
horizon and try to view the market from the perspective
ter and technical services such as lift maintenance or the
vided some security for my family. Without that money
needs to be able to recognise. It’s a fallacy to imagine
of the customer. I often have new entrepreneurs com-
servicing of heating systems. But we also provide secu-
I don’t think I would have become self-employed. We
you can delegate the whole question of business ex-
ing to me and saying, “Listen, I’ve opened this shop,
rity services, office services and catering. Our custom-
used the 3,000 DM of funding available for start-up ad-
pertise to advisers. As an entrepreneur and the owner
it really looks good, come and have a look at it. I just
ers include businesses and public authorities, primarily in
vice to pay for advice from a tax consultant.
of a new business, you have to concern yourself with
can’t understand why business is so slow.” And then
the East German federal states but also in North-Rhine-
everything that is relevant to running that business. It’s
I walk around the shop with them and say, “Who did
Westphalia and Hessia.
important to make use of advice from others, but the
you actually make this shop for? For yourself or for your
customers?” A lot of people simply don’t realise that the
product has to please the customer first and foremost,
oberhavel
not necessarily the business owner.
Thomas Schwarz, Dirk Isert,
It’s also very important to acknowledge the social re-
Heinz Ritter, Bernd-Rainer Vogt
sponsibility that you have as a business owner. Reports
Dreieck Gebäudedienste GmbH
in the media talk a lot about the social commitment of
Neuruppin
large companies, but people often overlook the fact that
www.dreieck.com
family businesses and medium-sized enterprises in par-
Foundation:1994
ticular take on a great deal of social responsibility. As a
Advised by: business owner, this is something you should concern
LASA Brandenburg GmbH
yourself with right from the start. It comes with the territory when you’re running a business.
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“I’m convinced that the main reason my business
has developed so successfully is that I got the
know-how I needed from my coach.”
Torsten March
mbc March Beschichtungscenter GmbH
Hennigsdorf
www.mbc-infoweb.de
What obstacles did you have to overcome when
Foundation:2009
you were starting your business?
Advised by: Regionaler Lotsendienst Oberhavel
Service provider: Wirtschafts-, Innovations- und TourismusI had a lot of problems with the banks. To start with I
förderung Oberhavel GmbH (WInTO)
wanted to buy a piece of land and build a workshop
on it. It would have meant an investment of 2.5 million
euros. The adviser at the first bank told me I should rent
a workshop and buy the equipment instead. And so I
at least made it clear from the start that they weren’t
went to another bank. They liked my idea and pursued
going to back my venture, and hadn’t strung me along.
it. We negotiated with them for nearly nine months, and
Now I was able to show them that we were generating
Mr. March, you started an industrial painting
by the end of the year all I needed was one final sig-
an excellent turnover, even in the small workshop, and
business. What is it that you paint, and who for?
nature from the bank. But I didn’t get it, probably be-
just over a week later the loan was approved.
cause of the financial crisis. Then in January 2009 I was
Industrial painting includes not only painting but also
told that the bank wouldn’t be able to back my project.
Your business has grown very quickly. How did
powder coating and repainting, as well as the pre-treat-
By that point I had already spent a lot of money on the
you cope with the sudden increase in workload
ment process, for example, the chemical degreasing
ground survey that the bank had asked for, so it was a
in relation to human resources and company or-
and industrial blasting. We work for rail vehicle manu-
really heavy blow.
ganisation?
What happened next?
We really were hiring new people every other month.
facturers and also for metal engineering companies that
produce fencing systems or vehicles and need a pow-
After six months there were eight of us already, and I
der coating or surface on their metal components. We
also provide services for private customers – if some-
I was lucky enough to be offered the use of a 500
now have 18 people here. We’re still looking for more
body wants to have their bicycle frame repainted, for
square metre warehouse by a former customer. I put
staff and will probably settle at 22. The work I do now
example.
all my savings into it, fitted it out and started producing
is very similar to what I used to do as an employee. My
with a spray booth I’d bought. So many orders came
responsibilities as a managing director are new, but I’m
in that I was able to employ more people. We ran two
a confident person and I enjoy new challenges, so that’s
shifts in the first booth because it was the only way to
not a problem.
Where did you get your business idea?
My background is in the industrial paint industry and I
get everything done. After about a year our landlord of-
had a senior position in a company for eight years. Then
fered me a fairly modern building on the same site. I was
I lost my job in 2008 and became self-employed im-
What kind of support did you get from the
able to install much larger surface-coating equipment
mediately after that. I let the customers know, because
coach?
there, which would help us to stay competitive. But it
was going to cost a six-figure sum. So I went back to
I’d built up good relationships with them over the years.
And the fact that I got positive feedback from all of
It was an incredible piece of luck for me to be offered
the first bank, whose adviser had previously told me I
them gave me a lot of encouragement, of course. The
that coach. I can’t praise the WInTO highly enough for
should rent a workshop instead of buying one. He had
Employment Agency referred me on to the Economic,
their support. The coach helped me in all sorts of ways.
Innovation and Tourism Promotion, Oberhavel GmbH,
He came with me to the bank, because that was new
– WInTO – for help with the preparations for starting
territory for me. Then he helped me to install a computer
my business. My business idea was rated eligible for
programme so that I could manage my business data
support at the assessment centre, so I was allocated a
and produce my price quotations. And I couldn’t have
coach. And then we got down to work.
written the business plan without his help either. Even
now we’re still in touch. I’m convinced that the main reason my business has developed so successfully is that I
got the know-how I needed from my coach.
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Regional business mentoring service provided
by the district of Oberspreewald-Lausitz
Support from regional network for business
mentoring service and new entrepreneurs
The regional network, predominantly made up of companies, authorities and advice centres, provides excel-
oberspreewald-lausitz
lent support for the business mentoring service and
hence the new entrepreneurs. Covering many areas,
WEQUA Wirtschaftsentwicklungs- und Qualifizierungsgesellschaft mbH
this substantial network is of great benefit to founders
Gerlinde Michaelis
setting up businesses in many different sectors. The
Am Werk 8
largest number of start-ups has been recorded in the
01979 Lauchhammer
service industry, including computer services, office services, health and spa services, senior citizen care and
Phone:
household-related services. Small trade is dominated
03574 46762243
Internet:www.wequa.de
by construction service providers, painters, interior
For Gerlinde Michaelis, it is very important that all new
decorators, cleaners, bespoke tailors, alteration tailors,
entrepreneurs help keep the network concept growing.
bicycle and car mechanics, hairdressers, beauticians
“The start-up network is being expanded with the aim of
and photographers. Irrespective of the sector, Gerlinde
offering new companies more support beyond the start-
Michaelis has found that, during the pre-start-up stage,
up phase. This should encourage young entrepreneurs
The district of Oberspreewald-Lausitz, for decades
ers, most of them aged between 30 and 50, set up their
the highest demand for advice tends to be in connec-
to communicate with each other and to hook up with
known as a brown coal mining area, has now devel-
own business. 40 percent of them are women. Even
tion with the preparation of business plans, the acquisi-
other networks. In concentrating entirely on their daily
oped into a diverse industrial and economic region. In
more remarkable is the fact that 80 percent of the busi-
tion and updating of commercial and economic exper-
operations, many founders lose sight of their compa-
Westlausitz, for example, the chemical industry, electri-
nesses are still going strong.
tise, familiarisation with marketing skills and addressing
nies’ strategic development. To prevent this from hap-
cal engineering, metal processing, renewable energy
the question of commercial and personal security. The
pening, they need the assistance of the business men-
and services predominate. Tourism also plays an impor-
qualifications involved are not exclusively gained via the
toring service as well as the network partners.”
tant role, not only in Spreewald but also in the new lake
Close ties with the economy
business mentoring service but also with the help of network partners, in particular the chamber of industry and
district that is currently being created by the flooding of
abandoned pit mines. “Overall, the district offers com-
According to Gerlinde Michaelis, this is mainly due to
panies favourable conditions and development potential
close ties with the economy: “Over the years, WEQUA’s
as well as a climate conducive to the establishment of
activities have brought us in contact with numerous
new businesses. The region’s 32 large industrial and
companies in the region. We put our budding entre-
commercial estates comprising of around 360 compa-
preneurs in touch with these companies as early as the
nies which employ 7,000 people are evidence of this”,
pre-start-up phase. Not only do they find out how the
says Gerlinde Michaelis, head of the business mentoring
companies were originally set up, they also establish im-
service offered by the Oberspreewald-Lausitz district.
portant business contacts at an early stage and get an
Since 2007, this service has been provided by WEQUA
opportunity to exchange experiences.” However, aside
GmbH.
from close ties with companies, Gerlinde Michaelis is
commerce and the chamber of crafts.
convinced that the success of the business mentoring
The business mentoring service has made an essential
service is also due to close cooperation with the cham-
contribution to the region’s brisk economic activity: be-
ber of industry and commerce, the Employment Agen-
tween March 2007 and June 2011, a total of 550 po-
cy, the Job Centre, the district authorities and further
tential new entrepreneurs visited the service’s premises.
cooperation partners.
Having participated in the assessment programme and
undergone intensive one-on-one coaching, 251 found-
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“There were lots of ups and downs
but I would do it again.”
now looking after more children, I have been in a position to take on further staff. At present, I employ 15 nursery teachers and seven technical staff plus two trainees.
You‘re now the director and the managing di-
oberspreewald-lausitz
rector of the day care centre. How does that
feel?
Annett Fischer-Neumann
Kita Kleeblatt
I was already working long hours before the change. But
Schwarzheide
managing my own business means even longer hours.
www.kitakleeblatt.schwarzheide.de
A lot of new tasks have been added to my work load:
Übernahme: März 2008
talks with the authorities and staff, recruitment of new
Advised by: Regionaler Lotsendienst Oberspreewald-Lausitz
staff, quarterly classification and reporting of the chil-
Service provider: WEQUA – Wirtschaftsentwicklungs- und Qualifizierungsgesellschaft mbH
dren’s progress, bookkeeping, etc. A schedule has to
be prepared in order to get all these things done. These
days the responsibility for my staff and the children is
much greater. I have to think long and hard before taking
Ms. Fischer-Neumann, you have taken over a
When preparing to take over the day care cen-
my decisions. My working hours have also changed. As
day care centre from a public agency.
tre, you consulted the business mentoring ser-
a self-employed person, one works a lot harder, there is
What gave you the idea?
vice. How would you rate the support you re-
no denying that. I often work later in the evenings and
of my time, which can be quite tiresome. It is important
ceived?
even at the weekends. Nevertheless, I would do it all
to keep the door open so the staff can see why I some-
again, even with the ups and downs.
times have to sit at my desk for two or three days in a
I have been working in this day care centre since 1999,
row. This helps us to get through difficult times. It is also
first as a nursery teacher and, since 2002, as director. In
I received excellent support. A whole week of training
2008, the opportunity to take over the day care centre
was devoted to bookkeeping, financial planning and
What have you learned from managing your own
important to have good friends and a supportive family
arose and I went for it. Today, we look after 167 children.
presentation techniques. Thanks to my experience as
business?
to give encouragement when times get difficult.
I also run a project for older children, providing care by
director of the day care centre, I already had a certain
the hour. All in all, the centre is doing very well.
amount of the knowledge I needed to prepare my busi-
One must have the necessary technical expertise. As a
ness plan, but the business mentoring service offered
boss, I cannot simply bury myself in the office. I always
me another perspective on the matter. After the busi-
take an active role in the different care groups and work
ness was established, I was put in touch with a business
alongside my staff – that way I don‘t lose touch. Work-
mentor who helped me with the entrepreneurial aspects
ing in the education sector, it is particularly important to
and offered me encouragement when the going was
be aware of all of the legal provisions and administrative
tough. I‘m still in contact with the business mentoring
requirements. Filling in application forms takes up a lot
service, I can give them a call if any questions arise.
On taking over the day care centre, you also
took over the staff. From colleague to boss –
how did that work out?
It went very well, we‘re all happy. I had talked to everybody before the change to ensure that the whole team
was behind me. The team has actually expanded. When
I took over, we had 11 nursery teachers. Since we are
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Regional business mentoring service provided
by the state capital of Potsdam
Thanks to its economic strength, consistent population
However, Ralf Krüger insists that the Potsdam busi-
growth and a per capita income that is among the high-
ness mentoring service does not compete with Startup
est in eastern Germany, Potsdam is in an exceptional
Navigator, its counterpart provided by the universities
position. And these are not the only outstanding aspects
in Brandenburg: “Graduates are entitled to consult the
about Potsdam. The new entrepreneurs accompa-
university-run Startup Navigator service up till five years
nied by Ralf Krüger and his colleagues at the Potsdam
after the start of their business. This means that the new
business mentoring service are distinctly different from
entrepreneurs coming to us have passed this deadline
those in other areas. Many of the people seeking advice
and have already gained some experience in the busi-
and assistance have a university degree. According to
ness world, which is definitely of advantage to a new
Ralf Krüger, project manager at the Potsdam business
start-up.“
mentoring service, the general educational background
tends to be somewhat more academic. There are hardly
Combining theory and practice
The town of Potsdam also offers a further advisory ser-
to help its clients to prepare their individual start-up
vice, the ‘Start-up Forum Potsdam’, an active, wide-
concepts and strategies. The mentors at the Potsdam
spread network consisting of more than 20 players in
business mentoring service have all had their own ex-
the start-up field capable of providing highly specialised
perience in this matter. Ralf Krüger comments: “For a
year. Instead, a very high percentage of the new busi-
Nevertheless, the combination of work experience and
advice. The business mentoring service also plays a role
start, there has been a continuous rise in the number of
nesses is established by professionals. The Technology
university qualification is not always enough to guaran-
in its capacity as host and co-organiser of the Gründer-
new businesses being set up by women. Since March
and Commerce Centre Potsdam GmbH, which took
tee a successful start-up. During the preparation of their
forum’s quarterly start-up meeting.
2007, the percentage of women among the start-ups
over the Potsdam business mentoring service in 2007,
business plans, participants are encouraged to bring
states that 60 percent of new businesses are set up
their theoretical ideas into line with the practical aspects
by professionals, including different kinds of engineers,
of their intended business. According to Ralf Krüger, the
alternative practitioners, doctors, physiotherapists,
business mentoring service aims to help clients devel-
Since March 2007, Ralf Krüger and his colleagues have
ing an interest in our coaching service are a reflection of
coaches and consultants with a variety of target groups.
op a coherent proposal, establish a suitable customer
hosted 700 initial consulting sessions. Of the 274 po-
that. In comparison to some of the men, they appreciate
structure and come up with a sensible marketing plan.
tential entrepreneurs that took part in assessment pro-
coaching a lot more. In general, men seem to be a lot
In many cases, once a business has been established,
grammes at 29 different centres, 195 actually went on
less open to suggestion. I suspect that the other busi-
distribution becomes the key factor. It can be a sobering
to set up their own business. Coaching is one of the
ness mentoring services have had similar experiences.”
experience when the expected success fails to material-
essential tools that the business mentoring service uses
any small traders, perhaps only one or two start-ups per
we have been involved with has risen to well over the
Coaching – the male and female perspective
50 per cent mark. Women are more open to the idea of
being coached, and the rising numbers of women tak-
ise. This is the point when the initial approach needs to
potsdam
be re-examined and revised.
Technologie- und Gewerbezentren Potsdam GmbH
Ralf Krüger
David-Gilly-Straße 1
14469 Potsdam
Phone: 0331 20018999
Internet:www.lotsendienst-potsdam.de
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“Never lose faith.”
cerned. When we started out, we had virtually no commercial experience. The business mentoring service has
been very helpful in terms of giving us a good grounding
in fundamental commercial skills. We decided to out-
potsdam
F
Alexandra Klatt
Sebastian Bockrandt
Kizuco Bockrandt & Klatt GbR
source the bookkeeping to someone who knows more
Potsdam
about it than we do. We did the same for technical sup-
www.kizuco.de
Ms. Klatt, you and your colleague Sebastian
port and press relations. Nevertheless, we keep an eye
Foundation:2010
Bockrandt run an online design store. What
on the whole thing to make sure nothing falls by the
Advised by: Regionaler Lotsendienst –
products do you offer?
wayside.
Landeshauptstadt Potsdam
Service provider: Technologie- und Gewerbezentren
Our online shop sells designer goods made by young
Has there been any initial success?
Potsdam GmbH
designer labels in Berlin and Brandenburg. In doing so,
we provide a platform for young designers who have not
Since establishing our business in October 2010, we
yet made a name for themselves. We offer a wide range
have been expanding our range continuously, and we
of goods including everything from postcards to tables.
are now at the point where we are breaking even, so,
Ceramic goods sell all year round, while other products
our monthly costs are covered. To me that is quite an
What advice would you give to other new start-
tend to be more seasonal. Lamp sales, for example, are
achievement. As yet, we do not make a living from the
ups?
highest in autumn and winter. We are also in the process
shop but we are confident that the business will con-
of preparing a fashion line which will be available in the
tinue to grow. The development our business has taken
An external mentor should examine the business idea
near future.
is very encouraging, particularly since we had significant
and help to assess its feasibility. Also, one should never
financing problems at the beginning. The small savings
lose faith. We could have given up when the banks re-
we had were not enough. The banks weren’t of any help
fused to finance us. But we continued to believe in our
Where did the idea come from?
as they rarely finance online shops. As yet, they can’t
idea and can now proudly look back on what we have
While Sebastian and I were studying design at the Pots-
assess the market properly. That forced us to borrow
achieved.
dam University of Applied Sciences, we noticed that the
money privately – which was the largest obstacle we
design market is very much centred in Berlin. Designer
had to overcome.
goods created in Brandenburg and the surrounding region are often overlooked. Our aim is to change that.
Among other things, we have established a network
of Brandenburg-based crafts enterprises, all of which
are capable of realising design concepts. Putting these
craftspeople in touch with the young designers has
proved to be quite successful. Some of the designers
whose products we sell in our shop now prefer to work
with local craftspeople.
You set up your business with a partner. How do
you divide your responsibilities?
My partner is a product designer and I am a communications designer, so together we cover most of the
important areas. This works very well, even where entrepreneurial and commercial responsibilities are con-
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potsdam
F
Claus Wittram-Regenhardt
Tobias Gammelin
GRÜNHAUSARCHITEKTEN
Büro für gesundes und ökologisches Bauen
“We expanded step-by-step and avoided
getting into serious debt”
Potsdam
Does this mean that customer acquisition is your
www.gruenhaus-architekten.de
main problem?
Foundation:2009
Advised by: Regionaler Lotsendienst –
As regards ecological construction, this did pose a
Landeshauptstadt Potsdam
problem at the start. In the early stages, we had one
Service provider: Technologie- und Gründerzentren Potsdam GmbH
single client who came to us solely for advice. We subMr. Wittram-Regenhardt, you and your business
sequently prepared the preliminary design for an eco-
partner have set up an ecological architecture
logical building which was to be constructed at a car-
company. What do you do exactly?
penters. At the beginning, all of our larger-scale projects
a temporary freelancer, and now we have so much work
demanded conventional architectural services and the
on the horizon that the plan is to team up with an archi-
We design ecological and healthy buildings, for fami-
clients were mainly acquired through networking. Con-
tectural firm who we are on friendly terms with.
lies and institutional and commercial clients. Essentially,
tacts dating from before our self-employment came in
we utilise natural materials, such as wood, adobe and
handy at this point. Networking is crucial in terms of
You set up your business without taking out a
mineral paints and avoid using any toxic substances in
acquiring new clients. Nowadays, we also design eco-
loan. How did you manage that?
our buildings. This promotes a healthy indoor climate,
logical buildings. Parallel to our daily operations, we are
which is not only important for people with allergies;
actively working towards raising our clients’ awareness
We expanded our business step-by-step and managed
it raises the quality of life for everyone living or work-
of ecological construction issues. This is a market seg-
to avoid getting into serious debt. We made do with
ing in the building. By avoiding electrosmog we create
ment that is set to grow.
what we had and grew slowly from there. That’s something I would recommend to other new entrepreneurs.
healthy sleeping environments. Ecological construction
also means using sustainable materials. For external in-
Have you had any initial success?
Also, you shouldn’t undersell yourself. That’s something
our business mentor emphasized again and again. At
sulation purposes, for example, we recommend using
mineral materials, renewable materials or recycable ma-
We have been recording a steady increase in turnover
the beginning, we tried offering our clients a free service,
terials which do not create any disposal problems if the
since we set up the business. In the first year, we were
for example giving a free estimate, in order to be award-
building needs to be demolished in the future. However,
only able to survive thanks to the start-up allowance paid
ed the project. But the clients ended up contracting us
You decided to locate your firm in Potsdam. Did
by the Employment Agency. Since then, things have
only for the free service and didn’t take it any further.
you carry out any local market research?
been on the up and up and our projects are becoming
These days, when a client approaches us, we calculate
very few clients think that far ahead.
more interesting. At the beginning we were redevelop-
the costs of the redevelopment or construction but then
Yes, we looked into whether anyone else was already
ing warehouses. Now, we build upmarket one-family
charge for the calculation, offering to offset the charge
against our fee if a subsequent contract is concluded.
How did the Potsdam business mentoring service assist you with your start-up preparation?
offering the same services. In the process, we re-
or multi-family houses in Berlin-Dahlem – which is a lot
I completed the programme at the assessment centre
searched all construction activities on the go in Pots-
more stimulating. Every small step is an achievement
and was assigned a business mentor. This was a great
dam. As it turned out, it was not so easy to break into
and we are celebrating a new one at the moment: the
help to us in terms of choosing our location. During this
the ecological construction segment. There is as yet lit-
move to our own office. Before that, we were working
time, we also thought long and hard about the aim of
tle awareness of ecological building concepts and the
from home. Since 2010, we have also been employing
our enterprise and our personal business perspectives:
problems associated with harmful substances among
What is it we want to achieve? What services shall we
clients. Although everybody talks about environmental
offer? How shall we distinguish ourselves from other
protection, good intentions tend to be swiftly forgotten
architectural firms? What type of marketing strategy
once people have to reach into their pockets.
shall we adopt?
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“The most important thing is to have faith in your idea,
remain optimistic and confident.“
How did the business mentoring service help
you?
I particularly benefited from the four-day assessment
centre programme which helped me determine whether
POT S DAM
or not my business idea was feasible and whether I was
suited to setting up my own business. I was made aware
How do you cope with self-employment and the
Eva Butterbach
of subjects that I wouldn’t have thought of myself, such
associated financial insecurity?
Musikgarten
as tax, insurance, marketing and organisation. The fea-
Potsdam
sibility of my turnover expectations was also assessed.
That is something I had to get used to. I have been running
my own business since December 2009. Before that I had
www.musikgarten-potsdam.de
Foundation:2009
What challenges did you overcome while prepar-
always been employed, so self-employment was totally new
Advised by: ing to launch your own business?
terrain for me. I started thinking things through in advance.
Regionaler Lotsendienst – Landeshauptstadt Potsdam
For example, lessons which I have to cancel due to sick-
Service provider: Technologie und Gewerbezentren Potsdam GmbH
The financing was the biggest challenge. I was lucky to
ness, I make up for in the holidays. That is in my contract.
have enough savings to buy the necessary instruments
All in all, with organising everything myself – from website
and to pay for the training. Once the business was up
administration to tax, contracts and bookkeeping - I do have
Ms. Butterbach, you run a ‘Musikgarten’ in Pots-
practical terms, I use simple percussion instruments in
and running, I invested all of my income in the ‘Musikgar-
the impression that I have become more confident.
dam. What services do you offer?
my courses, such as claves, shakers, bells or drums. I
ten’, buying further instruments, music books and CDs.
also introduce new instruments to the children, such as
Customer acquisition turned out to be more difficult than
What advice would you give to other new start-
the recorder, djembe, keyboard or guitar.
expected. The business mentoring service had helped
ups?
‘Musikgarten’ is an early childhood music education pro-
me do the research and I knew there was a market for
gramme for children up to the age of five. Originally from
the USA, the concept took root in Germany in the 1990s.
You have a degree in psychology. How did you
my business. The challenge was how to develop adver-
Don’t get discouraged by initial setbacks. Always view
The programme aims to help children develop a love of
come to set up a ‘Musikgarten’?
tising capable of reaching my target group. Now, I run
criticism in a positive light, see it rather as food for thought
regular advertisements in all of the media that specifically
to help you improve your business idea. I would also say,
ing.
When I moved from Munich to Potsdam in 2007, I was
address parents, I put ads up in day care centres and
don’t set up a business unless you are entirely convinced
Adults also get hands-on experience with music. I re-
not sure what I would do here. Unfortunately the local
hand out business cards. I am also considering distribut-
about it and love the concept. The main thing is to have
ceived a licence from the Institute for Elementary Music
market for psychologists is rather limited. I had been
ing postcards around paediatrician practices and phar-
faith and remain confident. That’s essential.
Education after attending a number of seminars and
searching for employment for a year when someone told
macies.
qualifying as a ‘Musikgarten’ teacher. I have also com-
me about the ‘Musikgarten’ concept. After attending one
mitted myself to attending regular advanced training ses-
of their courses in Berlin, the programme appealed to me
sions. This means that I am entitled to use the ‘Musikgar-
and I discovered that there were some overlaps with psy-
ten’ name and logo and to offer my own programme. In
chology.
music from a very early age and to promote family bond-
What have you achieved so far?
My greatest achievement is the fact that I now generate
my monthly target turnover. All of my courses are fully
booked. There are more customers contacting me than I
have places for. I also had an enquiry from the local music
school asking me to run courses on their premises. At the
moment, I can’t fit this into my schedule but working with
a music school would be a great thing to do in the future
once my two children are a bit older.
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Regional business mentoring service
provided by the district of Potsdam-Mittelmark
Start-ups in rural areas require special advice
To ensure that things do indeed work out, the mentors
acquaint their clients at an early enough stage with the
unique conditions new businesses should expect to
encounter in rural areas. “Long distances, for example,
potsdam-mittelmark
M
Technologie- und Gründerzentrum „Fläming“ GmbH
Klaus Wessels
Brücker Landstraße 22 b
14806 Bad Belzig
Covering more than 2,500 square kilometres, the district
mean that more time is needed and there are higher
of Potsdam-Mittelmark is the third largest in Germany.
transport costs; this has to be considered in the plan-
Unevenly populated, this rural district offers a wide range
ning”, explains Wessels. As groups of potential custom-
of new business opportunities: tourism-related business
ers in the catchment areas may be small and have limit-
concepts work well in the more rural areas while techno-
ed buying power, how one approaches target groups
logical concepts can tap into the large supply of quali-
needs to be carefully considered. The coaches assigned
fied scientific staff in and around Berlin and Potsdam.
to new entrepreneurs are also expected to take rural
Today, the district of Potsdam-Mittelmark has excellent
conditions into account. Wessels continues: “It is im-
road and rail transport connections. According to start-
portant to connect with our potential entrepreneurs on
What is my target group? How do I reach it? What is
up mentor Klaus Wessels, however, the gap between
both an emotional and intellectual level. We have to get
a realistic turnover? How do I ensure a steady flow of
the economic standard in the heart of the district and
the message through that though every start-up repre-
orders? The answers to these as well as other ques-
that around Berlin or Potsdam is quite considerable.
sents a challenge entailing certain risks, it also offers a
tions are all covered in the context of the regular start-up
The same is true for the predominant attitude towards
wealth of opportunities. Asking budding entrepreneurs
consultations, regardless of whether a new business is
to merely write down their business concepts is by no
to be located in or close to a town or in a rural area. New
means enough. The family must be taken into account
entrepreneurs also face legal challenges: What goods
during the coaching process to jointly assess how the
or services may a company offer, which are prohibited?
business will affect them. Not all mentors are capable of
Among the start-up concepts, the service sector fea-
handling these matters.”
tures strongly, followed by the professions, handicrafts
Phone: 033841 65152
Internet:www.tgz-belzig.de
Diverse start-up concepts
life. “Let me put it this way”, Wessels explains, “some
start-up concepts would never find a market in the rural
areas! Nevertheless, these areas have a certain potential
that the city can’t offer. Sometimes, new entrepreneurs
in the rural areas don’t give enough thought to how different the framework conditions are, hoping that things
will somehow just work out.”
and retailing. “Business ideas span a wide range, from
business consultancy in or around towns, telecommunications and information technology in both towns and
country, to mobile pedicure and special spa services in
rural areas,” states Klaus Wessels.
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F
“Our customers made LandLust Körzin what it is.”
As your business grew, was it difficult to find and
retain suitable staff?
That was by no means an easy process. I started off doing most things myself, working both in the kitchen and
the service area. Now I can hold my own in all areas and
Ms. Laun, you run an establishment called
nobody can challenge me in any situation. I believe the
So everything went smoothly for you?
friendly working environment really makes a difference
LandLust Körzin. Can you tell me a bit about it?
Not quite, I had a lot of red tape to contend with: I had to
to my staff. I want my staff to be fit and healthy. They
Well, it’s a restaurant offering a regional menu and a
deal with the public construction authority in connection
are paid well and I offer good working conditions. That
shop that sells regional products ranging from toys to
with my building applications; with the office for pub-
aspect is very important to me and it also helps create a
foodstuffs such as cheese, sausages, ham, jams, bread
lic order, the tax office, etc. I gave myself a push every
good working atmosphere.
and wine. I established LandLust after I had a work ac-
day and that helped me get through. I really wanted to
cident and couldn’t continue in my original job. My em-
achieve my aim and had to toughen up and be ready to
ployer wasn’t able to offer an alternative either. At the
fight for it, again and again.
What motivates you?
Many people just work to earn money, but that doesn’t
time, it was rather hard since I’am an active kind of person and like to work. I started off producing all kinds of
How has LandLust developed since its estab-
necessarily make them happy. You should love what
stuff from pumpkins and that gave me the idea to open
lishment?
you do and not forget that work should be fun and give
you a sense of fulfilment. It is also crucial that your fam-
a shop in Körzin offering regional products.
Very well, actually! We now employ four full-time staff.
What support did you receive for your start-up?
ily supports the business. If you’re working a 60-hour
The business has changed though: Originally, LandLust
was exclusively a retail business, then, I added a small
week, you are going to miss out on a lot and there is
So your customers’ wishes matter to you?
I had the business idea but didn’t know how to put it into
restaurant, which has since become a lot bigger. As with
action. The business mentoring service came to my at-
the shop, the food is mostly sourced regionally and is
Yes, they do. My customers have more or less made
tention at the Chamber of Industry and Commerce and
almost entirely organic. The customers really appreci-
LandLust Körzin what it is today. Although I believe that
I then applied for a place on their assessment centre
ate that.
you shouldn’t lose sight of your own objectives, you
rut. These are fast-moving times, and you have to move
programme. That proved to be really helpful in terms of
should always keep the needs of the customer in mind.
rethinking my business idea and coming up with a de-
We now have customers who return regularly because
tailed plan. The plan was clear in my head but I couldn’t
our menu changes weekly and they like the personal
have got it down on paper without the help of my men-
touch. We are on friendly terms with our customers and
tor, especially the liquidity and profitability aspects of it.
keep in touch with each other.
potsdam-mittelmark
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no way around that. You should also avoid falling into a
with them and remain open to change.
Ulrike Laun
LandLust Körzin
Körzin
www.landlust-koerzin.de
Foundation:2006
Advised by: Regionaler Lotsendienst Potsdam-Mittelmark
Service provider: Technologie- und Gründerzentrum „Fläming“ GmbH
S u p p o r t
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provided by the district of Prignitz
Close ties with RWK Prignitz
The Prignitz business mentoring service also maintains
close ties with the players involved in the RWK Prignitz,
prignitz
M
Technologie- und Gewerbezentrum (TGW)
Prignitz GmbH
Sandra Balkow
which includes the municipalities of Perleberg, Witten-
Laborstraße 1
berge and Karstädt. New entrepreneurs can take ad-
19322 Wittenberge
“The main feature of the district of Prignitz is its size”,
vantage of the momentum generated by developing
emphasises start-up mentor Sandra Balkow who works
companies. They can also learn from these companies’
Phone:
as project manager at the business mentoring service
experience or fit their own plans in with the overall re-
Internet:www.tgw-prignitz.de
run by Technologie- und Gewerbezentrum (TGW) Prig-
gional plan. The business mentoring service keeps them
nitz GmbH. At over 2,000 square kilometres, this dis-
up-to-date regarding the regional plan which predomi-
trict located in the far north-west of Brandenburg is one
nantly focuses on tourism. “As much as 70 percent of
of the largest in the Federal State. Its border coincides
the district‘s land is used for agricultural purposes”,
with those of the federal states of Sachsen-Anhalt,
explains Sandra Balkow. “At the same time, with less
Lower Saxony and Mecklenburg-Vorpommern along
than 40 people per square kilometre, the population is
two-thirds of its length. The district is also home to the
rather small. This opens up a variety of opportunities
Prignitz regional growth centre (RWK Prignitz), which is
in the tourism field.” Although services, at 40 percent,
Which jobs require a diploma and which don’t? How
the heart of the district’s economic power offering busi-
are at the top of the start-up hit list, there is a lot of
can management analysis help me? How does time
nesses the ideal location for successful development.
common ground between the services and tourism sec-
management work? The answers to these and many
There are numerous start-up opportunities for new en-
tors. With the assistance of the business mentoring ser-
other questions are part of the typical stock-in-trade of
trepreneurs and a highly committed Prignitz business
vice, numerous B&Bs, restaurants and snack bars have
the Prignitz business mentoring service. Sandra Balkow
03877 984275
A favourable location for new start-ups
mentoring service to assist them.
Crossing borders
According to Sandra Balkow, it is important for founders of new businesses to see the bigger picture. Many
don’t think beyond their immediate vicinity and allow
their vision to be restricted by borders such as the Elbe
river which separates Sachsen-Anhalt from large parts
of Prignitz. “We encourage our budding entrepreneurs
to think beyond borders and to exploit the proximity of
the other federal states. Potential customers also live
been set up, mostly along the cycle routes. A number
has no doubt that the service will soon be assisting fur-
on the other side of the state border. We help our cli-
of tradespersons (30 percent) and non-qualified peo-
ther commercial and professional newcomers to the
ents identify this potential.” The close ties TGW Prignitz
ple (15 percent) also benefit from tourism: with a lot of
area. “The location is favourable – we are situated mid-
GmbH maintains with scientific institutions and univer-
modernisation being carried out, predominantly by new
way between Hamburg and Berlin. The intercity train
sities represent a further valuable commodity. Via the
arrivals from Berlin and the old federal states – bricklay-
also stops here. I am sure the population figures are go-
Prignitz regional transfer office located in the Technolo-
ers, tilers, paviours and mosaicists have a great deal of
ing to rise – just today I had the first midwife asking for
gie- und Gewerbezentrum, contacts with the Branden-
work.
advice on settling in the region.”
burg universities and universities of applied sciences,
e.g. FH Brandenburg, are particularly close. There is a
focus on initiating knowledge-based start-ups and the
subsequent support of young enterprises.
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F
“Everything runs to a tight schedule,
but the atmosphere is much more harmonious
than when I was working at home.”
potential customers and present my services to them. Of
course, I also maintain a website so customers can find
me online. Three to four times a year, I organise events. All
of this is essential in order to keep business turning over.
Just opening the shop door and putting three little flower
prignitz
pots out would not get me anywhere.
Does this mean that some of your customers
Constanze Ulrich
are located outside the region in Lower Saxony
What assistance did the business mentoring
Petite Fleur
and Mecklenburg?
service provide?
www.petitefleur-constanzeulrich.de
That’s right, Lenzen is located in the western part of
Without the business mentoring service, I probably
spend time with my children. At 8 pm, when they are
Foundation:2008
Brandenburg, on the Elbe river. The border with Lower-
wouldn’t have set up my own business. And if I had
in bed, I do my bookkeeping. The shop is closed on
Advised by: Lenzen
Saxony is three kilometres from here and the border
done so, it wouldn’t have been as successful as it is
Mondays and I devote that day to my children. Though
Service provider: Technologie- und Gewerbe-
with Mecklenburg-Vorpommern five kilometres. A loca-
now. The three-day assessment centre programme,
everything runs to a tight schedule, the atmosphere is
tion like that is just right for cross-border advertising.
during which my business idea was put to the acid test,
a lot more harmonious than it was when I was working
Customers don’t even mind having to travel to my shop
was particularly helpful. I also found out a lot of practical
at home.
to collect their orders. They enjoy the atmosphere in the
information, for example which applications had to be
shop. At present, I have artichokes and lavender from
filed. Once you have completed the three-day seminar,
You are still in contact with the mentoring ser-
France and sunflowers from Germany. I always offer
you have a clear idea about whether you fulfil the re-
vice. Is there a particular reason for this?
those plants for sale which are currently in bloom.
quirements for setting up a business or not. Some po-
Regionaler Lotsendienst Prignitz
zentrum (TGW) Prignitz GmbH
Ms. Ulrich, you manage your own flower shop.
tential entrepreneurs were advised against going ahead
My business has grown so much that there are not
Did you carry out any market research to see
with their concept. Recently, just two years on, the busi-
enough hours in the day to deal with it. These days, I
whether there were enough customers around?
ness mentoring service nominated me entrepreneur of
supply eight restaurants and I am considering employ-
the year. I was, of course, very proud of this achieve-
ing somebody on a part-time basis. This is an area the
What is it that makes it special?
My business is based on three pillars: the first pillar consists of the sale of seasonal and unusual flowers. The
second pillar comprises wedding and event floristry. The
Yes, initially I set up the business as a sideline, selling flow-
ment and asked the head of the mentoring service and
business mentoring service can help me with. I am also
third pillar is based on the sale of accessories. I inten-
ers from my terrace at home. Over a period of a year-and-
my personal coach to accompany me to the awards
considering attending a seminar that focuses on the
tionally located my business here in Lenzen. It is true
a-half working in this way, I found that there were enough
ceremony at the state chancellery where minister presi-
testing and development of staff management skills.
that the region is lacking in terms of infrastructure but,
customers to set up a business. Word of mouth advertis-
dent Matthias Platzeck presented me with the award.
While I would like my employees to have a pleasant
on the positive side, I have more or less no competition.
ing worked well for me. It reached a stage where my ter-
And I advertise beyond the region’s borders. This con-
race became so jam-packed that I could no longer serve
Are there any aspects regarding your business
That is something that requires good staff management
cept has worked out very well for me.
my customers properly. That’s when I moved to a small
on which you still need advice?
skills.
Yes, tax and time management. I am a single mother. To-
What recommendations do you have for other
gether with my coach, I prepared a schedule that allows
new entrepreneurs?
working environment, the work still needs to be done.
shop. Aside from cross-border advertising, I also contact
my children and I to spend time together. My shop is
open from 7.30 am to 12 pm. Lessons at my children‘s
Running your business should be something that you
school end at noon but the children stay on until 2 pm
enjoy rather than something that merely brings in mon-
for lunch, to do their homework and attend extracur-
ey. Unless your business motivation is fuelled by passion
ricular activities. At 2 pm, I collect them and we decide
and love, you will not be able to cope with the 18-hour
the programme for the rest of the day. The time between
days that you sometimes have to work. I would also
12 and 2 pm I spend discussing orders with my hotel
strongly advise against rushing in without first obtaining
and restaurant customers, meeting business partners
professional advice.
and making phone calls. At 5 pm, I close the shop and
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53
provided by the district of Spree-Neiße
Quality of consultancy services takes top priority
According to Bernd Kruczek, for each start-up, the quality
of the consultancy services is a crucial factor: “This is a
key issue which cannot be emphasised enough. We are a
spree-neiSSe
M
Centrum für Innovation und Technologie GmbH
Bernd Kruczek
Inselstraße 30/31
03149 Forst (Lausitz)
member of the VDG, the Association of German Start-Up
A brief summary of the district: the number of SMEs
Initiatives (Verband Deutscher Gründungsinitiativen e. V.).
Phone: in the paper, food, plastics/chemicals and metal indus-
Having been involved in the preparation of the association’s
Internet:www.cit-wfg.de
tries is growing. Located just outside Berlin’s commuter
consultancy standards, we expect our external coaches
belt with the Spreewald nature reserve on its doorstep,
to adhere to them. We also advise our mentors to obtain
the district has a history of surface mining and lignite-
a respective certificate.” Operating in line with these con-
fired power plants. There are plenty of promising start-
sultancy standards, the Spree-Neiße business mentoring
up opportunities in the district, a fact that is confirmed
service has, from the outset, placed quality before quantity.
by Bernd Kruczek, project manager at the Spree-Neiße
“This means that our staff put a lot of effort into ascertain-
business mentoring service provided by the Centre for
ing whether new entrepreneurs and their business ideas
Innovation and Technology GmbH: “Just think of the
really have the potential to succeed. High-quality consult-
Spreewald health and spa region and the range of tour-
ing also means that mentors may actually advise against
istic opportunities it has to offer. There is no doubt that
a particular project.” The figures bear this out: Of the ap-
03562 6924117
the demand is there. A wealth of opportunities awaits
new founders in the tourism, health and spa sectors.
One must remember, of course, that the success or
failure of a new business ultimately depends on the individual entrepreneur.” In this respect, the advice and
assistance offered by the Spree-Neiße business mentoring service can prove invaluable. Since 2000, its staff
has given advice to approximately 340 potential entrepreneurs between the ages of 45 and 65. Questions regarding commercial and marketing issues, both before
and after the start-up, tend to predominate. Currently
the trend among start-ups is towards people-oriented
services, in particular those in the health sector. This includes physiotherapists and speech therapists as well
proximately 270 businesses launched with the help of the
as other alternative practitioners. Commercial services
Spree-Neiße business mentoring service, 80 percent are
are less prevalent in the region and businesses in the
still trading, among them unusual start-ups such as a ro-
processing trade are few and far between.
deo ranch, a soup bar and a rock climbing centre. In its
advertising, the latter proudly refers to the fact that it was
founded with the assistance of the Spree-Neiße business
mentoring service and subsequently won an award in a
start-up competition.
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55
“I had a dream, a vision that inspired me
to keep going.”
You launched your business in the spring. How
has it been going so far?
It is hard to believe how much demand there is for my
animals considering I haven‘t done any advertising. Re-
s p r e e - n e i ss e
F
Simone Marthaler
SimaBears
Kolkwitz
www.simabears.de
cently, a woman running an online shop in the UK asked
Foundation:2011
Did you have any entrepreneurial experience
me to work with her. I am thrilled to be getting so much
Advised by: before setting up your business?
positive feedback from my customers. That really keeps
Spree-Neiße
Regionaler Lotsendienst Landkreis
me motivated. Having said that, managing my custom-
Service provider: Centrum für Innovation und
No, self-employment was completely new territory for
ers is quite a challenge. The number of e-mails I receive
me. I am a single mother with four children, the young-
which all have to be answered is phenomenal. Some
est of which is only five. Returning to full-time employ-
collectors also start discussing private matters and that
ment was not really an option for me. My friends were
is an area where I have to find a cut-off point, I work 12
constantly encouraging me to turn my hobby into a
hours a day as it is.
Technologie GmbH
business. After receiving a lot of positive feedback on a
Which particular aspect has played a crucial
designer bear forum, I finally took the plunge and started
role in the success of your business?
making stuffed animals on a professional basis.
The most important thing for me was to have a dream,
You consulted the Spree-Neiße business men-
a vision that inspired me to keep going. In 2006, when
toring service before setting up your business.
I started making bears, I had a dream of one day mak-
What assistance did you receive?
ing a living from my hobby, even if it was a completely
unrealistic one. Without this vision I couldn’t have seen
All in all the support was excellent. For example, it was
the whole thing through. I would advise everyone to
helpful for me to see how the other participants per-
familiarise themselves with the Internet, it represents a
ceived my business concept. My group consisted most-
huge global market. For my business, the Internet is ab-
ly of men, all of whom had very solid business ideas
solutely essential.
in mind. When they heard about my artistic business
concept, it was obvious that they didn’t really take it
seriously. That put some doubt in my head. The menMs. Marthaler, you make designer stuffed ani-
tor then suggested that I should bring some of my de-
mals. What exactly are they?
signer animals along to the next session. When I did so,
the group, which had indeed been assuming that I had
My animals are not cuddly toys for children but collec-
been talking about conventional cuddly toys, became
tor’s items made from upmarket materials such as mo-
really enthusiastic. They then viewed my business con-
hair and high-quality plush fabrics. Bears feature most
cept in a totally different light and started taking it seri-
strongly among my range. I produce them at home and
ously. It was my product that convinced them.
sell them on the Internet, either via my website or via
dedicated online market places. Many of my customers
are collectors in the old Federal States, but I also deal
with buyers from all over the world, for example Australia
and the UK.
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M
Whether Polish, Georgian, Russian or Vietnamese, the
LAND B RANDEN B URG
Working with migrant networks
role played by new entrepreneurs from countries outside
iq consult gGmbH
Julia Lexow-Kapp
of Germany is an important one for the Federal State of
Julia Lexow-Kapp, head of the migrant mentoring ser-
Brandenburg. In 2010, founders with a foreign passport
vice explains why, before 2004, German-language advi-
made up as much as 11 percent of all business regis-
sory services as provided by the Chambers of Industry
trations. That many of them are successful in the long
and Commerce or the Chambers of Crafts proved to
run is not least due to the business mentoring service
be inadequate and thus had to be supplemented with
for migrants. In the past, founders with a foreign back-
a special service for founders with an immigration back-
ground frequently had to close their businesses due to
ground: “It was difficult to reach this target group via
insufficient knowledge of the entrepreneurial framework
the regular advisory services or the German-language
conditions in Germany. With the aim of placing migrants’
media. Once we had set up our mentoring service, our
business ventures on a more stable footing, a business
first step was to contact migrant networks and business
mentoring service for migrants, with its head office in
associations with an immigration background. We also
This is all the more remarkable considering that most of
entrepreneurs cannot be overemphasized.” She contin-
Potsdam, was therefore established on 1 March 2004.
took on mentors with a foreign background and enrolled
the founders have set up small businesses, such as re-
ues: “With this in mind, we support the establishment of
Migrants all over the Federal State of Brandenburg are
the help of successful entrepreneurs of immigrant origin.
tail shops, restaurants or basic services, in crisis-prone
ethnic business associations which promote network-
entitled to make use of this service.
These acted as multipliers and news of the services be-
sectors. Crafts that do not require registration are also
ing between start-ups and entrepreneurs in their own
ing offered by our business mentors began to spread.”
prevalent among the start-ups, especially in the con-
mother tongue. It has come to our attention that our tar-
struction sector. The fact that so many businesses are
get group is particularly active on social media platforms
still surviving is not least due to the needs-based advice
and we therefore intend to set up a Facebook group
being offered by the mentoring service. Julia Lexow-
with the aim of spreading information about our services
Kapp explains: “Our clients primarily need information
further. The business mentoring service for migrants
about German regulations, procedures and administra-
has been a great success and the number of clients,
tive structures. We provide potential entrepreneurs with
predominantly aged between 30 and 50, is increasing
all the necessary information and addresses. One other
steadily. And, what’s more, the number of female busi-
important issue is that of qualifications. Many potential
ness founders is also on the rise.”
Schiffbauergasse 7
14467 Potsdam
Phone: 0331 6207944
Internet:www.iq-consult.com
Needs-based consulting
first six months of business is of vital importance and
the advantages of networking with other start-ups and
business founders come up against a brick wall because
their foreign qualifications are not recognised in Germany and they don’t know what they need to do in order
to receive this recognition. Intercultural skills also play
a crucial role. A Vietnamese person setting up a retail
The response has been very positive. Since 2004, ap-
shop, for example, needs to know what form of address
proximately 1,000 initial consultation sessions have re-
his German customers are likely to expect.” The con-
sulted in 250 successful business start-ups. And, what’s
sultancy approach adopted by the business mentoring
more, half of these enterprises are still going strong.
service for migrants is the same as at the other business
mentoring services in the Federal State of Brandenburg.
After the initial consultancy session, potential founders
take part in the assessment centre programme. Those
that make it through the assessment stage are then assigned a personal coach. Follow-up support during the
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59
F
“I recommend getting out there once a week and
personally approaching potential customers.
That’s really important.”
How did you find your first customer?
Through personal contacts. My first customer was an
acquaintance who needed carpet laid throughout his
entire house. This customer recommended me to other
frankfurt (oder)
people he knew. That’s how it all started. I took on jobs
all over Germany, from Cologne to Hinterzarten – I was
Michael Skalt
constantly on the road. That took up a lot of my time,
SKALTTEX e. K.
but at the beginning you have to be prepared to put in
Frankfurt (Oder)
the extra hours.
www.skalttex.de
Foundation:2005
The business mentoring service helped you set
Advised by: up your business, what kind of support did you
Lotsendienst für Migrantinnen und Migranten
Service provider: iq consult gGmbH
receive?
It was all new for me. I had little idea of the business aspects of setting up an enterprise. The mentor assigned
to me gave me a lot of important information, which was
very helpful. I learned about taking legal provisions, tax
Mr. Skalt, you are a certified floorer offering floor
How did you get through the initial phase?
ployees and the business is going well. Still, I have to
Which advice would you give to new business
It was a very exhausting time. I was on unemployment
keep canvassing for new customers all the time. After
founders?
covering services and products. What do these
consist of?
and bookkeeping. Now, I have three permanent em-
benefit and it was very difficult to explain to the authori-
all, my employees expect their wages at the end of the
We design floors with parquet or prefinished parquet and
ties why I wanted to start my own business and needed
month and I have to pay for supplies in order to manu-
Customer acquisition is the key factor: seek and you
use sand and level out sub-surfaces in preparation for
government assistance. At the beginning I wasn’t earn-
facture my products.
shall find, as they say. Potential entrepreneurs with a
flooring. We also manufacture car mats, stairwell cover-
ing much and still had to buy equipment for the busi-
foreign background should prepare their product or ser-
ing, bath mats and bedside carpets. Last year, I bought an
ness. I didn’t have any business premises to receive
vice portfolio in their mother language and have it pro-
embroidery machine with a new line of business in mind.
my customers. My tools were being stored in the cellar.
fessionally translated. Also, one should send out 50 to
Now we can embroider hats, shirts, cloths or horse blan-
At the time, I didn’t even have a linking machine. There
100 sales letters a day to potential customers and follow
kets. Our range of products is quite diverse and we have
were many things I didn’t have, and that includes cus-
them up, maybe offering a personal meeting to present
a wide spectrum of customers, from private individuals to
tomers.
the company and its services. I recommend getting out
car dealers and property management companies.
there once a week and personally approaching potential
customers. That’s really important.
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M
Start-up support service
at the European University Viadrina Frankfurt (Oder)
Start-up fever among Polish students is spreading
KOWA has also found that Polish students are a lot more
motivated than their German counterparts when it comes
to setting up a business. “In Poland, people are more likely
frankfurt (oder)
to try things out, they don’t spend so much time mulling
things over and finally dismissing them as people in GerEuropa-Universität Viadrina Frankfurt (Oder)
many tend to do. Polish people simply forge ahead and
Kooperationsstelle Wissenschaft und Arbeitswelt e. V. (KOWA)
see what happens. If it works, they continue, if not they
Arne Meyer-Haake, Dr. Ramona Alt
try something else.” This attitude is quite contagious, for
Postfach 1786
example when the start-up service manages to bring
15207 Frankfurt (Oder)
German and Polish would-be entrepreneurs together for
trast, the cultural science students tend to stick at it, not
cross-border projects which often prove to be quite suc-
least since their chances of regular employment are slim.
cessful. Many sustainable business ideas develop as a
Arne Meyer-Haake explains: “Many don’t understand that
result of the degree programmes taught at Viadrina, es-
they are actually involved in something that could have en-
pecially in the fields of business and cultural studies. Ex-
trepreneurial potential. The vocabulary they use is entirely
amples consist of a German-Polish business consultancy
different, they do not identify with terms such as ‘entrepre-
firm, an agency for scientific evaluation or services combin-
neurship’ or ‘self-employment’; instead they tend to refer
Phone:
0335 55345902
Internet:www.kowa-ffo.de
ing culture with tourism such as historic travel services in
to ‘projects’. This means that we have to explain to them
The name says it all: Approximately one quarter of the stu-
Germany and Poland. Start-ups in the wholesale or retail
what a project is, what its long-term potential is, the tasks
dents at the European University Viadrina have a foreign
trade benefit from the proximity of the border, and as much
that are associated with it, how financing can be secured,
passport, most of them are from nearby Poland or other
as 16 percent of all start-ups that have been supported by
and that they should stick with it for the long-term. They
European countries. With teaching premises, faculties and
KOWA to date are trading firms.
suddenly realise that it’s not necessary to apply anywhere
and that they can take the initiative themselves. This leads
lectures located on both sides of the German-Polish border in Frankfurt and Słubice, the university’s location is also
Self-employment as a career choice
them to discover an alternative career option – that of the
entrepreneur.” Given this background, KOWA has found
something exceptional. According to Arne Meyer-Haake,
who works for KOWA, the Unit for Co-operation between
Many students start setting up a small business in the first
that good business mentors need to be able to under-
Science and the Working World (Kooperationsstelle Wis-
semesters, aiming to turn something they are interested
stand students and their life situation. Factual knowledge
senschaft und Arbeitswelt (KOWA), the institution that
in into a long-term occupation. Surprisingly, business
aside, it is personal coaching that proves to be the decisive
provides the start-up service at the Viadrina University in
students who are interested in becoming entrepreneurs
factor when it comes to determining the most effective ap-
Frankfurt (Oder), the fact that there is such a large num-
sometimes give up rather quickly once they realise how
proach and establishing a successful network.
ber of different nationalities present at Viadrina University
much work is involved. They often end up going for regular
poses quite a challenge for the start-up support service.
employment in a middle-management position. In con-
“Many of the students know very little about Germany as
a business location and even less about Brandenburg, in
contrast, say, to the neighbouring town of Słubice. While
most of them believe that tax paid by start-ups and small
companies are substantially more favourable in Słubice
than in Brandenburg, the opposite is actually the case.”
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“Staying power is the key, particularly when you have
an unusual business idea.”
is registered in my name only, I still work with the same
colleagues. As freelance tour guides they also work for
other travel agencies.
Are you already in the black?
frankfurt (oder)
F
Matthias Diefenbach
Heimatreise
Frankfurt (Oder)
www.heimatreise.de
Foundation:2008
the impending trip and encourage dialogue between
Yes, but only just. My business does not have mass
Advised by: Gründungsservice an der
the former and present inhabitants. We also carry out
commercial appeal. It attracts individuals only. I don’t
Europa-Universität Viadrina Frankfurt (Oder)
genealogical research, including family histories during
have a standardised programme and therefore can’t or-
Service provider: Kooperationsstelle Wissenschaft und
National Socialist times. This research involves both lo-
ganise more than 20 or 30 of these personalised trips
cal work and consulting archives in Poland. We also of-
per year. As the preparations for each trip are rather
fer themed walks in the neighbouring towns of Frankfurt
time-consuming, this workload keeps me pretty busy.
Arbeitswelt e. V. (KOWA)
and Słubice and organise excursions to the region that
was once host to a number of summer resorts popular
Which successes have you chalked up so far?
with Berliners – a region that had been all but forgotten
Which advice would you give to friends and ac-
for over 70 years. I am talking about former Ostbranden-
I’ve had the pleasure of organising many wonderful trips
burg, today known as Lubusz voivodship.
and putting together numerous intriguing family histo-
quaintances who want to set up a business?
ries. The jobs have been largely successful and have
Take courage and jump in at the deep end regardless of
brought a lot of happiness to many people. The loss of
official obstacles. Staying power is the key, particularly
their homeland 65 years ago was a traumatic experi-
when you have an unusual business idea. It can take
While studying cultural sciences and cultural history at
ence for those involved, and it is often helpful to revisit
several years to get established on the market. Finan-
the European University Viadrina in Frankfurt (Oder), my
their old home and meet the people who now live there.
cially speaking, I haven’t got beyond the start-up phase,
colleagues and I originally conceived and developed
The inhabitants on the Polish side are often pleased
and in terms of my business concept, I am still experi-
the idea in the context of a student project. At the time,
to meet the former German owners, particularly when
menting and developing ideas.
we were working with an association, the subsequently
there is no claim for restitution, although such claims
What gave you the idea for the business?
named Institute for Applied History (Institut für angewandte Geschichte), on the development of new approaches to historical themes, in particular those relating to the German-Polish border region. While working
on the project, we discovered that there was a lot of deMr. Diefenbach, you run a travel agency offering
mand for personally supported and well-organised trips
specialist services.
to the old homeland. There were various legal and organisational obstacles preventing the association from
64
Yes, we organise trips for people wishing to travel to
offering these trips on a commercial basis, which is why
places connected with their family history. These desti-
we developed this idea into a business concept. This is
nations are all located east of the Oder and Neiße rivers
the business concept on which I have based my enter-
in the former German eastern territories, today western
prise. The start-up service provided by KOWA Frankfurt
have no chance of success anyway. Every job, trip and
Poland and Kaliningrad. Our customers are mostly pri-
(Oder) offered invaluable assistance. If the staff hadn’t
even the research are all special – a moving experience.
vate individuals from Germany or other European coun-
convinced me that it was indeed a good idea to offer
tries and also the USA and Australia. They want to revisit
these trips on a commercial basis, I wouldn’t have had
the land of their childhood or their ancestors’ home-
the courage myself to do it. The start-up service also put
lands and have a look at their old houses or schools.
me in touch with a business consultant with specialist
Where possible we inform the current inhabitants of
knowledge of the travel industry. Though the business
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The start-up service at the University of Potsdam
and the Konrad Wolf Academy for Film and Television
(HFF) in Potsdam-Babelsberg
place at the moment, with new companies setting up and
creating clusters that attract each other. That is especially
noticeable in the media industry here in Potsdam. However, I’d like to see software, chemicals and biotechnology
developing in the same way, so that we can hold on to our
start-up founders here in this region.”
potsdam
The team is what counts
BIEM e. V. (Brandenburgisches Institut für Existenzgründung und Mittelstandsförderung)
Many of the founders of start-ups who come to BIEM
Babette Grothe
Startup Navigator are still studying or are about to com-
BIEM Startup Navigator für die Universität Potsdam und
plete their degrees. Their aim is to be making their first
also benefits from the start-up information events run by
die Hochschule für Film und Fernsehen (HFF) „Konrad Wolf“ Potsdam-Babelsberg
profit from their companies by the time they are finished
our staff there.
Am Neuen Palais 10
with studying. Babette Grothe also welcomes alumni
14469 Potsdam
who have been earning salaries and now want to be
Quantity without losing quality
self-employed. “They already have professional experi0331 9771720
ence, which puts them in an excellent position as far
Although the range of services offered for start-up
Internet:www.startup-navigator.de
as starting up their own companies is concerned. Ide-
founders in Potsdam is so extensive, BIEM nonetheless
ally we can bring them together with start-up founders
insists on a high level of quality. As Babette Grothe says,
whose working lives haven’t yet taken off. Putting the
“We operate a system of selection for both our consult-
Phone: right team together is essential, especially for highly
ants and our start-up projects. It’s like good wine; qual-
Software development, information and communications
ZukunftsAgentur Brandenburg GmbH. It is backed by
specialised scientists. Start-up teams whose mem-
ity depends on a great many factors as well as on a
technology, life sciences, commerce and other services
the colleges’ own career services and Potsdam Transfer,
bers don’t have any practical experience mainly tend
certain maturity.” Of the two hundred start-ups at the
are among the most popular sectors for start-ups with
the university transfer agency, as well as BIEM’s extensive
to go about things in a rather naive way. Our advice
University of Potsdam and the HFF that have applied for
students, graduates and staff of the University of Pots-
network of regional entrepreneurs and investors. The var-
to them from the outset is to postpone their projects.”
assistance from the BIEM Startup Navigator since 2007,
dam, while most start-up projects from the Konrad Wolf
ied range of consultation services on offer at the Potsdam
But whether or not they have professional experience,
164 have received individual advice resulting to date in
Academy for Film and Television (HFF) take place in the
campus and the close relations between companies and
everyone interested in a start-up who contacts BIEM
ninety start-ups.
media and creative industries. These start-ups are sup-
higher education institutions are a great advantage, not
Startup Navigator is screened. “Together with the con-
ported by the BIEM Startup Navigator of the Branden-
only for those starting up their own businesses, but also
sultants, we always look at three areas – the entrepre-
burg Institute for Business Start-Ups and Medium-Sized
for firms, as Babette Grothe of BIEM Startup Navigator
neur’s personality, their start-up project, and finally the
Enterprise Development (BIEM). BIEM is run jointly by
points out: “The region is becoming increasingly interest-
company’s business environment.” Following on from
the Brandenburg colleges of higher education and the
ing for innovative firms. There is a lot of movement taking
this, the Development Center supports the participants
in fine-tuning their business ideas. Unlike many other
consultation agencies, the Startup Navigator continues
to accompany new entrepreneurs over a period of three
to eighteen months, during which they receive constant
advice on such general topics as drawing up a business plan as well as more specialised matters such as
planning the marketing of specific software. But even
before the start-up founders get to the stage of seriously tackling their projects, the BIEM Navigators are on
hand with events for students such as managing startups and innovation. The university’s own career service
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Dr. Pelzer, you have a doctorate in patholinguis-
Before you started your practice you had sup-
tics and set up your own speech therapy prac-
port from the start-up service at the University
tice in 2010. What were your reasons for doing
of Potsdam.
that?
Yes, a friend of mine told me about the start-up service,
havelland
“I’d definitely advise anyone to take advantage
of coaching”
Dr. Lydia Pelzer
During and after my doctorate, I was working in a
and I started by taking part in a selection process at
You started off relatively small. Do you think it’s
speech and language therapy practice in Potsdam. I en-
an Assessment Center. Essentially, this was about pre-
worth making a business plan anyway?
joyed that a lot, but what I always really wanted was to
senting your own business idea and showing how much
set up something of my own and be my own boss. After
business and entrepreneurial expertise you already pos-
I think so, yes. When you put your business plan down
Foundation:2010
I had my two children I thought now is the right time
sessed. In return, participants were given information on
on paper, a few things become clear, especially things
Advised by: to start up my own practice. So last year I opened my
business management and other tips on time manage-
like marketing, or planning income and expenditures. So
Potsdam
own speech therapy practice, where I offer therapy for
ment, marketing and personal presentation. That helped
I really do think it’s a good idea to take the trouble, even
Service provider: Brandenburgisches Institut für
children and adults who suffer from language disorders,
me a lot. The second stage was about finding a suitable
if it’s just not to muddle up all the figures going round
Existenzgründung und Mittelstandsförderung
speech impediments and dysphagia such as language
coach. There was a choice between several corporate
your head.
(BIEM e. V.)
development disorders, stuttering, dyslexia, language
consultants. However, in the end I decided on a consult-
disorders following brain damage and so on.
ant I had got on with really well from the outset and who
Logopädiepraxis
Nauen
www.logopaedie-pelzer.de
Gründungsservice an der Universität
In principle, your business began very successfully, didn’t it?
What would be your advice to other people
Yes, my practice got off to a really good start, so much
starting their own businesses?
so that I was able to take on a full-time assistant in the
first year. She was joined at the beginning of this year
I’d definitely advise anyone to take advantage of coach-
by a freelance assistant, and I’ll shortly be taking on an-
ing and to make sure that the chemistry is right between
other therapist. What’s more, we’re going to be moving
the coach and yourself. Starting up a business is a very
to larger premises soon.
personal thing, and a coach’s job is primarily to provide
support and criticism for the business idea and in the
preparation stage of the start-up, and to make suggestions. That’s not always easy to accept. It’s also very
important to talk to the people you’d like to be working
with in the future. In my case, they were paediatricians
had already had experience of helping start-ups in the
and neurologists, as well as nursing and childcare insti-
medical sector as well as being involved in advertising,
tutions. In my view, a personal conversation can do so
marketing and communication for several years. Overall
much more than just a letter or an e-mail.
I’d say I benefited a great deal from her coaching, especially where things like drawing up my business plan,
talking to banks and designing advertising and my own
website were concerned.
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M
Many entrepreneurs who start up their own businesses
management and an idea of what steps a start-up in-
are recruited from the media and information technology
volves. The advice we give naturally covers financial and
fields, especially business and computer science. So it
tax matters as well. Another very big topic is customer
makes sense that IT software development and servic-
acquisition and marketing.”
es, audio-visual media development, creation of picture
brandenburg A. D. H.
The start-up service at the Brandenburg University
of Applied Sciences
BIEM e. V. (Brandenburgisches Institut für Existenzgründung und Mittelstandsförderung)
Prof. Dr. Hubertus Sievers
BIEM Startup Navigator für die Fachhochschule Brandenburg
Magdeburger Straße 50
14770 Brandenburg an der Havel
Phone:
03381 355242
and film material and support for web-based business
But Prof. Sievers does not see a lack of professional and
processes are right at the top of the list of business ide-
life experience as an obstacle to starting up your own
as. Professor Hubertus Sievers, who is in charge of the
business. “The business ideas brought to us are often
start-up services (Startup Navigators) at BIEM goes on
things that don’t exist yet in practice. It’s not that hav-
to explain “It’s obvious that start-ups in these areas are
ing limited professional experience is a problem in itself,
much easier than in, say, the mechanical engineering
although of course, a bit more life experience would help
industry, because the initial investment is much lower.
them avoid making mistakes. We are constantly see-
That’s a criterion that we shouldn’t underestimate.”
ing how our company founders undergo a leap in their
In Professor Sievers’ experience, it is the open-minded-
The good news is that the number of start-ups by gradu-
personal development when they start their own busi-
ness of his fellow professors which instigates many of
New entrepreneurs can also get support from the City of
ates of the Brandenburg University of Applied Sciences
nesses. It happens quite quickly.”
the technically sophisticated start-ups. They motivate
Brandenburg’s own local Technology and Start-Up Cen-
their students to develop business ideas, and intro-
tre, which even provides premises for business founders
duce them even at that stage to the start-up service
from the university rent-free for up to one year. “In this
provided by the Brandenburg University of Applied Sci-
respect, the support provided by the City is really good,”
ences. Startup Navigator Thomas Rau, for instance,
says Professor Sievers. “What hurts us a bit and makes
even teaches a few business and computer science
us sad is that especially the media people usually tend
classes himself. Ideally, students interested in starting a
to go off to Potsdam or Berlin. It’s not that they’re try-
business who then approach the Startup Navigator take
ing to avoid the competition, it’s rather the case that
part in a three-stage support programme. In the first
they are attracted to where the competition is. They
step, staff look at whether the business idea has any
give each other a boost. That’s understandable, and it’s
Internet:www.gruendung-fhb.de
Three-stage support programme
“This is where I’m studying, this is where I’m
starting my business!”
chance at all in the marketplace. “We work as a sort of
something we can’t provide here in Brandenburg, unfor-
preliminary filter, and we’ll often advise start-up found-
tunately. That’s the problem we have.” And it’s one that
ers who aren’t really ready yet to wait a bit.” Once that
the guidance staff at the Brandenburg University of Ap-
first hurdle has been overcome, there is the Assessment
plied Sciences are trying to solve, not least by appealing
is steadily going up. On the other hand, start-ups by re-
Center, which assesses the participants’ business ideas
to their start-up founders with slogans like “This is where
search assistants are rarer, more a matter of “pot luck”,
for strengths and weaknesses. “If you’re given the go-
I’m studying, this is where I’m starting my business!”,
according to Prof. Sievers. “Since 2004 we’ve advised
ahead here”, continues Professor Sievers, “we’ll arrange
from the university start-up centre’s website.
208 pre-graduation students whose first career choice
a coach for you to give you individual advice. That’s the
is to start their own businesses, as well as people who
second filter.”
have already graduated. 135 of them have gone on to
be their own bosses. What has become clear is that our
start-up founders don’t need any great specialist support. What they don’t have are the basics of business
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“It’s important to draw up a proper business plan
and set yourself a deadline”
You also work as a coach with the start-up service yourself now. What advice do you give your
new business founders?
We advise business start-up founders who come to the
start-up service. But we’re also accredited consultants
Mr Schröter, you and your colleague founded
the tasks between ourselves in an optimal way. As well
with the KfW Bankengruppe, which provides credit to
your company, websimplex, in 2004. What do
as that, I had already programmed websites for tourism
German companies. From this cooperation, we learn
you offer?
firms while I was at school in the Spreewald, so I already
important things for our work. For instance, it’s impor-
had a customer base of around a hundred clients and a
tant to draw up a proper business plan and set yourself
We provide websites with an editing system – a Web
good reputation in the region. I brought my clients with
a deadline. Time and again I see start-ups just about
Content Management System, or WCMS – so that our
me into the company, which gave us a foundation that
managing to keep their heads above the water and not
clients can add content to their websites without having
enabled us to survive the first year.
to be able to programme themselves. They log in and
noticing, even after two or three years, that their busiWhat successes have you had to date?
ness ideas are still not working. That’s when you have
to be able to draw a line before it’s too late and you
can then add or modify text, navigation items, films or
In spite of having such an excellent basis to
images as they wish. When we started our business,
start from, you still sought out support from the
In the relatively short time of one or two years we’ve al-
get into debt. That’s the point at which some start-ups
WCMSs were a relatively new thing, but they’ve become
start-up service provided by the Brandenburg
ready managed to get ourselves a good reputation with
take on too much financial risk. At any rate, you should
standard now. This also means that we’ve shifted our
University of Applied Sciences.
public sector clients such as higher education colleges.
take full advantage of the grants available from the State
We’ve been able to acquire these contracts without do-
of Brandenburg as well as from the federal government
ditional modules for specific tasks and integrating them
Yes. Even though I had enjoyed success with the com-
ing a lot of advertising, just on the basis of our good
and use these aids to prepare the start-up thoroughly.
into existing WCMSs. One example is applications for
pany I ran while I was still at school, I still didn’t have the
reputation and through recommendation. But in the
And the most important thing, of course, is advice. You
databases used in call centres.
necessary entrepreneurial professionalism. And that’s
meantime we are also taking part in tenders and doing
can avoid a lot of mistakes if you get thorough and good
precisely what the coach arranged for us through the
some marketing. Because our company has grown a
advice and put what’s recommended into practice.
guidance service with some intensive ‘extra tuition’.
bit – we have two employees now – we need to gener-
What was especially helpful were the practical tips you
ate more business.
focus. Most of what we do nowadays is developing ad-
How did you arrive at this business idea?
My founding partner, who has since left the company,
don’t learn in the classroom, like which company form
and I were students at the Brandenburg University of
to choose and how to deal with tax – for instance, what
Applied Sciences. By chance we had the opportunity of
you can do in the first year to minimise the tax burden.
creating a website for the university, which gave us the
idea of offering the same service to other companies
and institutions. My partner at the time was a computer
scientist, and I’m in business management, so we comoberspreewald-lausitz
plemented each other well and were able to share all
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Marko Schröter
Wido Widlewski (not in the company anymore)
websimplex GbR
Lübbenau/Spreewald
www.websimplex.de
Foundation:2004
Advised by: Gründungsservice an der Fachhochschule Brandenburg
Service provider: Brandenburgisches Institut für Existenzgründung und Mittelstandsförderung (BIEM e. V.)
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“Innovation Require Courage”
(“Innovationen brauchen Mut” – IbM)
Since IbM started in 2006, it has supported 150 startup projects involving more than three hundred people
throughout the state of Brandenburg. Some eighty per
cent of these are in the marketplace or in the marketentry phase, and more than 250 jobs have already been
created, with the trend pointing upwards due to these
social services who want to start up companies. We sup-
companies’ above-average potential for growth.
port start-up founders, who have chosen Brandenburg
as the location for their future businesses, from all over
LAND B RANDEN B URG
M
ZukunftsAgentur Brandenburg GmbH
Ulrich Ruh, Torsten Böttcher
Steinstraße 104–106
14480 Potsdam
Phone:
0331 6603162
Internet:www.zab-brandenburg.de
Short-term aim: attracting start-up captital
Germany and abroad”, says Ulrich Ruh of Brandenburg’s
IBF Institut Berufsforschung und
state agency for future development ZukunftsAgentur
According to Ulrich Ruh, experience shows that “the de-
Unternehmensplanung Medien e. V.
Brandenburg (ZAB). Together with the Institute for Ca-
velopment of entrepreneurial skills is a foremost concern
Wolfgang Flieger
reer Research and Company Planning Media (IBF), the
for consultation and coaching. Many start-up founders
Friedrich-Ebert-Straße 82
ZAB promotes the project “Innovation Require Courage”,
think that the route from the idea to the product is easier
14469 Potsdam
which helps to realise complex and innovative projects by
than it actually is. Hurdles to market entry are often un-
complementing the services provided by local guidance
derestimated and not clearly recognised. Regardless of
Phone:
services throughout the federal state as well as the start-
how new and important the start-up idea is, every innova-
Internet:www.innovationen-brauchen-mut.de
up services at the state’s colleges of higher education.
tive entrepreneur is under enormous pressure. Anybody
0331 20165815
starting up a company has to stay innovative and the
Advice and coaching for innovative start-ups
proper groundwork has to be laid here too.” In the end
everything has to be right – the founding team, the busi-
“With IbM we offer start-up founders individually-tailored
ness concept, the business model, access to the mar-
advice and coaching to help them successfully put their
ket and the prospects for growth. Only then will start-up
ideas and concepts into practice. The programme of-
founders have a good chance of convincing lenders to
fers an individual and modular approach, starting with an
provide them with the necessary start-up captital.
analysis of the start-up project before moving on to individualised, topic-centred coaching and advice process
with highly-specialised external experts. Together with
our network partners, we are able to integrate our inside
knowledge and experience as an economic development
agency into this process, which means that we are able
to make as rounded a support programme as possible
Continuing to support the dynamics of innovative start-
available to our start-up founders,” says Ulrich Ruh.
ups is something that is very important for Brandenburg,
not only demographically, but also in terms of its econo-
Most start-ups are in the information and communica-
my and employment policy. It is essential to generate a
tions technology sectors, as well as health and life sci-
significant increase in start-ups from the scientific com-
ences, followed by new energies and green technologies.
munity as well as from existing companies. It is also vital
In the creative sector we are increasingly seeing interdis-
to support innovative start-ups to make Brandenburg an
ciplinary projects jointly with other sectors, often with a
attractive location for young companies. “That’s why our
technological orientation, for example, the use of new
target group also includes people with innovative ideas
technical solutions in audio, film and television produc-
from technologically-oriented sectors, including those in
tion.
the media and creative sector, tourism, handcraft and
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“Getting started didn’t just involve cost planning
and controlling; it was also about innovation
management.”
cost planning and controlling; it was also about innovation management with new projects. It was also important to have a coach who was at home in the medical
technology sector and life sciences as a whole, and one
who was also good with controlling and liquidity plan-
potsdam-mittelmark
ning. That is particularly important at the beginning.
Nevertheless, getting financing for our machinery was a
Katrin Raudszus, Christian Abicht, Steffen Vater
huge challenge. There are clear and sensible regulations
Questmed GmbH
governing the testing of certain medical products, which
Kleinmachnow
can only be complied with using certain test procedures
www.questmed.de
and testing equipment, and that meant that a very big
Foundation:2008
investment was needed.
Advised by: Innovationen brauchen Mut (IbM)
Service provider: ZukunftsAgentur Brandenburg GmbH
And what about acquiring customers?
We focus on close collaboration and individually-tailored
solutions for our customers. In spite of a lot of intensive
commitment and good ideas on our part, it took time
Ms. Raudszus, you and your two colleagues
of the industry, so at some point the idea came up that
before the customers saw the potential of a small com-
founded a test laboratory for medicinal prod-
we could do something like that ourselves. We wanted to
pany and the order books started filling up. However,
How should founders of start-ups set about
ucts. Where did the idea come from?
put our own ideas into practice, and as a small company
since Christian Abicht and I both come from the implant
achieving their entrepreneurial goals?
to work closely with customers and the marketplace.
industry, we have a good network of contacts who have
Originally I studied sports equipment technology, an en-
Then we were joined by Christian Abicht and the three of
helped us. Everyone on the ‘scene’ knows each other
They should set themselves goals that are achievable.
gineering subject combined with sport science. I did an
us took the big step.
and we all meet up regularly at the important confer-
That means they shouldn’t set their goals too high. For
ences and trade fairs.
acquiring customers, we’ve found that it’s better to talk
internship at a biomedical lab in Portland, Oregon, and
wrote my masters thesis there. After that it seemed obvi-
to potential customers in person. Admittedly, we did
What advisory services did you use?
ous to carry on working in the field of medical technology
Does accreditation now mean you are successful?
once do a mail shot and send out letters by post with
flyers to companies we knew, but the response wasn’t
and medical products, and I started work in the R+D de-
We got a lot of support from the “Innovation Require
partment of a big implant manufacturer. That was when I
Courage” run by the ZukunftsAgentur Brandenburg
Yes, accreditation by the Central Health Protection Of-
particularly good. Face-to-face communication, wheth-
met Steffen Vater. We often talked about testing materials
GmbH. Our aim was to get established in the field of
fice of the Federal States is quite an important milestone
er it’s at a trade fair or on the phone, is far more effective.
and the development and market potential of that sector
new testing methods. Getting started didn’t just involve
for a test lab. It’s a bit like certification for a company
and involves complying with laboratory regulations. You
have to implement a quality management system and
demonstrate that you can actually carry out the test procedures you’re offering in the proper way.
All in all I’d say that we’re happy with the way the company has developed. It’s gone well. We’ve been constantly adding new orders over the past few years,
which has meant that we’ve been able to take on two
fulltime staff.
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“When you’re starting up your own company you’re very
busy and don’t have the time to deal with everything.”
pool of hand-picked advisers who have specific experience in coaching individuals with innovative start-up
ideas. That’s important, because the risk of a start-up
failing is far greater with innovative ideas. The IbM staff
at ZAB GmbH gave me a lot of support, for instance, by
arranging a coach for me who gave me the idea of de-
Ms. Grätz, you’re a biologist and have your own
veloping more start-up ideas from the existing start-up –
And with your idea you can do both?
which makes a lot of sense and adds a great deal to my
company that provides vegetation cover for
open spaces. That’s a completely new business
A lot of research has already been done in this area, and
business aims. When I get that far, I’m sure I’ll ask IbM
idea.
against the background of the current scientific debate,
for help again. What really helped me was formulating
I wondered whether it might be possible to get some fi-
my business idea – that is, writing down what was in my
That’s right. I plant spaces in the open landscape out-
nancial benefit from creating green areas myself. It used
head in a logical way. We did that together. My business
side agricultural and forestry land and built-up areas
to be the case that an area with a rich variety of species
by law to landscape and plant those areas of land. So
with what’s known as indigenous materials. These are
would be mown and the clippings would be disposed
the demand is there. For acquiring clients I benefit from
now required under the new Natural Conservation Act.
of, which you’d have to pay for. But what I’ve done here
the many contacts I made during my many years of vol-
What advice would you give to other people
The reason for this is that seeds from other regions, let’s
is lease various pieces of land here in Lausitz that are lo-
untary work and my professional career. For example,
starting up their own businesses?
say Northern Germany, aren’t adapted to this locale,
cated in a clearly defined natural area. The plots have a
a big electricity supplier has commissioned me to land-
and that can harm biological diversity. Let’s take the
certain growth of wild plants which I normally mow once
scape the waste dumps from open-pit mines. So over-
You should stick with your business idea, but also take
sticky catchfly, Lychnis viscaria, for example. It grows
a year. Then I spread out the mowing with their seeds in
all, the demand is very good and of course I’d like to ex-
advantage of the help available, which covers a lot of
in both Lausitz and Mecklenburg. But the plants in
their natural environment but in a different location. That
pand, while continuing to work regionally and locally. I’m
things like finance, the market situation and what grants
these two regions are not genetically identical. If seeds
could be perhaps derelict land, a land rehabilitation area
no expert on indigenous plants in Bavaria or Hessen,
and subsidies are available from where. When you’re
from Mecklenburg were to be sown here, the DNA of
or maybe an area of land set aside as compensation for
but I’d be very pleased if other biologists or landscape
starting up your own company, you’re very busy and
the plants would be mixed, which would mean that the
building development. In this way, the genetic make-up
gardeners were to put my idea into practice there.
don’t have time to deal with everything. The great thing
identity of the Lausitz sticky catchfly would be altered
and plant communities typical for a given area can be
and destroyed. So the aim of natural conservation is to
retained.
retain the biological and typical regional diversity of wild
plants. One way of doing that is regularly mowing dry
about IbM is that you have your very own coach and
What support did you get when you were start-
don’t have to sit in a seminar with a lot of different peo-
ing up your business?
ple who all have their own business ideas. The support I
get from my coach really is tailored to my own individual
So how do you earn your money from that?
meadows, wetlands and heathland with a rich diversity
plan is already more than fifty pages long.
The business mentoring service of the Spree-Neisse
of species. Voluntary natural conservation groups can
When construction work is being done, whether it’s road
District recommended that I should take part in the
no longer afford to do that. Another way is to plant lo-
building, coal mining, dyke construction or whatever, ar-
“Innovation Require Courage” programme and referred
cally indigenous species on derelict land and so-called
eas of landscape are destroyed in the process, while
me to the ZukunftsAgentur Brandenburg. IbM has a
compensatory areas to enhance the diversity of species.
other areas are created at the same time. Local authori-
needs.
s p r e e - n e i ss e
ties, the State of Brandenburg or companies are obliged
Christina Grätz
Nagola RE GmbH
Jänschwalde
www.nagolare.de
Foundation:2011
Advised by: Innovationen brauchen Mut (IbM)
Service provider: ZukunftsAgentur Brandenburg GmbH
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The “young companies” start-up workshop
The next stage, for those who successfully complete
the introductory Assessment Centre Programme, is the
concept phase, where participants are able to hone
their business ideas and learn to avoid mistakes. This
concept phase is specific to the work of the start-up
workshops and is what distinguishes them from the “big
märkisch-oderland
M
STIC Wirtschaftsfördergesellschaft
Märkisch-Oderland mbH
Projekt „young companies“
Alexander Möller
Garzauer Chaussee 1 a
According to Alexander Möller, Project Leader with STIC
brother” approach of the business mentoring service.
Wirtschaftsfördergesellschaft, it makes a lot of sense to
Alexander Möller explains, “A maximum of eight par-
offer a comprehensive service specifically for young peo-
ticipants work together on a certain area, doing market
Phone:
ple wanting to start up their own businesses throughout
research, for example. Then they try to relate their find-
Internet:www.young-companies.de
the region: “All the time we see that a young person has
ings to their own business ideas. This allows them to
different needs than a fifty-year-old when it comes to
exchange and discuss ideas among themselves. In this
advice. We often notice that even on the very first day
way they improve their communication skills. They con-
in the Assessment Center, when participants introduce
stantly have to present their findings to each other, and
themselves briefly – a lot of young people find that very
enables their colleagues to reveal possible mistakes in
difficult. This is probably down to their lack of life expe-
concepts that they themselves have missed.”
15344 Strausberg
03341 335213
rience, so a large amount of our work involves social
education.” Since 2005, the staff at “young companies”
have provided support for in all 717 young adults wanting to start their own businesses. 422 of those have
actually gone on to become self-employed, and what’s
more, 78 % of the very first start-ups are still in business
today. Many recent start-ups have been in craft trades,
with their founders working as self-employed tile layers,
carpenters, painters or hairdressers; and there is also a
strong upsurge in the fitness and well-being sector.
Business management and social education
One reason for this record of success is the combination
“young companies” is aimed unemployed people, or
of business management and social education support.
those facing unemployment, with vocational training un-
Each Assessment Center, for instance, has two trainers
der the age of 28, who live in the State of Brandenburg
and while one is looking at how much prospective busi-
It goes without saying that the topics dealt with in the
focus on the core of what they’re offering. And this little
and are interested in becoming self-employed. This is a
ness founders already know about business manage-
workshop phase focus on typical knowledge deficits,
blast of practical reality has an especially positive effect:
project run by the business development company STIC
ment and their business ideas specifically in terms of the
such as bookkeeping, accounting, price calculation,
after the first three days people grasp that it’s all about
Wirtschaftsfördergesellschaft Märkisch-Oderland, and
sector and the market, the other looks at their personali-
etc. What Alexander Möller and his colleagues take
selling your product. Until that’s understood no location
it provides support and assistance at eight locations
ties. Do candidates have the right kind of personality to
especially seriously, though, is a practical approach,
analysis or analysis of the competition will do you much
– three start-up workshops in Eberswalde, Strausberg
be self-employed and what is their family background?
especially where customer contact is concerned. “At
good. The benefit for the customer must be clear. If you
and Frankfurt (Oder); and five advice centres in Pren-
An initial expert evaluation determines the likely success
the end of the day, everything depends on how you
don’t know what you want to do and who you want to
zlau, Schwedt on the Oder, Bernau, Fürstenwalde and
of the business idea and what still remains to be ironed
present what you’re trying to sell. It’s that that deter-
sell it to, you won’t have a chance.”
Eisenhüttenstadt.
out.
mines whether you reach a potential customer in the
A practical approach is helpful
first place. Right at the start of the workshop phase a
marketing professional shows our participants how to
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“The customer can tell when they’re getting
good advice.”
to talk about our experiences. We also provide support
for young people starting their own businesses.
Were there any hurdles to overcome on your
uckermark
path to self-employment?
The start was difficult. It took three or four months until
How has your business developed since the
Frank Hofmann
the first customer to buy a tractor actually came along.
start-up?
Land- & Kommunaltechnik
We’re talking about big sums of money here, upwards
Flieth-Stegelitz
of 8,000 euros. It’s not enough just to push a brochure
I started up the business in July 2008 and I’ve sold thirty
www.kubota-hofmann.de
into the customer’s hand. You have to buy the tractor in
or forty machines so far. As well as that, there’s a grow-
Foundation:2008
advance, and you have to demonstrate the tractor and
ing number of workshop customers. I’m really pleased
Advised by: explain all the features. That needs capital up front. But
to see that the customers keep coming back and a cus-
I found out that nobody’s going to lend you any money
tomer base is slowly building up.
Gründungswerkstatt „young companies“
Service provider: STIC Wirtschaftsfördergesellschaft Märkisch-Oderland mbH
if you’re a new entrepreneur with no starting capital and
no references. None of the grants and subsidies avail-
But there are lean spells as well. That’s a seasonal thing,
able were suitable for my project. So I had to invest
to do with holidays. It’s just difficult to plan the business
my whole savings to buy my first tractor. I bridged the
in advance. Last year, for instance, I sold a certain ma-
Mr. Hofmann, you are machinery dealer for
by road maintenance departments for mowing verges,
run-up phase out of my own pocket and converted the
chine and thought I’d be able to sell another one or two
farmers and local authorities. You also have
street cleaning, clearing snow, things like that.
premises bit by bit. It was only after the first six months
of them the next year, but that hasn’t worked out. It’s a
or so, when I could show that there was something hap-
bit like poker.
your own workshop. How did that come about?
I was crazy about tractors, even as a boy, especially at
You attended the “young companies” start-up
pening with my business, and was able to put facts and
workshop in Strausberg. How did they help you?
figures on the table, that I finally got my first loan to buy
What advice would you give to other people
more machines.
starting up their own businesses?
Was the lack of finance the only hurdle?
You should take good care of your customers. It’s im-
my granddad’s small farm in the school holidays. Later
on, I trained as a vehicle mechanic and worked as a
They gave me the basic knowledge I needed to start my
manager in a workshop. At some point it occurred to me
own business, things like which applications I needed to
that I could make a living from being self-employed. So I
fill in, what requirements had to be met for my start-up
did some research to find out which tractor manufacturer
and whether the location was okay, etc. I did a market
It was the reason for other obstacles. For instance, the
your products to them clearly. The customer can tell
didn’t yet have a presence in this region, and got in touch
survey as well. In all, I spent three or four months in the
lack of necessary cash meant I wasn’t able to complete
when they’re getting good advice. That means that I
with them. That’s how I began selling local authorities,
start-up workshop and was able to establish really good
my certificate in the run-up to starting the business,
don’t just sell tractors to my customers - I call on them
construction machinery and agricultural machinery. Ag-
contacts with other people starting their own business-
which would have been helpful. I’m having to do it in
every now and again to ask whether everything’s all
ricultural machinery means machinery and tractors used
es as well as with the teachers and advisers. I’m still in
my spare time now, and that’s a really big challenge. I
right, and maybe take them some promotional gifts. Or
by farmers, whereas local authority equipment is used
touch with them now, and we meet up from time to time
don’t need the qualification to sell the machinery, but
I’ll invite them for a coffee and show them new products
I do need it for the workshop. So now I’ve taken on
or try out new machines. That’s vital – you have to keep
someone who has the qualification. Once I have my cer-
the customer interested.
portant to be open and honest with them and explain
tificate, I’ll be able to take on an apprentice as well.
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The “enterprise” start-up workshop
to get away from their families first, which often leads
to various problems of its own. Some of them have declared personal insolvency or had frequent changes of
school; come from broken homes and haven’t yet found
any way into their working lives. They see being self-
potsdam
M
iq consult gGmbh
Thorsten Jahnke
Schiffbauergasse 7
14467 Potsdam
employed as a chance to develop their own ideas and of
What‘s on offer for young adults
making a living from them.” They are provided with sup-
Phone:
port for an average of four or five months. A few begin
Internet:www.iq-consult.com/enterprise
The sponsoring body, iq consult, began a pilot project in
getting their businesses started after just three weeks,
1999. It was so successful that the Ministry of Labour of
but others need a year before they are ready.
0331 6207944
Weitere Standorte: Oranienburg, Neuruppin und Pritzwalk
the Federal State of Brandenburg increased its funding
and initiated the founding of the start-up workshops in
2005. Since the start of the pilot scheme, some 1,000
prospective entrepreneurs have been trained and advised by “enterprise” Brandenburg. Four hundred of
them have started their own businesses in almost every
sector imaginable - from mobile hairdressing to caretaker services, from media services to animal psychology.
Around 70 per cent of the companies founded since
early 2000 are still in business. Thorsten Jahnke thinks
that this success record is due to the special way the
start-up workshops are conceived: “We talk to young
people in the places they live. We go into youth clubs
and offer information events, with formats young people
can better relate to, like, an open day at the Chamber
of Commerce and Industry.” If there are two or three
would-be entrepreneurs, who indicate interest but find
it difficult to get to one of the workshop locations, the
Microfinance for young new entrepreneurs
enterprise staff will even travel to them and conduct
“A lot of people think that if they’ve got three friends who
workshops and advice sessions locally, in a youth club,
If the young new entrepreneurs need finance, the body
think their idea’s great, then it’s an idea they can earn a
for instance.
sponsoring the enterprise workshop, iq consult, offers
them its own microfinance. “We have our own fund from
lot of money with. But first it’s a matter of finding out who
your customers are and how to approach them,” says
Support with social education
84
which we can provide a loan of up to 5,000 euros. We
have had this fund since 2000 and make our decisions
Thorsten Jahnke, who often has to bring young adults
back down to earth before they are ready to start-up
One difference to other ‘conventional’ advice centres is
with a committee of experts about which start-up pro-
their own businesses. He is the Director of ‘enterprise’,
in the content. Firstly, while the same advice and qualifi-
ject should receive the money. We can also waive repay-
one the three start-up workshops in the Federal State of
cations are offered in developing business plans, market
ment of the loans. This may be necessary due to over-
Brandenburg. The clients who come to ‘enterprise’ are
analysis, turnover planning, etc., the start-up workshops
indebtedness or if the business idea fails to take off and
aged between 18 to 27, living in north-west and south-
also provide social education. “That’s because young
the individual is forced into personal insolvency or has
west Brandenburg, and in the process of starting their
people haven’t yet established themselves in life to the
fallen back on Welfare benefits.” However, according to
own businesses. The only requirements are that they
extent that people have who’ve been already working
Thorsten Jahnke, the overwhelming majority of young
must be unemployed or facing unemployment and that
for several years have. They are often young people
entrepreneurs always pay back their loans on time.
they have completed a course of vocational training.
who have ideas and want to do something, but need
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“You mustn’t give up, even if things aren’t going right.”
Has your business developed in the way you’d
imagined since then?
Yes. There was a quiet patch over Christmas, but since
February the workshop has been full the whole time.
There’s at least one car every day. When we opened
business and financial plan with us and helped with reg-
the workshop in the summer of 2010, we thought we’d
istering at the tax office. And they made it possible for us
be working for the local car showrooms to begin with.
I repair slight paint damage and scratches on cars. It’s
to get microfinance as well. All of that was a great help.
But the way it happened was exactly the opposite. The
also known as smart repair. My colleagues and I also
We’d never have managed on our own.
private customers came to us right from the very begin-
Mr. Miethling, what does a paint doctor do?
ning. Now we have personal contacts with the staff at
offer car preparation, that is, we clean cars and touch
up the paintwork. I’m a trained car painter and had my
the workshops of local showrooms. Reliability is a cru-
Did you have problems with finance?
cial factor for a good working relationship. My custom-
business idea when I applied for a job with a paint doctor in Berlin. I took a look around the company for a
Yes, it was very difficult to get finance. We only needed
ers know that I’ll be there straight away if they call and
couple of hours and thought, I can do this too. The more
six thousand euros, but the banks made it very clear
that I get work done when I say I will.
I toyed with the idea and looked into what was involved,
that a million would be less of a problem than the effort
the more clearly I felt that starting my own business was
for such a small amount. So then the “enterprise” staff
what I wanted to do.
saw to it that we got a loan from GLS Bank under the
How did you acquire your customers?
Were there any other hurdles?
Microcredit Germany scheme. Once we’d submitted all
We printed flyers, had visiting-card-sized adverts in the
How much support did you get in preparing to
the necessary paperwork and “enterprise” had submit-
We looked and drove around a lot to find a suitable lo-
papers and even had a small article in the newspaper.
start your business?
ted an assessment of our business idea’s prospects for
cation for a workshop for a long time. Then there was
The flyers paid off best, though. The newspaper articles
success the finance finally came through.
all the official business, the bureaucracy, and fitting out
had no effect at all, really. We’ve got a website as well,
I went from being unemployed to self-employed. To get
the workshop. We’d already obtained some quotes,
but what works best is word-of-mouth recommenda-
a grant from the Labour Agency I had to attend a semi-
but even so, it took quite a while before everything was
tion: for every two customers we’ve had, we get one
nar for people starting their own businesses, and that’s
ready. Of course that’s all part and parcel of the run-up
new customer.
where I heard about the “enterprise” start-up workshop
phase; if anyone had told me I’d need a year before
and the opportunity to get advice from business con-
I could start working, I wouldn’t have believed them.
What’s your assessment of your experience so
sultants. We fulfilled the requirements at the time; we
Concept, business plan, financial plan, that all takes a
far?
were under 28 and lived in the State of Brandenburg. So
lot of time. I’d never dealt with things like that before; it
my partner, Mandy Röbke, and I registered there.
was all new territory for me.
You mustn’t give up, even if things aren’t going right. If
a building block you need for getting to the next stage
is missing – stay with it. Once this building block is in
finish and answered all our questions. They drew up the
place, the following steps might happen really quickly.
O B ER H AVEL
The staff at “enterprise” gave us support from start to
We’re reaping the reward now of a year of stress. I’d
Kai Miethling
never have thought we’d need a whole year to set up
Mandy Röbke
our business.
Der LackKai GbR
Oranienburg
www.derlackkai.de
Foundation:2010
Advised by: Gründungswerkstatt „enterprise“
Service provider: iq consult gGmbH
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80 companies each year. All of them have one thing in
common – their owners are getting old – and this means
adapting to the idea that their life’s work will have to be
handed over to a successor if it’s not to close completely. Sylvia Seelig says, “I often tell them to get it sorted
O S T B RANDEN B URG
out in good time. Life could look very different tomorrow.
They always look at me quite aghast, because after all
Bildungszentrum der
I’m quite a bit younger - but you can see that they’re
Handwerkskammer Frankfurt (Oder) – Region Ostbrandenburg
turning it over in their minds.”
Sylvia Seelig
Spiekerstraße 11
Finding the right successor
15230 Frankfurt (Oder)
If a successor can’t be found from within the family
0335 5554245
or the company, then an external candidate most be
Internet:www.hwk-ff.de
found; a new entrepreneur who is willing and able to
Phone: take on an existing firm. It’s an attractive idea, as the
staff, premises, turnover and customers are already
there. This may sound like an easy job, but it’s an assumption that Sylvia Seelig refutes: “It’s not that simple.
The question as to who is going to step into the boss’s
around a hundred cases of business succession and
A successor is taking on a huge responsibility, especially
shoes, carry on running the company and keep its
advised more than five hundred successors and elderly
as far as preserving the jobs involved is concerned. So
workforce employed has existential importance in the
entrepreneurs.
anyone who takes over a firm not only has to be prop-
Getting entrepreneurs and successors talking
erly qualified both on the technical side and in business
to each other.
East Brandenburg region. Sylvia Seelig, who is responsible for at the advice centre in the East Brandenburg re-
Making entrepreneurs aware of the problem
terms with a thorough knowledge of the industry, but
they must also have management experience.” One
Sylvia Seelig’s most important job is to bring entrepre-
explains, “If there are grown-up children in the family, a
In most cases, the companies helped by the business
place where Sylvia Seelig looks for business successors
neurs together with suitable successors, something
decision has to be made about whether they are willing
succession advice centre are small trade firms such
is the Bundeswehr, the German armed forces, because
which needs a lot of sensitive handling. So when the
and able to take over the helm. If not, then that raises
as metalworking and car repair firms or stonemasons,
ex-service personnel have leadership experience, and
two sides meet for the first time, Sylvia Seelig takes on
the question as to whether one of the employees is up
bricklayers or carpenters. An entrepreneur looking for
most of them have a degree or a further education quali-
the role of the neutral moderator favouring neither one
to it. If nobody’s interested in taking over the succes-
a successor to run their company might call her, but
fication as well.
side nor the other. The actual process of taking over
sion, the company closes and the workers are left high
most frequently it is Sylvia Seelig who makes the first
the firm starts when the two sides have reached agree-
and dry.“ Since 2007, Sylvia Seeling has assisted in
approach. She travels a great deal, visiting some 70 to
ment, but it can take quite some time, depending on
gional Chamber of Crafts and Trades in Frankfurt (Oder)
how quickly the successor manages to establish him
or herself in the company. In this phase, Sylvia Seelig’s
job mainly involves finding advisers and coaches to prepare both the successor and the elderly business owner
for their new roles. But above all she stays on the ball
and stays in touch. “I keep on asking where any sticking
points are and where help may be needed. That’s the
crucial thing.”
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“I’ve brought my co-workers on board.”
So what was it that attracted you to taking over
the firm?
The independence is definitely what attracted me most.
That was very important to me. And I wanted to do a
few things better as an employer that I hadn’t under-
frankfurt (oder)
F
Maik Wambeck
Sommer & Herzog Dachbau GmbH
Frankfurt (Oder)
www.sommer-herzog-dachbau.de
Übernahme: 2010
Advised by: Beratungsstelle für die Unternehmens-
What could I do to cover myself and what grants and
stood or that I’d seen differently when I was an em-
nachfolge
subsidies are available? How could I get a bit of security?
ployee. And I managed to do that. My staff are hap-
Service provider: Bildungszentrum der Handwerkskammer
I had the typical worries anyone has when they’re starting
pier, and the customers are satisfied as well. We have a
up a business. But I had the feeling I was being taken re-
relatively good working climate, it’s not as strained, and
ally good care of at the business succession advice cen-
I’ve brought my co-workers on board in making a lot of
tre, and I got a lot of advice about everything.
decisions. There have been various projects where I’ve
Frankfurt (Oder) – Region Ostbrandenburg
asked them beforehand whether we should take the job
Did your former boss prepare you for your new
on at all. In other words, I’ve more or less let them share
When you’re taking over a company, you obvi-
role as a successor?
the decision-making process. That’s mainly about the
ously have to think about finance. Did you ob-
great distances we have to travel as roofers. I make a
tain any grants or subsidies?
Yes, he took me through everything very carefully before
lot of effort to get jobs close to home and not to take
hanging the company over to me. We both got advice
on so many orders from outside, because the staff have
I’m getting a grant for my training course, but apart from
from the business succession advice centre at that time.
families and they want to finish work on time. So far I’ve
that, I haven’t taken out any loans or applied for any
After all, my boss needed to know the best way to show
managed to do that quite well.
other grants or subsidies. I’m paying the purchase price
me the ropes. But then it went really well - he was re-
for the company in instalments from current income,
ally very accommodating and let me take control from
which assumes, of course, that there’s enough money
the very first day in every respect – with his support,
coming in. If there is, then I’d definitely recommend do-
Mr. Wambeck, you took over your roofing firm
of course. We’re still in touch now. I go to him with any
ing it this way, because loans aren’t just a burden on
from your former boss. How did that come
problems or questions I have. So, in principle, I’ve got
the firm, but for you personally as well. You worry too
about?
permanent support and assistance, although I still work
very closely with the Frankfurt (Oder) Chamber of Crafts
My boss had to give the firm up for age and health rea-
and Trades for the East Brandenburg region.
sons. Since I’d been employed here for many years, he
asked me if I’d be interested in taking over. I made some
So were there any difficulties during the transi-
enquiries about the advantages and disadvantages of
tion?
being self-employed in terms of my health insurance
and pension, and in the end decided to do it.
There was a problem with the exemption, because I
haven’t got the necessary qualification. It was all sup-
What help and support did you get from the
posed to happen very quickly, but because of all the le-
business succession advice centre when you
gal requirements and regulations, the Chamber of Crafts
were taking over the firm?
and Trades didn’t play along as quickly as we wanted.
much about how you’re going to make the monthly re-
I had to have a lot of patience and perseverance to get
payments. In my case, I don’t have those worries, so I
Well, of course, I had a lot of questions about what could
hold of a temporary exemption permit. Then it worked.
can concentrate completely on the business and give it
do, what legal procedures could I expect and what re-
I started a training course straight away, and in the first
my full attention.
sponsibilities I would have to take on. I was concerned
exams qualified for an exemption permit.
about the entrepreneurial risk involved as well. What
would I do if the business didn’t go as well as I’d hoped?
90
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91
Addresses
Regional business mentoring services
2010–2013
Barnim
Elbe-Elster
Oberhavel
Potsdam
IHK-Projektgesellschaft mbH
Wirtschafts-, Innovations- und Tourismus-
Technologie- und Gewerbezentren Potsdam GmbH
Ostbrandenburg
Elbe-Elster mbH
förderung Oberhavel GmbH (WInTO)
David-Gilly-Straße 1 · 14469 Potsdam
Heegermühler Straße 64 · 16225 Eberswalde
Ludwig-Jahn-Straße 2 · 04916 Herzberg
Neuendorfstraße 18 a · 16761 Hennigsdorf
Ralf Krüger
Birgit Delph
Regina Veik
Waltraut Krienke
Phone: 0331 20018999
Phone: 03334 253736
Phone: 03535 462670
Phone: 03302 559201
E-Mail:lotsendienst@pct-potsdam.de
Funk:
E-Mail:regina.veik@lkee.de
E-Mail:krienke@winto-gmbh.de
Internet:www.lotsendienst-potsdam.de
Internet:www.wfg-elbe-elster.de/existenzgruendung
Internet: www.winto-gmbh.de
0160 8940382
E-Mail:delph@ihk-projekt.de
Internet:www.ihk-projekt.de
Potsdam-Mittelmark
Frankfurt (Oder)
Oberspreewald-Lausitz
Technologie- und Gründerzentrum „Fläming“ GmbH
Brandenburg a. d. H.
IHK-Projektgesellschaft mbH Ostbrandenburg
WEQUA Wirtschaftsentwicklungs- und
Brücker Landstraße 22 b · 14806 Bad Belzig
Technologie und Gründerzentrum Brandenburg
Puschkinstraße 12 b · 15236 Frankfurt (Oder)
Qualifzierungsgesellschaft mbH
Klaus Wessels
an der Havel GmbH
Kerstin Schubert
Am Werk 8 · 01979 Lauchhammer
Phone: 033841 65152
Friedrich-Franz-Straße 19 · 14770 Brandenburg a. d. H.
Phone: 0335 56212150
Gerlinde Michaelis
E-Mail:gruenderlotse@tgz-belzig.de
Monika Kretschmer
Funk: Phone: 03574 46762243
Internet:www.tgz-belzig.de
Phone: 03381 381630
E-Mail:schubert@ihk-projekt.de
E-Mail:michaelis@wequa.de
E-Mail:monika.kretschmer@tgz-brb.de
Internet: www.wequa.de
Havelland
Oder-Spree
Prignitz GmbH
Cottbus
Arbeitsförderungsgesellschaft Premnitz mbH
Laborstraße 1 · 19322 Wittenberge
IHK-Bildungszentrum Cottbus GmbH
Dunckerplatz 21 a · 14712 Rathenow
Reinheimer Straße 18 b · 15517 Fürstenwalde
Sandra Balkow
Goethestraße 1 a · 03046 Cottbus
Beate Kämmerling
Ines Lehmann
Phone: 03877 984275
Andrea Behrends, Jörg Fabiunke
Phone: 03385 495050
Phone: 03361 3654950
E-Mail:sandra.balkow@tgw-prignitz.de
Phone: 0355 3652705
E-Mail:bkaemmerling@standort-premnitz.de
E-Mail:ines-lehmann@ihk-projekt.de
Internet:www.tgw-prignitz.de/
E-Mail:fabiunke@cottbus.ihk.de
Internet:www.lotsendienst.standort-premnitz.de
regionaler-gruenderlotsendienst-prignitz.html
Märkisch-Oderland
Ostprignitz-Ruppin
Spree-Neiße
0160 90629946
Internet:www.tgz-brb.de
Prignitz
Technologie- und Gewerbezentrum (TGW)
E-Mail:behrends@cottbus.ihk.de
Internet:www.ihk-bildungszentrum-cottbus.de
Technologie- und Gründerzentrum OPR GmbH
Centrum für Innovation und Technologie GmbH
Dahme-Spreewald
Märkisch-Oderland mbH
Alt Ruppiner Allee 40 · 16816 Neuruppin
Inselstraße 30/31 · 03149 Forst (Lausitz)
Garzauer Chaussee 1 a · 15344 Strausberg
Frederik Otto
Bernd Kruczek, Frau Breitenfeld
Dahme-Spreewald mbH
Thomas Seibt
Phone: 03391 446352
Phone: 03562 6924117/-8
Freiheitsstraße 120 · 15745 Wildau
Phone: 03341 335227
E-Mail:fo@tgz-neuruppin.de
E-Mail:kruczek@cit-wfg.de
Marion Fender
E-Mail:lotse@stic.de
Internet:www.tgz-neuruppin.de
Internet:www.cit-wfg.de/start
Phone: 03375 523830
Internet:www.lotsendienst.net
E-Mail:fender@wfg-lds.de
Internet:www.wfg-lds.de
92
S u p p o r t
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S u p p o r t
f o r
93
Business mentoring service
“Innovation Require Courage”
start-up workshops for young people
for migrants
(“Innovationen brauchen Mut” – IbM)
2010–2013
Teltow-Fläming
iq consult gGmbH
Institut für Berufsforschung und
Cottbus
Struktur- und Wirtschaftsförderungsgesell-
Schiffbauergasse 7 · 14467 Potsdam
Unternehmensplanung Medien e. V. (IBF)
Puls e. V.
schaft des Landkreises Teltow-Fläming mbH
Julia Lexow-Kapp
Friedrich-Ebert-Straße 82 · 14469 Potsdam
Zukunft Lausitz – Die Gründerwerkstatt
Markt 15/16 · 14913 Jüterbog
Funk: Wolfgang Flieger
Bahnhofstraße 24 · 03046 Cottbus
Steffi Weit
E-Mail:lexow@iq-consult.com
Phone: 0331 2016580
Marcel Linge
E-Mail:w.flieger@ibf-medien.de
Phone: 0355 28890792
Internet:www.ibf-institut.de
E-Mail:info@puls-ev.de
0176 70355746
Phone: 03372 4403211
E-Mail:info@swfg.de
Julia Plotz
Internet:www.swfg.de
Funk: 0176 70355745
Internet:www.puls-ev.de
E-Mail:plotz@iq-consult.com
ZukunftsAgentur Brandenburg GmbH
Uckermark
Steinstraße 104–106 · 14482 Potsdam
Frankfurt (Oder)
Torsten Böttcher
Grabowstraße 18 · 17291 Prenzlau
Die genannten Ansprechpartnerinnen betreuen
Phone: 0331 6603162
Märkisch-Oderland mbH „young companies“
Eveline Körber
die Standorte in Hennigsdorf, Oranienburg,
E-Mail:torsten.boettcher@zab-brandenburg.de
Garzauer Chaussee · 15344 Strausberg
Phone: 03984 7180945
Frankfurt (Oder), Cottbus und Brandenburg a. d. H.
Funk: 0151 12176871
E-Mail:koerber@ihk-projekt.de
Alexander Möller
Ulrich Ruh
Phone: 03341 335213
Phone: 0331 6603285
E-Mail:a.moeller@young-companies.de
E-Mail:ulrich.ruh@zab-brandenburg.de
Internet:www.young-companies.de
Internet:www.zukunftsagentur-brandenburg.de
www.innovationen-brauchen-mut.de
Potsdam
iq consult gGmbH enterprise Brandenburg
Schiffbauergasse 27 a · 14467 Potsdam
Thorsten Jahnke
Phone: 0331 6207944
E-Mail:jahnke@iq-netz.de
Oranienburg
Stralsunder Straße 8 · 16515 Oranienburg
Thorsten Jahnke
Phone: 03301 201672
E-Mail:enterprise@iq-consult.com
Neuruppin
c/o IHK Neuruppin Junckerstraße 7 · 16816 Neuruppin
Terminvereinbarung unter: 03301 201672
94
S u p p o r t
f o r
S u p p o r t
f o r
95
start-up services at the Universities
2010–2013
Pritzwalk
Cottbus
Universität Potsdam, Standort Babelsberg
Prignitz
BTU Cottbus
BIEM e. V.
Präsenzstelle Prignitz der Fachhochschule
c/o IHK Pritzwalk
UNITEC Gesellschaft für Innovationsförderung
Am Park Babelsberg 24, Haus 5 · 14482 Potsdam
Brandenburg in der Bildungsgesellschaft mbH
Meyenburger Tor 5 · 16928 Pritzwalk
und Technologietransfer Serena Meier-Zeh
Pritzwalk BIEM e. V.
Terminvereinbarung unter: 03301 201672
Konrad-Wachsmann-Allee 1 · 03046 Cottbus
Phone: 0331 9771720
c/o Haus der Wirtschaft, Meyerberger Tor 5
Gerd Hiersigk
E-Mail:serena.meier-zeh@uni-potsdam.de
16928 Pritzwalk
Phone: 0355 693535
Internet:www.lotsendienst.com
Daniela Werth
Phone: 03395 764414
E-Mail:gerd.hiersigk@tu-cottbus.de
Internet:www.tu-cottbus.de/biem
Fachhochschule Potsdam
E-Mail:werth@fh-brandenburg.de
BIEM e. V.
Internet:www.fh-brandenburg.de/
Hochschule Lausitz (FH)
Pappelallee 8–9, Haus 4 · 14469 Potsdam
gruendungszentrum.html
UNITEC Gesellschaft für Innovationsförderung
Leona Henß
und Technologietransfer Phone: 0331 5801064
Barnim
Konrad-Wachsmann-Allee 2 · 03046 Cottbus
E-Mail: lotsendienst @fh-potsdam.de
Hochschule für nachhaltige Entwicklung
Gerd Hiersigk
Internet:www.gruendungsservice.com
Eberswalde (FH) BIEM e. V.
Friedrich-Ebert-Straße 28 · 16225 Eberswalde
Phone: 0355 693535
E-Mail:gerd.hiersigk@tu-cottbus.de
Hochschule für Film und Fernsehen (HFF)
Robert Schmidt
Internet:www.tu-cottbus.de/biem
„Konrad Wolf“
Phone: 03334 6547458
BIEM e. V.
E-Mail:gruendungsservice@hnee.de
Frankfurt (Oder)
Am Neuen Palais 10, Haus 9, Raum 0.Z19a
Internet:www.biem-brandenburg.de/
Europa-Universität Viadrina Frankfurt (Oder)
14469 Potsdam
startup-navigator.html
Kooperationsstelle Wissenschaft und
Babette Grothe
Arbeitswelt e. V. (KOWA)
0331 9771720
Dahme-Spreewald
Große Scharrnstraße 59 · 15230 Frankfurt (Oder)
E-Mail:bgrothe@uni-potsdam.de
TH Wildau BIEM e. V.
Arne Meyer-Haake, Dr. Ramona Alt
Bahnhofstraße · 15745 Wildau
Karin Hartmann
Phone: 0335 55345902
E-Mail:kowa@uni-ffo.de
Brandenburg a. d. H.
Phone: 03375 508333
Internet:www.kowa-ffo.de
GründungsZentrum
E-Mail:karin.hartmann@tfh-wildau.de
Fachhochschule Brandenburg Internet:www.biem-brandenburg.de/
Potsdam
BIEM e. V.
startup-navigator.html
Universität Potsdam, Standort Neues Palais
Magdeburger Straße 50, Haus WWZ/Raum 37
BIEM (Brandenburgisches Institut für Existenz-
14770 Brandenburg/Havel
gründung und Mittelstandsförderung) e. V.
Thomas Rau
Am Neuen Palais 10, Haus 9, Raum 0.Z19a
Phone: 03381 355228
14469 Potsdam
E-Mail:gruendung@fh-brandenburg.de
Babette Grothe
Internet:www.gruendung-fhb.de
Phone: 0331 9771720
E-Mail:bgrothe@uni-potsdam.de
96
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f o r
97
Experimental projects
BIEM e. V.
HWK Cottbus
August-Bebel-Straße 89 · 14482 Potsdam
Altmarkt 17 · 03046 Cottbus
Phone: 0331 9774521
Manja Bonin
Internet:www.biem-brandenburg.de
Phone: 0355 7835167
E-Mail:bonin@hwk-cottbus.de
Internet:www.hwk-cottbus.de
Bildungszentrum der Handwerkskammer
Frankfurt (Oder) – Region Ostbrandenburg
Spiekerstraße 11 · 15230 Frankfurt (Oder)
Sylvia Seelig
Phone: 0335 5554245
E-Mail:sylvia.seelig@hwk-ff.de
Internet:www.hwk-ff.de
IHK Potsdam
Breite Straße 2 a–c · 14467 Potsdam
Andreas Lehmann
Phone: 0331 2786167
E-Mail:lehmann@potsdam.ihk.de
Internet:www.potsdam.ihk24.de
98
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f o r

Support for self-employment

Transcription

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