BBIC Interview with Habib Hanna

Habib, would you mind giving us an overview of NCR Corporation?
NCR Corporation (NYSE: NCR) is a leading global technology company. Based in Dayton Ohio, NCR (http://www.ncr.com/) employs approximately 28,000 people worldwide. In Oman, NCR is offering integrated Information and Communication Technology (ICT) solutions in the field of Financial Solutions (ATMs, Bill Payment, etc.), Teradata enterprise data warehouse (EDW) and Customer Relationship Management (CRM), contact centres, retail solutions (web kiosks/ point of sales, etc.), cheque processing and Imaging Solutions, high-quality document and media consumables, turnkey ICT infrastructure and business solutions, as well as lifecycle support and managed services for critical IT environments.

Why have you become involved in the TKM – Ernst & Young Big Business Idea Competition?
One of our key objectives as NCR Oman is to effectively contribute to the development of the ICT sector in the Sultanate. This is our duty towards this country where we employ more than 50 people. And thus we will try to support all initiatives that we believe will bring positive results to the domestic ICT scene.

How important are start-ups to Oman’s economy?
Start-ups enable the ICT sector to become productive rather then being just receptive, allow new job creation, provoke business innovations, fuel capital investments into the country, and contribute effectively and sharply to the overall growth of the economy. In short, they’re important.

What personal experience do you have of the start-up culture?
I was engaged on the business side with many start-ups in the area of ISP/ASP business – where we were advising those new companies on how to build their business models, structure their mode of operation as well as to design, implement and manage their full technology infrastructure.

What characteristics do you need to be a successful entrepreneur?
Good vision, directed by a solid business plan and coupled with sound execution.

Which international entrepreneur has inspired you and why?
Google. They changed the rules of the game and have been very successful with introducing innovative services and products such as “Google Earth”.

What are the key ingredients for a successful start-up?
First, start-ups should come with something that the market needs and wants. Second, start-ups should have a solid business plan. Third, they should start with the minimum investment required. And lastly, they should start with the right people on board.

How could the region’s banking community improve the services they provide to start-ups?
Banks could support start-ups not only by offering financial facilities to those enterprises, but also to advise them on their overall financial plans. The banking community in the region is very sophisticated and has extensive experience and knowledge in various industries – and thus could help those start-ups by advising and re-shaping their plans to be the best possible.

What path do you suggest for would-be Omani entrepreneurs?
Improve something in what customers do today. Customers normally invest in technologies to at least fulfil one of those things: save money (think of ROI) , improve existing services, create new services, create new revenue streams, enable better security and control, and/or improve their image in the market place.

What are the drawbacks to being an entrepreneur?
There is always a risk involved when we talk about entrepreneurs. Will you be able to cope with the market challenges? How quickly the market would react to those products/services or even to the business model of the start-up? A lot of effort is needed initially to build the credibility of the start-up in the market. However, those could be covered with the proper market strategy and a solid business plan directed by sound execution.

What do you think the dotcom has done for enterprise and innovation?
On the positive side we have global reach – where any enterprise can market and sell its products globally. However, it also showed us that you have to have real value in what you do in order to stay in the market. You cannot create a bubble that will last for long.

How do you recognize the next big thing?
Simply by thinking globally and acting locally

BBIC Interview with Matt Harrison

This week we caught up with Matt Harrison – a Muscat-based marketing consulting. Matt’s a big supporter of the BBIC initiative and this is what he had to say on entrepreneurs, lack of sleep, Citigroup and Procter & Gamble, the importance of listening to young people and the advice he’d give his kids on setting-up a start-up.

Matt, what’s your interest in the BBIC?
Entrepreneurs drive the Omani economy, whether they’re a small family-run grocer shop, a smart graphic design firm or the next big Internet idea. It’s this zeal for creating something new and building something that we need to encourage and promote in Oman. In this regard, the TKM – Ernst & Young Big Business Idea Competition is an excellent initiative that can only help contribute to developing a stronger domestic entrepreneurial environment. We’ve got to be running these kinds of initiatives - they play an important social, economic and business role.

What advice do you have for young entrepreneurs? What's the most important thing they need to do to succeed?
Forget about sleeping or learn to need less sleep. Focus on doing a few things extremely well. Do everything with a vengeance. Make room in your business for all kinds of people. Plan to make lots of mistakes - make them, fix them and then forget them. Look forward not back.

I like that. On the flip side, what are some of the reasons you think entrepreneurs fail?
Entrepreneurs can sit on the accelerator for too long. They need to partner with a good finance guy to put the brake on their enthusiasm and excesses. Otherwise, one day they'll just slam into the wall. As they say: there are no skid marks in start-ups.

Some Oman-based business people believe that IT is a commodity - necessary for competitiveness but insufficient for advantage. What do you think about this?
Adopting IT is very much a part of the entrepreneurial process. In fact, recent research indicates that IT is more than a commodity, it’s a strategy and one that Oman-based companies need to capitalize on in order to survive.

Look at large multinationals like Citigroup and Procter & Gamble - all early IT adopters – they dominate their markets because of superior IT and a superior knowledge of how it impacts every segment of their business. It doesn't matter whether you’re in healthcare, manufacturing, banking, logistics or selling toothpaste in a local supermarket understanding how to use IT to design, organize and implement your business is key to survival.

Sticking with the IT theme, it’s probably safe to say that the very thought of the Internet and e-business strikes fear into the minds of many Oman-based executives. What do you make of this?
If your GM or CEO is frightened of the Internet and e-business, then your firm has got big problems. Fearing what’s quickly becoming a reality isn’t going to move your firm on and up, is it? While the Internet and its ability to transcend geographies is a huge threat to traditional, stagnant business models, it’s also one of the biggest opportunities Omani businesses have ever had. In today’s networked economy, progressive companies can take advantage of lower than ever transaction costs, global recruiting and sales, fast-track business models and an overall ability to make their businesses faster, stronger and more fluid.

What general words of business wisdom would you offer to entrepreneurs, managers and executives reading this BBIC interview?
I'd tell them…

Technology’s not a commodity - firms that treat it as such are doomed to mediocrity or worse.
Listen to young people - they represent your biggest consumer market and will increasingly become your most valuable human resource.
Look beyond your company’s walls. To succeed you need more than a solid business - you need an effective business web, so get out there and network, attend seminars, workshops and conferences.
Always make new mistakes - never old ones - and learn from them.
IT serves people and not the other way around.
Take great pleasure in what you do, or find something else to do.

Final question: You’ve got children - if one of them came home tonight and said they wanted to quit their job and start a company, what would you say?
I’d ask them three questions.

Is the product or service to be provided by the new company real? I mean, does it save time or money or increase productivity?
Is the problem they’re solving big enough to matter to a lot of people? You don't want to create the greatest gaming software never sold.
Are they starting a business or just creating a product or service that's an add-on or nice to have extension of things that are already offered by major players.

Then I'd ask how much they want to borrow from me!

Planning for Start Ups

Did you know that one half of all new businesses fail within the first 3 years of trading? But with sound planning, some business know-how and, most important of all, a great dream you can dramatically improve your chances of surviving, growing and succeeding.

Look to the long-term
The primary task in managing a business is deciding its long-term objectives. If you can imagine what you want your business to look like in 5 years time you have more chance of achieving your dreams.

Create your vision
You need to think about what products and services you will be offering and to what type of customer. Consider your future market position and competitive advantage. Do you envisage expanding and if so what turnover, outlets, staff and annual growth rate to you anticipate? Think big and dare your dreams to come true.

Plan for success
On any long journey a map is essential. So take your dream and plan the main steps you will need to take to get from where you are now to where you want to be in 5 years. Then plan this in detail for the next 12 months. Include a cash flow projection, so you can be sure you don't run out of cash along the way. Review what you have achieved every 6 months and plan the next stage of development.

Review your customer profile
Most businesses can identify future outgoings. Sales projections are more difficult. Market research helps here. Review the profile of typical customers and note any changes or gap.Look at your sales pattern. Has it changed dramatically? If so, how will you redress the balance? Are you overly dependent on any specific products or customers? Who are your most profitable customers? Do you look after them to ensure repeat business?

Identify your most profitable products/services
Do you concentrate enough on these to maximise profits? Exactly how many enquiries do you get anyway? How many of these ask for quotations? How many go on to buy? What is stopping the others from going from one stage to the next?

Think about your image
How can you improve the image people have of your business? Why do clients buy? Why don't they? How important is price or quality when closing a sale?

Consider the competition
How do you compare with your competitors? Can you learn from them? Why do people buy from them, not you?

Managing price and margins
Pricing is a compromise between cost, quality, demand and competition. But when setting a price, remember to cover everything. A Rial free delivery service as a sales initiative still costs money to provide. Margins are very important. Often it is better to sell less at a higher margin.

Managing discounts
Give discounts by all means but consider their real impact on profits. If you buy something for RO70 and sell it for RO100, you make RO30. If you offer a 10% discount, you give away one-third of your profit. So you have to sell 50% more to finish where you started.

Special promotional discounts
Quantity discounts soon become part of your customer's perception of your price structure. Special promotional discounts are better. Ideally set a time limit on them. This allows you to measure their real impact.

Manage cash flow
Your precious working capital should be funding your growth, not your customers'! Remember that customers cost you money until their invoice is settled. It is considered professional, not pushy, to ask customers to agree to your payment terms when taking an order. Get the invoice out the same day as delivery, clearly marking when payment is due. Give customers a credit limit, both in time and money. If they reach it, don't take new orders until the invoices are settled. Consider factoring your invoices to generate extra working capital.Give your bank confidence

Your bank is there to help. To do this, they must have confidence in you. So even if you are not borrowing money, keep them informed. This is where your business plan comes into its own. It shows them the route map to your goal and they can use it to benchmark the stages in your journey. If you consistently reach the targets you set yourself, you will find it that much easier to raise finance when you need to fund growth in the future. Give your bank regular updates and provide accounts. Annual accounts show how you have managed the business historically. Regular management accounts will show where your business is today.

BBIC Interview with Alan Rooke

Would you mind giving us an overview of OmanLine?
OmanLine is A BPO organisation based in KOM. We offer four products/services to clients within Oman and the region. The first is an outsource Contact Centre services; the second is a medical transcription services; the third is the training of Omani nationals in certain BPO disciplines and finally we offer Business Consultancy Services to medium and large organisations which either wish to outsource Contact Centre services or which wish to create and/or improve a captive Contact Centre.

Why have you become involved in the TKM – Ernst & Young Big Business Idea Competition?
To be totally honest – because I was asked if I would be interested and, upon consideration, realised that I am very interested and am very keen to be part of this process.

How important are start ups to Oman’s economy?
Start ups are vital to any economy but even more so for Oman. There has been a tendency in the GCC region to stick with what is safe i.e. multi disciplined family run trading companies, construction companies, retail etc. Oman needs to have a fuller more rounded economy of which start ups are a vital component.

What personal experience do you have of the start-up culture?
I have been involved in two start up ventures – one is a major success and the other failed due to the inexperience of those involved and their inability to adhere to their original plan and strategies.

What characteristics do you need to be a successful entrepreneur?
Excellent business sense, single mindedness and dedication.

Which international entrepreneur has inspired you and why?
Richard Branson. If you read his book “Losing my Virginity” you cannot fail to be impressed by his vision, his irrepressible spirit and his ability to surmount massive obstacles.

What are the key ingredients for a successful start-up?
The most obvious is a workable proposition or idea. Once you have that it all comes down to hard work, making sure you have done all the necessary homework. You need to have done exhaustive research on the markets, the demand, the pricing, the competition, your positioning and all the other forces that either Michael Porter or Tom Peters can explain better than I can.

How could the region’s banking community improve the services they provide to start-ups?
My experience of regional banks is that they don’t support SME or start ups. Therefore, just having a program in place that caters directly to such operations would be a major step in the right direction.

What path do you suggest for would-be Omani entrepreneurs?
I think the BBIC has to be a very good starting point.

What are the drawbacks to being an entrepreneur?
No personal life, no personal time and lots stress.

What do you think the dotcom has done for enterprise and innovation?
Depending on what you mean by “the dotcom” my response would vary. If you mean the dotcom revolution of the 1980s and 90s I think it showed us all what is possible. It also showed us how fragile companies can be when there is no proper product or service and no proper business plan. In other words it showed us how gullible people can be.

How do you recognize the next big thing?
Again to be honest I can’t define how – I just go with a gut feeling. Some things you instinctively know will not work – no matter how good the idea or the plan, others shouldn’t but do.

BBIC Interview with Peter Andersson

Would you mind giving us an overview of Ericsson?
Ericsson (www.ericsson.com/ericsson/worldwide/oman.shtml) is a world-leading provider of telecommunications equipment and related services to mobile and fixed network operators globally. We have deployed our solutions in over 1,000 networks in 140 countries and 40% of all mobile calls are made through our systems.

Why have you become involved in the TKM – Ernst & Young Big Business Idea Competition?
Ericsson believes in the power of ideas. Innovation is how nations grow and prosper. We feel very strongly about supporting and encouraging local endeavours that will create and generate new opportunities for the betterment of the national economy and society.

How important are start-ups to Oman’s economy?
Extremely important. Start-ups are an important vehicle for the growth of small medium enterprises and SMEs play a vital role in economic and societal development.

What personal experience do you have of the start-up culture?
Every new project that we go after is like a starting up a new business. We have to prepare and present a business plan and we have to market and sell our product.

What characteristics do you need to be a successful entrepreneur?
You need to think big. You need to have imagination and be innovative. You can’t have any limitations especially self-doubt and you need to be passionate and believe in your idea/concept.

Which international entrepreneur has inspired you and why?
The inventors of trivial pursuit board game. They came up with an innovative idea.

What are the key ingredients for a successful start-up?
It goes without saying that you need to have a good idea and a solid business plan. But the business plan is not worth the paper it’s written on if you can’t or don’t properly execute your plan.

How could the region’s banking community improve the services they provide to start-ups?
Banks need to recognize that start-ups and SMEs can grow into very large and important customer. Banks need to make it easier for start-up companies to get financing and provide them good interest rates and cater to their unique needs.

What path do you suggest for would-be Omani entrepreneurs?
They need to think big and they need to think global. If they only focus on the Omani market they will be limiting themselves. Oman is a small country from a population perspective. There isn’t the critical mass like in China.

What are the drawbacks to being an entrepreneur?
Unfortunately, the failure rate of start-up companies is very high. With the odds against your favour, it will take determination of steel, perseverance and hard work to succeed. Therefore, entrepreneur’s need to be extremely passionate about their business.

What do you think the dotcom has done for enterprise and innovation?
The dotcom revolution has helped with access to information/ideas and it has made it easier for a small start-up business to market and sell their products globally.

How do you recognize the next big thing?
I believe the next big thing will be in converged end user applications. With Vision 2020 and eOman, the Government is investing heavily in infrastructure and pushing ICT.

BBIC Interview with Eyhab Al Hajj

Would you mind giving us an overview of Nawras?
A Telecommunications company that operates in Oman offering Mobile services. Nawras was launched 16 March 2005 and today has 400,000 customers with unique service offerings in a highly competitive mobile market. Nawras’s current market share stands at around 25%.

Why have you become involved in the TKM – Ernst & Young Big Business Idea Competition?
Since its launch, Nawras has continuously been improving on customer experience through innovative methods, that's why Nawras was happy to get behind TKM’s initiative which has ‘innovation’ at its very heart.

How important are start-ups to Oman’s economy?
Over the past couple of years, Oman has witnessed a growth in foreign investment, such growth provides the ideal environment for secondary markets to develop, especially those which are service oriented, bearing in mind that the best ‘products’ sold are the ones that are sold as ‘services’ . I can’t think of a better time for start-ups to start!

What personal experience do you have of the start-up culture?
At Nawras I’m part of a highly dynamic start-up team. If I can sum up the start-up culture in a couple of words it would be: “exciting and hectic.” I’ve never felt a 12-hour day go by so fast!

What characteristics do you need to be a successful entrepreneur?
Being able to think about the future and putting your ideas down on paper. I mean think to the extent that you live the situation, that’s what you'll need todo to ensure momentum and drive. An all encompassing business plan will help you realize your dream before selling it to your banker or business angel.

Which international entrepreneur has inspired you and why?
HH Sheikh Mohammed Al Maktoum, a man with vision and real drive.

What are the key ingredients for a successful start-up?
A well thought through business plan, covering all possible angles including customer satisfaction and market entry. One important dimension is planning for change, ask yourself “what if” - life's full of surprises and it usually happens when you least expect it, generally on a Tuesday afternoon at 4:00pm.

What path do you suggest for would-be Omani entrepreneurs?
Tourism and ICT are where it’s at and will be for a long time to come.

What are the drawbacks to being an entrepreneur?
There’s a greater sense of self-reliance and commitment. It's very different to working in an established organization where there’s a higher level of intrinsic momentum and collectiveness.

What do you think the dotcom has done for enterprise and innovation?
Business models have become more focused on delivering differentiated service offerings whether through speed or reach. Indeed, in the dotcom era these have becoming increasingly more important to customers.

How do you recognize the next big thing?
If you’ve a passion for it and a market, than you’ve found it!

BBIC Start-up Tips

Starting your own business is one of the most challenging but rewarding experiences you will ever embark on. While there is no way to eliminate all the risks involved, careful planning and research can improve your chances of success. The following 14 tips will give you an overview of what's involved in starting out on your own, and the issues you will need to address.

1. Focus

You are not all things to all people. Decide on your niche - narrow your focus and broaden your appeal.

2. Stand Out

If your competitors are doing it, don't. Find a way to stand out from the crowd.

3. Team Player

Don't hire someone just to fill a position. Employ someone to be part of your team.

4. Quick Reactions
Time a precious commodity. When delivery is expected on Tuesday afternoon, deliver on Monday morning. Return calls and e-mails as quickly as possible.

5. Find the Right Location
The decision on where you base your business needs to be carefully considered, taking into account costs, competition and accessibility for staff and clients. Also consider the kind of image you wish to convey with your business premises. Do you need to attract passing trade in a busy area or is it more important to have cheaper or larger premises in a less prominent area?
6. Now Say Thank You

Say thank you to your customers and employees. When you can, sit down and write them a note – people will really appreciate the gesture.

7. Take Advice
Always seek advice, guidance and support in all aspects of your business - from the initial concept and business planning, to ongoing development and beyond.
8.Know the Law
Make sure you understand the legal intricacies of starting and running a business, accounting, audits, partnership contracts, health and safety, etc.,
9. Same, Same

Your business has to have a consistent look and feel. A customer must get the same impression/message from everyone within your organisation.

10. Be Happy

People will buy from you because they like you. People buy from those they like dealing with even if they can get it cheaper elsewhere.
11. Keep on Top of Bookkeeping
The paper chase can be incredible when first starting out in business, but it pays to keep on top of it all. Many small business owners end up managing the accounts themselves, especially when first starting out. For this reason it's essential that you find an accountant that you can trust and who can advise you on the financial aspects of running a business.
12. Upbeat
Your glass must always be half full. A positive attitude will always pay dividends in the end.

13. Meet Their Needs

Don't hard sell. Solve problems. Satisfy wants. Do what is truly best for your customer.

14. Challenge the Status Quo

Never accept the idea that this is the way you've always done it. Accept that a new idea or technology could work for you and your business.

BBIC Judging Criteria

In order to help those participating in the TKM – Ernst & Young Big Business Idea Competition (BBIC), we’ve detailed below the general criteria the judges - headed up by Dr. Graham Smith of Sohar Aluminium - (pictured right) will use in evaluating submissions.

There are five (5) categories of criteria which the BBIC judges will consider when reviewing the business plans:

1. Innovation
Does the business have the potential to break new ground in their field and could it truly be described as cutting edge?

2. Team
Have the key functions of the business been properly identified and have gaps within the business been recognized? Do we have credible candidates in place or identified for those functions?
Is the team clearly led?

3. Technology
Is the product/service likely to be ready for market within a realistic (i.e. fundable) timescale?
Has the technology been verified, either independently or by prospective customers?
Is it genuinely original and valuable?

4. Business Model
Does the plan spell out clearly how the business will make money?
How sustainable is the business?
Does it have high growth potential?
Is there a convincing focus on cash-generation?

5. Market Opportunity & Proposition
Does the plan define a clear need for the product/service?
Is there a viable value proposition on offer to meet that need?
Is the market defined in terms of size, dynamics and competition?
Is there a credible marketing strategy showing routes to market, competitive positioning and partnerships?

Finally, does this Plan present a credible business proposition?

BBIC Interview with Mohammed Al Ghassani

We spoke to Mohammed Al Ghassani, Deputy CEO, PEIE (pictured right) about the TKM - Ernst & Young Big Business Idea Competition and this is what he had to say on the competition, what it means to be a successful entrepreneur, the downside of 25/8 and recognizing the next big thing

What triggered the idea for the Big Business Idea Competition?
We’re very much of the view that entrepreneurs feel, and probably are, left out in the cold. So it's partly a pat on the back for them but it's also establishing role models for young men and women who want to start a business and trying to help grow the entrepreneurial culture in Oman. We also want to get young business people into The Knowledge Mine, the business incubator program based at Knowledge Oasis Muscat (KOM).

What characteristics do you need to be a successful entrepreneur?
All the successful entrepreneurs I've met have had a vision of what they want their business to be. But it's not just about vision, it's being able to lead and inspire people with your vision. An entrepreneur has determination, works against the odds, shrugs off failure and just gets on with the job.

What path do you suggest for would-be entrepreneurs?
I think it's worth working for someone before you start your own business, unless you’ve a great idea that’s going to take the market by storm. If you work for somebody else you get to understand marketing, sales, accounts and customer care – all the important stuff – and you won’t lose you shirt in the process.

What’s the downside to being an entrepreneur?
Probably working 25/8. Most entrepreneurs I know are workaholics and that isn’t the easiest thing to be when you’re married with three kids. Balancing work and family life must be very challenging if you want to be a successful entrepreneur.

What do you think the dotcom has done for enterprise?
In simple terms, the Internet has created lots of activity that in turn has created a tremendous amount of wealth. The dotcom world has also introduced a lot of changes to business – the landscape has changed dramatically over the past 10 years or so.

Have you got a favourite entrepreneur?
One of the best and classic entrepreneurs has to be Charles Rolls, because he had the vision (and the cash helped) to produce an automobile that’s synonymous with high quality - something all manufacturers try to achieve - and the branding that goes with it.

How do you recognize the next big thing?
I suppose for a business to become a major success it needs to have a new model of some sort, a model that’s driven by new technology, science or the Internet. I’m not entirely sure if you can spot the next big thing, it just creeps up on you.

What's the most interesting part of your job?
The TKM – Ernst & Young Big Business Idea Competition has been a real high point for me recently. I feel we’re really contributing to the development of the country’s economy, that’s a good feeling to have. It’s great meeting so many ‘would-be’ entrepreneurs and networking with them.

Beginner's Guide to Intellectual Property (IP)

For those of you entering the Big Business Idea Competition - Intellectual Property (IP) issues will certainly be on your agenda. With this in mind, we've decided to include a short introduction on what IP is all about. At the bottom of this short section you'll find links to various IP sites and these should answer any of the queries you have. In the beginning..........the US legal system developed the concept of intellectual property (IP) to encourage the creation of valuable ideas and protect them from being stolen.

In law, particularly in common law jurisdictions, IP refers to a legal authorization which sometimes attaches to the expressed form of an idea, or to some other abstract subject matter. In general terms this legal authorization sometimes enables its holder to exercise exclusive control over the use of the IP. The term IP reflects the idea that the subject matter of this property is the product of the mind or the intellect, and that once established; such authorizations are generally treated as equivalent to physical property and may be enforced as such by the courts. Various schools of thought are critical of the concept of IP, some of which characterize it as intellectual protectionism.

According to Article 2, section (viii), of the Convention Establishing the World Intellectual Property Organization, signed in Stockholm, 14 July 1967: "intellectual property" shall include the rights relating to: literary, artistic and scientific works, performances of performing artists, phonograms, and broadcasts, inventions in all fields of human endeavour, scientific discoveries, industrial designs, trademarks, service marks, and commercial names and designations, protection against unfair competition, and all other rights resulting from intellectual activity in the industrial, scientific, literary or artistic fields.

IP is a creation of the intellect that has commercial value. It includes copyrighted property such as literary or artistic works, and ideological property, such as patents, titles of origin, business methods, as well as industrial processes. Intellectual property is a term often used to refer generically to property rights created through intellectual and/or discovery efforts of a creator that are generally protectable under patent, trademark, copyright, trade secret, trade dress or other law.

Common types of IP rights protect different types of abstract subject matter. In brief, the 5 main types of non-physical things considered to comprise IP are:

1. Copyright/©: A copyright protects original works of authorship fixed in a physical medium of expression. Copyrights can include published and unpublished works—literary, dramatic, and musical and dance compositions, films, photographs, audiovisual works, paintings, sculpture, and other visual works of art, as well as computer programs—from being copied.

2. Patent: A patent is a grant issued by the federal government giving an inventor the right to exclude others from making, having made, using, leasing, offering to sell, selling, or importing an invention in the United States. A patent does not necessarily guarantee inventors the right to make, use or sell their inventions; in some cases, utilizing a patented invention depends on another person's prior, unexplored patent.

3. Trademark/™ ®: Trademark protection covers a non-functional word, logo, slogan, symbol, design — or any combination of these—that distinguishes a product or service. Essentially trademarks are the brand names that promote competition by giving products corporate identity and marketing leverage.

4. Trade Secret: A trade secret is a formula, pattern, manufacturing process, method of doing business, or technical know-how that gives its owner a competitive advantage. Trade secrets cover a wide range of information, including chemical compounds, machine patterns, customer lists and software.

5. Designs: IP of design refers to the form of appearance, style or design of an industrial object, for example furniture or textiles.

http://www.apecipeg.org/choose.asp

http://www.negativland.com/intprop.html

http://www.wto.org/english/tratop_e/trips_e/trips_e.htm

http://www.iprcommission.org/

http://usinfo.state.gov/products/pubs/intelprp/

http://www.eldis.org/ipr/

http://www.infonomics.nl/ipr/

BBIC Interview with Nick Pattison

As part of the TKM - Ernst & Young Big Business Idea Competition (www.kom.om/bbic) we will be running a series of weekly interviews with the Competition's organizers, supporters and judging panel - they'll be talking about the start-up culture and its importance to Oman's growing knowledge-based economy, innovation, entrepreneurship and how to spot the next big thing. Nick Pattison (pictured left) of Networking Engineering Services and a BBIC judge kicks off the series.

Q: Would you mind giving us an overview of Network Engineering Services (NES)?
A: NES is a small company that specialises in technology, mainly in the telecoms area but also increasingly in the e-commerce field.

Q: Why have you become involved in the TKM – Ernst & Young Big Business Idea Competition?
A: A healthy business climate means a healthy economy. Anything and anyone who is encouraging this has my vote and absolute support.

Q: How important are start-ups to Oman’s economy?
A: In one word… Vital! SMEs form the engine of a thriving economy and business start-ups form the nucleus of SMEs. A World Bank report recently emphasized this. The Government of Oman has already created the necessary framework to encourage enterprise. Now those of us who care and can contribute need to help Omanis take advantage, in a structured and professional way, of this attractive business climate

Q: What personal experience do you have of the start-up culture?
A: In my previous life as a Shell employee I have personally been involved with many start-ups in a number of countries: principally amongst contractors.

Q: What characteristics do you need to be a successful entrepreneur?
A: Not the flamboyant ones that people always comment upon! It’s a tough environment so you have to be tough and persistent and you also need to plan, plan, plan. Who would climb Mount Everest without thoroughly planning for every eventuality?

Q: Which international entrepreneur has inspired you and why?
A: Freddie Laker. He started the cheap flight business back in the 1970s and found himself up against some frightening vested interests - mostly countries since airlines in those days were often state-owned.

Q: What are the key ingredients for a successful start-up?
A: You need a product that people want, some good market research, a good business plan that is strong enough to convince the banks of the strength and quality of the business, a credible understanding of the requirement for working capital and as I mentioned before some seriously good planning.

Q: How could the region’s banking community improve the services they provide to start-ups?
A: Banks don’t take risks. They should be prepared to take risks, even if it means reflecting that in the borrowing rates and they should provide advice and support. Too often once the loan has been made they simply wait for it to be paid back.

Q: What path do you suggest for would-be Omani entrepreneurs?
A: I declare an interest here. Shell will shortly launch a Fund for businesses who would normally find it difficult to borrow from banks. The Fund will start with a payment of US$10 million (Shell’s Gift to the Nation to celebrate the 35 years since His Majesty’s accession to the throne) which is designed to stimulate the formation of successful SMEs. Managed by South Africa’s GroFin, the emphasis will be on mentoring and support, areas that GroFin has a lot of experience with.

Q: What are the drawbacks to being an entrepreneur?
A: An entrepreneur by definition is a risk-taker. That in itself can lead to lows and well as highs. Further he/she has to dedicate most of their waking hours to get a business off the ground. This is not easy given social obligations.

Q: What do you think the dotcom has done for enterprise and innovation?
A: It allows anyone access to an incredible range of information and trends. Its importance cannot be over-rated

Q: How do you recognize the next big thing?
A: In Oman? You’re lucky, it’s easy. Be a copycat: see what is happening elsewhere and if you feel it would work here, have a go. Also look at the big developments in, for example, Sohar. Go and talk to them and see what they need in the way of support services.

6 Great Biz Plan Links

Writing a business plan can be a tough job. So, we thoroughly recommend you check out the websites listed below - six great recommendations. Over the coming months, we'll be posting regular business plan/start-up web-based links.

1). Entrepreneur.com
Whether you are starting out, need funding or just want to monitor the health of your business, creating a business plan is your first step on the path to success. Read Entrepreneur.com’s extensive how-to, check out dozens of sample plans, and use its calculators to complete your financials.
http://www.entrepreneur.com/Your_Business/YB_Node/0,4507,131-----,00.html

2). Howard University
This is Washington DC-based Howard University’s sample business plan template – it doesn’t get any clearer than this! http://www.ntia.doc.gov/opadhome/mtdpweb/busplano.htm

3). Biz-in-a-Box
This website offers a free business start up guide which looks at business planning, protecting your venture, accounting, staffing your business, finance and insurance issues.
www.biz-in-a-box.co.uk/defaultpage.asp?PageID=quickstart

4). Just Start Ups
A new web resource containing very practical information and advice as well as links to products and services specifically for business start-ups, sole traders and growing small businesses. www.nowletsgetstarted.co.uk

5). Small Business Advice Service
This website is supported by the UK's National Federation of Enterprise Agencies. The service provides access to a range of business information and tools including reference documents, checklists, business planning software, links to other external information sources and services. It also has an "ask a business advisor" service which lets you e-mail an accredited business advisor for free about your business idea. http://www.smallbusinessadvice.org.uk/

6). Youth Business International (YBI)
YBI is a unit of The Prince of Wales International Business Leaders Forum that helps disadvantaged young people realise their ambitions to become entrepreneurs. More than 50,000 young people have been set up in business by twenty YBI programs around the world. http://www.youth-business.org/

Biz Plan Speak

For those participating in the TKM - Ernst & Young Big Business Idea Competition (www.kom.om/bbic) here are some business plan pointers that might be of use - a mini business plan lexicon if you will.

A Plan: A statement of intent - a calculated intention to organize effort and resource to achieve an outcome - in this context a plan is in written form, comprising explanation, justification and relevant numerical and financial statistical data. In a business context a plan's numerical data - costs and revenues - are normally scheduled over at least one trading year, broken down weekly, monthly quarterly and cumulatively.

A Business: An activity or entity, irrespective of size and autonomy, which is engaged in an activity, normally the provision of products and/or services, to produce commercial gain, extending to non-commercial organizations whose aim may or may not be profit.

A Business Plan: Today, this is a very general and flexible term, applicable to the planned activities and aims of any entity, individual group or organization where effort is being converted into results, for example: a small company; a large company; a shop in the souq; a local e-learning business; a multi-million Rial, multi-national corporation; a school; a hospital; the municipality; a ministry; a joint-venture; a project within a business or department; a business unit, division, or department within another organization or company, a profit centre or cost centre within an organization or business; the responsibility of a team or group or an individual.

The business entity could also be a proposed start-up, a new business development within an existing organization, a new joint-venture, or any new organizational or business project which aims to convert action into results. The extent to which a business plan includes costs and overheads activities and resources (eg., production, research and development, warehouse, storage, transport, distribution, wastage, shrinkage, head office, training, bad debts, etc) depends on the needs of the business and the purpose of the plan. Large 'executive-level' business plans therefore look rather like a 'predictive profit and loss account', fully itemised down to the 'bottom line'. Business plans written at business unit or departmental level do not generally include financial data outside the department concerned. Most business plans are in effect sales plans or marketing plans or departmental plans, which form the main bias of this guide.

Strategy: This term has military roots, in a business planning context strategy/strategic means/refers to why and how the plan will work, in relation to all factors of influence upon the business entity and activity, particularly including competitors, customers and demographics, technology and communications.

Marketing: Many believe that marketing means advertising or sales promotion. In reality, marketing means and covers everything from company culture and positioning, through market research, new business/product development, advertising and promotion, PR (public/media relations - in print and on the Web) and arguably all of the sales functions as well. Marketing is the process by which a business decides what it will sell, to whom, when and how and then does it.

Marketing Plan - logically a plan which details what a business will sell, to whom, when and how, implicitly including the business/marketing strategy. The extent to which financial and commercial numerical data is included depends on the needs of the business. The extent to which this details the sales plan also depends on the needs of the business.

Sales: This is the transactions between the business and its customers whereby services and/or products are provided in return for payment. Sales (sales department/sales team) also describes the activities and resources that enable this process, and sales also describes the revenues that the business derives from the sales activities.

Sales Plan: A plan describing, quantifying and phased over time, how the the sales will be made and to whom. Some organizations interpret this to be the same as a business plan or a marketing plan.

Service Contract: A formal document usually drawn up by the supplier by which the trading arrangement is agreed with the customer.

Strategic Business Plan: This is a business plan with strategic drivers - which actually all business plans should be.

Strategic Business Planning: Developing and writing a strategic business plan.

Philosophy, Values, Ethics, Vision: These are the fundamentals of business planning, and determine the spirit and integrity of the business or organisation.

Start-up Evening at Muscat Inter-Continental

The Knowledge Mine – Ernst & Young Big Business Idea Competition 2006, Oman’s first nationwide business plan competition is holding a Start-up Evening at the Muscat Inter-Continental Hotel at 7:00pm on 3 July.

The competition - in its first year - is viewed by many as a launch pad for participating entrants to successfully raise investment for their commercial ventures. The competition has a top prize of RO6,000 (US$15,500) and rent free accommodation in the Knowledge Mine business incubator program. According to the organizers, the Start-up Evening will include a brief on the competition, a presentation by Ernst & Young on how to write a business plan plus a presentation by Mohammed Al Rasbi, Founder and CEO of R&D, a start-up firm based in the TKM incubator program.

Ibtisam Al Faruji (pictured above), Head of Marketing, PEIE and organizer of the competition said: “the competition is limited to Omani nationals and we welcome entries from individuals, teams, students and entrepreneurs – anyone with a good, innovative idea for a technology-driven business should think about participating in the competition. The idea should be original or a significant improvement on an existing business. Indeed, the 3 July Start-up Evening will be an excellent opportunity for people to learn more about the competition and what it means to create a start-up company.”

“If you are new to business and creating a business idea, you will learn a lot by participating in the Big Business Idea Competition. Entrants will receive high-level feedback on their business idea and the chance to learn more about processes of business. We believe that the competition is a highly-prestigious platform for successful new venture creation – it offers entrants access to networks, training and valuable contacts, and it helps further understanding of the investment process and what constitutes a realistic marketable idea,” said Ahmed Al Hadhrami, Marketing Officer, PEIE.

In partnership with Ernst & Young, TKM is also running three pre-competition workshops. “The first two workshops - 25 June and 2 July - were a big hit with those that attended. Having free access to experts from Ernst & Young is an opportunity that doesn’t come along everyday,” commented Al Faruji. The next workshop will be held at Knowledge Oasis Muscat, building 1 at 5:00pm on 9 July. “The three workshops are intended to take a close look at what it means to research and write a business plan plus how to use it to raise investment for your business,” remarked Al Hadhrami. The workshops are free of charge. To reserve a place for the workshops or to attend the Start-up Evening call: 24155132 or e-mail:

Ibtisam@kom.om

Big Business Idea Competition: What's it All About?

The Big Business Idea Competition
Do you have a business idea that could be a winner? Can you put together a plan to make it happen? Would you like advice and feedback from people with a track record of success? If so, then enter the 2006 TKM – Ernst & Young Big Business Idea Competition.

There are lots of potential entrepreneurs in Oman who have great ideas for businesses but who may not have the confidence or the support to take the leap into an entrepreneurial life. The TKM business incubator program based at Knowledge Oasis Muscat and Ernst & Young have come together to provide an opportunity for potential Omani entrepreneurs to take the plunge.

Competition Format
To be considered for the competition, Omani entrepreneurs need to complete and submit an official application form by the closing date of 2 September 2006. Applicants must be Omani nationals and be at the seed, start-up or early stages of developing their business idea. Business ideas can be from any industry sector but the ultimate winner is likely to display a high level of originality, creativity and/or innovation in their idea. Although no one is excluded, applicants with ideas exclusively based upon retailing or the provision of personal services are unlikely to be successful. It must also be noted that business ideas must be compatible with and meet the conditions for occupancy of the TKM business incubator program (www.kom.om/tkm)

Application
The application form offers Omani entrepreneurs the opportunity to outline in detail why they feel their particular idea is worthy of the prize. Headings on the application form include:

o General overview of business idea
o Relevant education/experience
o Target market
o Major issues/obstacles likely to be faced
o Progress to date
o Main reasons why the idea will be a success

Benefits to Applicants
If you are new to business and creating a business idea, you will learn a lot by participating in the Big Business Idea Competition. We offer high-level feedback on your business idea and the chance to learn more about the processes of business. The competition is a highly-prestigious platform for successful new venture creation and it helps further understanding of the investment process and what constitutes a realistic marketable idea. All applicants will be offered a one-on-one advisory consultation session with a TKM business advisor. This will be offered regardless of the level of innovation exhibited in the application.

Key Dates
18 June 2006: Launch Date – Press Conference
2 September 2006: Closing date for submission of entries
5 September 2006: Semi-finalists announced
20 September 2006: Semi-finalist submit full business plans
5 November 2006: The Big Business Idea Gala Dinner & Award Ceremony

Big Business Idea Workshops
If you have never written a business plan before, or even if you have but would like to improve, then come along to the Big Business Idea Competition Workshops.

25 June 2006: Business Plan Workshop I
This workshop covers the first steps: structuring a business plan; communication techniques; how to research your market and customers; writing for your investor.

2 July 2006: Business Plan Workshop II
In this workshop, we take a close look at three of the most important sections of any business plan: Operations, Finance and Marketing.

9 July 2006: Business Plan Investor Panel
The investor panel will help cover the next step of using your business plan to raise investment for your business.

How to Enter
To enter the competition, individuals or teams need to complete the short application form and hand it in at the Reception of building 1, Knowledge Oasis Muscat by 1:00pm, 2 September 2006. Or e-mail to: ibtisam@kom.om

The Winning Prize
The winner of the competition will receive the following:

o 12 months free rental of a unit in The Knowledge Mine with an option to renew for a further six months. While rental of the unit will be provided free as part of the prize fund, the running costs associated with the unit (i.e. electricity, water; telecomms; etc.) will be covered by the winner.

o Technical Assistance of 50% of costs of office, equipment and/or other eligible costs related to the set-up of the business subject to a maximum of RO4,000.

o RO2,000 of Internet and mobile credit from Nawras.

o Up to 6 days consultancy from TKM business advisors, who will formally assist with business planning, financial planning and marketing. A comprehensive business plan covering all aspects of the business will be developed.

o Opportunity to avail of the wide range of other support provided by TKM.

Judging Criteria
Applicants will be required to submit a completed application form with details of their business idea to be judged by a panel of experienced professionals. The ideas will be short listed based on their level of innovation, creativity and/or originality, understanding of commercial realities and overall potential for long-term success. Short listed applicants will then be required to undertake a short informal interview to discuss their business idea in greater detail. The winner will be deemed by the judges to have the greatest overall potential for long-term success.

Confidentiality
The organisers, judges and mentors associated with the Big Business Idea Competition are required to sign a non-disclosure agreement. Both your Business Idea and Business Plan will be treated in the strictest confidence. It is the participant's responsibility to make the organization they are employed by or affiliated with aware of their participation in the Big Business Idea Competition.

The Knowledge Mine Profile
The Knowledge Mine (TKM) was established in April 2004 and was set-up to provide state of the art incubation workspace and support for start-up businesses. Knowledge Oasis Muscat oversees the management and running of TKM. To date, TKM is become home to eight start-ups. A core component of TKM’s make-up is its business mentoring services, provided by: Ernst & Young; Intilaqaah; Trowers & Hamlins; KPMG; and Talal Abu-Ghazaleh.

Big Business Idea Competition To be Launched

The Knowledge Mine (TKM) – Ernst & Young Big Business Idea Competition 2006, the first national business plan competition of its kind in Oman, will be launched Sunday 18 June at Knowledge Oasis Muscat.

“The Big Business Idea Competition is a marvellous initiative and we’re searching for ‘would be’ entrepreneurs who want to turn their ideas into a successful business that everyone can benefit from. In simple terms, this is a competition that is designed to encourage Omani students, researchers and entrepreneurs to act on their talent, ideas and energy to produce tomorrow's leading businesses,” said Eng. Mohammed Al Ghassani, Executive Vice President, Public Establishment for Industrial Estates (pictured) and organizer of the competition.

In partnership with The Knowledge Mine incubator program, the competition brings together seven of Oman’s leading organizations with the aim of generating awareness of innovation, entrepreneurship and the start-up culture. “Without the support and involvement of Ernst & Young, Nawras, Ericsson, National Bank of Oman, Apex Publishing, Infocomm Group and the newly-created Information Technology Authority, the competition could not have been organized. Indeed, these are organizations that understand the importance of this annual initiative and its long-term impact on the Sultanate’s economy,” said Al Ghassani.

Entries are welcome from Omani nationals and the organisers particularly encourage University staff, researchers, students and entrepreneurs to enter, but also welcome submissions from individuals and teams and new companies who have good, innovative ideas for a technology-driven business. “Ideas should be original or a significant improvement on an existing business. This year the competition has a top prize of RO5,000 for the winning business plan plus free office accommodation in The Knowledge Mine incubator program,” said Philip Stanton, Managing Partner, Ernst & Young. Full details on how to take part in the competition can be downloaded from www.kom.om/bbic

The competition seeks out the best new business ideas, as judged by a panel of industry experts that includes: Mohammed Salem and Rajeev Singh (Ernst & Young); Rob Clark (Ericsson); Hassan Shaban (NBO); Dr. Ashraf Al Nabhani (The College of Banking & Financial Studies); Eng. Mohammed Al Ghassani (PEIE); Khalid Ansari (KPMG); Dave Pender (PEIE); Alan Rooke (OmanLine); and Nick Pattison (Pattison Consulting). Entrants have until 1:00pm on 2 September 2006 to submit their business plan at Knowledge Oasis Muscat. Semi-finalists will be announced in early September and the four best business plans will be invited to present at a Gala Dinner scheduled for 5 November at the Muscat Inter-Continental Hotel.

Those who submit a business plan will get high-level feedback on their idea and the chance to learn more about processes of business. “The competition is a highly-prestigious platform for successful new venture creation, access to networks, training and valuable contacts and it helps further understanding of the investment process and what constitutes a realistic marketable idea,” commented Al Ghassani. Advisers from Ernst & Young will run three pre-competition workshops (28 June, 2 and 9 July) at Knowledge Oasis Muscat – these are intended to help entrants sharpen up their business ideas to make them more viable. Commenting on Ernst & Young’s involvement in the Big Business Idea Competition, Stanton said: “As Oman’s economy continues to grow, Ernst & Young is delighted to play a role in furthering business development in the Sultanate.”

"It's a wonderful opportunity," said Hassan Shaban, Head of Corporate Communications, NBO. "I'd advise anyone who's interested in starting a business to enter the Big Business Idea Competition. In fact, this is a great opportunity for us to encourage the creative approach that underlies the innovative and entrepreneurial business spirit that’s sweeping the globe.”