erfolgreich gruenden in berlin englische ausgabe

Guide for non-German business founders

Successful start-ups in Berlin

The event is financed by the Berlin Senate Department for the Econo-my, Technology and Womens Issues and the Investitionsbank Berlin

Overall coordination

Cooperation partners

2Successful start-ups in Berlin - 2011 Guide BWK GmbH

Foreword

Dear Business Founders,

As future entrepreneurs you will make an important contribution to Germany. Non-German companies are creating new jobs and therefore providing hundreds of thousands of people with a livelihood and prospects for their life and families all over Germany and especially in Berlin.

Through new concepts and start-up projects you enrich the landscape of companies based in Germany and promote the integration of other cultures in society. This must be encouraged by preparing and securing start-ups properly. The lack of appropriate information for people setting up businesses must be remedied using a targeted range of consultancy services with intercultural expertise. Long-term support is often also required during the strategic planning phase and people interested in setting up a business should be made more aware of finan-cing instruments with low capital requirements.

As in previous years, special events for people of foreign origin wishing to set up a business have been sponsored by the Berlin Senate Department for the Economy, Technology and Womens Issues and realised by select migrant organisations. Over 800 interested parties received initial information about business start-ups in eight languages at these one-day seminars. Many of them are now successful entrepreneurs. This brochure offers you an initial overview as a future entrepreneur. Use this brochure to plan your independence and obtain more information and advice from your ethnic communitys business institutions and bodies. As in past years, we at BWK BildungsWerk in Kreuzberg will share our knowledge and experi-ence with you beyond these seminars, if required.

We wish you the best of luck in realising your project.

Nihat SorgeManaging Director of BWK BildungsWerk in Kreuzberg GmbH

Dear Ladies and Gentlemen, I am delighted that you are interested in this federal states range of consultancy services. A start-up requires long-term and careful preparation. However, the chances of success are good: Berlin is still Germanys start-up capital. The start-up boom in Berlin continues unabated: the highest number of start-ups since reunification was recorded in 2010 with roughly 42,700 new companies. In comparison with other federal states Berlin takes first place again with 124 start-ups for every 10,000 inhabitants. What is especially pleasing is that Berlin is also parti-cularly attractive to people setting up businesses in the technology sector. Roughly 1,860 new companies emerged last year in the information and communication sector alone.

People from Berlin of non-German origin play a huge part in this start-up boom. Their share of start-ups has more than doubled in the last few years. Official statistics show over 14,400 new start-ups by foreigners for 2010. This means that people without a German passport make up a good third of all people setting up businesses in Berlin. The share of self-employed with a migration background was even higher, if you do not count the people of non-German origin with German citizenship setting up businesses.

Being your own boss is a great opportunity for many people. However, you must be well prepa-red for such a step and aware of the prospects and risks.

Access to comprehensive information is therefore crucial. Berlin will not let you down in this respect. My company, other public institutions such as the Investitionsbank Berlin, District Business Development Offices and many other institutions provide you with important informa-tion and assistance. Added to this are the specific offerings from ethnic business associations and organisations, some of whom are also involved in the series of seminars for non-German people setting up businesses. In this brochure you will find a summary of important addresses for Berlin consultancy services. Please do not hesitate to contact these institutions; they are there for you.

I wish you the best of luck with implementing your own ideas!

Harald WolfMayor and Senator for the Economy, Technology and Womens Issues Berlin

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Successful start-ups in Berlin - 2011 Guide BWK GmbH

Foreword

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Foreword

Almost 460,000 foreigners from 190 countries currently live in Berlin. Added to these are those people who already have German citizenship and therefore no longer hold foreign status.

The step towards independence is an important integration and economic policy aspect. Accor-ding to estimates by the Chamber of Industry and Commerce, the number of non-German tra-ders in Berlin is roughly 32,000 in total. The number of self-employed people of Turkish origin alone is estimated at up to 9,000, according to information from Turkish business associations. And the propensity for start-ups by these citizens is unceasing. In 2010 alone, 14,457 people of foreign nationality set up a sole proprietorship in Berlin.

These figures show how important self-employed foreign citizens are for the economy in Berlin. To encourage entrepreneurs with a migration background, Investitionsbank Berlin (IBB) has been supporting the series of seminars for non-German people setting up businesses for many years now. In these seminars people receive the basic knowledge needed for their project. The series also offers participants a great forum for sharing experiences.

The seminars can of course only offer guidance on issues of independence and start-ups. IBB is at your disposal for more detailed advice about your own livelihood. Anyone who is thinking about a specific start-up project will find the right contact partner for appropriate financial advice in our consultancy centre. And if financing is then required we have a broad range of microcredits, from our start-up programme Berlin Start to our Berlin Credit programme.

I wish anyone setting up a business the best of luck in realising their plans!

Dr. Matthias von Bismarck-OstenGeneral Representative of Investitionsbank Berlin

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Contents

1 General information about foreign enterprise ...............................................................................62 The decision: are you an entrepreneur? ......................................................................................7 2.1 Motives for independence a summary from consultancy ....................................................7 2.2 Personal requirements ..........................................................................................................7 2.3 Specialist knowledge .............................................................................................................7 2.4 Commercial knowledge .........................................................................................................7 2.5 Formal requirements for foreign citizens ...............................................................................8 2.6 General formal requirements .................................................................................................8

3 Business idea ...............................................................................................................................10 3.1 Start-up or product idea .......................................................................................................10 3.2 Start-up options ...................................................................................................................11 3.3 Market research: needs and demand .................................................................................. 11 3.3.1 General needs analysis .......................................................................................................12 3.3.2 Sales market analysis ..........................................................................................................12 3.3.3 Analysis of specific competitors ...........................................................................................12

4 Concept to idea: stages of a business plan ...............................................................................13 4.1 Business plan executive summary ......................................................................................13 4.2 Presentation of start-up idea ...............................................................................................13 4.3 Presentation of founder .......................................................................................................13 4.4 Description of offer ..............................................................................................................13 4.5 Location ...............................................................................................................................14 4.6 Target group ........................................................................................................................15 4.7 Market analysis ....................................................................................................................15 4.8 Competition analysis ...........................................................................................................15 4.9 Sales measures ...................................................................................................................15 4.10 Capital requirements ...........................................................................................................15 4.11 Liquidity planning .................................................................................................................16 4.12 Profitability planning ............................................................................................................16

5 Financing a start-up .....................................................................................................................17

6 Directory .......................................................................................................................................20 6.1 Addresses for business organisations and institutions ........................................................20 6.2 Ethnic community addresses and profiles ...........................................................................21 Imprint ............................................................................................................................................24 Bibliography and recommended reading ........................................................................................24


1. General information about foreign enterprise

Integration is still a hot topic in German society. Although it is often overlooked that migrants have been working in Germany for decades as employees and have therefo-re significantly contributed to our levels of prosperity. In addition, they also make an important contribution to the national econo-my as business founders and entrepreneurs, especially in times of strained economic conditions, by for example creating numerous new jobs. Above all though, company start-ups contribute to stabilising the situation on the employment market by creating new jobs.

The number of foreign entrepreneurs in Ger-many has been constantly growing since the start of the 1980s. Out of a foreign working population of 3.3 m in total over 431,000 self-employed of different nationalities mainly work in the retail sector and hospita-lity industry and are an important economic factor. This corresponds to a self-employed quota of 9.6%. In the last eight years the absolute number of self-employed foreigners has developed more rapidly than the number of self-employed Germans. For example, the number of self-employed foreigners increased by 67% in the period from 2000 to 2008, whereas the increase in self-employed Germans was 20% in the same period.

Theoretical explanations frequently used for migrants entrepreneurship include theories that the drive for independence comes from the cultural values and norms of the countries of origin.In contrast there are attempts at an expla-nation that give the reason for migrants independence as market niches. It is assumed that specific demand potential and therefore market niches result from the migrants consumer needs that are met by self-employed people of the same origin.

Strong regional concentration (districts with a high percentage of foreigners) and strong sectoral concentration (hospitality and retail) are typical for niche economy businesses. Many successful foreign entrepreneurs, es-pecially in the second and third generation of immigrants, can no longer be attributed to the niche economy. Many foreign entrepreneurs are not restricted to customers of their own nationality; there is also a reorientation to-wards German customers and thus a change from niche to market.

Today, roughly 470,051 people with non-German citizenship live in Berlin; this corre-sponds to 13.7% of the population. Appro-ximately a quarter of the foreigners officially registered come from Turkey (111,285), followed by citizens from Poland (43,700), Italy (14,965) and France (13,133). Added to this, are a large number of people who have become naturalised over the last few years and have therefore only had German citizen-ship for a short time. 62,309 naturalisations took place in Berlin between 2000 and 2009. People of non-German origin are currently the most zealous company founders in Berlin. According to the 2009 start-up index from the BBB Brgschaftsbank zu Berlin-Brandenburg GmbH, foreign start-ups with a quota of 239 start-ups for every 10,000 workers lie significantly above German founders with 98 start-ups. This means the share of total start-ups has increased from 15% in 2003 to almost 33% in 2009. Entrepreneurial spirit is especially pronounced in Polish EU citi-zens, who have the greatest entrepreneurial commitment among non-German nationalities with a share of almost 34.2%. Start-ups by people of Turkish origin are slightly higher than last year at 13.84%. Over 9,394 busi-nesses in total were set up by foreign citizens in 2009, which corresponds to a 33% share

of all start-ups in Berlin. The self-employed quota of people of non-German origin is also significantly above the Berlin average of 14.1%. Unlike with Germans, the start-up dynamics have not slowed down with foreign citizens; it is just that the start-up environment has become more difficult. SMEs signifi-cantly contribute to economic and structural development. They respond quickly to new technical and economic changes. Small and medium-sized enterprises constantly prove to be a stabilising factor on the employment market, particularly in times of economic weakness. The Federation and Federal State of Berlin therefore support the foundation of SMEs by providing financial assistance.

1. General information about foreign enterprise


2.The decision: are you an entrepreneur?

2.1 Motives for independence a summary from consultancyThe following arguments are constantly given as the basic motives for seeking indepen-dence in countless consultations with people setting up businesses:

The desire for independence and self-realisation

Asserting ones own ideas Recognising a market opportunity Greater respect from the pub-

lic and enhanced prestige Wanting to do things better than others A higher, fairer income

based on performance Frequent problems in current job,

avoiding the risk of dismissal Looking for a way out of unemployment.

2.2 Personal requirementsFrom a commercial law point of view, apart from a few exceptions, there are no specific qualifications required to start-up and manage a company. The entrepreneur unequivocally has the authority to issue guidelines within the company. This is why personal strengths and life experience are also required besides commercial knowledge, specialist knowledge and industry experience.

Your personal suitability as an entrepre-neur:

Are you prepared to take risks in terms of commercial prudence? Taking a risk also means knowing what you are risking something for.

Are you open to new ideas? Do you have energy and stamina

(physical and mental)? Constant stress due to start-up formalities, working through your first orders and acquisition demands huge commitment from a business founder. Health problems represent a risk, for the start-up company and also partnerships.

Are you enterprising and capable of making decisions; can you cope with setbacks?

What is your behaviour like towards other people (sociable, outgoing, powers of persuasion)? Anyone who wants to be successful needs a healthy measure of communication skills. You have to be able to express yourself in writing and verbally so that what you want to communicate to someone is received as you intended it. This also applies to presenting your business idea, giving reasons for a loan from the bank and negotiating prices with suppliers. People setting up businesses have to cope with difficult

communication processes, especially in the development phase, as they generally have to first build up trust.

Can you motivate staff and partners? Are you able to accept criticism from customers, etc.?

Is your family behind the business idea? Will your family have to cope with setbacks, disadvantages and even financial losses, if applicable?

A range of general characteristics are continuously mentioned as requirements, such as

Willingness to take risks and motivation Self-confidence Sense of responsibility Prepared to work hard Staying power Charisma and willpower.

Clarify before the start-up: Whether your family is committed

and 100% behind your project Who will reliably take over

which jobs at home Where you can save time Who will be involved in reliable childcare How much time you will have to or want

to invest in your home and family after the start-up.

2.3 Specialist knowledge Excellent industry knowledge is just as important for a person setting up a business as management experience. You will not get anywhere without specialist and industry-related knowledge.

Do you know what your strengths and weaknesses are?Specialist requirements include commer-cial (see Section 2.4) and entrepreneurial knowledge. Commercial and entrepreneurial knowledge are essential to successfully sell a good product or a professional service in the long-term too. The will to constantly face new challenges is also particularly important. A company can hardly be managed successfully without a minimum of specialist qualifications. No-one can keep up with the rapid change these days, let alone draw a profitable use from it without at least being willing to participate in further training.

The business founder should be able to answer the following industry-related questi-ons:

How receptive is the market? Who are my competitors? What direction are current trends moving

in and what do customers really want? How will the market develop, for example

over the next ten years?

2.4 Commercial knowledge Specialist requirements include sound com-mercial knowledge. Even if a tax advisor later takes on the accounting, business analysis and tax process, the person setting up the business should at least have solid basic knowledge in these areas.

The business founder should also find out about the following areas, among others:

Administration/organisation Marketing Raising capital The companys legal form Insurance.

The following institutions offer courses, workshops and seminars on most topics to do with start-ups and company management. Attending these events is essential for any business founder:

IHK Berlin [Chamber of Industry and Commerce Berlin], Handwerks- kammer Berlin [Chamber of Trade]

Industry organisations and professional associations

Partner organisations from municipal, regional and national start-up initiatives and networks

Adult education Federal employment offices.




2.5 Formal requirements for foreign citizens The Auslndergesetz [AusIG - German Aliens Act] regulates which prerequisites foreigners have to meet to take up and carry out a self-employed job.

Nationals from an EU member state: Freedom of establishment and freedom of trade applies within the EU member states: EU citizens are therefore allowed to set up a business in any member state. They have the right to be issued with an Aufenthaltserlaub-nis [conditional leave to remain] and do not require a work permit.

Nationals from the new acceding states:For people from the new states acceding to the EU, the freedom of establishment also applies to the self-employed since 1st May 2004. Nationals from the new acceding states have the right to carry out a self-employed job or found and manage a company. They register their company in the same way as German nationals. Just like German nationals they must also fulfil the general requirements for access to the profession. In addition they must also be capable of doing the planned job (adequate language skills or presentation of the business concept).

Nationals from non-EU states: Nationals from non-EU states, who travel into the EU for the purpose of a self-employed job, receive an Aufenthaltsgenehmigung [leave to remain] that is generally issued as an Aufenthaltserlaubnis [conditional leave to remain]. If they are only staying in Germany for a limited period of time, e.g. to build a plant

or carry out a project, leave to remain is issu-ed as an Aufenthaltsbewilligung [temporary leave to remain restricted to a particular purpose]. If they are already in Germany and have leave to remain a self-employed job may be allowed by changing the basis of the leave to remain. An overriding economic interest or specific lo-cal need must exist with a self-employed job. The immigration authorities will consult the responsible institutions (Chamber of Trade, Trade Licensing Office etc.).

A self-employed job is allowed if You have unconditional leave to remain or

unconditional and indefinite leave to remain. You are married to a German citizen. After

three years of marriage you receive unconditional and indefinite leave to remain. You can turn self-employed at any time. If you want to set up a company within the first three years of marriage you must apply to the immigration authorities.The authorities decide for each specific application whether a restriction (stamp: Self-employment or similar activity not allowed) is lifted.

As a stateless person you have leave to remain. If your residence is not in Germany you must make an application for self-em ployment to the relevant Federal Republic of Germanys Foreigners Representative Board.

2.6 General formal requirementsOnce you have found out whether you meet all the requirements according to the Aliens Act, you can start to prepare the actual start-up. Formalities also have to be dealt with for this.

Find out whether your planned company is a trade. In this case you must register with the Gewerbeamt [Trade Licensing Office]. For this you need an identity card or passport. The following do not have to be registered with the Trade Licensing Office: members of the pro-fessions (e.g. doctors, architects, tax advisors, lawyers, artists, authors), scientists or agricultu-ral and forestry jobs. Once you register with the Trade Licensing Office the following authorities are generally informed about you:

Tax Office Employers Liability Insurance Association State Statistical Office Chamber of Trade

(with trade professions) or Chamber of Industry and Commerce Commercial Court.


Specific permits and evidence are required for certain sectors (e.g. trade card, concessions, etc.)

Trade: You may only manage a trade compa-ny if you have passed the examination for the masters certificate. However, the examina-tion for the masters certificate can also be replaced by an approved exemption [Art. 8 Handwerksordnung - German Craft and Trade Code]. A person is only permitted to be self-employed in a trade if they are entered in the skilled trades register at the local responsible Chamber of Trade. All important jobs that make up the core of trade must be entered in the skilled trades register. So-called craft-like trades are an exception to this.

Industry: Plants with particular influence on the environment must be approved in ac-cordance with the Bundesimmissionsschutz-gesetz [Federal Immission Control Act].

Retail: Specific certificates of competence are required for different areas of retail (milk, pharmaceuticals or suchlike).

Restaurants and hotels: A permit (personal license) is required, which you receive from the responsible local authorities (Wirtschafts-/Gewerbeamt) [Office of Economic Affairs/Trade Licensing Office] after a (one-day) course at the relevant Chamber of Industry and Commerce.

Security sector: The prerequisites for the permit issued by the responsible local au-thorities (Office of Economic Affairs/Trade Li-censing Office) are personal reliability (police clearance certificate), the required funds and assurances and a 40-hour course (24-hour

course for employees) by the Chamber of Trade and Commerce.

Transport industry: The commercial trans-port of people by bus, hire car and taxi always requires a permit. The licences for personal transport by bus, hire car and taxi are issued by: Landesamt fr Brger- und Ordnungsan-gelegenheiten Berlin, Puttkamer Strae 16 - 18, 10958 Berlin.

Itinerant trade: This includes trades that do not have a permanent business premises. The responsible local authorities (Office of Economic Affairs/Trade Licensing Office) issue the required itinerant trade card.

Freelancers: Anyone who belongs to the regulated professions (e.g. lawyers, doctors or tax advisors) requires certain approvals. The unregulated professions (e.g. artists, writers, scientists) do not require a specific permit. A specific permit is also required for a range of other trades (e.g. a check of personal and financial reliability by the Trade Licensing Office):

The provision of gaming devices with the chance of winning, the organisation of other games with the chance of winning, amusement arcades

Estate agents, investment brokers, builders and building supervisors

Auctioneers Pledgers and pawnbrokers Driving schools Goods transport, etc.

Depending on the legal form, your company must also be registered in the commercial register at the Amtsgericht [District Court]. If your business is a company in terms of

the Handelsgesetzbuch [HGB - German Commercial Code] you must register it at the responsible District Court and have this notarized by a notary.

Taxes and duties:Please find out about taxes and accounting obligations and how to deal with the Tax Office from the Chamber of Industry and Commerce Berlin. The well-prepared brochure Steuer-licher Wegweiser fr Unternehmensgrnder [Tax Guidance for Company Founders] (7th issue 2010) is also available for you there.

Taxes: Value added tax Income tax Corporation tax Church tax Wage tax Solidarity tax Trade tax Tax allowances Other taxes (e.g. property tax) Annual tax declarations (once a year) Grace period

Social insurance contributions: As the owner and managing partner

of a GmbH [Ltd. company] you are not as a rule liable for social insurance contributions. You therefore have to make arrangements for your pension provision and health insurance yourself.

As an employer you are obligated to deduct social insurance contributions for your staff (as a rule every month). For this please get in touch with a health insurance company and/or pension insurance company.


3.1 Start-up or product idea It all starts with an idea. You must have an idea before you undertake any further steps. It does not matter whether it is the result of a targeted search or a coincidence. Very few business ideas are totally new. Many suc-cessful entrepreneurs have simply developed existing products and services or obtained inspiration from abroad. There are lots of different ways to come up with a promising business idea: business magazines, political magazines, industry directories, publications by specialist publishers or by thinking as a consumer or employee about improving what is already on offer.When looking for an idea find out about current business, technology and social developments.

Recognising new trends: Structural change often happens very suddenly. Only those who quickly recognise changes and respond to them specifically and at the same time sen-sitively can profit from them with a business idea.

Population development: Changes in popu-lation structures provide important information about market opportunities. The most impor-

tant factor is the increasing age gap. There is also evidence of a long-term trend towards smaller households.

Fashions: Fashions are virtually unpredic-table, short-lived preferences or behaviours, seasonal highlights. Fashion therefore only results in short-term market opportunities.

Discovering gaps in the market: Even in sa-turated markets there are niches that have not been filled yet. You usually require detailed industry knowledge in order to identify these. Although sometimes common sense or your own experience are enough.

Copying successful concepts: In other sec-tors and countries there are plenty of business ideas that have already proved successful. These can often be transferred. People who copy ideas are often setting up a low-risk business. The franchise idea is based on this concept.

As a franchisee, you profit from others expertise in return for payment. Be aware of potential copyright or other industrial property right issues.

Realising new ideas in old sectors: So-called old established sectors can get into a rut over time. A clever new idea can turn even the most old-fashioned concept into a compe-titive business idea. However, it is not always easy to come up with these kinds of ideas.

Using technical developments: Anyone who recognises innovations early can be almost certain of having a good basis for their concept. But beware: an invention must be marketable, otherwise it is just tinkering. Therefore: market research is essential!

Profiting from specialisation: Even old well-known business ideas can suddenly gain new impetus with a little twist. Anyone who can set themselves apart from the competition with their offer or special service is laying the foundation for business success.

3.The business idea

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3.The business idea

3.2 Start-up optionsHaving a good idea is one thing but success-fully implementing it is another! You can

Develop new products or processes Exploit new markets or sources Work in new forms of organisations, etc.

Choose one start-up from the following options:

New start-up Takeover of existing business Investment in a company Self-employment as part of a franchise.

3.3 Market research: needs and demand Besides the creation of a product or service what is important for entrepreneurial success is accurate knowledge of the market in which

the company wants to operate. The market is a dynamic, constantly changing process. It needs to be continuously reanalysed. No-netheless, the initial analysis with the derived market-entry strategy is the most important step for anyone setting up a business. Later market research and analysis is based on this. You can carry out these analyses as primary or secondary research.

Primary means you carry out the analysis yourself by means of personal meetings, inter-views, surveys, observations, etc. Secondary means that you rely on several sources. The following can be considered as external data

sources: official statistics, information sources from the Statistische Bundesamt [German Statistical Office] or Statistische Landesmter [State Statistical Offices], information from business associations, specialist literature, general business press, databases and the internet. Even with very thorough market analysis you should assume differences in practice. For this reason you should always seek advice from experts for any action that is associated with high investment (e.g. business consultants, market researchers, tax advisors).

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3.The business idea

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3.The business idea

3.3.1 Analysis of general needs01 Who are your customers?02 Where are your customers?03 How do the individual customer segments break down according

to age, gender, income, profession, buying behaviour, private or business customers?

04 Do you already have reference customers? If yes, who? What short-term and long-term turnover potential is associated with them?

05 Are you dependent on major customers?06 What needs/problems do your customers have?07 How do your customers find out about your product/service?08 Are there other developments in your direction?09 Who are your competitors?10 How much do your products cost from your competitors?11 Where do they offer their range?12 Why have you decided on this location?13 How will the location develop in future?14 How ready is your product/service for the market (risk of launching

onto the market too soon)?15 What benefits does your product/service offer your customers?

Why should they buy it?16 Why have other companies not already had this idea and imple-

mented it? What market resistance existed/exists?17 Is there regular or only occasional work (seasonal)?18 Is there a long-term need for this product/service?19 Can the product/service be replaced by comparable products/servi-

ces?

3.3.2 Sales market analysis 01 What share of the market and turnover is possible for you (size of

sales area, if applicable buying power, market data)?02 What is the price level on the sales market? 03 How expensive is your product/service compared to other similar

offers?04 Are you dependent on major customers?05 Do you already have contacts to buyers?

3.3.3 Analysis of specific competitors01 Which competitive companies or products are you up against?02 What are the specific benefits or weaknesses of competitive offers

compared to what you offer?03 How many competitors exist in your catchment area?04 Which competitors are likely to appear soon (copycat effect)?05 Who is the market leader?06 What risks originate from major chain stores, market leaders, etc.

(expansion/price policy)?07 Compile a summary on: turnover, staff numbers, location, age and

other competitors criteria!

4.Concept to idea: stages of a business plan

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Besides the business concept, the business plan includes a description of personal qualifi-cations, business data, market and competi-tion analysis, marketing strategy and outline of future prospects, projected balance sheet, projected profit and loss account, capital requirements and financing plan and liquidity forecast.

4.1 4.1 Business plan executive summaryA business plan executive summary conveys everything that the reader needs to know about the business plan in a concise form, wit-hout having to read the whole document. The following main business plan section should explain the summary in more detail but with no surprises. The executive summary is the most important part of a business plan. This is where you have to grab the reader with your idea so that they want to read on. Remember it is often only the executive summary that is read. It is good practice for briefly presenting your company (to customers, banks, analysts, etc.).

4.2 4.2 Presentation of start-up idea Until now you have more or less had a clear vision of your start-up idea. By analysing this idea in your market research you have been able to highlight the success factors. Now define your goals and work out your strengths and weaknesses!

What product/service do you want to produce or sell?

What is special about your offer? Start of production/service? Develop- ment status of your product/service?

Which prerequisites have to be met right from the start?

When can the product be marketed? Which development stages are still neces-

sary for your product? When can a pilot series be issued? Who is carrying out the testing process? When will the potential patenting process

be concluded?

4.3 Presentation of founder What qualifications/professional experi-

ence and if applicable permits do you have? Do you have detailed industry knowledge? What commercial knowledge do you have?

How do you intend to expand your knowledge (courses etc.)?

What are your strengths? What are your shortcomings? How will you

compensate for these?

4.4 Presentation of offerCheck the novelty value/degree of maturity of your offer (product/service):

Do customers recognise the benefits of your offer?

Is the offer ahead of its time or already out-of-date?

Define your offer in terms of target groups, summarise this into a product or service range:

Are you offering a broad range? (a limited selection of several article groups).

Are you offering a deep range? (a few article groups in several designs and customised sizes).

Are you a generalist or specialist?Beyond the actual offer you should also offer your customers an additional benefit compa-red to competitors; this could be service offers or customer services. Generally, customisa-tion adapted to individual customers wishes with appropriate flexibility is an advantage.

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Pricing your product: Your range of offers is directly related to your pricing policy. Your mission should be diffe-rent to others and not cheaper than others! This does not rule out occasional price con-cessions later. Even if you establish that your price is below the market price by means of your calculation, as under the circumstances costs for business premises and personnel do not apply yet, you should check whether these costs must at least be calculated into your sales price. It is likely to be much more difficult to enforce higher prices on customers later on.

What price strategy is reasonable for your company (upper, mid-range, lower price bracket)?

What are major customers price expecta- tions in your sector (retail chains / influential production companies)?

Are customers delivery and payment terms and conditions to be accepted?

Is your own pricing restricted by the recommended retail price?

4.5 LocationLocation plays a crucial part in company suc-cess. Depending on the industry and company size you have to therefore establish which of the different location factors, for example pro-

ximity to customers, transport links, quiet or central location need to be particularly closely examined for your own start-up.

Consider the following points when choo-sing your location:

Suitable location (central, out of town or in a start-up or commercial centre)

Proximity to customers Proximity to cooperating companies/orga-

nisations (e.g. suppliers) Proximity to competitive companies Transport links to customers and suppliers Adequate parking facilities Good supply of goods, consumables,

energy, etc. Proximity to qualified personnel Favourable rents Official requirements.

Ask the responsible urban planning office about how the area where you intend to start-up your business is identified in the urban development plan. If it is in a commercial or industrial area, your start-up is not usually at risk as a result of building regulations. On the other hand, if your planned location is in a residential or mixed area you should check whether anything stands in the way of you setting up your business there.

When choosing your business premises ple-ase observe valid workplace regulations and guidelines. They specify:

Room dimensions/heights Room temperatures/ventilation Exposure to light /lighting Lines of sight Traffic routes Toilets, washrooms, recreational rooms and

changing rooms Noise levels.

Industry regulations, accident prevention regulations, the emission protection limits of the Technical Instructions on Noise Abatement (TA Lrm) and Technical Instructions on Air Quality (TA Luft) also influence your normal operation. You can obtain the regulations valid for you from the responsible Berufsge-nossenschaft [Employers Liability Insurance Association] and the Gewerbeaufsichtsamt [Trade Supervisory Board].

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4.6 Target group Which target group do you want to offer your products/services to? So far you have clearly defined your offer. You are now determining your potential custo-mers using target group analysis. Remember though that your customers, e.g. sales part-ners, are not always the same as the actual end consumers/users. The customer is often the person that makes the decision to buy!You should clearly define and differentiate between your potential end customers and the decision-makers.

For example, work out in the target group analysis:

Which target group is being addressed? Who belongs to the target group

(age, income, consumer lifestyle)? How does it develop?

4.7 Market analysis See section 3.3 Market research

4.8 Competition analysisYour competitor is frequently able to cause you problems as a result of their established market position. Therefore familiarise yourself with the competition situation. Expand on it in your project presentation. Identify your com-petitors using the following:

Number, name and location of competitors Competitors market positions (part of a

corporate group, chain, individual) Financial performance Range, quality, target group Possible responses (advertising, change of

assortment, pricing) Influence on suppliers, behaviour towards

buyers, suppliers, personnel.

It is difficult for people setting up a business, who have little or no industry knowledge, to obtain information. Therefore use the following options:

Press publications (business and specialist magazines, association news)

Industry directories (including the Gelbe Seiten [Yellow Pages])

Own research: trade fair visits, test purchases, company tours

Talks with suppliers, customers, analysis of product range

Analysis of catalogues, delivery and payment terms and conditions, etc.

Internet research.

4.9 Sales measuresCompanies try to develop possible customers into actual buyers and make a sufficiently high number of potential customers aware of their new business/product using effective sales measures. All measures aim for the most effective impact possible on the market.You not only have to react to existing market conditions but you also have to be proactive yourself! You achieve this using marketing measures. Marketing means much more than just advertising. It is the systematic search for and early detection of possible market oppor-tunities. Marketing creates the link between supply and demand.

4.10 Capital requirements How much money do you need for your start-up? How high are your capital or financing requirements? Think very carefully, as good financing is the basis for successfully and securely building up your company. Always talk to an advisor about all financial matters (also with the Chamber and in particular with your bank)!

First of all work out the amount of invest-ment required:

How much money do you need in the long- term (e.g. land, building, machinery, vehicles, etc.)?

How much money do you need in the short to medium-term (e.g. for setting up the first materials and goods storage, for outstanding debts and special expenditure in the start-up phase)?

Budget a financial reserve for the unforeseeable!

4.Concept to idea: stages of the business plan

16


4.11 Liquidity planning The liquidity plan gives you an overview of your monthly incomings and outgoings. The principle of a liquidity plan is quite simple. Record the time and amount of all your incomings and outgoings. You will only remain liquid if your total incomings are higher than your total outgoings for each period. If you establish that you have more outgoings than incomings, for example in the start-up phase, you must take this lack of liquidity into account in your financing plan.

Pay particular attention to the following: Are your outgoings always lower than your

incomings? How many days or weeks do you have to

pay your suppliers outstanding invoices? When can you invoice your customers? When can you actually count on incoming

payments? How high is your monthly or quarterly

amount payable (value-added tax minus in put tax) that has to be paid to the Tax Office?

4.12 Profitability planning With the profitability forecast you obtain the answer for the first time as to whether there will be a plus or minus on the bottom line of the balance sheet at the end of the first financial year.

A profitability forecast is generally compiled for the first three financial years. You must definitely assume that the figures will not be one hundred percent correct, as you are working with projected figures. Your future lender of capital (banks) also cannot make any predictions about whether this budget is right. It is therefore better to budget for the future cautiously! A projected loss in the first financial year does not immediately hail the end of your start-up. However, if you are still generating a loss in the third financial year, you should start to give this some thought!

You calculate the profit or loss by subtracting all the outgoings from the incomings for that financial year.

Investment to establish readiness to perform: Grundstck i.H.v ........................ Gebude i.H.v ........................ Umbaumanahmen i.H.v ........................ Maschinen, Gerte i.H.v ........................ Geschfts- bzw. Ladeneinrichtung i.H.v ........................ Fahrzeug LH.v ........................ Reserve fr Folgeinvestitionen und i.H.v ........................ Unvorhergesehenes i.H.v ........................ Gesamt i.H.v ........................

Fr die Leistungserstellung notwendiger Kapitalbedarf:Roh-, Hilfs- und Betriebsstoffe i.H.v ........................ Unfertige Erzeugnisse bzw. Leistungen LH.v ........................ Fertige Erzeugnisse und Waren i.H.v ........................ Forderungen/Auenstnde i.H.v ........................ Reserve fr besondere Belastung in der Anlaufphase i.H.v ........................ Gesamt i.H.v ........................

GrndungskostenBeratungen i.H.v ........................ Anmeldungen/Genehmigungen LH.v ........................ Eintragung ins Handelsregister i.H.v ........................ Notar i.H.v ........................ Gesamt i.H.v ........................

KapitaldienstZins- und Tilgungskosten i.H.v ........................ Privatentnahmen i.H.v ........................ Gesamter Kapitalbedarf i.H.v ........................

4.Concept to idea: stages of the business plan

5.Financing a start-up

17


Based on experience, starting up a self-employed job requires an initial investment in the majority of cases, whether material investment such as machinery or vehicles or working capital for stock or market-entry costs. However, people setting up a business can very rarely cover the capital required for these investments using their own funds, after all not everyone saved up a fortune when they were young or came into a large inheritance. It is therefore generally the case nowadays that start-up projects are financed mostly using borrowed capital. But what is this and, more importantly, where does this borrowed capital ideally come from?

Financing by your bankThe first stop in the search for capital often takes you to a bank. Some credit institutes have set up special offers or advice centres for people starting up a business. Banks make their credit decision first and foremost based on whether they consider your concept to be plausible and the risk of issuing credit can be covered by securities. Credit repre-sentatives not only check the business idea, market potential and due care in planning but also your personal competence as an entrepreneur, your motivation, creativity and powers of persuasion. Your fortitude in difficult situations and how you deal with money can also be important criteria.

Under purely market economy conditions, the financing of start-ups is fraught with problems. They are relatively high risk for banks, as

the share of bankruptcies is particularly high among young companies and people setting up businesses generally cannot provide suf-ficient securities to cover the risk. As a result risk surcharges are applied to interest rates. This in turn does not make bank financing very attractive to people setting up busines-ses as the financial burden will be too high in the start-up phase.

For this reason there is a range of public sup-port programmes for start-ups, which serve the purpose of reducing the banks risks due to a lack of securities when financing start-ups and alleviating the financial burden for business founders, for example using interest subsidies and limited repayment deferments. Besides this, there are grants for certain investments or research and development measures. If you plan to claim any grants there are several key features you should pay attention to. For example, the location of the start-up company or even the industry can be crucial here. It should also be noted that the grants must generally be applied for before the start of the project.

Support programmes for business found-ers from the Investitionsbank Berlin (IBB)IBB has a whole range of offers available for companies in the start-up phase. The support programmes provide young Berlin companies with customised loans. Berlin Kredit: Start-ups and existing com-panies are supported with the financing of

working capital and investments. Land, ma-chinery, stock and company takeovers can be financed with a flexible term. The programme can also be used for the advance financing of orders.

Berlin Start: For start-ups and investments in the first three years of self-employment you can apply for an amount up to EUR 100,000.00 for the financing of working capital and stock and also for company takeovers. The term is 6 - 10 years. Berlin Start always issues funds in combination with a bank gua-rantee from BBB Brgschaftsbank zu Berlin-Brandenburg GmbH to ease the provision of its own securities.

Microcredit from the SME fund: You can apply for a credit up to EUR 25,000.00 with a term of 5 years (first six months with no repayments) for the co-financing of start-ups and new companies, company expansion and takeovers, but also for advance financing of concrete orders. Credit is issued in a simple application procedure and aims for a much quicker credit decision.

Different prerequisites and procedures apply to the application and approval of IBB funding. The details for the three examples can be found on the IBB website: www.ibb.de/gruenden.

In general, it should be noted that the loan usually has to be applied for before the start of your project. You can find out whether a


18



support programme is right for you and your project, which combinations and alternatives are available and whether you can claim parti-cular versions in a personal meeting. You can arrange an individual consultancy meeting with the IBBs Business Support Customer Advice Department by calling the IBB hotline (030/2125-4747).

You can also obtain an overview of relevant programmes and application procedures eve-ry first Thursday in the month from 2.00 pm to 4.00 pm at an information event. For this please register by calling 030/2125 4747 or by email to [email protected].

Support programmes for business found-ers from the KfW BankengruppeAlmost all national state support programmes are granted in Germany via the states own KfW Bankengruppe based in Frankfurt. In the process it is irrelevant whether the support is for renewable energies, private housing construction, SMEs or start-ups. For the latter, support programmes are granted by the KfW Mittelstandsbank. As already mentioned, the advantages are a very low interest rate as well as the option of being able to use certain support programmes without the banks usual securities. Detailed information about the individual credit programmes and their conditions can be accessed directly online at KfW Mittelstandsbank at the address www.kfw-mittelstandsbank.de. These programmes in particular are of interest to you as business founders.

KfW Start-up Money: You can finance investments and working capital for start-ups in Germany using KfW Start-up Money. You can profit from this programme as a business founder, freelancer or small company, if you have been active on the market for less than 3 years and your financing requirements for investment and working capital do not exceed EUR 50,000.00. Consolidation measures can also be supported within 3 years of starting up your business.

Features: 100 % financing 80 % indemnity against liability for your

bank making access to a loan easier Grace period during start-up Support for a side business too, if it is to

become the main source of income in the medium-term Early repayment possible at any time free

of charge

KfW Entrepreneur Loan: You can finance or make up for temporary liquidity shortfalls using the KfW Entrepreneur Loan. The financing of start-ups is also possible. The prerequisite is that your project can expect sustainable success. For this, you receive borrowed capital at low interest rates.

Features: Particularly favourable interest rate for

small and medium-sized enterprises Up to 20 years fixed interest rate 50 % indemnity against liability for your

bank Can be combined with other KfW program-

mes and public grants

ERP regional support programme: You can profit from this programme as a business founder, national or foreign industrial com-pany or freelancer. Your company must be in majority private ownership and meet the EU Commissions criteria for small and medium-sized enterprises (SME).

Features: Attractive fixed interest rate over 10 years Particularly favourable interest rate for

small enterprises (SE) Long terms up to 20 years with up to 5

years grace period in the start-up phase Can be combined with other grants

It is important to note with the application for the KfW Mittelstandsbanks programmes that these are granted exclusively by regular com-mercial banks. Therefore, if you would like to apply for credit from KfW Mittelstandsbank you have to do this through your own bank. You must apply for all programmes at your own bank before you invest.

Microcredit fund: Business founders can take up microcredits at GLS Bank. Support then follows through a micro-finance institute of your choice. These offer different focuses and also different language expertise. Target groups are small new companies that do not receive any credit from their own bank. These specifically include business founders with a migration background and women.

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Start-up information online The most important information that people setting up a business need can also be found online. We recommend the Federal Ministry of Economics website with general information about legal issues, the business plan, financing and lots of check lists and support tools (www.existenzgruender.de).

Information specific to Berlin can be found on the website www.gruenden-in-berlin.de. Industry specific information that can be found here is supplemented by extensive databases on Berlin consultancy services and event information. Non-German business founders can search for offers in their language and institutions and events are featured that may answer their specific questions.

Information about the German business founder and entrepreneur days can be found at www.degut.de. Here you can find all relevant information about the business founder trade fair degut. Business founders can visit seminars and workshops here, share ideas with other people setting up businesses and benefit from the experience of many consultants and successful entrepreneurs.


Features: Short terms: maximum 3 years Small sums, after the first few success-

ful repayments up to max. EUR 20,000 No fees Unscheduled repayments possible 100% of the amount paid out

Financial support by employment agenci-es and/or job centres If you were unemployed before your start-up, the employment agency (for recipients of unemployment benefit I) or the job centre (for recipients of unemployment benefit II) will also support you with your start-up project. You must present the responsible case manager with a statement about the start-up project by a competent body (viability certificate) as well as evidence of your personal knowledge and skills. Recipients of unemployment benefit I can apply for a start-up grant. The prerequi-site is that the right to unemployment benefit I still exists for at least another 90 days (date of application). The amount of the previously paid amount is still paid for a period of 9 months, plus a flat rate of EUR 300 a month that is to be used for social insurance. You can then apply for the flat rate of EUR 300 only for another six months.

Recipients of unemployment benefit II can apply for reintegration benefit. The amount of unemployment benefit II is still paid, plus 50% of this standard benefit and + 10% for every other member of the shared household. The grant term is usually 12 months; however an extension by another 12 months is possi-ble. The entitlement ceases if the recipient is no longer classified as in need of help. Your

relevant employment agency or job centre will inform you about the more detailed conditions and application requirements. Please note that you should first talk to your case manager before you register your business!

Equity financingInnovative and technology-based companies in particular often require equity financing for establishment and growth. This means that an investor, who is convinced by your business idea, acquires a share in your company. Other standard terms are venture or risk capital. Venture capital companies that engage in early phase financing (seed stage, start-up) are particularly interesting for business founders. Venture capital issuers only invest in companies that have high growth potential. It is expected that your companys value and therefore the investors share will increase by 20-50% in a year. The aim of equity capital issuers is to sell their shares in your company after 3-5 years for the greatest profit possible to either the business founders themselves, other investors or companies or as part of an initial public offering. For several projects, equity capital is the only sensible option to acquire capital for establishment and growth. They avoid you getting into debt too much yourself as the investor carries the risk them-selves as the co-owner. There are no interest and redemption payments to negatively affect your profitability and liquidity. In return, the business founder gives up a share of their company. This also means granting your new partner certain rights to information and co-determination.

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6.Directory!

BBB Brgschaftsbank zu Berlin-Brandenburg GmbHSchillstrae 910785 Berlin Tel.: 030 / 31 10 04-0 Fax: 030 / 31 10 04-55www.buergschaftsbank-berlin.de

Berliner AnwaltsvereinLittenstrae 1110179 Berlin Tel.: 030 / 251-3846Fax: 030 / 251-3263E-Mail: [email protected] Berliner Volkshochschulen www.vhs-berlin.de

Bundesministerium fr Wirtschaftund Technologie FrderberatungScharnhorststrae 34-3710115 Berlin Tel.: 01888 / 615 76 49/615 76 55Fax: 01888 / 615 70 33E-Mail: foerderberatung@ bmwa.bund.deOnline funding database:http://db.bmwi.dewww.bmwi.dewww.existenzgruender.dein Turkish, English, French & Russian

Deutscher Franchise-VerbandLuisenstrae 4110117 Berlin Tel.: 030 / 27 89 02-0Fax: 030 / 27 89 02-15 E-Mail: [email protected]

EA - Single point of contactInformation, advice and support for adminis-tration procedures from one single point of contact Senate Administration for Economy, Technolo-gy and Womens Issueswww.ea.berlin.de ExistenzGrnder-Institut Berlin e. V. Oranienburger Strae 2710117 BerlinTel.: 030 / 44 09 800www.existenzgruender-institut.de

Handelsverband Berlin-Brandenburg e. V. Mehringdamm 4810961 BerlinTel.: 030 / 881 77 38Fax: 030 / 881 1865E-Mail: [email protected]

Handwerkskammer BerlinBlcherstrae 68Mehringdamm 1510961 BerlinTel.: 030/25 90 34 67Fax: 030/25 90 34 68E-Mail: [email protected]

Investitionsbank Berlin (lBB)Business Customer AdviceBundesallee 21010719 BerlinTel.: 030 / 2125-4747Fax: 030 / 2125-3322E-Mail: [email protected]

IBB Beteiligungsgesellschaft mbHBundesallee 17110715 Berlin Tel.: 030 / 2125-3201Fax: 030 / 2125-3202www.ibb-bet.de

Industrie- und Handelskammer zu BerlinFasanenstrae 8510623 Berlin Tel.: 030 / 31510-0Fax: 030 / 31510-116 E-Mail: [email protected]

KfW Kreditanstalt fr WiederaufbauNiederlassung Berlin branchCharlottenstrae 33/33 A10117 BerlinBeratungszentrum: Behrenstrasse 3110117 BerlinTel.: 030 / 20264-5050Fax: 030 / 20264-5445E-Mail: [email protected]

Senatsverwaltung fr StadtentwicklungWrttembergische Strae 610707 BerlinTel.: 030 / 90205-555Fax: 030 / 0205-264E-Mail: [email protected]

Senatsverwaltung fr Wirtschaft,Techno logie und FrauenMartin-Luther-Strae 10510825 BerlinTel.: 030 / 9013-0www.berlin.de/sen/wtfBusiness founder hotline:030 / 9013-8444E-Mail: [email protected] www.gruenden-in-berlin.de

Steuerberaterkammer BerlinWichmannstr. 610787 BerlinTel.: 030 / 8892 61-0Fax: 030 / 8892 61-10E-Mail: [email protected]

TD-IHK Trkisch-Deutsche Industrie- undHandelskammer Ludwig Erhard HausFasanenstrae 8510623 BerlinTel.: 030 / 31 51 73 88-0Fax: 030 / 31 51 73 88-9E-Mail: [email protected]

TCC Technologie-Coaching-Center GmbHBundesallee 21010719 Berlin Tel.: 030 / 46 78 28-0Fax: 030 / 46 78 28-23E-Mail: [email protected]

Weiterbildungsdatenbank BerlinInformationsbroNeue Schnhauser Strae 1010178 BerlinTel.: 030 / 283 84-239Fax: 030 / 283 84-240E-Mail: [email protected]

6.1 Addresses for business organisations and institutions

21


6.Directory!

6.2 Ethnic community addresses and profiles

BWK BildungsWerk in Kreuzberg GmbH

Cuvrystrae 3410997 BerlinTel.: 030 / 61 79 29-0E-Mail: [email protected]

BWK BildungsWerk in Kreuzberg is a service provider for all issues to do with professional qualifications and training. It focuses on the one hand on career preparation and training for socially disadvantaged young people and on the other hand on further training and retraining for adults. In addition, BWK is involved in several in-ternational projects and is constantly developing partnerships from these. BWKs intercultural expertise is also used in educational program-mes that promote integration. BWK has been offering participants with a lack of language skills due to migration above-average chances of success for over 25 years. BWK sets the highest quality standards for its work. As a result, it has been a reliable partner of the Federal Agency for Employment and other institutions for many years. The company is certified in accordance with DIN EN ISO 9001 and AZWV [certification for educational institutions]. Roughly 950 young people and adults are currently taking part in courses, who are supported by approximately 130 staff. BWK has 7,000 square metres of workshop and training rooms, which are also used by the Chamber of Industry and Commerce and the Chamber of Trade for final examina-tions. To be able to offer practical education and training, BWK provides other inexpensive and excellent services, for example the catering and event service, metal construction and hairdres-sing services.

Polnischer Sozialrat e.V.Oranienstrae 34

10999 BerlinTel.: 030 / 615 17 17E-Mail: [email protected]

Polnische Sozialrat e.V. was founded in 1982 as the social umbrella organisation of Polish associations in Berlin on the initiative of Polish immigrants. Today, it is one of the most impor-tant social organisations led by Polish migrants in Germany. Its central task is to offer migrants with a Polish background living in Berlin advice and individual assistance, which is used by over 6,000 visitors in Berlin and many people seeking help from all over Germany every year.

Currently, the problems of new migrants (start-ups, employment law, debts, family reunification etc.) play an important part. The problem of senior citizens has also increased over the last few years, as have the problems of the growing group of Roma people from Poland.

Work tools: Social advice for Polish people living in

Germany Organisation of cultural events, support

and organisation of self-help groups Support of children, young people and families Support of charitable organisations and needy

people in Poland Maintenance of an advice centre for resi-

dence and employment law problems, exces- sive debt, rent problems. Support of the work of self-help groups for people in mental, social and legal crisis situations. Family advice

Advice about start-ups

Trkisch-Deutsche Industrie- und Handelskammer (TD-IHK)

Opladener Str. 850679 KlnTel.: 0221 / 540 22 00E-Mail: [email protected]

The Trkisch-Deutsche Industrie- und Handels-kammer (TD-IHK - Turkish-German Chamber of Industry and Commerce) strengthens business relationships between Turkey and Germany, helps German companies with business rela-tionships in Turkey and smoothes the way to Germany for Turkish companies. It was founded on 22 October 2003 in cooperation with the Deutsche Industrie- und Handelskammertag (DIHK - Association of German Chambers of Industry and Commerce) and the Trkische Kammer- und Brsenunion (TOBB) in Cologne. The Chamber opened its office in the capital in 2009 at Ludwig-Ehrhard-Haus, Berlin, where the Chamber of Industry and Commerce is based.

The aim of TD-IHKs work is to promote busi-ness, trade, industrial and service provision rela-tions between the Federal Republic of Germany and the Republic of Turkey. In doing so the TD-IHK acts as a bridge between the coun-tries and a platform and facilitator between the markets. The TD-IHK currently has more than 400 members from Turkey and Germany. These include global players, small and medium-sized enterprises, chambers, business development companies and trade fair companies.

The TD-IHK has developed into the mouthpi-ece of the bilateral economy over the last six years. In this role, the TD-IHK, represented by individual board members, is often consulted in an advisory capacity in a whole range of projects by both governments.

It supports the most diverse committees and institutions in all bilateral economy issues, from integration and migration subjects to education, training and academic qualification issues. The TD-IHK also assumes socio-political responsibi-lity with its special commitment to education and training.The elected board of TD-IHK consists of five Turkish and five German board members in total as well as six deputies. The Chambers Manage-ment Board manages the business.

Vereinigung der Vietnamesen in Berlin und Brandenburg e. V.

Sewanstrae 4310319 BerlinTel. & Fax: 030 / 54 111 77 oder 030 / 54 979 963E-Mail: [email protected]: www.viet-bb.de

The Vereinigung der Vietnamesen in Berlin und Brandenburg [Association of Vietnamese in Berlin and Brandenburg] was founded on 24 January 1992 in Berlin and entered in the Re-gister of Associations at Charlottenburg District Court on 03 February 1992. In the first few years it was committed to the right of residence and permanent residence of former East German contract workers. After successfully fighting for the right of residence the association has made it its mission since 1993 to actively contribute to the integration process of Vietnamese migrants in German society. We therefore naturally see ourselves as the first point of contact for coping with everyday problems and solving more difficult tasks.The association offers advice, support and assistance in a whole range of areas, e.g. leave to remain, job searching, looking for somewhere to live, entitlements to social benefits, unem-ployment benefit, pension, social and health insurance, childcare and school, family problems and translation of official letters, filling in forms, reading (understanding) and writing letters to officials and the authorities...We are currently managing two projects:1. Soziokulturelles Nachbarschaftszentrum fr vietnemesische Familie und Jugendlichen [Socio-cultural neighbourhood centre for Vietna-mese families and young people] (funded by the Berlin Senate since 2002)2. Begegnungstatte fr alte und junge vietna-mesische MigrantInnen [Meeting place for old and young Vietnamese migrants] (funded by Lichtenberg local authorities since 2007)Since it came into existence the Association of Vietnamese has really become a joint umbrella for different interest groups (e.g. the Just for fun 40 plus football club, youth football teams, volleyball and badminton teams, table tennis club, womens club, parents association, dance and singing groups, senior citizens club...). It is a popular place/meeting point for Vietnamese people living in Berlin. The association located in the KULTschule is a well-known address for many institutions and organisations, with whom we work together and cooperate and also of course for private people who are interested in Vietnamese migrants interests.

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6.Directory!

Deutsch-Arabische unabhngige Gemeinde e.V.

DAUG Boddinstr.6612053 Berlin Tel: 030 / 56 82 59 72Fax: 030 / 56 82 59 73

DAUG Kirchhofstrae 12 12053 Berlin Tel: 030 / 47 595 777Fax: 030 / 69 80 70 729

E-Mail: [email protected]

The Deutsch-Arabische unabhngige Gemeinde e.V. [Independent German-Arabic Community] is a democratic organisation that was found-ed in Berlin-Neuklln in 2006. The aim of the associations work is to promote understanding between Arab migrants living in Neuklln and citizens of other nationalities. The association is non-partisan and open to world religions and cultures with different values and standards.

DAUG represents the interests of all of the districts residents at all levels. The association is actively represented on different committees in the district and works together with schools, the police, local authorities and neighbourhood management.

The development of language and education support and the willingness to integrate lie at the heart of the association; it offers a high standard in the quality of advice and integration. The association strives to create opportunities to fa-cilitate access to German society. The voluntary work of its staff is exemplary and builds trust.

DAUG is also involved in the development and implementation of a youth-aid project. The association provides key people with access to Arab families for this.

Managing Director of the AssociationJamal El-Moghrabi

Initiative Selbststndiger Immigrantinnen e.V.

Kurfrstenstrae 12610785 BerlinTel.: 030 / 611 33 36E-Mail: [email protected]

The Initiative selbstandiger Immigrantinnen e.V. (ISI e.V. - Initiative of self-employed immig-rants) was constituted as a non-profit associati-on in 1990. ISI e.V. has been supporting women of different ethnic/national origin in their desire for independence in Berlin since 1991.

Through the Existenzgrndung fr Immigran-tinnen (EFI - Start-ups for female immigrants) project, ISI e.V. offers a unique start-up measure in Berlin, which is specifically focused on female immigrants and women with a migration back-ground. The project supports female immigrants in

Implementing their own business ideas, Achieving economic independence through

their workplace, Gaining further qualifications and personal

empowerment.

The focus of the associations work remains support with start-ups. The association trains and advises women before they become self-

the training of young talent will help those being supported to achieve greater social acceptance and thus support and promote the integration process into German society. Successful Serbian entrepreneurs have trained and advised several hundreds of business founders from Eastern and Southern Europe in collaboration with the Berlin Senate and Investitionsbank Berlin using seminars and courses since 2003. A growing pool of native-speaker experts from business, law and finance are available to the ZSD for advice.

employed with the EFI project. In addition, the association offers participants individual coaching when implementing their concepts.

The specific situation of participants is always taken into account in the teaching, advice and support offered to women in the project. Trained intercultural instructors, who have a migration background themselves, prepare the women interested in setting up a business for the local economy and its rules of the game. ISI e.V. has been supported by the Senate Administration for the Economy, Technology and Womens Issues and the EU with ESF funds for 19 years.

Zentralrat der Serben in Deutschland e.V.

Hauptstadtbro BerlinPostfach 19 11 41 14001 BerlinTel.: +49 (0) 30 / 30 83 94 32Fax: +49 (0) 30 / 30 83 94 31E-Mail: [email protected]

As a civil society organisation the Zentralrat der Serben in Deutschland (ZSD - Central Council of Serbs in Germany) develops its activities at nati-onal level. The ZSD is a platform for Serbs living in Germany, regardless of which country of origin they come from. ZSDs strategic direction for its activities is above all the country of immigration. The roughly 700,000 citizens of Serbian origin are the second largest group of immigrants in Germa-ny, after the Turkish. As members of one of the largest and oldest migrant groups, the members of the ZSD want to face the present and future challenges of Serbs in Germany.

The ZSD discusses the situation of Serbian migration, takes a clear stance and develops proposed solutions. These include issues about education and vocational training among Serbian children, integration problems on the German employment market or provision for elderly and disabled migrants, among others. At the same time the ZSD is committed to the preservation of the Serbian language, culture and traditions among Serbian immigrants and sees this as an important prerequisite for creating a multicultural society.

ZSD focuses in particular on supporting the pro-fessional and management workforce as well as entrepreneurial up-and-coming talent among Ser-bian migrants in Germany. Targeted support and

Integrationscollege Club Dialog e. V.

Lindower Strae 1813347 BerlinTel.: 030 / 26 34 76 05E-Mail: [email protected] www.club-dialog.de

Club Dialog e.V. is an association that has been committed to German-Russian dialogue and the integration of Russian-speakers in Berlin for more than 20 years. The systematic development of an infrastruc-ture that promotes integration is founded on a number of projects in different consultancy services, youth work, work with parents as well as the education and training of young people and adults.

Based on the realisation that integration cannot succeed without access to work and education, careers guidance was a focus right from the start.

As a result, careers guidance, further education courses and teaching for adults and young migrants is offered within the integration college. With high quality and many years experience Club Dialog e.V. has not only become a popular provider for Russian-speakers in this field of activity but also for people from Eastern and Central Europe.

Sprechen Sie uns an: Telefon: 030 / 2125-4747 E-Mail: [email protected]/gruenden

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Overall coordination

BWK BildungsWerk in Kreuzberg GmbH Cuvrystrae 34 10997 BerlinTel.: 030/ 61 79 29-0 Fax: 030/ 61 79 29-37E-Mail: [email protected] www.bwk-berlin.de

Imprint

Publisher BWK BildungsWerk in Kreuzberg GmbH on behalf of Investitionsbank Berlin

Design BEYS marketing & media GmbH

Photos BWK BildungsWerk in Kreuzberg GmbHKroatischer Weltkongress in Deutschland e.V.Integrationscollege Club Dialog e. V.

Print X-Press Grafik und Druck GmbH

Circulation 2.000 copies, revised edition

Date of publication Berlin, September 2011

This information brochure is from the series of seminars Consultancy events for business founders of non-German origin, created by multicultural institutions in Berlin. The contri-butions published in this brochure are copy-right protected. Legal protection also applies to databases and similar provisions. No part of this guide may be reproduced in any form using photocopying, microfilms or any other processes or transferred into a language used by machines, specifically data processing systems without the publishers written con-sent, even beyond the limits of copyright law, unless this is for private, non-commercial use.

Bibliography and recommended reading

BBB Brgschaftsbank zu Berlin-Brandenburg GmbHFounder index 2009,Comparison of nationalities. November 2009 Federal Ministry of Economics and Technology:Starthilfe Der erfolgreiche Weg in die Selbststndigkeit. [Start-up help - The successful path to inde-pendence]. 35. revised edition. September 2010.

Federal Ministry of Economics and Technology:Series of publications GrnderZeiten - Nach-richten zur Existenzgrndung und -sicherung [FounderTimes - News on start-ups and livelihoods]. Public Relations Department Berlin, 2007-2011 (is ongoing).

Chamber of Industry and Commerce for Berlin:Chamber of Industry and Commerce for Ber-lin, Chamber of Trade for BerlinGrnden in Berlin [Starting a business in Berlin]Das kleine 1x1 der Grndung [The small 1x1 of start-ups]Web version January 2011http://www.ihk-berlin.de/linkableblob/1215740/.14./data/Existenzgruendungsbroschuere-data.pdf

Investitionsbank Berlin (IBB): Forderfibel 2011/2012 - Der Ratgeber fr Existenzgrndungen, Unternehmen und Selbststandige [Subsidy Guide 2011/2012 - The Guide for start-ups, companies and the self-employed]. Berlin, April 2011 Full version available at: www.ibb.de

Senate Administration for the Economy, Technology and Womens Issues: Info booklet Existenzgrndung [Start-ups] Berlin, April 2010

erfolgreich gruenden in berlin englische ausgabe

Documents

business startups

new startups

berlin senate department

federal states berlin

berlin of nongerman

share of startups

securing startups

new companies