Rehago develops Virtual Reality Training for people with hemiplegia, e.g. after a stroke. With Rehago, patients can train at home, independently of help or a therapist. Thus they have the chance to expand their possibilities and increase the chances of improvement through more training. The training includes several exercises with different focus (cognition, shoulder, arms, wrist), which are constantly extended and can lead to higher motivation and immersion with the help of gamification than the methods used so far. In addition we offer therapists the possibility to see what the affected person sees in the VR glasses and to view his statistics by means of an app on e.g. a tablet, which facilitates the treatment and provides a better overview than before. The cooperation between therapist and patient can thus be improved, as the therapist can guide the patient through the training at home by selecting training plans and has more time for essential parts of the treatment due to time savings in the decrease.
Foundation: August 2018, Start of sale: December 2018. The startup has been operating since 2016 as a student project at the University of Tübingen.
4 founders, 3 employees (1 full-time, 2 part-time). Previous turnover from paying customers: approx. 4.000 euros from 15 customers.
Prize money of 80.000 Euros (Samsung's Life's a Pitch, Eugen-Münch-Preis 2018, BWGoesMobile 2018), BMBF (Federal Ministry of Education and Research) funding with the Reutlingen University of Applied Sciences over 2 years (until Nov 2020) in the amount of 600.000 Euros (premises, founder's salaries, material costs, travel expenses), mentoring included in the above mentioned prizes, also support of mentors on site (see website). For the digitization we rely on online tools for internal communication and data management/ backup. We also use the Unreal Engine for development, which enables us to develop platform-independently and thus always remain at the cutting edge of software development. Our marketing takes place through traditional channels (necessary due to our medical expertise) as well as through our website. Once we have completed our seed investment, we will be able to expand our marketing and development (and the number of employees).
Our biggest challenge is the absence of digitization in the medical field. There are many pitfalls (for the protection of data and patients and due to other aspects such as inertia of the industry), which make it difficult and sometimes impossible for new companies to enter the market. Without digitization, however, our company would not exist, as we have relied heavily on networking via the Internet and the associated globalization, especially at the beginning, and we will continue to do so in the future.
The digitalization will make the expansion of our business, outside of Germany, extremely difficult for us. Since we develop software and hardware from standard manufacturers such as Oculus, it is possible for us to develop further markets very quickly. This is what we want for the future. Moreover, one of our goals is to expand in the digital marketplace for therapy games. We want to offer medical hardware manufacturers to combine competent and compatible training possibilities with their hardware. The IoT will also enable us to significantly improve communication between physicians, patients and therapists.
Scavenger Hunt Germany offers so-called Scavenger Hunts. This is a modern form of scavenger hunt, which is played with a specially created app ("Scavenger Hunt DE"). Elements of gamification help to communicate content and information of any kind via extremely creative and versatile tasks. This knowledge transfer is combined with an funny event. The areas of application are manifold: Team building events for companies where employees get to know their colleagues better. Scavenger hunts for entire cities or regions where the aim is to bring the participants closer to their home country in an exciting and funny way. Or Festival Scavenger Hunts, for loosening up and providing information at festivals. While all these events focus on sustainability and environmental protection, we have started the "SDG Entdecker Project" together with the German Youth Hostel Association (DJH) and the German Federal Foundation for the Environment (DBU). There, the focus is on the United Nations' Sustainable Development Goals (SDG). With the help of our Scavenger Hunts we would like to make the SDGs known to young people and make them aware of the problems that lie ahead for us in the coming years and decades.
The core team consists of two people. There are also some freelancers (graphic designer, programmer, game master, etc.).
During the founding of our company, we visited the consultancy of the Paderborn Economic Development Corporation. We did not receive or make use of any further support (unless our tax consultant and our lawyer are counted among them). These were paid for it however). We did not get any support within digitization. The background knowledge for websites, apps, digital advertising (e.g. Facebook) and what else we had to do, we worked out by ourselves.
Our product was digital from the beginning. While we were still playing the first Scavenger Hunts with a dropbox, it was immediately clear to us that the game had to be played with an app. Then we used and tested its first version half a year later. That's why we never really digitized the game. An important point in digitization processes is the scope: Either you digitize completely, or you leave it. Digitizing some parts of the company, while you still have to order materials by handwritten fax, leads to problems.
Digitization offers companies many opportunities. We also would like to expand our offer in the future. In ten years, we'll have established the term "scavenger hunt" as a brand and organise events all over Germany. Our app is always up to date and offers our customers the best possible service. Moreover, it offers participants an unforgettable experience.
We are experts in brand strategy, online marketing, classic advertising and sales promotion. Therefore, we are the perfect partner regarding campaigns in print, radio and film, successful sales promotions or attention-grabbing packaging. We are also assist our customers in the development of effective SEO measures, plan SEA or social media campaigns, develop content marketing concepts and produce high-quality moving image content with our in-house film production. We advise holistically or specifically on individual projects: The complete brand appearance from logo to business equipment is just as much part of our portfolio as the implementation or updating of an SEO-optimized website including shop system.
We advise our clients and including start-ups regarding all aspects of digital marketing. This starts with the creation of websites or online shops and does not end with the evaluation of Google Shopping Ads conversions. Strictly speaking, in the digital world, nothing ever stops because everything is constantly moving. So, we can serve our customers holistically, our team is set up accordingly: Our performance marketing manager takes care of the evaluation of the digital channels, while our media planner manages Facebook campaigns. Our copywriters and consultants are trained in SEO and know which content to use to reach your target group. Our web designers always have UX in mind. And we also have programmers in-house. We create local test environments in which the complete system of a customer is mirrored so that a seamless transition is possible without downtime, for example when we relaunch a web shop. We can actively manage our customers' accounts via our own Facebook and Google accounts. We work with consultants from Google and Facebook as well as a network of specialized professionals, so that we can also serve extremely special requests.
If we could do something different, we would enter the field of digitization around 1980. The challenges of digitisation are not small for companies in general. The core business of a company is often quite different, which is why additional resources have to be made available. If there is not enough personnel and time resources, these topics are often outsourced. Of course, management consultancies and agencies benefit from this.
The opportunities associated with digitisation are extremely diverse. As an agency, we can focus more on our clients' target groups and reach them better. Overall, our business is currently developing more and more digitally. Print media, outdoor advertising, business equipment, etc. are still needed, but the demand for topics such as websites, apps, social media, content marketing, SEO and SEA is rising extremely. The future has pixels!
Full service internet agency; conception and design of web projects, implementation of websites via TYPO3 and WordPress, implementation of individual software solutions based on PHP, creation of successful ecommerce systems via Magento or shopware, online marketing (SEO, SEA, CRO, content marketing, SMM).
> 30 employees
Online marketing, digital business models, digitalization of business processes, e-commerce, digital brand management, individual software development in web and app environments to simplify business processes.
The digitization of business processes is significantly dependent on the human factor, so that these business processes must be made as easy as possible to use. Here, software with a high usability supports both the user and the company.
The digitization of business processes companies enables their most valuable resource - the human - to do what they do best: Be innovative. LEONEX supports this with intuitive digitization projects, the grown against fully automatic, digital processes. In this environment, artificial intelligence plays an important role, to provide the user meaningful suggestions as a basis for decision-making.
Enligthen Sciences brings space research into education - from kindergarten to school to university. As a spin-off from the German Aerospace Center (DLR), we have jointly developed the teaching of the 21st century! Instead of boredom, we have exciting experiments with exciting stories. Who hasn't always wanted to go on holiday on Mars? Stop climate change? Or solve endless traffic jams? We ask questions that occupy everyone at the beginning and trigger fascination and enthusiasm - because unlike all other available teaching aids, our teaching aids were initially developed to have fun. With this enthusiasm, students acquire new knowledge independently and effectively. With our turnkey all-round package consisting of experimental setups and specially developed software, we relieve the strain on teachers, foster the MINT sector and create a lasting contribution to better education in Germany.
We had an EXIT start-up scholarship, which made the start into selfemployment and entrepreneurship much easier. In addition to a monthly income, the scholarship also included coaching for experienced founders and managing directors. In addition, we had and have the full backing and support of our "parent institution", the German Aerospace Center (Deutsches Zentrum für Luft und Raumfahrt; DLR). An advantage of our foundation compared to earlier foundations is the networking. We have implemented everything digitally right from the start. There was no way around this for software development anyway, but for hardware development and production, we also implement a digital workflow. Thus many of our data go directly to the conveyor belt of our producers without detours.
At the beginning, we worked on several projects in parallel because we underestimated the manpower required in each case. We would not tackle that again. In addition, we initially focused on "do it your way" in all areas. While this is the right way for the actual product, we have integrated various industry standards for efficient and professional production. Otherwise there are too many queries and delays, so that the advantage of the digital workflow is quickly lost. In the future, we see opportunities and risks regarding the constantly increasing pace of development. While we can make adjustments very dynamically and quickly, large and otherwise sluggish companies could benefit from Industry 4.0 and reduce our competitive advantage.
In the prototype phase of our products or their respective upgrades, we often produce prototypes ourselves (CNC milling machines, 3D printers, PCBs, etc.). Through increased digitalisation with an even more direct connection to production facilities, we also could procure components from external producers in the early phases. This process does not take substantially longer or becoming more expensive. This would allow us to reduce our own machinery and its maintenance and focus more on development. Furthermore, we think that an "intelligent factory" will also support the adaptation of a molded part to series production, so that the pace of development will increase continuously and so, less special know-how will have to be purchased. For us as training providers, this also means that we will continuously develop our content and adapt it to changing circumstances. After all, it is not only the responsibility for our teachers. It is also our responsibility to prepare future generations for tomorrow's working life.
unilab is a digitization partner for medium-sized companies. unilab, which focuses on digitisation, IT automation, data centre + cloud, network + security and modern workplaces, is located in the OWL metropolitan area and is an established partner for medium-sized companies. Our customers benefit from more than 30 years of experience in consulting, planning, installation and maintenance of IT infrastructure solutions, such as server and storage systems, security solutions, networks and virtualization. As process and digitization consultants for big data, interface management and software-based data evaluation, we provide our customers with advice and support. We accompany medium-sized companies into the digitalization process!
Foundation: 22nd August 1988 as unilab Software GmbH in Braunschweig from the Technical University and the Paderborn-based company Nixdorf Computer AG was founded. In the year 1992 a new company headquarters in the Technology Park in Paderborn opened and in the year 2000 further expanded into a stock corporation. Now the group includes 5 companies at the Paderborn locations, Mönchengladbach and Düsseldorf.
Employees: around 55 employees. Total sales in 2018: almost 10 million euros.
In the course of its development, unilab has already spun off several new topics into its own companies or created new ones. The acquisition of new investments in digital hubs or the establishment of a start-up partner program provide both the financial and the organizational and technical framework.
Looking back, we would be bringing even closer external know-how on board today to achieve our goals more quickly. Even if some developments can be started from our own know-how, there is sometimes a lack of neutrality for weighing up costs and benefits. It is important to have a clear goal and fixed planning periods and to pursue these consistently.
For unilab, the transformation from IT service provider to digital brand is on the agenda. To combine the existing with the new. E.g. our cloud data center as an asset for new startups. To be an incubator for new ideas and solutions. Through Collaboration there is a faster growth. You don't always have to develop everything yourself but build up a large network. Use shared economy but offer customers everything from a single source, this is the challenge. Besides, additional distribution channels are available, particularly in the social media sector. Here, know-how must be built up to revive the networks. Then even in 10 years there will be still an infinite number of synergies to be exploited. According to the motto: "The quality of our goals determines the quality of our future".
Vesta Solar Heaters Ltd manufactures and installs solar collectors, hot water cylinders, solar systems and plastic water tanks. The solar collectors are constructed with ultrasonic welding machines. This machine creates a high-frequency ultrasonic acoustic vibration which is applied to the connecting points of the of the solar collector and then held together under a lot of pressure to create a solid-state weld. It is mainly used to join dissimilar materials such as is the structure of the solar collector (Glazing, aluminium casing, absorber plate, insulation including glass and wool). The hot water cylinders are manufactured with a high pressure machine. The cylinder is then welded and then insulated with polyurethane so as to have the exact same results every time. All cylinders are tested under high pressure for leakage and are made from Copper sheets to ensure longevity. Solar water heaters are a common sight in Cyprus, where over 90 % of all households use sunlight to meet their heating needs. The stop-go cycle of the incentive programme which supports the replacement of solar water heaters and collectors had little impact on growth. The plastic containers are manufactured using rotational moulding technology. The material used for the production of the plastic tanks is polyethylene powder suitable for rotational moulding with good mechanical properties. The company considers themselfs semi-digitised as there is not enough demand in order in the market, to invest in machinery which is that costly. If the demand rises or the machinery is more affordable then yes, they would be more than happy to fully convert to Industry 4.0.
Vesta Solar was founded in 1983, the first factory was built in 1987 in Nicosia, Engomi and in 2008 a new factory was built in Ergates (36 years).
The total number of staff at the company are 10 (including management) Annual turnover is about 1 million euros
The company was founded in 1983 and the first factory built was in 1987, were old machines and a lot of manual labor was needed in order to produce the solar collectors, whereas today (since their new factory was built in 2008) all machines have been upgraded and most of the work has been automated. The company’s personal, all existing staff members are trained on how to use and perform light maintenance for every new machine that enters the factory. All in all, automation has helped the company improve their performance, keep their standards and quality high and the staff uses a lot less manual labor.
The biggest challenge until now has been the financial crisis, which hit Cyprus in 2013. The factory had to lay off some staff, but in the last 2 years, since work has picked up, they were able to invest in better machinery and increase their work. Another challenge mentioned was the lack of knowledge of the public, regarding the benefits of solar collectors and green energy in general. The company is very happy with the steps it has taken so far, as they are carefully calculated and moving forward towards the future. They make sure they collaborate with the right suppliers for their raw materials.
Plans for the future include more connections in and outside of Cyprus, so as to increase and expand the business in the hopes that they will be able to invest in robotic arms in order to automate and optimise the work within the factory. They also wish to be a one-stop shop and create their site in Engomi as a distribution point, rather than just storage.
Alkis H Hadjikyriacos Frou Frou Biscuits Public Ltd is a Cyprusbased company engaged in the food sector. It is the parent company of the Frou Frou Group of Companies and is mainly active in the manufacturing of biscuits and snack foods. Other companies of the Group are Frou Frou Cereals Ltd, which is active in the manufacture of breakfast cereals; Spinneys Cyprus Ltd, which imports and distributes foodstuffs, and personal care and household products; Frou Frou Investments Ltd, an investment portfolio company; Athalassa Farm Ltd, which is engaged in the property sector, and Haris M. Hadjikyriacos (Holdings & Management) Ltd, which provides investment and asset management services. The Company operates in both domestic and foreign markets. It conducts its activities through its manufacturing division, imports division and property investment division. On August 1, 2011, it acquired Handy Snacks Ltd and on September 30, 2013, it acquired an industrial facility and the brand Mon Ami. It was established as a manufacturing company, producing an extensive range of biscuits (plain, hard cut and moulded, cream filled, crackers, snack crackers, wafers and chocolate coated biscuits and wafers). These products were distributed in the local market by the company's privately-owned distribution fleet. Within a number of years, the company was established as a market leader in the Cyprus biscuit market and it also expanded by exporting its products to Europe, Middle East, Far East and Africa. At the same time the company diversified into other markets by importing and distributing products, in the beginning related to the range of its own manufactured goods, with main emphasis on confectionery products and foodstuffs. As all manufacturing has been automated and every year more machines are introduced to automate and optimise the procedures, the company considers themselves as an Industry 4.0 enterprise. The procedure was more manual when the factory began, but now each product has its own machine for production.
The company has been operating since 1964 (55 years)
Frou-Frou employs about 200 staff members (70 of which are in the factory)
The company is now expanding its production facilities at their premises in Kokkinotrimithia industrial area. S.K. Euromarket ltd was awarded the design, installation, testing & commissioning as well the maintenance of the new wastewater treatment facility that will be constructed to serve present requirements. To cope with the increased organic loads the new system will incorporate anaerobic pre-treatment stage followed by aerobic post treatment with Moving Bed Biofilm Reactor and a polishing stage with pressure sand filtration. Treated effluent will be used for irrigation of the green area within the existing premises. The company has a strong marketing team, for branding and promoting all products via digital advertising, TV spots (such as recipes with their products). TV Spot videos to promote new products: https://www.youtube.com/watch?v=_dKzWNQmkWQ https://www.youtube.com/watch?v=3zsa9mhaTzE https://www.youtube.com/watch?v=1HI-ORg8Xa0
The company has a big team of advisors, so every move is carefully calculated. The main objective is to collaborate with good distributors and clients, that can provide the right equipment for all sectors and stages of the production and later on in distribution. All machines in the factory need to be up to standard, so if a mistake in an order has been made, then it is returned or replaced. Almost all machines are physically checked by the management and advisors, so there are as less mistakes as possible, but they happy with the steps they have taken and would not have done anything differently. The only challenged faced was when the company first started and did not have the Network they have today.
The company is always looking to creating new products, so ideas/brainstorming is a very important factor. Depending on demand, the cost, then the new equipment is brought. Everything is tested thoroughly before being automated. Each machine that is bought needs less and less people, so as everything is as automated as possible.
The company’s founder started baking in a traditional oven in the garden of his house in Athienou. Today, there are 67 outlets throughout Cyprus and three production units in the Aradippou and Nisou Industrial areas. The group also has two shops in New York. Further, the group offers meals as well as catering services (Zorbas Catering). Also available is coffee under the name Coffee Berry as well as catering services. As regards the patisserie, the group has added Pralina Confectionaries. The coffee shop chain Pralina Experience and the Asian restaurant AKAI, are also part of the group. A. Zorbas and Sons Ltd.’s main activity is the production and sales of bakery products. Over the years, the Company grew and transformed into a Group of Companies. In 1988 after a continuous success and the positive response from the consuming public the company extended in the province of Nicosia. On 9th of March 2000 Zorbas Bakeries went public. From the 27th of December 2000 until the 31st of October 2012 the company was listed on the Cyprus Stock Market. The production unit it Aradippou has a total area of 1,306 sq.m. (The building) of which 198 sq.m. is an office space of 935 sq.m. is a production area and 173 sq.m. exterior metal construction. The factory also has 2,440 sq.m. unoccupied space. Being one of the biggest production lines in Cyprus, it operates with the highest factory specifications with state-of-the-art machinery and equipment, and has succeeded in reducing production costs and upgrading the quality of its products. Seven Efaflex doors were also installed at the Zorbas factory to aid in lowering energy consumption. As a company who is always looking into upgrading and improving all aspects of its area including its manufacturing, it is considered an Industry 4.0 enterprise.
A. Zorbas and Sons Ltd was founded in Athienou on the 1st of October 1975 by Mr. Andreas Zorbas. In 22/11/1979 it was established as a Limited Company – (44 years)
Zorbas Bakeries has about 67 shops all around Cyprus and employs more than 2100 people. It has an annual turnover of over 100 million Euro. Additionally, the long experience in producing and selling high quality products following strict quality standards has been honoured with all relevant certifications BRC Grade A, IFS Higher Level, ISO 22000, ISO 9001 and SQMS The company has experience in exporting products in Europe, Canada, America, Asia, Australia and Middle East countries. http://www.companyaccountscheck.com/06427991-zorbas-bakeries-limited
As Cyprus was predominantly a farming-based economy in the 1970s, the founder of Zorbas had started the business by baking bread in the oven of his garden at a very young age and would produce up to 200 loafs of bread per day for the community. Not everyone was able to pay him in money, so he would get paid in life stock, which meant he would start producing dairy products also. As it was a family business all family members were able to work for the bakery, that would soon expand as there was a gap in the market for a franchise like this. The company now has a team of financial advisors, technicians who can advise on all aspects including machinery for the factories and their marketing team, who constantly promote their bakeries and new products. The marketing team is responsible for branding and promoting all products via digital advertising, TV spots, radio etc. TV Spot videos to promote new products: https://www.youtube.com/watch?v=40ZM4B2pzI4 https://www.youtube.com/watch?v=bLb2bFAnhYM https://www.youtube.com/watch?v=IOpdUgVoUbk Videos through social media: https://www.facebook.com/zorbascy/videos/
As mentioned previously, the company was officially founded in 1975, but the founder had started baking bread in the oven of his garden at a very young age and would produce up to 200 loafs of bread per day for the community. Not everyone was able to pay him in money, so he would get paid in life stock, which meant he would start producing dairy products also. Just as it was going to become a company, the Turkish invasion of Cyprus happened in 1974 and he lost most of the life stock and many damages to his property, which slowed down the development drastically. Other restrictions to the growth of the firm include the fact that Cyprus has a small market and a small Industry context. Another challenge was finding the right equipment for all the new products that were being developed. Zorbas Industries was a pioneer and introduced the Cyprus market in the areas of cooling systems and trading. Until the company found the right equipment and suppliers, there were a few setbacks in production.
As an innovative company, Zorbas Ltd is always researching and looking for ways to optimise its production without compromising the quality of their products. So far, the factory has new state of the art equipment in order to facilitate the markets needs and help optimise their workers work-load. New products are always being discussed and of course the production of these products need the equivalent machinery.