Guide for non-German business founders

Successful start-ups in Berlin

Overall coordination

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

Cooperation partners

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 financing 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 experience with you beyond these seminars, if required.
We wish you the best of luck in realising your project.

Nihat Sorge
Managing Director of BWK BildungsWerk in Kreuzberg GmbH

Successful start-ups in Berlin - 2011 Guide BWK GmbH

Foreword

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 particularly 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 prepared 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 information 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 Wolf
Mayor and Senator for the Economy, Technology and Womens Issues Berlin

Successful start-ups in Berlin - 2011 Guide BWK GmbH

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. According to estimates by the Chamber of Industry and Commerce, the number of non-German traders 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-Osten
General Representative of Investitionsbank Berlin

Successful start-ups in Berlin - 2011 Guide BWK GmbH

Contents

1 General information about foreign enterprise................................................................................6

2 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

Successful start-ups in Berlin - 2011 Guide BWK GmbH

1. General information about foreign enterprise

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 therefore significantly contributed to our levels of
prosperity. In addition, they also make an
important contribution to the national economy as business founders and entrepreneurs,
especially in times of strained economic
conditions, by for example creating numerous
new jobs. Above all though, company startups contribute to stabilising the situation on
the employment market by creating new jobs.
The number of foreign entrepreneurs in Germany 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 hospitality 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 explanation 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, especially 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 towards German customers and thus a change
from niche to market.
Today, roughly 470,051 people with nonGerman citizenship live in Berlin; this corresponds to 13.7% of the population. Approximately 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 citizenship 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 citizens, 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 businesses in total were set up by foreign citizens
in 2009, which corresponds to a 33% share

Successful start-ups in Berlin - 2011 Guide BWK GmbH

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 significantly 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.

2. The decision: are you an entrepreneur?

2. The decision: are you an entrepreneur?

2.1 Motives for independence

a summary from consultancy

The following arguments are constantly given

as the basic motives for seeking independence in countless consultations with people
setting up businesses:
The desire for indepen-
dence 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 requirements

From 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 entrepreneur:
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 industryrelated knowledge.

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 commercial 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.

Do you know what your strengths and

weaknesses are?
Specialist requirements include commercial (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 questions:

Successful start-ups in Berlin - 2011 Guide BWK GmbH

2. The decision: are you an entrepreneur?

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 selfemployed 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 Aufenthaltserlaubnis [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 issued 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 local need must exist with a self-employed job.
The immigration authorities will consult the
responsible institutions (Chamber of Trade,
Trade Licensing Office etc.).

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 professions (e.g. doctors, architects, tax advisors,
lawyers, artists, authors), scientists or agricultural 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

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 re main. You can turn self-employed at
any time. If you want to set up a compa ny within the first three years of mar riage you must apply to the immigra tion 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 requirements

Once 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.

Successful start-ups in Berlin - 2011 Guide BWK GmbH

State Statistical Office

Chamber of Trade

(with trade professions) or

Chamber of Industry and Commerce
Commercial Court.

2.The decision: are you an entrepreneur?

Specific permits and evidence are required for

certain sectors (e.g. trade card, concessions,
etc.)
Trade: You may only manage a trade company if you have passed the examination for the
masters certificate. However, the examination 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 selfemployed 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 accordance with the Bundesimmissionsschutzgesetz [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 authorities (Office of Economic Affairs/Trade Licensing 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 transport 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 Ordnungsangelegenheiten 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.

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 Steuerlicher Wegweiser fr Unternehmensgrnder
[Tax Guidance for Company Founders] (7th
issue 2010) is also available for you there.
Taxes:
Value added tax
Income tax

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

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.

Successful start-ups in Berlin - 2011 Guide BWK GmbH

10

3.The business idea

3.The business idea

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 successful 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 sensitively can profit from them with a business
idea.
Population development: Changes in population 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 unpredictable, short-lived preferences or behaviours,
seasonal highlights. Fashion therefore only
results in short-term market opportunities.
Discovering gaps in the market: Even in saturated 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 sectors 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.

Successful start-ups in Berlin - 2011 Guide BWK GmbH

Realising new ideas in old sectors: Socalled old established sectors can get into a
rut over time. A clever new idea can turn even
the most old-fashioned concept into a competitive 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

3.2 Start-up options

Having a good idea is one thing but successfully 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. Nonetheless, 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.

11

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).

Primary means you carry out the analysis

yourself by means of personal meetings, interviews, surveys, observations, etc. Secondary
means that you rely on several sources. The
following can be considered as external data

Successful start-ups in Berlin - 2011 Guide BWK GmbH

12

3. The business idea

3.3.1 Analysis of general needs

01 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 implemented 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/services?

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 competitors

01 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!

Successful start-ups in Berlin - 2011 Guide BWK GmbH

4.Concept to idea: stages of a business plan

13

4.Concept to idea: stages of a business plan

Besides the business concept, the business

plan includes a description of personal qualifications, business data, market and competition 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

summary

A business plan executive summary conveys

everything that the reader needs to know
about the business plan in a concise form, without 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

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 custo mised sizes).
Are you a generalist or specialist?
Beyond the actual offer you should also offer
your customers an additional benefit compared to competitors; this could be service offers
or customer services. Generally, customisation adapted to individual customers wishes
with appropriate flexibility is an advantage.

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 know ledge (courses etc.)?

What are your strengths?
What are your shortcomings? How will you
compensate for these?

4.4 Presentation of offer

Check 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?

Successful start-ups in Berlin - 2011 Guide BWK GmbH

14

4.Concept to idea: stages of a business plan

Pricing your product:

Your range of offers is directly related to your
pricing policy. Your mission should be different to others and not cheaper than others!
This does not rule out occasional price concessions 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 Location

Location plays a crucial part in company success. 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 choosing 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 startup 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.

Successful start-ups in Berlin - 2011 Guide BWK GmbH

When choosing your business premises please 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 Berufsgenossenschaft [Employers Liability Insurance
Association] and the Gewerbeaufsichtsamt
[Trade Supervisory Board].

4.Concept to idea: stages of the business plan

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 customers using target group analysis. Remember
though that your customers, e.g. sales partners, 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 analysis

Your 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 competitors 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 spe cialist 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 pay ment terms and conditions, etc.
Internet research.

4.9 Sales measures

Companies 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 opportunities. Marketing creates the link between
supply and demand.

15

4.10 Capital requirements

How much money do you need for your startup? 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 investment required:
How much money do you need in the long term (e.g. land, building, machinery, vehic les, 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 outstan ding debts and special expenditure in the
start-up phase)?
Budget a financial reserve for the
unforeseeable!

Successful start-ups in Berlin - 2011 Guide BWK GmbH

16

4.Concept to idea: stages of the business plan

Investment to establish readiness to perform:

Grundstck
Gebude
Umbaumanahmen
Maschinen, Gerte
Geschfts- bzw. Ladeneinrichtung
Fahrzeug
Reserve fr Folgeinvestitionen und
Unvorhergesehenes
Gesamt

i.H.v .........................
i.H.v .........................
i.H.v .........................
i.H.v .........................
i.H.v .........................
LH.v . .......................
i.H.v .........................
i.H.v .........................
i.H.v ........................

Fr die Leistungserstellung notwendiger Kapitalbedarf:

Roh-, Hilfs- und Betriebsstoffe
Unfertige Erzeugnisse bzw. Leistungen
Fertige Erzeugnisse und Waren
Forderungen / Auenstnde
Reserve fr besondere Belastung in der Anlaufphase
Gesamt

i.H.v .........................
LH.v . .......................
i.H.v .........................
i.H.v .........................
i.H.v .........................
i.H.v ........................

Grndungskosten
Beratungen
i.H.v .........................
Anmeldungen /Genehmigungen
LH.v . .......................
Eintragung ins Handelsregister
i.H.v .........................
Notar
i.H.v .........................
Gesamt i.H.v ........................
Kapitaldienst
Zins- und Tilgungskosten
Privatentnahmen
Gesamter Kapitalbedarf

i.H.v .........................
i.H.v .........................
i.H.v ........................

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.

Successful start-ups in Berlin - 2011 Guide BWK GmbH

5.Financing a start-up

17

5.Financing a start-up

Based on experience, starting up a selfemployed 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 bank
The 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 representatives 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 sufficient 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 businesses as the financial burden will be too high in
the start-up phase.
For this reason there is a range of public support programmes for start-ups, which serve
the purpose of reducing the banks risks due
to a lack of securities when financing startups 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 founders 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 companies are supported with the financing of

working capital and investments. Land, machinery, 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 guarantee from BBB Brgschaftsbank zu BerlinBrandenburg 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

Successful start-ups in Berlin - 2011 Guide BWK GmbH

18

5.Financing a start-up

support programme is right for you and your

project, which combinations and alternatives
are available and whether you can claim particular 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 every 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 kundenberatung.wirtschaft@ibb.de.
Support programmes for business founders from the KfW Bankengruppe
Almost 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.

ERP regional support programme: You

can profit from this programme as a business
founder, national or foreign industrial company or freelancer. Your company must be in
majority private ownership and meet the EU
Commissions criteria for small and mediumsized enterprises (SME).

Features:

Features:

100 % financing

Attractive fixed interest rate over 10 years

80 % indemnity against liability for your

Particularly favourable interest rate for

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

Successful start-ups in Berlin - 2011 Guide BWK GmbH

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 commercial 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.

5.Financing a start-up

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

ful repayments up to max. EUR 20,000

No fees

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!

Unscheduled repayments possible

100% of the amount paid out

Financial support by employment agencies and/or job centres

If you were unemployed before your startup, 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 prerequisite 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 possible. The entitlement ceases if the recipient is
no longer classified as in need of help. Your

Equity financing
Innovative 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, startup) 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 themselves 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 codetermination.

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

19

20

6.Directory!

6.1 Addresses for business organisations and institutions

BBB Brgschaftsbank
zu Berlin-Brandenburg GmbH
Schillstrae 9
10785 Berlin
Tel.: 030 / 31 10 04-0
Fax: 030 / 31 10 04-55
www.buergschaftsbank-berlin.de
Berliner Anwaltsverein
Littenstrae 11
10179 Berlin
Tel.: 030 / 251-3846
Fax: 030 / 251-3263
E-Mail: mail@berliner-anwaltsverein.de
www.anwaltsverein.de
Berliner Volkshochschulen
www.vhs-berlin.de
Bundesministerium fr Wirtschaft
und Technologie Frderberatung
Scharnhorststrae 34-37
10115 Berlin
Tel.: 01888 / 615 76 49/615 76 55
Fax: 01888 / 615 70 33
E-Mail: foerderberatung@ bmwa.bund.de
Online funding database:
http://db.bmwi.de
www.bmwi.de
www.existenzgruender.de
in Turkish, English, French & Russian

Handelsverband Berlin-Brandenburg e. V.
Mehringdamm 48
10961 Berlin
Tel.: 030 / 881 77 38
Fax: 030 / 881 1865
E-Mail: info@hbb-ev.de
Handwerkskammer Berlin
Blcherstrae 68
Mehringdamm 15
10961 Berlin
Tel.: 030/25 90 34 67
Fax: 030/25 90 34 68
E-Mail: info@hwk-berlin.de
www.hwk-berlin.de
Investitionsbank Berlin (lBB)
Business Customer Advice
Bundesallee 210
10719 Berlin
Tel.: 030 / 2125-4747
Fax: 030 / 2125-3322
E-Mail: kundenberatung.wirtschaft@ibb.de
IBB Beteiligungsgesellschaft mbH
Bundesallee 171
10715 Berlin
Tel.: 030 / 2125-3201
Fax: 030 / 2125-3202
www.ibb-bet.de

Deutscher Franchise-Verband
Luisenstrae 41
10117 Berlin
Tel.: 030 / 27 89 02-0
Fax: 030 / 27 89 02-15
E-Mail: info@dfv-franchise.de
www.dfv-franchise.de

Industrie- und Handelskammer zu Berlin

Fasanenstrae 85
10623 Berlin
Tel.: 030 / 31510-0
Fax: 030 / 31510-116
E-Mail: service@berlin.ihk.de
www.berlin.ihk24.de

EA - Single point of contact

Information, advice and support for administration procedures from one single point of
contact
Senate Administration for Economy, Technology and Womens Issues
www.ea.berlin.de

KfW Kreditanstalt fr Wiederaufbau

Niederlassung Berlin branch
Charlottenstrae 33/33 A
10117 Berlin
Beratungszentrum: Behrenstrasse 31
10117 Berlin
Tel.: 030 / 20264-5050
Fax: 030 / 20264-5445
E-Mail: info@kfw.de
www.kfw.de

ExistenzGrnder-Institut Berlin e. V.
Oranienburger Strae 27
10117 Berlin
Tel.: 030 / 44 09 800
www.existenzgruender-institut.de

Senatsverwaltung fr Stadtentwicklung
Wrttembergische Strae 6
10707 Berlin
Tel.: 030 / 90205-555
Fax: 030 / 0205-264
E-Mail: info-center@senstadt.berlin.de
www.stadtentwicklung.berlin.de

Successful start-ups in Berlin - 2011 Guide BWK GmbH

Senatsverwaltung fr Wirtschaft,
Technologie und Frauen
Martin-Luther-Strae 105
10825 Berlin
Tel.: 030 / 9013-0
www.berlin.de/sen/wtf
Business founder hotline:
030 / 9013-8444
E-Mail: ursula.mukhtar@senwtf.berlin.de
www.gruenden-in-berlin.de
Steuerberaterkammer Berlin
Wichmannstr. 6
10787 Berlin
Tel.: 030 / 8892 61-0
Fax: 030 / 8892 61-10
E-Mail: info@stbkammer-berlin.de
www.stbkammer-berlin.de
TD-IHK Trkisch-Deutsche Industrie- und
Handelskammer
Ludwig Erhard Haus
Fasanenstrae 85
10623 Berlin
Tel.: 030 / 31 51 73 88-0
Fax: 030 / 31 51 73 88-9
E-Mail: info@td-ihk.de
www.td-ihk.de
TCC Technologie-Coaching-Center GmbH
Bundesallee 210
10719 Berlin
Tel.: 030 / 46 78 28-0
Fax: 030 / 46 78 28-23
E-Mail: info@tcc-berlin.de
www.tcc-berlin.de
Weiterbildungsdatenbank Berlin
Informationsbro
Neue Schnhauser Strae 10
10178 Berlin
Tel.: 030 / 283 84-239
Fax: 030 / 283 84-240
E-Mail: info@wbd-berlin.de
www.wdb-berlin.de

6.Directory!

21

6.2 Ethnic community addresses and profiles

Work tools:

Social advice for Polish people living in

BWK BildungsWerk in Kreuzberg GmbH

Cuvrystrae 34
10997 Berlin
Tel.: 030 / 61 79 29-0
E-Mail: kontakt@bwk-berlin.de
www.bwk-berlin.de
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 international projects and is constantly developing
partnerships from these. BWKs intercultural
expertise is also used in educational programmes 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 examinations. 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 hairdressing services.

Polnischer Sozialrat e.V.

Oranienstrae 34
10999 Berlin
Tel.: 030 / 615 17 17
E-Mail: polskarada@arcor.de
www.polskarada.de
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 important 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 (startups, 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.

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 Industrieund Handelskammer (TD-IHK)

Opladener Str. 8
50679 Kln
Tel.: 0221 / 540 22 00
E-Mail: info@td-ihk.de
www.td-ihk.de
The Trkisch-Deutsche Industrie- und Handelskammer (TD-IHK - Turkish-German Chamber of
Industry and Commerce) strengthens business
relationships between Turkey and Germany,
helps German companies with business relationships 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 business, trade, industrial and service provision relations between the Federal Republic of Germany
and the Republic of Turkey. In doing so the
TD-IHK acts as a bridge between the countries 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 mouthpiece 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.

Vereinigung der Vietnamesen in Berlin und

Brandenburg e. V.
Sewanstrae 43
10319 Berlin
Tel. & Fax: 030 / 54 111 77 oder 030 / 54 979 963
E-Mail: n.viet-berlin@gmx.de
Hompage: 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 Register 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, unemployment 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 Vietnamese families and young people] (funded by the
Berlin Senate since 2002)
2. Begegnungstatte fr alte und junge vietnamesische 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.

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 responsibility 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 Management Board manages the business.

Successful start-ups in Berlin - 2011 Guide BWK GmbH

22

6.Directory!

Deutsch-Arabische unabhngige
Gemeinde e.V.
DAUG
Boddinstr.66
12053 Berlin
Tel: 030 / 56 82 59 72
Fax: 030 / 56 82 59 73
DAUG
Kirchhofstrae 12
12053 Berlin
Tel: 030 / 47 595 777
Fax: 030 / 69 80 70 729
E-Mail: daug2006@web.de
www.daug-berlin.de
The Deutsch-Arabische unabhngige Gemeinde
e.V. [Independent German-Arabic Community]
is a democratic organisation that was founded 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 facilitate 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 Association
Jamal El-Moghrabi

Initiative Selbststndiger Immigrantinnen e.V.

Kurfrstenstrae 126
10785 Berlin
Tel.: 030 / 611 33 36
E-Mail: info@isi-ev.de
www.isi-ev.de
The Initiative selbstandiger Immigrantinnen
e.V. (ISI e.V. - Initiative of self-employed immigrants) was constituted as a non-profit association 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 Immigrantinnen (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 background. The project supports female immigrants
in
Implementing their own business ideas,
Achieving economic independence through
their workplace,
Gaining further qualifications and personal
empowerment.

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.

The focus of the associations work remains

support with start-ups. The association trains
and advises women before they become selfemployed 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 Berlin
Postfach 19 11 41

14001 Berlin
Tel.: +49 (0) 30 / 30 83 94 32
Fax: +49 (0) 30 / 30 83 94 31
E-Mail: kontakt@zdsd.de
www.zentralrat-der-serben.de
As a civil society organisation the Zentralrat der
Serben in Deutschland (ZSD - Central Council of
Serbs in Germany) develops its activities at national 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 Germany, 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 professional and management workforce as well as
entrepreneurial up-and-coming talent among Serbian migrants in Germany. Targeted support and

Successful start-ups in Berlin - 2011 Guide BWK GmbH

Integrationscollege Club Dialog e. V.

Lindower Strae 18
13347 Berlin
Tel.: 030 / 26 34 76 05
E-Mail: equal@club-dialog.de
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 infrastructure 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.

Wir bringen Ihre

Grndung ins Rollen.
Mit unseren mageschneiderten Finanzierungen stehen wir Ihnen beim Aufbau

Ihres Unternehmens in Berlin zur Seite. Unsere Berater freuen sich auf ein Gesprch.

Sprechen Sie uns an:

Telefon: 030 / 2125-4747
E-Mail: gruenden@ibb.de
www.ibb.de/gruenden

Bibliography and recommended reading

BBB Brgschaftsbank zu
Berlin-Brandenburg GmbH
Founder 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 independence].
35. revised edition. September 2010.
Federal Ministry of Economics
and Technology:
Series of publications GrnderZeiten - Nachrichten 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 Berlin, Chamber of Trade for Berlin
Grnden in Berlin
[Starting a business in Berlin]
Das kleine 1x1 der Grndung
[The small 1x1 of start-ups]
Web version January 2011
http://www.ihk-berlin.de/
linkableblob/1215740/.14./data/
Existenzgruendungsbroschuere-data.pdf

Senate Administration for the Economy,

Technology and Womens Issues:
Info booklet Existenzgrndung [Start-ups]
Berlin, April 2010

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

Imprint
Publisher
BWK BildungsWerk in Kreuzberg GmbH on
behalf of Investitionsbank Berlin

Print
X-Press Grafik und Druck GmbH

Design
BEYS marketing & media GmbH

Circulation
2.000 copies, revised edition

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

Date of publication
Berlin, September 2011

Overall coordination
BWK BildungsWerk in Kreuzberg GmbH
Cuvrystrae 34 10997 Berlin
Tel.: 030/ 61 79 29-0 Fax: 030/ 61 79 29-37
E-Mail: kontakt@bwk-berlin.de www.bwk-berlin.de

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 contributions published in this brochure are copyright protected. Legal protection also applies
to databases and similar provisions. No part
of this guide may be reproduced in any form
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