Strategic & Market Intelligence
Fourteen assignments covering the questions that come before a commercial or strategic decision: where to go, with whom, against whom, and with what deadline.
Each assignment answers a distinct question. Some are continuous, such as watching a competitor or a procurement calendar. Others are one-off, such as sizing a segment or mapping the players of a market before an investment committee meets. Several are often combined inside the same scope.
Whatever the assignment, the working principle is identical: the subject and the criteria are written down with you, the sources are selected for that subject rather than applied by default, findings are verified, and the deliverable is built for the people who will actually use it.
Client issue: Your management team takes decisions on a three-year horizon while receiving information organised by the week. The elements that will actually change the sector are visible, but scattered across sources nobody consolidates.
Continuous observation of the forces that shape your sector: regulation, technologies, entrants, capital and buying behaviour, read for the decisions your management has to take.
Client issue: A competitor changed something and your teams found out from a customer. Nobody is responsible for watching, everybody watches occasionally, and the picture you hold is a collection of anecdotes rather than a comparison.
Structured monitoring of the players you compete with: offers, commercial terms, territories, recruitment, partnerships and public moves, read for what they say about their next step.
Client issue: A territory is on your development plan and the internal debate has stalled between an optimistic reading and a cautious one. Neither camp has the material to close the discussion.
Delimited studies of a market or a segment: size and its caveats, demand structure, entry barriers, established players, channels and the conditions under which entry is realistic.
Client issue: Your growth plan has a target and your teams have capacity, but the pipeline is built from whatever came in. Nobody is systematically looking for where the next opportunities actually are.
Systematic detection of concrete development opportunities matching your criteria: segments to enter, accounts to approach, projects announced, channels available and situations that open a door.
Client issue: You need a partner in a territory or on a capability you do not have, and the candidates you have found came through informal channels. You know their pitch and almost nothing about their structure.
Identification and verification of potential partners matching your criteria: activity, capability, corporate structure, ownership, reputation and apparent solidity, examined on public material before any commitment is discussed.
Client issue: You have decided to sell through a channel rather than directly, and the shortlist of distributors you can name in the target country comes down to the two that exhibited at the last trade fair.
Identification of importers, distributors, agents and resellers able to carry your offer in a given territory, with their coverage, portfolio and apparent commercial weight documented.
Client issue: Your teams spend a third of their week building lists instead of selling, and half of what they build turns out to be out of profile, out of territory or no longer active.
Construction of a qualified target base matching your ideal customer profile, with activity, size, territory, apparent needs and buying committee documented for each retained account.
Client issue: You learn about relevant notices too late to prepare a serious response, and the ones you do see arrive mixed with hundreds that are out of scope, out of territory or already effectively decided.
Continuous detection of public and private tenders matching your criteria, with eligibility conditions, deadlines, procurement calendars and framework agreements identified early enough to prepare a serious response.
Client issue: Your investment committee has to arbitrate between territories and segments, and the only capital movements it hears about are the ones large enough to reach the general press.
Monitoring of investment movements in a sector or territory: industrial projects, acquisitions, capital deployment and public programmes, read for what they change in the competitive balance you are watching.
Client issue: A company you had never taken seriously has just raised a substantial round and will now spend it in your segment. You are learning this at the same time as your customers.
Monitoring of announced fundraisings in your field: who is raising, at what stage, from which investors, and what the capital is stated to be used for.
Client issue: Your planning exercise is starting and the assumptions in the model come from last year, adjusted by intuition. Nobody has checked whether the conditions that produced them still hold.
Analysis of the economic movements that shape demand, costs and regulation in your sector, translated into consequences for your planning rather than left as macroeconomic commentary.
Client issue: You are about to commit to a market and cannot answer a simple question in a meeting: who exactly is present, in which segments, and who owns whom.
A structured picture of who is present in a market: players, segments occupied, apparent weight, group and capital links, channels used and the spaces nobody currently covers.
Client issue: You have identified an organisation you would like to reach and no natural route to it. What you need first is an honest answer on whether an approach makes sense at all.
A prior study of whether an introduction between two organisations is relevant, possible and appropriate, followed, only if it is, by a carefully framed approach agreed with you.
Client issue: A decision has to be taken at the next committee and the material available is a set of internal opinions, a supplier presentation and a report written for another purpose two years ago.
A written report built for a specific decision: the question, the material collected, the options with their conditions, the uncertainties, and what would change the conclusion.
Describe the decision you have to take and the deadline you are working to. We will tell you which of these assignments is relevant, which is not, and what a realistic scope would look like.
Every request is reviewed confidentially. No commitment is required to discuss a scope of work.