Home · What we do
Research that ends in a recommendation, not a report.
Our consulting practice answers business questions that need evidence from the market: whether to build, where to enter, how a market really works, and how your stakeholders see you. The work is led by senior people who have run businesses as well as studies.
Feasibility and development
Our feasibility work goes beyond go or no-go. We evaluate the direct and indirect factors, the opportunities and the risks under different scenarios, and finish with a business plan and clear recommendations. We have run manufacturing and market feasibility studies for large companies in chemicals, refining, agriculture, logistics, etc. Some of that work saved clients large capital commitments; some found them a market they did not know they had.
Market entry and expansion
Entering a new country or region needs more than a market size. We cover positioning, channels and distribution, partnerships, acquisition targets and the regulatory ground, with on-the-ground support for the first steps. Our work has taken clients from India, Japan, Singapore and Europe into more than fifteen countries across Asia, Europe, Latin America, the Middle East and Africa.
Market intelligence
Market insight studies, continuous market monitoring, competitive intelligence and target profiling, for investment and planning decisions. Our experience here is deliberately wide: satellites and aircraft, medical materials, wind energy, automotive and industrial components, construction materials, semiconductors, food ingredients, logistics, agriculture, etc. Clients include government agencies, global advisory firms and the companies making the investment.
Stakeholder experience and brand transformation
We assess how customers, suppliers, channel partners and employees experience an organisation, find where the experience breaks, and help put it right. The work joins stakeholder satisfaction and brand equity into one programme rather than two.
Consulting cases
A glimpse. There is a great deal more; tell us your question and we will show you what fits.
A feasibility study found the domestic market too crowded to justify a new chemical plant, and pointed the client to exports
A new chemical plant that did not get built. Demand sizing and producer mapping showed a crowded market, and the client's capital stayed in the bank.
A refinery by-product found a captive market once the study showed how easily buyers switched suppliers
A refinery by-product in search of buyers. The study showed how easily buyers switched, and long-term agreements turned a market into a captive one.
An Indian industrial company entered five regions through distributors we identified and partnerships we helped build
Five regions, one Indian industrial company. Distributors identified and approached, partnerships built, customers engaged. Plan became distribution.
A Japanese specialty chemicals company got a second-tier sales strategy for India once the value chain was mapped
A Japanese specialty chemicals company's second-tier strategy for India, built on a full map of the value chain and the players in it.
An international food-ingredients leader learned which segments to prioritise, and how to position and package for them
An international food-ingredients leader's India priorities, from a segment-by-segment dissection of the market and its players.
An international infrastructure company turned a stakeholder review into an action plan, monitored to completion
A stakeholder review for an international infrastructure company that became an action plan, monitored to completion.
Thinking about where to go next?
Tell us the move you are considering. A senior consultant comes back with what the market evidence can settle, and what it would take to get it.