Colleagues in our White Plains, New York office, spotted the following article in their local newspaper, the Westchester County Business Journal. In something of a ‘Business Agony Aunt’ column, advice is given to a company looking to expand into a new area – and which is basically asking about market assessment studies. We reproduce the article below:

We are expanding services into a new market, similar delivery, but to a different target. This will be the third service we offer. How can we get an idea of what our market share might be for each of the three services we sell?

Market share is defined as that portion of the goods or services provided by one or more companies to a target market. Expand your search to include market profits, growth rates, compensation and analysis of industry leaders to get a well-rounded picture of what your industry is up to. Knowing about your market can help you assess the challenges or opportunities of attempting to grow.

Get the facts
So where do you get market data? Lots of places – trade associations, marketing lists, researchers, indexing services, colleges and universities, and government databases often have facts. Trade shows, surveys, vendors and sales reps can provide anecdotal information.

When looking up industries, you’ll find classification codes are useful. Try an Internet search. Start with the SIC (Standard Industrial Classification) code, and its more recent cousin, the NAICS (North American Industry Classification System). NAICS is more reflective of our increasingly service-based, non-manufacturing economy.

The U.S. Census Bureau site provides information about taxable and exempt businesses by category, including numbers of companies, gross revenue, number of employees and annual payroll. Using this information, you can determine where your company sits versus the average firm in your industry.

Analyze the data
Once you find data about the size of a particular market, what do you do?

Use it to make some decisions. Here are some questions you might want to ask before deciding what to do next.

• Who are the top three competitors in my market?
• How much of the market do they hold?
• Is their market share increasing or decreasing?

If the big guns are increasing share, the market may be going to consolidation. Get out fast. If big players are getting out, or if they’re losing share because it’s not a core focus for them, there may be opportunity to jump in and take away a slice. Make sure it’s profitable enough to be worth the effort.

• Who are the three competitors just ahead of my company?
• Are they growing or declining?
• How does my company compare?

If the next closest competitors are growing faster than the market, watch out, they may be formidable. If they are declining faster than the market, you may be able to step in. Or, the market may be collapsing and it’s time to get out – find out why they’re declining. If any company is over 30 percent of market share, it may be time to look elsewhere for growth. If it’s your company that has 30 percent share, start another niche to become less dependent on one market.

Other considerations
Is the size of the target market growing or declining overall? How about profits? Are there any anomalies within the market that are bucking the trends? What niches exist close to what my company does, but different?

Look for markets with profits at or above what your company earns today. Look for industries with average size, salaries and marketing spend at or below your company’s average. Look through the SIC codes or NAICS for ideas on markets that could be underserved. Ask: How would niche-ing my company in a different way make my company more competitive, give my company more opportunity to grow?

How does my company compare to others in the industry in terms of compensation, annual revenue, marketing spend and year-over-year growth? Am I at, above or below industry performance standards?

Be careful if the compensation or marketing spend is unusually high, that may make it harder to compete and retain clients and employees. If your company is performing below industry standard, figure out how to improve or get out. Use comparative stats to help decide where to focus sales and marketing dollars and efforts. Set growth rates in line with the industry, or clearly and factually define how the company will buck industry trends to accomplish its goals.

Looking for a good book? Try, “How To Hire & Manage Market Research Agencies,” by Kathryn Korostoff.

Article written by Andi Gray of Strategy Leaders Inc.,Chappaqua, New York. www.StrategyLeaders.com

• To find out more about the research studies we can conduct on your behalf to help you assess a market’s potential, please click here.
• To get some hints on how to conduct your own initial desk research, read our white paper How To Get Information For Next To Nothing
• To read a Market Assessment Case Study, please click here.

In the final installment of this article, Julia Cupman concludes her list of points to consider when assessing new market opportunities, and reiterates that the economic downturn still presents myriad opportunities to many companies:

7. What is the market structure?  A key to a market entry strategy is getting the channel to market right.  To do this, the research should explain what the market looks like, who the main players are and what channels to market they are using.  For example, substantial sales may be generated through distributors, agents or other types of intermediaries; this is important information that will suggest possible routes to market.

8. What are the market’s perceptions of the current suppliers?  A company cannot enter a market without understanding who their potential competitors are and the market’s views on these.  Hence, the research findings should document which suppliers of the product/service are known and used, the perceived strengths and weaknesses of these suppliers, and the nature of the relationship between the buyers and suppliers.

9. What is the competitive environment?  The degree of rivalry should be explored to provide an insight into the competitive environment.  Profiles of the major players should be included in the research, plus insights on how these players operate, how they position and promote themselves, and what their product/service looks like.

10. What are the incentives and barriers to entry?  The research should investigate how the incentives to entry can be maximized and how the barriers to entry can be overcome.

11. What is the market size?  No company should ever consider entering a market without a feel for market size.  It needs to know the current size of the market and the annual market growth rate in order to determine whether market expansion is feasible.

12. What is the opportunity for a new entrant?  The research should explain how a new entrant should enter the market and how it could steal market share, including an indication of potential market size.  It should also provide an overview of which market segments offer the most opportunities and what gaps there are in the market.

Market expansion may be a viable opportunity that offers a means for companies to sell more if their prospects domestically have been blackened by the economic downturn.  Market entry research can cost anything from $40,000 upwards, depending on the nature of the research.  This is a small cost to pay given the high return on investment.  Hence, companies that cut their marketing budgets during economically challenging times are potentially closing doors to new opportunities.

To find out about B2B International’s market assessment research, please click here.

Over the past year, B2B International has observed a sea change in clients’ global research and market intelligence requirements, reports Director of International Operations Matthew Harrison.

“Throughout our history B2B International has obviously placed a great deal of importance on international research. Our clients demand not only that we are capable of researching the markets of interest to them, but also that we have a rounded experience of a variety of geographies. Over the past 10 years, half of our work has been international in scope, so we feel that we have delivered in terms of international experience.”

Over the past 12 months, however, we have noticed a significant shift in emphasis towards developing economies. Clients who previously were asking us to research the UK, USA and France are now increasingly asking us to look at Eastern Europe, Central Asia and East Asia. The number of different countries we have researched over the past year alone has grown by around 40%, with Russia, China and Ukraine being areas of particular growth. Four new geographies were researched for the first time by our team, in the shape of Libya, Mozambique, Tanzania and Azerbaijan.

This growth has been led by our US clients. In the past year we have researched over 60 different countries for US organizations, particularly manufacturers whose domestic markets have often matured and who are therefore seeking to grow their client bases amongst the rapidly industrializing Eastern countries.

We have implemented a huge variety of research techniques in developing geographies; however, by far the most common are market assessment and competitive intelligence studies. This reflects the rapidly changing nature of so many Eastern markets and our clients’ recognition that their market intelligence must constantly be refreshed.

Whilst these may be challenging markets to research, they certainly add interest to the job and also differentiate our company. How many businesses are genuinely capable of obtaining information from Libyan Government officials or Mine owners in Azerbaijan? Our ability to ask and answer the most difficult questions in the most difficult locations is one of the things that mark us out from the competition.