Case Studies: Adjacencies

European Expansion

The Challenge: A leading U.S. manufacturer of commercial engines was facing increased competition from local European competitors, as well as other established global players. The client sought to better understand the needs of the market to double its single-digit European market share. Assessment: Blue Canyon conducted quantitative and qualitative research to understand the market size, customer chain segments, and purchase decisions of key end customer OEMs. We found that the client’s product available market was estimated to be two-thirds the size of the North American market, but with significantly different purchase decision criteria. Europeans wanted a smaller equipment footprint, a…

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New Service Exploration For Industrial Products Distributor

The Challenge: A $5 billion industrial products distributor was charged with developing new, value-added services with which to augment its core distribution business, which faced increasing price competition. The company had an under-utilized service capability, which it thought could spur growth. Assessment: Blue Canyon analyzed the needs of the firm’s customers, segmented the potential market, and performed an opportunity/ fit analysis to determine the best segments and corresponding market size for each service offering. Since the company was concerned about cannibalization of its core products, we developed detailed models to examine alternative approaches to product and service offerings. Strategic Solution:…

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Acquisition Targets for a Building Products Equipment Manufacturer

The Challenge: A leading equipment manufacturer with a strong market share in its core products and markets recognized that to achieve significant additional growth, it would require game-changing acquisitions. It decided that acquisitions should be prioritized to emphasize those which could be sold through channels in which it already participated.

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Entering New Geographic Markets

The Challenge: Our client was fully aware of the fast pace economic growth in China as they had been manufacturing there for some time. This global firm saw the rapid growth in construction in China, and wanted to identify whether it could realize success in the China building systems market. Their question was whether China should be their next target of opportunity. While the market environment was new to this firm, their basic questions were relevant to all markets, whether new or old: What is the market’s structure and how is it changing? Who are the participants and who were likely…

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