Problem

A vaccine manufacturer had successfully launched a new product with notable success, securing rapid market acceptance and remarkably strong regulatory backing from all regions of the country, to the point where the product was being endorsed as a ‘must-have’ vaccine and the pharmacoeconomics calculations made the case convincingly that the vaccine contributed a healthcare savings to payors.

The achievement of this new vaccine product launch was lauded as nothing short of astonishing and a competitor vaccine manufacturer wanted to learn exactly how it was done, as it was gearing up to launch a new vaccine product of its own in the near future.

Solution

Through the extensive research work at g2iNTEL a detailed picture of the successful product launch was uncovered, along with key measures that were implemented to secure both rapid market acceptance and universal government endorsements.

Double-blinded primary source interviews were key to keeping the expert interviewees objective.

Result

Armed with a thorough understanding of how a new product launch had been so successful, the client was able to develop its own new product launch strategy and marketing plan to optimize the potential return on its investment and maximize its speed to market.

Problem

A regional electronics recycling company had reached the point of local market penetration where it needed to expand to new markets in order to maintain its growth trajectory.

Solution

g2iNTEL was retained to develop a complete market intelligence picture of the new potential market and in so doing gathered all the regulatory details associated with operating in that market, the customer buying behaviour and practices, a comprehensive competitor landscape analysis, as well as any restrictions or pitfalls the company might encounter on entering the new market.

Result

The market intelligence provided proved indispensible for the client in deciding not only on whether to enter the market, its revenue potential and market growth year-over-year, but also which competitor it should consider acquiring, should it enter through a customer acquisition strategy.

Problem

Spending on sales forces is always necessary in industries that rely heavily on a push-strategy in selling their products; knowing the best expenditure and resource allocation is key to optimal return on the sales force investment.  A pharmaceutical company needed to understand how a selection of its key competitors deployed their sales reps across the country and in what numbers they were employed, as well as how they organized to sell their competing products.

Solution

g2iNTEL made extensive use of its primary research skills in building organization charts of the competitor companies, which revealed the resource allocations and deployment patterns in detail.

Result

With the knowledge of its competitor sales resources as a reference, the client was able to develop a winning sales force organization that not only could better compete in the field, but would make optimal use of the human resource expenditure.

Problem

A pharmaceutical company with strong product market share in a sizable market had been tracking the development work of a competitor for many years and knew that the company should be nearing launch.   Knowing exactly when the new product would enter the market, its strategic positioning, the key marketing messaging and resource backing would be key to defending the incumbent’s market position.

Solution

Using its proprietary multi-source method to information gathering, combining both secondary and primary research with analysis of competitor behavioural patterns, g2iNTEL was able to uncover the critical information needed in forecasting the competitor product launch and associated plans, positioning and sales push.

Result

Knowing when, where and how the competitor product launch would come, allowed for development of a market defense strategy that softened the potential success of the competing new product entry and prevented dramatic revenue loss, as had occurred in some international markets.

Problem

Two multinational companies had collaborated in developing and preparing a product for market entry in a new product category for them, over many years – one contributing the bulk of the invention and the other the marketing and sales network and resources.  Together they were faced with challenges in not only how to work together successfully, but how to enter a new market category in which a long-standing global company with commanding market share was expected to defend its position vigorously and a second niche product would similarly assert its role as ‘owner’ of a key sub-segment.

Solution

g2iNTEL prepared a two-day competitive positioning session comprising about 40 members from both organizations and from several different functional departments, to facilitate development of a coordinated product launch strategy and to prepare the objectives of the plan, to include the five key initiatives that the alliance needed to do well and would have the highest impact in supporting strong market entry.

Result

The competitive positioning event succeeded in unifying the teams from each alliance partner and the plan that emerged from the two-day event and developed by the different functional staff members who would later go on to execute the launch, became the road-map for a coordinated and successful new product market entry.

Problem

Self-evaluation and positioning review is occasionally difficult in a very crowded market.  A large magazine publisher with multiple titles needed to understand its position in the market, as well as identify both competitive and complementary publications, which it should consider acquiring or adjusting its own products to better compete for readers.

Solution

A thorough research effort of over a dozen competitors, that each published from two to approximately 15 magazines, yielded new business decision information input to the client detailing basic competitor organization and distribution, strategic positioning, financial summaries and revenue distribution.

Result

By mapping the competitive landscape, key insight into a business self-assessment emerged and gave the publisher the tools in deciding which publications it should attempt to acquire and how to better compete with those from which it sought to gain market share for its own titles.

Problem

An office furniture manufacturer competing directly on the same level as another multi-brand manufacturer in another country, was concerned with the potential for larger scale market entry of that competitor.

Solution

Competitor intelligence was generated from secondary and primary research and discovered that, while the competitor had a small manufacturing facility in the same country as the client, it produced completely unrelated products to office furniture.  In addition, the competitor had no plans to organize market expansion beyond its own borders and sales figures for key office furniture categories were uncovered, revealing nominal sales in the client’s country of operations across all categories.

Result

The client was able to see the competitor as a minimal threat to its position and by monitoring sales of those office furniture categories on an annual basis could maintain an ongoing watch that would uncover any changes in business intentions of the competitor, should they occur.

Problem

Following the launch of a new product, just before a key industry conference, a company wished to know how its three main competitors would respond in terms of any adjustments to their positioning and marketing strategy and how they might rebut the client’s marketing message

Solution

By attending the conference, g2iNTEL interviewed members of the three competitors and attended relevant educational sessions in search of signals revealing changes to positioning and responses to the client’s recently introduced product.

Result

The three competitors revealed very different strategies: one was pursuing new uses for its product and would attempt to claim key sub-segments to hold onto market share; a second competitor adopted a business-as-usual strategy, with no strategic change and complete faith in its established business, despite a significant flaw in its product; and a third competitor decided to withdraw from the market entirely, based on an assessment that its product would yield only limited market uptake.  The revelations were varied but very significant for the client and equipped it with new decision-support with which to successfully grow market share, post lunch.