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Case Studies

A common theme in each RSR project is the need to “dive deep” into the market, the competition, and the customer base. The following case studies are presented as examples of how we assessed a client’s complex situation and tailored a solution to meet the client’s needs.

Analyzing Customer Business Drivers to Sell Solutions

Nobody sells products or components anymore. These days, everybody says they sell “solutions.” Stockbrokers, for example, now tell you they are in the business of helping their customers achieve their personal financial goals. Brokers no longer just sell you stocks or bonds; these things are now just a means to an end. A progressive financial services sales professional will first get to know a client’s personal situation, including their risk tolerance and performance goals, and then start actually selling specific products. The goal is to build a long-term consultative relationship, one with measurable benefits that the customer understands and values. Successful...

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Is the Market Large Enough to Pursue?

A Client’s sales management team was exploring options to manufacture or private label the manufacture and marketing of a particular industrial instrument. This instrument is a core part of the Client’s offering but was never considered to be a good fit with the company’s operations. Recently, however, a potential strategic partner has approached the Client with the idea of joining forces to manufacture and market the product. The decision to manufacture or partner entails a fairly large investment. Prior to making this move the Client required answers to critical questions, such as: What is the current and projected size of the market? How can the Client...

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Is the Company’s Brand Aligned with Its Strategic Goals?

As part of its annual strategic review, a new executive management team started to question the effectiveness of the company’s brand. What did the company’s brand evoke to customers? Were customer’s brand perceptions properly aligned with the company’s strategic goals? Was there confusion between the company’s brands that needed to be addressed? The Client’s management team had recently undertaken a brand assessment and determined there were some positioning issues that could be improved. However, this review relied heavily on input from a few key customers and channel partners. The Company decided it needed to go deeper. As such, the Company decided to undertake a...

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Re-prioritizing Which Vertical Markets to Pursue

With deteriorating demand in certain high-volume, vertical market segments, an industrial equipment supplier was concerned about its growth prospects. Management believed that revenues were too concentrated in a few sectors, and that overexposure to declining segments was causing the company to underperform relative to its peers. The company needed to diversify its business, reducing dependence on cyclical and/or volatile vertical markets. Doing this, however, required answers to critical questions, such as: What are the relative sizes and growth rates of alternative vertical market segments? Which segments might best leverage the Client’s current product offering...

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Making the Right Acquisitions

An industrial component supplier sought to take advantage of the market turmoil and acquire a struggling competitor in a related segment. After meeting internally to discuss the attractiveness of the segments and the companies, it became apparent that there were significant gaps in the Client’s understanding of the business. Specifically, the Client was not sure if the adoption rate of the acquisition candidate’s technology was increasing or decreasing? Were these companies struggling due to economic downturns or was there some other structural problem with the companies and /or market. Given this uncertainty, the Client needed an unbiased, third party evaluation...

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Investigating Opportunities in New Market Segments

An industrial equipment supplier recently reorganized to align itself with specific market segments. Two segments of potential interest were largely unfamiliar to the Client. Thus, the Client was unsure how to approach these two new vertical markets. In the past management operated under the hypothesis that the two segments of interest would be difficult to penetrate given the entrenched position of two key suppliers. However, some changes recently occurred in the market causing the Client to question its assumptions. Given this uncertainty, the Client needed an unbiased third party evaluation of the market potential in these new segments. Overview of RSR...

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Determining Synergies from Acquisition

An industrial equipment supplier was evaluating the merits of making an acquisition. The acquisition candidate of interest manufactured complementary products to the Client’s and marketed them to a strategic, underserved market segment. The acquisition price, however, appeared quite high. In order to justify the merger premium, the Client needed assistance in evaluating the potential product and marketing synergies that could accrue from the acquisition. Given the client’s limited knowledge of the markets for the acquisition candidate’s products, the Client turned to RSR Marketing Solutions (“RSR”) for a fact-based assessment of the market and competitive landscape...

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Evaluating the Addition of a Substitute Product

An industrial equipment supplier was concerned that one of its core products was being threatened by a potential substitute that served the same markets but utilized different design. Many of the client’s largest customers were using both the client’s product and the alternative product. The client was considering whether to add the substitute product to their portfolio. To address this decision, the Client turned to RSR Marketing Solutions (“RSR”) for assistance in gaining a fact-based assessment of the market and competitive landscape for the substitute product line. In particular, they wanted a clearer understanding of: The total and available market size for...

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Expanding into a Fast Growing Regional Market

An instrumentation supplier was evaluating the best means to enter the fast growing US oil and gas shale market. There are many potential areas to pursue, and the Client needed to choose the best plays to enter and the appropriate entry strategy. Some of the Client’s questions included: What are the fastest growing regional plays for the instrumentation of interest? Who are the key purchasers, influencers and potential channel partners? What are the key purchasing drivers and opportunities for competitive differentiation? Given the instrumentation supplier’s limited knowledge of the market, the Client turned to RSR Marketing Solutions (“RSR”) for assistance in...

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Evaluating the Market Opportunity for a New Product

An instrumentation supplier was evaluating whether to develop a related measurement product for an emerging application. The Client believed the new product could spur growth given the growing global demand for measurement in the new application. However, uncertainties such as the following were cause for hesitation: Was the potential market large enough to warrant the investment? To what extent might the new product cannibalize the company’s existing instrumentation offerings? Could the new product be sold through the Client’s existing channels and relationships? In light of these and other unknowns, the Client turned to RSR Marketing Solutions (“RSR”) for...

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