Market Research and Strategy

CLIENT TYPE

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Private Equity Firm – Renewable Energy Infrastructure and Related Energy-Efficient Technologies

 

OVERVIEW

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In collaboration with a second consultant firm, conducted market and product technical due diligence for a private equity firm considering a possible $20M investment in a North American lighting fixture manufacturer (Company X).  Researched, investigated, and provided expert opinion regarding the company’s purported customer project opportunities, market perception, future sales growth, business secured, product competitive advantages, market assessment for LED conversions and product technology due diligence. 

 

PROJECT COMPONENTS

 

The project was broken into four components – A) Customer Project Pipeline, B) Market Data, Dynamics and Competitive Position, C) Market Perception and D) Technical Due Diligence. 

 

A.  Customer Project Pipeline:   Based upon a list of top 20 priority projects in 4 regions (US, Canada, Latin America, and Caribbean), we utilized qualitative research (i.e. direct phone calls) with customer decision makers, sales agents, and partners. 

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B.  Market Data, Dynamics and Competitive Landscape Across 4 Core Geographies - US, Canada, Latin America, and Caribbean

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1.  Market Data and Dynamics

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• Market Size (units and value) 

• Market Share (units, value, and pricing) by competitor

• Market growth expectations over 7 – year period

• Market trends and threats

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2.  Competitive Assessment

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• Key competitors in each country/region broken down by technology

• High-level Go-To-Market Strategy differences across geographies and views on X company’s ability to compete

• Pricing trends (Historical and expected future) - Matrix of selling prices for the different fixtures on the market.

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C.  Voice of Customer/Market Perception:  Understanding of X Company’s Reputation in the Market

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Reviewed existing installations and performance of technology.  Determined customer perception of the company, products and overall satisfaction.  Evaluated the company's purported competitive advantage and assessment against key competitors.

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D.  Technical Due Diligence

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In collaboration with a product engineering consulting firm, reviewed the robustness of the technology and qualified the competitive benefit implied by their IP.

 

RESULT

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Based upon our findings, the Private Equity firm significantly reduced their investment offer and increased their company ownership percentage requirements.

 

 

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