01
Client context
A mid-sized manufacturer of industrial equipment was considering expanding its product range into adjacent applications where it had limited market visibility.
02
Business challenge
Published data on the adjacent applications was fragmented and inconsistent. Leadership needed a defensible view of market size, growth and buyer requirements before approving investment.
03
Research objective & questions
Establish the size, growth and buyer requirements of adjacent application segments to support an investment decision.
- What is the current size and expected growth of each target application segment?
- Which purchase criteria matter most to end users in each segment?
- How do dealers and distributors influence product selection?
- Where is the competitive intensity lowest relative to opportunity?
04
Methodology & approach
- Secondary research
- Trade data, company disclosures, industry association material and technical literature.
- Expert interviews
- Former industry executives and application engineers to validate model assumptions.
- B2B IDIs
- End users across plant, maintenance and procurement roles.
- Channel interviews
- Dealers and distributors across priority regions.
- Modelling
- Bottom-up installed-base model triangulated with top-down estimates.
05
Sample & geography
- ~12 expert interviews
- ~30 end-user IDIs
- ~15 dealer/distributor interviews
- Geography — India (multi-region)
06
Key findings
- Segment attractiveness varied significantly; the largest segment was not the most accessible.
- Service availability and spare-parts support outweighed initial price in several applications.
- Distributors played a decisive specification role in fragmented, smaller-account segments.
- Two segments combined meaningful demand with limited specialised competition.
07
Business implications
- Prioritise two segments for initial entry rather than a broad launch.
- Build the value proposition around lifecycle support, not price.
- Invest in a selective distributor programme with technical training.
08
Outcome
The assessment provides leadership with a segment-prioritised market model and an evidence base for a phased investment decision.
Example engagement — Shows how Hoog approaches this type of question. Not a specific client project. Findings are directional.