01
Client context
The firm faced competition from global firms and specialised boutiques.
02
Business challenge
Leadership lacked a structured view of where competitors were investing.
03
Research objective & questions
Build a competitor landscape and identify positioning opportunities.
- Who are the main competitors in each service line?
- Where are competitors investing — capabilities, geographies, acquisitions?
- How are they positioning to clients?
- Where can the firm differentiate?
04
Methodology & approach
- Desk research
- Disclosures, announcements and hiring trends.
- Client interviews
- Perceptions of competitors.
- Expert interviews
- Former employees and industry specialists.
- Positioning analysis
- Messaging and offering comparison.
05
Sample & geography
- ~10 competitors profiled
- ~15 client interviews
- ~8 expert interviews
- Geography — Global (India-based delivery)
06
Key findings
- Competitors were building capability in embedded software and electrification.
- Boutiques won on domain depth in niche verticals.
- Clients saw most firms as interchangeable on general engineering.
- Acquisitions were the main route to new capabilities.
07
Business implications
- Invest in two high-growth capability areas.
- Develop vertical-specific propositions.
- Screen acquisition targets for capability gaps.
08
Outcome
The firm received competitor profiles, a capability heatmap and positioning options.
Example engagement — Shows how Hoog approaches this type of question. Not a specific client project. Findings are directional.