Enter new markets with evidence, not guesswork
As a market intelligence consultant, I help manufacturers, engineering firms and technology businesses understand markets, competitors, target accounts and routes to market before they invest.
Manufacturing
engineering & industrial B2B focus
US Market Entry
commercial assessment & strategy
Competitive Intelligence
positioning, capabilities & routes to market
Target Accounts
customers, buyers, partners & primes
What a market intelligence consultant should help you decide
Market intelligence is the evidence needed to decide where to compete, which customers matter, how the market is structured and what route to market is most likely to work. A market intelligence consultant should turn that evidence into priorities, positioning, channels, target accounts and a practical commercial plan rather than simply describe the market.
For technical B2B businesses, the useful question is rarely simply “How big is the market?” It is usually “Which part of the market is realistically addressable for us, who controls access to it, and what has to be true for us to win?”
When market intelligence adds the most value
The cost of entering the wrong segment, chasing the wrong accounts or building around a weak market assumption is usually much greater than the cost of getting the evidence first.
You are sizing a new market
You need a realistic view of demand, market structure, growth, applications and where the commercially addressable opportunity actually sits.
You are entering the US
You need to know which sectors, states, customers, partners, regulations and buying structures matter before committing people and capital.
You need target accounts
Your team needs a prioritised view of organisations, buyers, applications and opportunity triggers rather than another broad database of names.
You need an investment case
You need an external, defensible view of the market and commercial pathway that can withstand scrutiny from management, a board, investor or funding partner.
What a market intelligence engagement can include
The scope is built around the commercial decision you need to make. A typical engagement combines market structure, competitive intelligence, customer prioritisation and a practical route to market.
Market Structure
Market size, growth, segmentation, applications, value chain, adoption drivers, barriers and the realistically addressable opportunity.
Competitor Intelligence
Competitor positioning, products, capabilities, partnerships, customers, routes to market, pricing signals and strategic strengths.
Customers & Accounts
Ideal customer profiles, buyer groups, target accounts, end users, primes, partners, distributors and opportunity triggers.
Go-to-Market Strategy
Segment prioritisation, entry sequencing, channel options, partnerships, positioning, target-account strategy and commercial roadmap.
Selected engagements
Examples of how market intelligence can move from research into commercial decisions and, where required, in-market execution.
Named engagement
Metal Powder Works | Australia & APAC
I initially worked with Metal Powder Works to assess the Australian market for advanced metal powders, identifying priority applications, customer segments and routes to market. That work progressed from market-entry analysis into execution. I now act as the company’s local VP of Sales, developing customers, partnerships and commercial opportunities across Australia and the wider Asia-Pacific region.
Confidential engagement
Australian advanced-manufacturing venture | United States
I supported an Australian advanced-manufacturing venture assessing commercial entry into the United States. The work examined market opportunity, priority applications and customer segments, competition, target accounts, routes to market and the sequencing of commercial development. The result was an evidence-based framework for deciding where to enter first, who to target and how to approach the US market.
Client identity withheld due to commercial confidentiality.
How I approach the work
The objective is not to produce a large report for its own sake. The research is structured around the commercial decisions the business needs to make.
Frame
Define the commercial question, geography, applications, assumptions, decision criteria and evidence required.
Research
Combine systematic desk research, public data, industry sources, competitor material and practical sector experience. For US work, that can include primary public sources such as the U.S. Census Bureau.
Test
Cross-check assumptions, reconcile conflicting signals and separate market noise from evidence that changes the decision.
Recommend
Translate the evidence into priorities, target accounts, positioning, channels and a practical commercial roadmap.
What you receive
The output is designed to be used by management, investors and the sales team, not left on a shelf.
- Executive market assessment and commercial implications
- Market segmentation and prioritisation
- Competitor and value-chain mapping
- Ideal customer profiles and target-account lists
- Market-entry options and channel recommendations
- Positioning and value-proposition implications
- Commercial risks, assumptions and evidence gaps
- Prioritised 6–12 month market-entry roadmap
Not a generic market report
The work is built around your product, market position, capabilities and commercial constraints. Where the evidence is uncertain, I make the assumptions and ranges visible rather than disguising uncertainty behind a single precise number.
Who this work is best suited to
The strongest fit is a business with a technically complex offer and a meaningful commercial decision to make.
If the issue is leading and improving the sales function rather than assessing a market, see Fractional Sales Leadership. You can also learn more about Dominic or browse the latest commercial and sales articles.
Market Intelligence & Market Entry FAQs
What is the difference between market research and market intelligence?
Market research often describes a market. Market intelligence is more decision-oriented: where to compete, which segments and accounts matter, how competitors are positioned and what route to market is most practical.
Can you assess the US market for an Australian company?
Yes. US market-entry work can cover market structure, priority sectors and states, target accounts, competitors, channels, partners, defence or industrial buying structures and the commercial sequence for entering the market.
What does a market-entry strategy include?
Typically it combines segment prioritisation, ideal customer profiles, target accounts, positioning, channel or partnership options, sales approach, commercial risks and a staged roadmap for entering the market.
Can the work include competitor analysis?
Yes. Competitor intelligence can include products, capabilities, positioning, customers, routes to market, partnerships, pricing signals and strategic strengths and weaknesses.
Can you build a target-account list?
Yes. The objective is not simply a long list of companies, but a prioritised set of organisations with a clear rationale for fit, likely applications, buyer groups and opportunity triggers.
How long does a market-entry study take?
It depends on scope. A focused commercial assessment can often be completed in a few weeks, while a broader market, competitor and target-account study may require a more substantial engagement.
Considering a new market or commercial expansion?
A focused market intelligence engagement can help you test the opportunity, identify the priority segments and accounts, and decide where to invest before committing a larger sales or market-entry budget.