Opportunity Assessments

GRAPH’s Commercial Opportunity Assessments are designed to:

  1. Reach evidence-based conclusions about whether a market is attractive
  2. Examine the nuances of where the best opportunities lie within the market
  3. Provide instruction on what it will take to open new value-creation opportunities
  4. Ensure that the analysis has sufficient strength and integrity to drive consensus

Many opportunity assessments paint a broad picture of typical market fundamentals - of what exists now, and where things look to be going. That is not enough. Finding new clues for value development requires a much more detailed and specific investigation of richer topics.

Big opportunities emerge when unconventional views are considered - you need original thinking to generate great ideas and to see what others might be missing.

We develop custom frameworks that measure and weigh the factors that really matter for your unique investigation, and ultimately help your team coalesce around clear conclusions. We populate each of those frameworks with customized primary and proprietary research that investigates the narrow sub-sectors and user communities that your team is contemplating.

GRAPH’s Commercial Opportunity Assessment covers both the fundamentals and value generation opportunities:

See a list of typical Fundamentals

How is the market conventionally defined?

How large is the market?

Total market versus addressable versus penetrated?

How strong is demand and what are the drivers?

How is market share distributed?

How fast is the market growing?

What is driving growth? And what is inhibiting growth?

What is the nature of any cyclicality?

Where are we in the cycle?

How do customers get information?

What influences choice?

What are the drivers of choice, and how do they rank?

How do customers buy?

What do barriers to adoption and barriers to switching look like, and how hard are they to overcome?

What is the competitive landscape and positioning?

What is the channel composition?

How does it align and differ by competitor segment?

Where has, and where is, pricing going, and why?

How strong in the profit pool in the sector? Why?

See a list of typical Value Generation clues

Is there a different way that the market should be defined? Why?

What is the true reason customers buy?

What is the good or service satisfying?

What is really being addressed and is there a way to better get at the purpose?

Are there segments of the market that are underserved?

How large are those segments, and what degree of opportunity exists within them?

Are there segments of the market that are overserved?

Are there ideas for producing something “less” that works for more customers and therefore expands the addressable market?

Are there any clues that indicate a strong opportunity to expand the market?

What are the effective market-development activities taking place?

Which segments are most attractive?

Where is customer sentiment moving? And how quickly? And why?

What is influencing choice most of all?

How are drivers of choice – and the ranking of drivers of choice – changing?

How do they differ by customer segments?

Are any competitors employing different business models?

Are there any new entrants employing new business models and, if so, can we learn from their success and momentum?

How can we expand the market?

How can we shape the market – in a direction that reflects our capabilities, creativity, and resources?

What stands adjacent to the market – are there adjacencies that are functionally integrated to the market itself?

Where are there opportunities to disrupt?

What would be required to disrupt?

How is the profit pool distributed along the value chain, and what could it imply for a stronger point of entry and position?