M&A market analysis
Value chain maps behind acquisition strategies
Mapped industrial value chains and competitor landscapes to show acquirers where an acquisition would add the most.
Market view behind the acquisition plan.
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02 · Market Research & Analysis
Turning data-sparse niche markets into numbers you can defend.
Most industrial markets have no reliable published size. The number is built from the bottom up, checked against what customers and industry experts say, and every assumption is written down so you can defend it to a board or an investor.
Typical timeline 5 to 6 weeksLed by senior leadership
When clients call
The situations behind this work.
- You are considering a new end market, product, or geography
- A capital investment depends on market demand you cannot verify
- Customer concentration is high and you need to diversify
- You want an independent view of where your market is heading
- You are preparing for a sale and need a market story buyers believe
Questions this answers
What you will know at the end.
- How big is the market we can realistically serve, and how fast is it growing?
- Which customer groups and regions matter most?
- How do customers pick suppliers, and where do we stand with them?
- Who else competes for this business, and how?
- Where should we focus, and what would it take to win there?
How it works
Phases and what each one delivers.
Typical timeline
5 to 6 weeks
Longer when a large customer survey is included.
- 01
Define the market
Agree on what is in and out: products, customers, geographies, and the questions the work must answer.
You receive: Market definition and research plan
- 02
Build the number
A bottom-up model cross-checked against top-down sources, with growth drivers and a multi-year forecast.
You receive: Market model in Excel
- 03
Talk to the market
Interviews or surveys with customers, distributors, and industry experts.
You receive: Customer and expert findings
- 04
Map the field
Who competes, how they win, and where the gaps are.
You receive: Competitor profiles and positioning
- 05
So what
Pull it together into where to play and what it takes to win.
You receive: Prioritized opportunities and recommendations
What you get
Deliverables.
- Market model in Excel with segments and forecast
- Growth drivers and risks
- Customer and expert interview findings
- Competitor profiles and positioning
- Prioritized opportunities with next steps
Used before an investment to test a sector thesis, or during the hold to find adjacent markets for add-ons. The same work becomes the backbone of a sell-side market study at exit.
Used to decide which markets deserve your next dollar of investment, to support a capital request, or to diversify away from one customer or one industry.
Voice of customer
Hear it from your customers, not just your team.
Most growth plans and deal theses rest on what management believes about customers. Voice of customer research tests those beliefs directly: how customers choose suppliers, how they rate you against competitors, and where they would spend more with you.
Decision factors
The criteria that drive purchases, ranked; specification requirements; how suppliers are evaluated and selected; switching costs and loyalty; and who really makes the decision.
Brand perception
First impressions, the value proposition customers actually see, and why they award business to you or to someone else.
Performance and capabilities
How you score on the criteria that matter most, which capabilities customers value, gaps in your offering, and the quality of account management.
Market and opportunity
Customers' own outlook and demand for your products, how well you adapt to change, and specific ways to grow the business with each account.
Competitive position
How customers compare you with your top competitors, what competitors' value propositions are, and gaps no one in the market fills today.
Depth
Interviews
One-on-one conversations with customers, former customers, and prospects. Smaller samples, rich detail on motivations and experience.
Breadth
Surveys
Structured questionnaires for statistical confidence across segments, from dozens of accounts to more than 20,000 respondents.
Where it fits
Built into strategic planning, market research, organic growth, and commercial due diligence, where it becomes customer due diligence on the target.
Example engagements
Related work.
Representative engagements led by Stradaro's leadership in prior roles.
Corporate strategy
Electrification strategy for an automotive supplier
Directed market analysis, adoption forecasts, content-per-vehicle modeling, and a supplier screen for a global Tier 1 supplier.
Corporate product strategy for the executive team.
Voice of customer
20,000+ customer survey
Directed a large voice-of-customer study on product use, purchase criteria, and feature priorities for a vehicle manufacturer.
Input to product development and marketing.
Stradaro
Strategy · Market Research · M&A Advisory
Senior leadership is on every engagement, from kickoff to final readout. You will hear back within one business day.
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