A company with a product that sells in one place can see several neighbouring candidates for what comes next: another customer group, a product variant, an adjacent category. They differ in kind, so there is no common basis for comparing them. This page covers a screening that puts the same questions to each, so that gaps in evidence are as visible as strengths.
You supply the candidates. The criteria are agreed first and applied identically: how the market is structured, who the visible players are, what the channels look like and how much public material exists at all. Because the candidates are different things, the criteria are kept broad enough for all of them. The result is a screening matrix, with a note on how strong the evidence behind each cell is.
The matrix does not say which candidate to choose, and a candidate with thin public data is shown as thinly evidenced, not as unattractive.
Comparing a new customer group with a new product category requires criteria broad enough for both, which limits the depth per candidate.
When one candidate is well documented and another is not, the matrix shows that imbalance openly so it is not read as a verdict.
A deeper landscape, a competitor map or a pricing benchmark on that candidate is the natural next piece, scoped separately.
Whether to enter, in what form and with what structure belongs to Consulting; this research stops at the evidence.
The number of candidates is set in the scope, because each added candidate repeats the source collection.
Structure, players, channels and statistics are collected from public sources of the same kinds for every candidate, so that cells can be compared.
Each cell notes whether it rests on a verified fact, an inference or nothing available. Opportunity is not scored.
You receive the matrix, the source log and a list of what a deeper look at any single candidate would need to resolve.
Research reports what can be established from public and provided sources. It is not a guarantee about a counterparty's future conduct and not legal advice.
A research pack collects and structures evidence and stops before the decision. Whether and how to enter the market is a separate assessment.
No. The screening organises evidence for your decision; it does not recommend an entry or an investment.
You bring the candidates. If you are unsure, say so in the brief and the questions can be set around what you want to learn first.
The same criteria apply to each. Depth follows what public sources contain, and gaps are shown rather than filled.
No obligation. We read your request and reply with a straight answer.
Tell us what you need to find out and by when. We confirm scope before any work starts.
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