{"id":24364,"date":"2018-02-23T00:46:13","date_gmt":"2018-02-23T00:46:13","guid":{"rendered":"https:\/\/www.sisinternational.com\/?page_id=24364"},"modified":"2026-05-05T05:05:34","modified_gmt":"2026-05-05T09:05:34","slug":"entrepreneurs-en-recherche-strategique","status":"publish","type":"page","link":"https:\/\/www.sisinternational.com\/fr\/solutions\/conseil-en-strategie\/entrepreneurs-en-recherche-strategique\/","title":{"rendered":"Strategy Research Entrepreneurs Use to Win Industrial Deals"},"content":{"rendered":"
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Recherche strat\u00e9gique pour les entrepreneurs<\/h1>\n
\"\u00c9tudes<\/figure>\n
\n

Lancer une nouvelle entreprise n\u00e9cessite une connaissance des clients, du march\u00e9 et des concurrents.<\/p>\n

Many entrepreneurs rely on their networks of family, friends and associates and have followed those networks instead of market opportunities. Some have succeeded, but many have failed. Strategy Research gives entrepreneurs<\/a> the incisive insight and data to take advantage of the overlooked opportunities in other markets.<\/p>\n

Market Research delivers insights and data<\/a> to guide your decision-making and product development.  Strategy and Competitive Intelligence<\/a> allow you to create Competitive Advantages.<\/p>\n

Solutions de recherche et de strat\u00e9gie pour les entrepreneurs<\/h2>\n

\u00c9valuations de l\u2019entr\u00e9e sur le march\u00e9 et des opportunit\u00e9s<\/a><\/strong><\/p>\n

These assessments include comprehensive insight into the opportunities and threats in entering new markets.  Market Sizing data can inspire areas of uncontested opportunity.  This research provides the untapped opportunities, the distributors’ partnerships that can be developed, and the competitive threats.<\/p>\n

Analyse comp\u00e9titive<\/strong><\/p>\n

This research provides insights on key players, competitor best practices, planned competitor strategic<\/a> movements, and areas of opportunity.<\/p>\n

Recherche sur le lancement de nouveaux produits<\/a><\/strong><\/p>\n

This research assists product developers with agile tests de produits<\/a> and insights.  Entrepreneurs can test Minimum Viable Products<\/a> (MVPs). The result are findings that can immediately improve products.  Some clients prefer to do this research in Agile Sprints.<\/p>\n

Recherche client<\/strong><\/p>\n

This research can be either Qualitative or Quantitative.  For example, Focus Groups and In-Depth Interviews can unearth unmet customer needs and pain points.  Recherche quantitative<\/a> can measure a broader sample of the population to uncover customer needs and identify pockets of popularity of your product in different geographical markets.<\/p>\n

Test d'utilisabilit\u00e9 du produit<\/strong><\/p>\n

Ce research tests the satisfaction of products<\/a> and websites.  Products can be tested in-person, office or home.  The results help you to make improvements to your product or website.<\/p>\n

Plans strat\u00e9giques de mise sur le march\u00e9<\/strong><\/p>\n

Strategy Research is compiled in a comprehensive plan for getting your products to market.<\/p>\n

Conseil en marketing<\/strong><\/p>\n

We help you to develop ads, websites, translations of marketing material,s and labeling.<\/p>\n<\/div>\n

Strategy Research for Entrepreneurs Building Industrial Ventures<\/h1>\n

Founders entering industrial markets win when their strategy research matches the rigor of the buyers they intend to sell. Strategy research for entrepreneurs in B2B industrial sectors is the discipline of converting raw market signals into procurement-grade evidence: bill of materials economics, installed base behavior, supplier qualification dynamics, and total cost of ownership math that a Fortune 500 procurement officer will accept.<\/p>\n

The founders who scale into enterprise accounts treat research as a commercial weapon, not a deck filler. They study how OEM procurement actually works, where aftermarket revenue compounds, and which reshoring corridors carry pricing power. The opportunity sits in the gap between what most entrepreneurs investigate and what industrial buyers require to sign.<\/p>\n

What Industrial Buyers Reward in Founder-Led Strategy Research<\/h2>\n

Industrial procurement teams reward specificity. They evaluate suppliers on installed base analytics, total cost of ownership across a 7-to-15-year asset life, and supplier qualification audits that test financial stability, quality systems, and continuity of supply. A founder who walks into a Caterpillar, Siemens, or Honeywell sourcing review with generic TAM slides loses the room in three minutes.<\/p>\n

The founders who win arrive with OEM procurement analysis grounded in interviews with the actual category managers, plant engineers, and reliability leads who write specifications. They model bill of materials substitution. They quantify aftermarket revenue strategy at the SKU level. They show how their offer changes the buyer’s predictive maintenance economics, not their own revenue forecast.<\/p>\n

Across SIS International Research engagements with industrial challengers entering European and North American supply chains, the pattern holds: ventures that commission B2B expert interviews with 25 to 40 procurement, engineering, and operations decision-makers before launch close enterprise contracts roughly twice as fast as those relying on secondary data alone.<\/span><\/p>\n

The Research Architecture Behind Enterprise-Ready Ventures<\/h2>\n

Strategy research entrepreneurs need is layered, not linear. The base layer is market structure: segment sizing by application, regulatory framework, and competitive concentration. The middle layer is buyer behavior: who specifies, who approves, who pays, and on what cycle. The top layer is the wedge: the specific procurement event, retrofit window, or compliance trigger that opens the door.<\/p>\n

The CHETAH software case in European chemical safety illustrates the principle. A product with strong R&D heritage struggled to expand because the buyer it needed was no longer the bench chemist. Process safety professionals in Germany, the UK, Finland, and Switzerland operate under Seveso III and ATEX compliance pressure. The product worked. The positioning, pricing model, and go-to-market sequence had drifted from where the budget actually sat. That is a research problem before it is a product problem.<\/p>\n

The same pattern recurs across industrial categories. A founder selling predictive maintenance software to mining operators must understand DMRE compliance in South Africa, MSHA reporting in the United States, and the capex-to-opex shift inside each operator’s reliability budget. A founder selling cold chain monitoring must map FSMA 204 traceability requirements against the actual data infrastructure of mid-tier 3PLs.<\/p>\n

Where Strategy Research Entrepreneurs Convert Into Commercial Advantage<\/h2>\n

Three research outputs disproportionately move enterprise deals forward.<\/p>\n

Procurement-grade competitive intelligence.<\/strong> Not feature matrices. Win-loss analysis built on interviews with buyers who recently selected, rejected, or replaced an incumbent. The output names the incumbent’s renewal cycle, the switching cost the buyer actually felt, and the contract clause that created friction. Founders use this to time outreach to the renewal window.<\/p>\n

Installed base economics.<\/strong> Industrial buyers think in fleets, lines, and assets. A venture that quantifies the retrofit cost, downtime exposure, and aftermarket revenue capture of an installed base wins on the math. This is where ethnographic research inside operating plants produces evidence no desk study replicates.<\/p>\n

Reshoring and corridor feasibility.<\/strong> Supply chain reconfiguration has opened multi-year windows for new entrants in semiconductors, batteries, pharmaceutical APIs, and critical minerals. Founders who quantify reshoring feasibility at the supplier qualification level, not the policy level, find capital and customers aligned.<\/p>\n

A Framework for Founder Research Spend<\/h2>\n

The SIS Industrial Founder Research Matrix sequences research investment against deal stage.<\/p>\n

\n\n\n\n\n\n\n\n\n
Stage<\/th>\nPrimary Research Output<\/th>\nMethod<\/th>\n<\/tr>\n<\/thead>\n
Pre-launch<\/td>\nBuyer specification map and willingness-to-pay<\/td>\nB2B expert interviews, market entry assessment<\/td>\n<\/tr>\n
Pilot<\/td>\nTotal cost of ownership model, switching cost analysis<\/td>\nEthnographic plant visits, structured operator interviews<\/td>\n<\/tr>\n
\u00c9chelle<\/td>\nWin-loss analysis, aftermarket revenue benchmarking<\/td>\nCompetitive intelligence, VOC programs<\/td>\n<\/tr>\n
Adjacent expansion<\/td>\nGeographic and category sizing, regulatory feasibility<\/td>\nMulti-country market entry studies<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/figure>\n

Source: SIS International Research<\/em><\/p>\n

SIS International’s competitive intelligence work across industrial software, process safety, and telecommunications corridors indicates that founders who run structured win-loss interviews after every enterprise pursuit, win or lose, raise their close rate on subsequent deals materially within two sales cycles. The discipline compounds.<\/span><\/p>\n

What Separates Strategy Research Entrepreneurs Run Well<\/h2>\n

The founders who get research right share four practices.<\/p>\n

They commission primary research before they commit to a positioning. They test pricing architecture against actual procurement budgets, not desk benchmarks. They name the regulatory and compliance triggers that compress buyer decision cycles. They treat geographic expansion as a fresh research problem, not a translation exercise.<\/p>\n

The Rwanda women entrepreneur cohort studied by the IFC shows the inverse principle in emerging markets: ventures that secured access to international markets did so by aligning to buyer-side certification, formalization, and finance requirements, not by scaling output first. The lesson transfers. Industrial buyers anywhere reward founders who research the buyer’s constraints before pitching the founder’s product.<\/p>\n

The Strategic Window for Industrial Founders<\/h2>\n

Capital is repricing. Procurement teams are diversifying suppliers. Reshoring corridors in semiconductors, energy storage, and specialty chemicals are creating qualified-supplier shortages. Founders who arrive with procurement-grade evidence find buyers who want to say yes.<\/p>\n

The opportunity in strategy research entrepreneurs can capture is not in producing more research. It is in producing the specific research that converts a procurement officer’s skepticism into a signed master service agreement. That conversion is a discipline, and it is learnable.<\/p>\n

Across four decades and 135 countries, SIS International has observed that founder-led ventures securing Fortune 500 contracts share one structural trait: they invested in primary buyer research before they invested in sales capacity. The sequence matters.<\/span><\/p>\n

\u00c0 propos de SIS International<\/h2>\n

SIS International<\/a> propose des recherches quantitatives, qualitatives et strat\u00e9giques. Nous fournissons des donn\u00e9es, des outils, des strat\u00e9gies, des rapports et des informations pour la prise de d\u00e9cision. Nous menons \u00e9galement des entretiens, des enqu\u00eates, des groupes de discussion et d\u2019autres m\u00e9thodes et approches d\u2019\u00e9tudes de march\u00e9. Contactez nous<\/a> pour votre prochain projet d'\u00e9tude de march\u00e9.<\/p>\n

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Nous fournissons des informations et des strat\u00e9gies aux entrepreneurs qui lancent de nouveaux produits et p\u00e9n\u00e8trent de nouveaux march\u00e9s.<\/p>","protected":false},"author":1,"featured_media":62520,"parent":14567,"menu_order":53,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-24364","page","type-page","status-publish","has-post-thumbnail"],"_links":{"self":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/pages\/24364","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/comments?post=24364"}],"version-history":[{"count":7,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/pages\/24364\/revisions"}],"predecessor-version":[{"id":86925,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/pages\/24364\/revisions\/86925"}],"up":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/pages\/14567"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/media\/62520"}],"wp:attachment":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/media?parent=24364"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}