Strategy Consulting Where the Recommendation Comes from the Market, Not the Framework
Management consultancies sell frameworks and staff junior analysts to populate them. SIS International sells evidence gathered directly from the buyers, competitors, and channel partners that determine whether a strategy works. We run 15-30 structured expert interviews per engagement, triangulated with competitive mapping and secondary analysis, across 135+ countries. The recommendation comes from what the market said, not what the model predicted.
Six Consulting Practices Built on Primary Evidence
競爭情報
SIS builds competitive profiles from primary sources: interviews with competitor employees (within ethical and legal boundaries), former executives, channel partners, and shared customers. We map competitor pricing architecture, go-to-market structure, product roadmap signals, and talent acquisition patterns. The output is not a SWOT matrix. It is a specific, sourced assessment of how each named competitor will respond to your strategic move. Apple, Samsung, and Visa have all used competitive intelligence from primary interviews to inform product launch timing and pricing decisions.
Commercial Due Diligence
Private equity firms and corporate acquirers use SIS for commercial due diligence on target companies. We interview the target’s customers, suppliers, and channel partners to validate revenue sustainability, customer concentration risk, competitive position, and market growth assumptions. The work happens under NDA with no disclosure of the acquirer’s identity.
Market Entry and Expansion Strategy
SIS conducts in-country feasibility assessments for companies entering new geographies. We interview distributors, regulatory advisors, channel buyers, and end customers in the target market to produce a go/no-go recommendation grounded in field evidence. The work covers addressable market validation, channel structure mapping, competitive landscape assessment, pricing viability, and regulatory pathway analysis.
進入市場策略
SIS designs go-to-market strategies informed by primary research with the target buyer. We interview prospective customers to understand their purchase decision process, evaluate channel partner readiness, and test pricing and positioning before the launch. For a B2B SaaS client entering the European mid-market, SIS conducted 25 interviews with IT procurement directors and identified that the client’s freemium model, which worked in North America, would fail because European mid-market buyers expected direct sales engagement and negotiated enterprise agreements. The GTM was redesigned before launch.
Demand Forecasting and Market Sizing
SIS builds demand models from primary data sources: buyer interviews, channel partner volume estimates, and competitive share analysis. We do not extrapolate from secondary databases. When Ipsos or Euromonitor publishes a market size, they are aggregating reported data. SIS validates those figures by interviewing actual buyers and distributors in the market to confirm whether the reported numbers reflect real purchase behavior. A medical device client discovered through SIS primary research that the published market size for their category in APAC overstated addressable demand by 40% because it included government tender volumes that were not accessible to foreign manufacturers.
Voice of the Customer for Strategic Planning
SIS designs VOC programs that feed directly into strategic planning cycles. We conduct structured interviews with key accounts, lost prospects, and churned customers to identify why revenue was won, lost, or at risk. The output is not a satisfaction score. It is a prioritized list of strategic actions tied to specific customer evidence: which product gaps cost the most revenue, which competitor is winning on what specific dimension, and which service failures are driving churn. The quarterly VOC package replaces internal assumptions with external evidence.
What SIS Delivers to Strategy and Corporate Development Teams
Named competitor profiles built from interviews with channel partners, shared customers, and former executives. Pricing architecture, go-to-market structure, product roadmap signals, and talent acquisition patterns. Sourced evidence, not SWOT matrices.
15-25 confidential interviews with the target company’s customers, suppliers, and channel partners. Revenue sustainability, customer concentration risk, competitive position, and growth assumption validation. Delivered under NDA with no disclosure of the acquirer’s identity.
Market size models built from buyer interviews, distributor volume estimates, and competitive share analysis. We verify published figures against actual purchase behavior and factor in access barriers, captive channels, and tender exclusions. The output is an addressable market number your board can underwrite.
GTM design based on interviews with prospective customers, channel partners, and trade buyers in the target market. Pricing model validation, channel readiness assessment, and positioning testing before launch commitment. The strategy is built on what the buyer said, not what the internal team assumed.
THE SIS DIFFERENCE
我們的服務包括：
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SIS offers ongoing executive market intelligence to give leadership teams a competitive edge in
quickly changing markets.
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