Need:

The CEO of a high-tech medical device company needed to get a detailed understanding of the market gaps and customer demands for its development project among its target users before an upcoming initial public offering.

Assignment:

MSC was contracted to help the client understand the market expectations and identify the current market gaps. A combination of primary and secondary research was used as methodology as the market was broad and difficult to segment in a standardized manner. The client’s device was built on leading edge technology with only a small selection of active players on the same market and discretion was of essence. Therefore, for reasons relating to IP, competitors and an upcoming IPO, it was determined that it would be in the client’s best interest to not disclose its company name or exact technology to the interviewees. A comprehensive map of leading scientists, industry influencers and market defining experts was compiled. Primary research was then conducted by interviewing the highest ranked thought-leaders about technology applications relating to drug development research and regenerative medicine. This collected data served as market verification and decision-support to codify a business strategy to focus development resources for specific applications. Top KOLs, among the interviewees, were also considered as nominations for an advisory board and as influencers for future marketing of the technology. Based on new insights from the interviews, a larger secondary research effort was enabled to estimate the market size, define market segments, capture market drivers and map competitors for this particular technology. Armed with new insights, a stronger competitive position was built where the client’s strengths matched current market gaps.

Need:

The Chairman of a service provider parent company, with a long history of non-organic growth, was looking to grow its top revenue by acquiring a Nordic small or mid-sized company serving biotech or pharma companies.

Assignment:

MSC mapped out players in the relevant geographies based on criteria enabling the client to expand and leverage on its current competence and business strategy. Workshops were conducted to define and prioritize criteria of highest interest for a potential acquisition or other form of collaboration. An extensive target list was compiled based on the criteria using internal and external databases to analyze company details, specializations, proprietary technology, strengths/weaknesses and financial performance data (revenue, EBIT, growth and various KPIs). This comprehensive database, containing several hundred companies, was then used by the client’s acquisition committee to move forward with a potential deal.