Who We Work With

Growth In Today’s Complex Industrial Markets

Our Clients

Our clients are senior executives responsible for driving growth in complex global industrial markets. Many are CEOs, General Managers, Heads of Global Strategy and Business Development Managers. They choose us to help support their most critical and time-sensitive growth initiatives and they value our ability to provide them with critically important and often hard-to-get market and competitor data.

While all of our engagements are focused on driving growth, each project is unique. We customize our approach to meet each client’s specific objectives and circumstance.

Our clients frequently approach us with objectives such as: “I need to …”

  • The diverse needs, preferences, and expectations of customers across various regions and demographics can make it difficult for companies to develop targeted segment-based strategies.  Our clients are continually engaged in developing and applying insightful and fact-based segmentation frameworks to capture and retain market share in each and every targeted segment.

  • The diverse needs, preferences, and expectations of customers across various regions and demographics can make it difficult for companies to develop targeted segment-based strategies. Our clients are continually engaged in developing and applying insightful and fact-based segmentation frameworks to capture and retain market share in each and every targeted segment.

  • In many industries, critical market data around core questions of size, growth, profitability and risk is sorely lacking. Our clients recognize that they need a solid fact base to inform key investment decisions – even within their core businesses.

  • Our most successful clients are continually looking for opportunities to leverage their assets and capabilities to add value in adjacent markets – particularly through acquisition.  They know that in order to identify and build consensus on attractive end markets for expansion – they need to establish a compelling case build on solid data and analysis.

  • New technologies and other sources of innovation are enabling our clients to evolve from simple equipment manufacturers to providers of entirely new types of value-adding products and services in ways that could not have been imagined just a few years ago.  Some companies continue to struggle to get traction and need to focus on which specific types of customers are actively seeking more innovative solutions and are looking to develop and implement strategies to optimize penetration and monetization.

  • Winning isn’t enough.  Standing still inevitably leads to stagnation and share loss.  Our most successful clients are continually working to gain clarity on the true impact of emerging trends and to discern the significant from the insignificant to make savvy decisions and investments.

  • When sales fall short of expectations it can be an indication that there is something going on in the market that we don’t fully appreciate, and it needs to be better understood. Our clients value our ability to get to the core issues quickly. They work with us to help them understand and quantify the underlying factors that can explain performance variations and what needs to be done to regain momentum in areas in which there is actual share loss.

Why Industrial Growth Strategy Is So Difficult

At Chartic, we have spent the past two decades working with industrial product companies and we fully appreciate the challenges that they face in building and executing successful growth strategies.   In that time, we have honed our expertise and built a global network of resources to overcome these challenges, and at the end of the day, this is what makes Chartic different and it helps to explain our clients’ extraordinary success.  Our clients tell us that they value our understanding of the hurdles that are often under-appreciated in industrial market strategy development and execution, the most common being: 

“Non-Buyer” Influence Challenge

Moreso than in other industries, the final purchase decision in industrial markets is often the result of a complex interplay of multiple players exerting varying degrees of influence.  Specifiers, distributors, tradesmen, consulting engineers, regulatory bodies, etc. frequently play a much more significant role in determine what ultimately gets purchased than the person submitting the order or cutting the check.  Effective growth strategies must recognize who has what degree of influence and what levers can be pulled to drive demand.

Cross-Value Chain Innovation Challenge

Industrial markets work through the coordinated efforts of a complex network of value chain participants, each working independently to facilitate trade. It can be particularly challenging for innovations to take hold, not because the innovation doesn’t add value or increase efficiency, but because certain players perceive potential strategic disadvantages by the types of changes required. Strategies to introduce innovation must recognize these challenges and address the particular needs and leverage of each player across the value chain.

Data Sparsity Challenge

While there is a plethora of published market data available for purchase, it often fails to meet the specific needs of industrial product companies, as it is often inaccurate, vague, or lacking in granularity. Access to competitor financial data is also limited or challenging to interpret from available statements. These challenges are further amplified by the global nature of industrial product markets. Our clients rely on our expertise to obtain critical data, verify its source and significance, combine data from multiple sources, triangulate analyses, and pressure test assumptions. We ensure our clients make informed decisions rather than relying on incomplete or inaccurate information.

Channel Partnership Complexity

Channel partnerships can be complex – even competitive – and can frustrate efforts to work together to build an effective strategic framework to growth the business. In many cases, the distance between manufacturer and ultimate customer is so wide that the ability to understand key needs, behaviors and relative competitiveness is entirely lost. Our ability to engage directly and anonymously across the full value chain enables us to develop insights that otherwise would be impossible to build internally.

“They are a real ‘roll-up your sleeves’ strategy firm. They dive into the details and provide much deeper insights than other firms we have used. We have great confidence making decisions based on Chartic’s guidance.”

— Director of Corporate Strategy for Diversified $11B Company