Competitive Studies

Egideria applies determination, methodology and professionalism to researching and analysing difficult-to-obtain, useful information on your behalf. We operate through human information, abiding rigidly by the law and rules of professional conduct. Our studies are tailor-made and exclusive.




Where we operate

Industry Géographical area
Food, Insurance, Audiovisual, Automobile, Banking, Biotechnologies, Chemistry, Cosmetics, Defence, Detergents, Electronics, Manufacturing equipment, Materials.

Major retail outlets, Software, Leisure industry, Pharmaceuticals, Institutional Catering, Financial Services, Telecommunications, Transport, Temporary work.
  • For nine years: Western Europe, North America, Developed Asia (Korea, Singapore, Japan, Hong Kong, Taiwan).
  • For five years: Eastern Europe (Poland, Hungary, Czech Republic, Romania, Russia, Ukraine), China.
  • Recently: Algeria, Brazil, Venezuela, Egypt, Israel, Greece, Bulgaria, Turkey.



Scope of our Intelligence Projects

Strategy

  • "Furtive due diligence". Discrete, in-depth analysis of acquisition targets.
  • Competitive group merger analysis and its impact on new product development.
  • Start-up identification and monitoring in specific domains.
  • Analysis of competitive ecosystems to move into foreign markets.

Sales

  • Identifying commercial opportunities.
  • Anticipating projects in major account customers.
  • Identifying decision-makers and analysing decision-making systems.
  • Support for tenders. Identifying other respondents. Analysing their proposals and their partnerships. Analysing customer perception of the respondents.
  • Recovering competitor commercial proposals for specific clientele profiles.
  • Inventory of competitor sales arguments.
  • Analysing competitor cash incentives and rebates for hyper- and supermarkets.
  • Identification and information on Eastern European partners.

Production

  • Analysing a competitor’s global production capacities.
  • Analysing production costs.
  • Reverse engineering of competitor production processes.
  • Identifying and auditing production units in Asia.
  • Acquisition and reverse engineering of competitor products.

Marketing

  • Analysing the marketing strategy of an acquisition target.
  • Identifying subsidiaries positioned in a specific market segment.
  • Analysing a competitor’s product lines.
  • Analysing competitor marketing development in Europe, America and Asia.
  • Analysing the origin of rumours and brand disparagement on the Internet.

Finances

  • Analysing turnover and profitability of subsidiaries or non-quoted companies.
  • Analysing company turnover by product line, country and distribution channel.
  • Analysing professional and financial background of start-up team members.
  • Analysing and anticipating investor behaviour in the context of financial takeovers.

Logistics

  • Analysing competitor Internet and extranet strategies. Anticipating their focus for future developments.
  • Analysing competitor sourcing and upstream and downstream logistics systems.
  • Identifying and analysing procurement systems in Latin America.

Research and Development

  • Analysing the technological maturity of an acquisition target.
  • Anticipating a new product launch by a competitor: partnerships, technological ruptures, development difficulties and delays, launch schedule.
  • Analysing competitor R&D portfolios.
  • Analysing development strategies for new competitor products.
  • Identifying innovative technologies and specialists in these fields.
  • Identifying and analysing start-ups as potential acquisitions.
  • Detecting and proving counterfeiting in complex products.
  • Identifying prior art to challenge unwelcome patents.

Purchasing

  • List of your competitors’ purchase prices? Benchmarking their purchasing performance.
  • Detailed knowledge on your competitors’ supplier panel. What do they sell them that is special?
  • Identifying innovative pre-eminence contracts. Why has the supplier chosen to offer its innovation to this particular competitor?
  • Financial knowledge on the supplier. What margins? Turnover he achieves on a new product?
  • Industrial knowledge on the supplier. What risk over lasting component supplies?