GEOStrategy

Online learning company seeking to test the feasiblity of introducing a new B2B business model.

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Leading pressure vessel manufacturer need to know where and how to compete across 34 possible industry sector opportunities.

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Global industry association needed to know which verticals and sectors to emphasize, which emerging disciples would affect their industry and how to develop a go-to-market strategy to penetrate priority markets with best products and services.

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Global Aluminum manufacturer needed to assess the market potential and develop a go-to-market strategy for the consumer electronics market.

Global Roller Bearing manufacturer need to identify and size the opportunity for Spherical Roller Bearings in the Pulp & Paper industry in order to make a decision about the investment of resources into this sector and to develop the go-to-market strategy.

Credit reporting agency wanted to enter the Asian market but didn’t know industry scope & scale or players in that arena. Client needed a market entry strategy capable of catapulting the company to market leader.

Metals coating company with new technology wanted to explore the opportunity for coating knives, saws, and blades in the pulp and paper industry.

Our client found that projects in the fast growing ethanol market were slowing and asked Geo Strategy Partners to perform a sensitivity analysis for the ethanol and other renewable energy sectors.

This leading industrial lubricants manufacturer wanted to target 5 sectors in which it had very little penetration and develop a go-to-market strategy and sales force segmentation plan.

American volume homebuilder watched annual sales drop for three years after thirty years of remarkable growth.

Major residential builder needed help identifying best opportunities for subdivision development across the United States.

The client witnessed rapid growth in new-construction of special purpose nano-technology in the public sector, but had no visibility of the potential in the private sector.

This electric membership cooperative wanted to explore the potential of expanding its business model by bundling other services and to explore corresponding new corporate identify branding strategies.

Global automobile manufacturer was designing the next generation of small and mid-size sedans and mini-SUVs and needed to benchmark to latest consumer trends.

The client was seeking customer and competitor information in order to improve student retention and to meet enrolment growth objectives.

American volume homebuilder watched annual sales drop for three years after thirty years of remarkable growth.

Global Roller Bearing manufacturer need to identify and size the opportunity for Spherical Roller Bearings in the Pulp & Paper industry in order to make a decision about the investment of resources into this sector and to develop the go-to-market strategy.

Credit reporting agency wanted to enter the Asian market but didn’t know industry scope & scale or players in that arena. Client needed a market entry strategy capable of catapulting the company to market leader.

Major residential builder needed help identifying best opportunities for subdivision development across the United States.

The client was seeking customer and competitor information in order to improve student retention and to meet enrolment growth objectives.

The client witnessed rapid growth in new-construction of special purpose nano-technology in the public sector, but had no visibility of the potential in the private sector.

Industry association was losing memers at an alarming rate and finding their value propostion diminished.

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Major residential builder needed help identifying best opportunities for subdivision development across the United States.

Branded Direct Response Catalog company purchased another catalogue company in another vertical needed to assess brand equity of both companies and determine whether to keep brands separate or collapse.

Global Roller Bearing manufacturer need to identify and size the opportunity for Spherical Roller Bearings in the Pulp & Paper industry in order to make a decision about the investment of resources into this sector and to develop the go-to-market strategy.

Metals coating company with new technology wanted to explore the opportunity for coating knives, saws, and blades in the pulp and paper industry.

This island economy had no economic development strategy, little worldwide awareness, declining tourism, and no economic growth.

Chemical manufacturer was an entrepreneurial company growing rapidly in different geographic and product markets and needed a clear strategy forward.

Credit reporting agency wanted to enter the Asian market but didn’t know industry scope & scale or players in that arena. Client needed a market entry strategy capable of catapulting the company to market leader.

American volume homebuilder watched annual sales drop for three years after thirty years of remarkable growth.

This electric membership cooperative wanted to explore the potential of expanding its business model by bundling other services and to explore corresponding new corporate identify branding strategies.

A magnesium sand casting company wanted to break into a new aerospace client and new international markets.

This island economy had no economic development strategy, little worldwide awareness, declining tourism, and no economic growth.

Multi-discipline engineering firm had reached a comfortable level of growth and profitability but needed additional structure and resources to grow to the next level. Founder and minority shareholders were also looking to develop and incorporate succession planning.

Founding owners of this successful staffing company needed an exit strategy and young management needed new opportunities.

Credit reporting agency wanted to enter the Asian market but didn’t know industry scope & scale or players in that arena. Client needed a market entry strategy capable of catapulting the company to market leader.

Branded Direct Response Catalog company purchased another catalogue company in another vertical needed to assess brand equity of both companies and determine whether to keep brands separate or collapse.

This electric membership cooperative wanted to explore the potential of expanding its business model by bundling other services and to explore corresponding new corporate identify branding strategies.

This island economy had no economic development strategy, little worldwide awareness, declining tourism, and no economic growth.

A regional financial conference was being held in this Caribbean capital and the investment promotion agency wanted to recruit senior level decision-makers from targeted industries.

This economy was headed for a major transition in the coming year as it became integrated into mainland China. The challenge was to get the message out to investors that it was not only business as usual but business better than usual.

A tradeshow/business exchange was organized and promoted to facilitate trade and investment between a Caribbean economy and North America.

Global Aluminum manufacturer needed to assess the market potential and develop a go-to-market strategy for the consumer electronics market.

Branded Direct Response Catalog company purchased another catalogue company in another vertical needed to assess brand equity of both companies and determine whether to keep brands separate or collapse.

This economy was headed for a major transition in the coming year as it became integrated into mainland China. The challenge was to get the message out to investors that it was not only business as usual but business better than usual.

The client was seeking customer and competitor information in order to improve student retention and to meet enrolment growth objectives.

Our client found that projects in the fast growing ethanol market were slowing and asked Geo Strategy Partners to perform a sensitivity analysis for the ethanol and other renewable energy sectors.

Branded Direct Response Catalog company purchased another catalogue company in another vertical needed to assess brand equity of both companies and determine whether to keep brands separate or collapse.

The client witnessed rapid growth in new-construction of special purpose nano-technology in the public sector, but had no visibility of the potential in the private sector.

Global Roller Bearing manufacturer need to identify and size the opportunity for Spherical Roller Bearings in the Pulp & Paper industry in order to make a decision about the investment of resources into this sector and to develop the go-to-market strategy.

Metals coating company with new technology wanted to explore the opportunity for coating knives, saws, and blades in the pulp and paper industry.

American volume homebuilder watched annual sales drop for three years after thirty years of remarkable growth.

The client was seeking customer and competitor information in order to improve student retention and to meet enrolment growth objectives.

Branded Direct Response Catalog company that purchased another catalogue company in another vertical needed to assess brand equity of both companies and determine whether to keep brands separate or collapse.

Global Aluminum manufacturer needed to assess the market potential and develop a go-to-market strategy for the consumer electronics market.

American volume homebuilder watched annual sales drop for three years after thirty years of remarkable growth.