One of Brazil’s largest private business organizations, the market leader in infrastructure in Brazilian engineering, needed to reposition itself in the market to guarantee market share vis-à-vis its competitors. In view of the development of new segments in the Brazilian market, such as the oil industry and oil platform.
Challenges
• Diagnose potential construction markets;
• Analyze competitors;
• Define competitive internal structure;
• Set tangible goals for an unknown market by the company;
• SWOT analysis.
Cost of not doing it
• Fail to keep pace with the growth of the country and its competitors;
• Harm the market share;
• Increase the sector-specific risk.
Paths to success
• Perform an unpublished survey in the company;
• Materialize business opportunities;
• Identify key players in the industry;
• Sizing up functions for business modeling;
• Evaluate models of national and international partnerships.
Results
• Became one of the most promising departments in the company;
• Plans reviewed and aligned with company planning;
• Consolidated as a power in the Brazilian industrial market.
Market segment
• Construction.
Solution or service
• Strategic planning