Detailed report that included: • Market intelligence on the industry verticals of interest, including competitor size and specialization, customer/industry identification and clustering and market size (both near and medium term) • Market attractiveness model that measured market opportunities against competitive strengths and calculated whether the benefits of market entry outweighed the cost of investment to play effectively in that space • Feasibility roadmap for entry to targeted markets which included cost of entry, expected profitability, synergy with existing business units • Go to market strategy derived from high level analysis, identification of a unique value proposition for servicing these industry segments We advised the client that this public sector opportunity behaved very differently than the private sector business they currently pursued, longer sales cycles, very relationship driven, different incumbent valve brands. We recommended that if the client decided to go, an acquisition was the preferred market entry tactic to gain the relationships and the valve brand. Ultimately the client decided to delay the market entry for the near term.