Engineering Market Research Strategies

A roadmap is not a strategy! Yet, most strategy docs are roadmaps + frameworks. This isn't because teams are dumb. It's because they lack predictable steps to follow. This is where I refer them to Ed Biden's 7-step process: — 1. Objective → What problem are we solving? Your objective sets the foundation. If you can’t define this clearly, nothing else matters. A real strategy starts with: → What challenge are we responding to? → Why does this problem matter? → What happens if we don’t solve it? — 2. Users → Who are we serving? Not all users are created equal. A strong strategy answers: · What do they need most? · Who exactly are we solving for? · What problems are they already solving on their own? A strategy without sharp user focus leads to feature bloat. — 3. Superpowers → What makes us different? If you’re competing on the same playing field as everyone else, you’ve already lost. Your strategy must define: · What can we do 10x better than anyone else? · Where can we persistently win? · What should we not do? This is where strategy meets competitive advantage. — 4. Vision → Where are we going? A roadmap tells you what’s next. A vision tells you why it matters. Most PMs confuse vision with strategy. But a vision is long-term. It’s a north star. Your strategy answers: How do we get there? — 5. Pillars → What are our focus areas? If everything is a priority, nothing really is. In my 15 years of experience, great strategy always come with a trade-offs: → What are our big bets? → What do we need to execute to move towards our vision? → What are we intentionally not doing? — 6. Impact → How do we measure success? Most teams obsess over vanity metrics. A great strategy tracks what actually drives business success. What outcomes matter? → How will we track progress? → What signals tell us we’re on the right path? — 7. Roadmap → How do we execute? A roadmap should never be a list of everything you could do. It should be a focus list of what truly matters. Problems and outcomes are the currency here. Not dates and timelines. — For personal examples of how I do this, check out my post: https://lnkd.in/e5F2J6pB — Hate to break it to you, but you might be operating without a strategy. You might have a nicely formatted strategy doc in front of you, but it’s just a… A roadmap? a feature list? a wishlist? If it doesn’t connect vision to execution, prioritize trade-offs, and define competitive edge… It’s not strategy. It’s just noise.

Most startups play defense when discussing pricing with customers. They dance between asking for too little, leaving money on the table, and asking for too much, only to lose the customer’s interest. The very best companies lead their customers in that dance. They use pricing as an offensive tool to reinforce their product’s value and underscore the company’s core marketing message. For many founding teams, pricing is one of the most difficult and complex decisions for the business. Startups operate in newer markets where pricing standards haven’t been set. In addition, these new markets evolve very quickly, and consequently, so must pricing. But throughout this turmoil, startups must adopt a process to craft a good pricing strategy, and re-evaluate prices periodically, at least once per year. The Three Core Pricing Strategies There are only three pricing strategies startups should pursue: Maximization, Penetration and Skimming. They prioritize revenue growth, market share and profit maximization differently. Maximization (Revenue Growth) - maximize revenue growth in the short term. Startups should pursue maximization when there are no clear differences in customer segments’ willingness to pay, and when the optimal short term and long term prices are equal. Many mid-market software companies price with the goal of revenue maximization, negotiating for the highest possible price in each sale. Penetration (Market Share) - price the product at a low price to win dominant market share. A bottoms-up strategy lends itself to penetration pricing. Price low to minimize adoption friction, grow quickly, and then move up-market after developing broad adoption. Penetration pricing leads to land-and-expand sales tactics. Expensify, Netsuite, New Relic, Slack follow this model. Penetration prioritizes market share. Skimming (Profit Maximization) - start with a high price and systematically broaden the product offering to address more of the customer base at lower prices. Skimming is widespread in consumer hardware. Apple sells the latest iPhones at the highest prices, and repackages older models at lower prices to address different customer segments. As Madhavan Ramanujam tells it, Steve Jobs was both a product genius and pricing genius. By pairing the two skills, he led Apple to record-breaking profits quarter after quarter. Skimming is less common in the software world because few startups develop a product at launch that will be accepted by the most sophisticated customers (and those willing to pay prices that generate the greatest margin). There are exceptions: Oracle’s database, Tanium’s security product, Workday’s human capital management software. Read the full post here : https://lnkd.in/g-mxQiV9

Entering a market isn’t guesswork. It’s math. And the equation is simpler than you think. When a new player shows up, incumbents move fast: → Drop prices until rivals run out of cash → Lock up distributors and suppliers → Flood the market with brand spend → Sign long contracts with penalties → Lobby regulators to raise barriers That’s 5 of 10 ways big companies protect their turf. For new entrants, fighting head-to-head rarely works. The smarter play is partnership. Instead of burning years and millions, you can borrow scale, credibility, and access. Here are 5 proven ways to do it: Co-distribution ⤷ Partner with a non-competitor who already sells to your target customers ⤷ You get reach without building your own network. Joint innovation ⤷ Collaborate with an incumbent to launch a new product ⤷ You share costs and inherit their credibility White-label supply ⤷ Sell your product under an incumbent’s brand ⤷ You scale quietly, while learning how the market really works Adjacent alliances ⤷ Enter through a related industry ⤷ Bypass the strongest defences Anchor partnership ⤷ Land one marquee partner ⤷ Their endorsement signals trust and opens doors The question is: how do you know if you have a real chance? Use the Entry Equation. Success Score = (Distribution × Incentive × Differentiation) ÷ (Switching + Regulatory + Capital) Score each factor 1–5 (5=Excellent): • Distribution Access • Incumbent Incentive • Differentiation • Switching Costs • Regulatory Barriers • Capital Intensity Interpretation: 0–5 = Low viability 6–10 = Conditional entry 11–15 = Strong entry Need an example? An EV battery startup partners with a Tier-1 auto supplier. Here's the assessment: • Distribution = 4 • Incentive = 5 • Differentiation = 5 • Switching = 3 • Regulatory = 4 • Capital = 3 Score = (4×5×5) ÷ (3+4+3) = 10 Interpretation → Conditional entry The path forward: reduce regulatory drag or switching pain This is how experienced CEOs think about market entry. Not just, “Can we compete?” But, “Who can we partner with to get through the defences?” Remember: Go-to-market partnerships aren’t a growth lever for new entrants. They’re the only way in. --------------------------- Was this helpful? Get cheatsheets like this each Wednesday. Subscribe to my free newsletter: https://philhsc.com ♻️ Repost this to help a founder or CEO assessing a new market ➕ Follow me, Phil Hayes-St Clair for more like this

Supply chains are at a critical turning point, driving a trend which is reshaping economies. Amid geopolitical uncertainties, organizations are prioritizing #reindustrialization and supply chain orchestration over short-term profitability. The latest Capgemini Research Institute report, ‘The Resurgence of Manufacturing: Reindustrialization Strategies in Europe and the US’, projects that European and US organizations will spend $4.7 trillion in cumulative investments over the next three years to mitigate supply chain risks, up from $3.4 trillion in 2024. The role of technology cannot be overstated in this journey - 62% of organizations surveyed are focusing on upgrading manufacturing facilities to become smarter and tech enabled. They are investing in #AI technologies to optimize operations and are exploring #robotics, with collaborative robots (#cobots) to improve efficiency, quality, and flexibility while retaining essential human oversight. Read the full report here: https://lnkd.in/eMUNFCgV

The Future of Jobs Report 2025 from the World Economic Forum offers an in-depth analysis of the transformational trends expected to reshape the global labor market by 2030. A striking 60% of businesses anticipate digital access will transform operations. On average, workers can expect that 39% of their existing skill sets will be transformed or become outdated over the 2025-2030 period. With input from over 1,000 leading employers globally, the report highlights the crucial role of #technology, especially #ArtificialIntelligence and #digital access, as principal drivers of change. This evolution demands a workforce skilled in AI, big data, and cybersecurity. As these trends unfold, the necessity for comprehensive upskilling strategies becomes clear. Analytical thinking remains the most sought-after core competency among employers. Resilience, flexibility, and leadership qualities are also becoming increasingly valuable. In light of these developments, more and more employers are deliberately fostering a more diverse talent pool. #Diversity, equity, and inclusion initiatives are becoming more widespread, with 83% of employers reporting that they have implemented such an initiative, compared to 67% in 2023. #futureofwork https://lnkd.in/dSfjzXmN

Too many strategic alliances with Global System Integrators (GSIs) fail to deliver promised revenue. The #1 reason? They skip the basics — and then scale chaos. 👇 Here’s how to do it right. If you’re partnering with GSIs like Accenture, Capgemini, TCS, or Infosys, you already know they’re powerful growth channels — but only if your alliance is strategically designed, operationally aligned, and commercially activated. At Alliance Best Practice, we’ve studied over 800 high-tech alliances and found that commercial success with GSIs isn’t magic — it’s method. The most successful partnerships follow a repeatable pattern across three critical stages: 🔹 Initiation: Get the Foundation Right Secure real executive sponsorship (not lip service). Co-create a joint value proposition that solves real customer problems. Build a 12–24 month joint business plan with targets, priorities, and a shared “why now.” 🔹 Activation: Make It Real Launch field enablement with role-based playbooks, demos, and deal support. Identify 10–50 strategic accounts for joint pursuit. Share pipeline, assign pursuit leads, and celebrate early wins publicly. 🔹 Acceleration: Scale What Works Invest in repeatable, co-branded solution offerings. Launch joint marketing campaigns and track sourced/influenced revenue. Embed governance, metrics, and incentives that make the alliance sustainable. 💬 As one alliance leader told us: "If you can’t describe how the GSI makes money with you, they won’t put you in front of a client.” If you're building or rebooting a GSI alliance and want a proven roadmap — ✅ Read our latest article: Best Practices in GSI Alliances 📍 Now live on the Alliance Best Practice site: 🔗 https://lnkd.in/eJaHMXE #alliances #partnerships #GSI #channelstrategy #cosell #strategicalliances #growth #b2bpartnerships #alliancemanagement #hightech

The Covid pandemic and the microchip crisis have dramatically transformed how we perceive supply chains, turning logistics into a major focus for many businesses. Indeed, Global supply chains face mounting challenges from geopolitical tensions, climate change, rising costs, and stricter regulations like the upcoming EU Digital Passport. But amidst these challenges lies an opportunity: a new generation of supply chains is emerging in 2025, leveraging cutting-edge technology and fostering unprecedented collaboration. According to our research, 70% of executives across industries and geographies rank new-generation supply chains among the top #trends for 2025 . We see more and more organizations embracing AI-powered automation together with IOT, Digital twins, Cloud and sometimes Blockchain to improve demand forecasting, risk management, and operational efficiency. For instance: Amazon’s advanced robotics and #AI in their Shreveport fulfillment center have increased order processing speed by 25% while reducing packaging waste. Honeywell uses robotics and data analytics to optimize warehouse operations. Pfizer leverages AI for supply chain optimization, enhancing drug distribution and vaccine rollouts. In 2025 and beyond, I believe that the convergence of AI, sustainability, and collaboration will redefine what supply chains can achieve. Beyond simply improving efficiency, we can also empower businesses to meet consumer demands for transparency, resilience, and eco-conscious practices. So the question is not whether your organization will embrace this transformation — it’s whether it can afford not to. Emmanuelle BISCHOFFE CLUZEL🌍 https://lnkd.in/e3SWs4iN #top5techtrends

Your tech solutions might be universal, but business cultures rarely are. For founders expanding globally, understanding cultural nuances can make a world of difference. I've seen so many brilliant construction tech solutions face unexpected challenges internationally not because of product issues, but because of cultural cues that were hiding in plain sight. What works smoothly in your home market frequently encounters unexpected barriers abroad. In our latest Practical Nerds episode, Shubhankar and I explored three cultural patterns we've observed that often create unexpected challenges for founders expanding internationally: 1/ Trust deficit can kill deals in Asia before you realize what happened. Asian markets require relationships BEFORE transactions. That mid-deal silence? It's not disinterest—it's a fundamental lack of trust. When things stall, don't send another "just checking in" email. Request a direct call: "Hey, can we get on a call? I'd just like to hear from you." 2/ Europeans want facts, not hype. Your high-energy American pitch style? It can be "overcompensating" to Europeans. They're engineering-minded—lead with observations, not judgments. And remember: Europeans minimize downside before maximizing upside. Frame your solution as risk mitigation first, opportunity second. 3/ Middle East surprisingly loves American tech but demands in-person presence. Virtual meetings barely register as "meetings" at all. And forget the org chart—decisions flow through specific gatekeepers who might not even appear in formal hierarchies. What seems to work well for many companies in global expansion? Maintaining consistent products and channels while building localized teams who can navigate the nuances of each market's business culture. 👇 Dive deeper into our full analysis of global construction tech expansion below. #ConstructionTech #GlobalExpansion #BusinessCulture

I’m often asked – what is the best way to deal with the unprecedented pressure that supply chains are under? In my latest article, I delved into the critical role of technology in transforming supply chains, with a focus on the consumer products and retail industry. Here are some key insights: •       Understanding the implications of market volatility and unforeseen disruptions is crucial: Organizations will need strategies that build resilience and adaptability in these challenging times •       Speed-to-market is the new currency: In this context, reimagining your approach to product development and accelerating product launches is essential •       AI and automation are revolutionizing supply chains: When implemented effectively, new technologies can cut product launch times in half, enhance efficiency, and reduce costs •       New Product Innovation-as-a-service is an emerging trend: Learn how it is enabling companies to innovate faster and more effectively In industries like CPG, healthcare, retail, and energy, I've witnessed firsthand how #BSV can transform supply chain challenges into new opportunities for business growth and value creation.

Hiring top engineers is hard. Keeping them is harder. ⚠️ In 2025, salaries and remote work are just baseline. The real edge is culture, clarity, and career momentum, and SignalFire’s new report shows why. TOP companies don’t just hire engineers; they keep them. Google, Microsoft, Apple, Netflix, and Amazon lead on retention. Meta, OpenAI, and Anthropic are scaling fastest, while Tesla, Walmart, and Bloomberg are losing talent. Engineers follow “brand gravity.” They’re drawn to places where they can grow, have autonomy, and make an impact without burning out. That’s why some firms thrive even in turmoil. 🤔 Degrees? Optional. 🤔 Talent? NON-NEGOTIABLE. 👉 More than 15% of engineers at Microsoft, Adobe, and Walmart have no formal degree, and Apple, The Walt Disney Company, and Netflix are close behind at ~13%. Org structures are shifting too: engineer-to-manager ratios have increased by ~30% over the past decade. Managers focus on mentorship, while ICs gain more autonomy and visibility. The result: a new elite—M²A³GNUS—Microsoft, Meta, Apple, Amazon, Adobe, Google, Netflix, Uber, Stripe. Companies where engineers want to stay. 👉 If you’re scaling an engineering org this year: • Hire for ability, not pedigree. • Keep managers close to the code. • Build strong IC career paths. • Treat retention like your strongest moat. Because the real war for engineering talent isn’t about who can hire the fastest, it’s about who can build a place where top engineers choose to stay, grow, and create the next generation of products. (Full SignalFire report linked in the first comment.) #EngineeringLeadership #TechTalent #FutureOfWork