Typical engagements address the following questions:

 

New Product / Services Introductions

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• What is the (quantifiable) market demand / opportunity for new products / services? 

• What is the roadmap to a successful market introduction?  Who are the key decision makers and what drives the purchasing decision?  What is required to succeed?

• Who currently serves the market(s)?  What products / services currently serve the market?  What are the implications to the prospects for growth?

 

Market Expansion / Growth

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• New markets / geographies – which end markets or geographies can the company benefit from? What is required to succeed?

• Existing market(s) – which segments, channels, and products are most attractive for continued growth?

• Target growth – evaluating growth for market and market position. How to get there from here?

• Acquisition growth – what competitive or vertical opportunities are there?

• Predictive revenue modeling - what is potential available revenue for new market / product opportunities?

 

Sales and Marketing Prioritization

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• Given the growth opportunities in a market, which customer segments and channels represent the best opportunities for success?

• What are the key requirements and threshold capabilities to serve?

• How can the company improve its sales force effectiveness?

Daymark’s clients tend to pursue acquisitions in the lower middle and middle markets (target companies tend to range from ~$2MM to $50MM in EBITDA). Typical engagements may answer the following questions:

 

Market Size and Trends

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• What is the level of (quantifiable) demand for the target's products / services across targeted end markets?

• What are the key drivers of demand in the market? 

• How are the key market drivers trending and expected to trend going forward?

• What other market dynamics have implications to the growth prospects for market participants?

 

Competitive Landscape

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• Who are the competitors to the target's products / services in the market?

• What are recent trends in competition (consolidation, new product / services strategies, etc.)?

• How is the target positioned in the market?  Are the target's services / products differentiated?

 

Company Performance

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• What is the strength of the target's customer relationships?

• How does the company's customers (and other market participants) view the performance of the company?

• How likely would customers be to recommend the target to colleagues / peers (Net Promoter Score)?

 

Mapping of Decision Process and Value Chain

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• What is the buying process?

• Who are the key decision makers for end users / market participants?

• What is important to decision makers?  Why do they decide to use a particular product / service?

• How and why are specific vendors / providers selected? 

 

Acquisition Screening and Prioritization

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• How many potential acquisition candidates are there in a potential market? 

• Who are the candidates and what are their profiles (e.g., revenues, ownership, strategy, clients, etc.)?

• What is criteria that should be utilized to rank order potential acquisition candidates?

• Based on this criteria and direct market research, which companies represent the most attractive targets? 

Typical engagements may answer the following questions:

 

Company Performance / Strength of Relationships

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• What is the strength of the company's customer relationships? 

• What does the company do well?  Are there suggestions for improvements?

• How likely are customers to continue to use the company's services / products? 

• What could drive a switch to a competing provider?

• What have been the implications of the above to the company's positioning?

 

Performance Gap Assessment

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• What explains recent company performance – market contraction or share erosion?

• Which segments (end markets or products / services) are vulnerable / better poised?

• What are the major external threats to the company’s business / industry?  Has / how has the company been addressing these threats internally?

• What near and long-term steps can the company take to improve position and trajectory? 

 

Sales and Marketing Prioritization

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• Which customer segments and channels to serve represent the best opportunities for success?

• What are the key requirements and threshold capabilities to serve?

• Predictive revenue modeling - what is potential available revenue by account?

• How effective are the company's sales and marketing efforts?

• How can the company improve its sales force effectiveness and / or marketing efforts?

 

Competitive Intelligence

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• Are there new competitors entering in the market? What is their go-to-market strategy?

• What is the threat from offshore competitors?

• How does the market think the company matches up against its competition - strength, weaknesses, and performance?

• What are best practices / top performance in the market?