Markides Advisory
Use CaseGlobal Market Prioritization
CustomerMultinational Energy &
Electronics Supplier (Anonymized)
Selected examples of how we partner across growth, operations, and AI.
About these examples. These examples are illustrative. Some are drawn from prior work, some combine more than one engagement, and some were created to demonstrate how the work runs. Identifying details have been removed or changed, and some of this work predates Markides Advisory. What is real is the structure, the reasoning, and the format of the deliverables. Any figures shown are directional rather than audited.
02Current situation

Expand globally, but through new products, new markets, or new countries?

The mandate was to build a global decision system for identifying the best new markets, countries, and product opportunities for international expansion.
The client
A large multinational energy and electronics supplier headquartered in Asia, seeking to grow its international footprint over a roughly one-year decision horizon.
Product scope
Electrical grid infrastructure: transformers and the software that runs them, meters, high- and medium-voltage electronics, controls, switches, PLCs, and other substation-related products.
~Every
Country in the world inside the geographic scope, larger countries treated independently, smaller ones grouped
60–70
Market segments the universe was organized into before any prioritization began
Markides Advisory - Use CaseCurrent situation
03Why it was hard

The question was never where is the market largest.

Identifying large markets was the easy half. The work was identifying where demand, growth, competitive weakness, and strategic fit together created the highest probability of successful expansion.
What actually had to line up
  • Demand, real installed and planned grid infrastructure, not headline population or GDP.
  • Growth, where the build-out was accelerating, not where it had already happened.
  • Competitive weakness, markets where incumbents were beatable on quality or coverage.
  • Strategic fit, alignment with the client's own capabilities and adjacent business assets.
The higher bar
The client did not want a one-time study. It wanted a living decision model it could keep using after the engagement ended.
What that required
Both a formal market-sizing model and a consulting layer that translated evidence into practical strategic choices, neither alone would have produced a usable answer.
Markides Advisory - Use CaseCurrent situation
04Approach

Triage broadly first, then spend the research budget only on what survives.

The scale of the universe and the client's ambition for a durable tool both argued for a fast narrowing step before the bulk of the research budget was committed.
The alternative rejected
One deep pass across the full field
Not practical at this scale. Depth across 60–70 segments would have exhausted the budget before producing a decision.
|
The alternative rejected
A fast guess from market size
Would have missed competitive weakness and strategic fit, the two factors that separate a big market from a winnable one.
|
The path taken
Staged: sprint, then execution
Narrow using what was already known, then commit fieldwork and formal model-building only to the survivors.
A global-scale question deserves neither a quick guess nor an unbounded research exercise. It deserves a cheap, fast, evidence-based narrowing step, and then real depth, spent where it changes the answer.
Markides Advisory - Use CaseEvaluation
05The sprint

60–70 segments to a shortlist of 10, using evidence already in hand.

Sprint mandate
Narrow the global universe down to a shortlist worth deep primary research and formal model-building, before committing the bulk of the engagement's research budget and fieldwork.
Evidence used at this stage
Secondary research and public and semi-public source aggregation to build the base model and populate market variables where direct visibility already existed, combined with internal expert input from within the client organization to refine assumptions and close early gaps. No external primary interviews were run at this stage, the shortlisting was done entirely from existing information and the consulting team's own market knowledge base.
Decision criteria applied
Market size
Growth
Strategic fit
Competitive environment
Brand awareness
The same underlying logic was also expressed as market size and growth, competitive weakness or vulnerability, and operational alignment with the client's capabilities and adjacent business assets.
Sprint output
A shortlisted top 10 markets, reviewed directly with the client before committing to the next phase. That shortlist became the mandate for execution.
Markides Advisory - Use CaseEvaluation
06Execution, architecture

With the shortlist set, depth was bought where it changed the answer.

Workstream 01
Infrastructure mapping and model design
Deepened against the shortlisted markets rather than the full field.
Workstream 02
TAM build and sizing triangulation
Market studies, questionnaires, supplier and end-user inputs, interview triangulation.
Workstream 03
Forecasting to a 10-year horizon
Built on the same triangulated process across sources and interviews.
Workstream 04
Consulting overlay
Competitive, strategic, and operational fit, the judgement layer over the numbers.
Primary research program
~100interviews
Utilities · industrial end users and buyers · manufacturers and OEMs · channel partners and EPCs · technology vendors · grid operators · renewable-energy contractors in residential and commercial contexts · internal client stakeholders.
Why interviews served two purposes
They supported the consulting judgement behind the final recommendations and directly filled data gaps in the model itself. Follow-up primary research then closed remaining gaps on the shortlisted 10 markets before the final narrowing.
Markides Advisory - Use CaseEvaluation
07The model

Country-level variables that describe the grid, not the economy.

TAM and forecast were triangulated across market studies, questionnaires, supplier and end-user inputs, and interviews rather than derived from a single source.
Variables captured per country
  • Number of electric substations.
  • Voltage levels and transmission and distribution line characteristics.
  • Switchgear topologies and common infrastructure use cases.
  • Renewable-energy penetration percentages.
  • Grid-connection patterns across residential, commercial, and renewable-farm settings.
Why this level of detail
Variables at this resolution are what let the model distinguish between a country with a large electricity market and a country with a large addressable opportunity for these specific products.
Deliverables produced
Living analytics model and quantitative decision tool · country- and segment-level market database and model structure · recommendations deck · prioritization matrix and scorecard · stakeholder workshops for alignment · a final top-3 recommendation set.
Markides Advisory - Use CaseEvaluation
08The choice

Three regions, reached through two deliberate narrowings.

Each narrowing used a different evidence base: the first drew on what was already known, the second on fieldwork bought specifically to resolve it.
60–70
Market segments
The full global universe, grouped for comparability.
→
10
Shortlist
Narrowed in the sprint from existing evidence and internal expertise, reviewed with the client.
→
3
Recommended
Reached after ~100 interviews, TAM build, and 10-year forecasting on the shortlist.
Region 01
Southeast Asia
Region 02
Eastern Europe
Region 03
India
Markides Advisory - Use CaseChoice
09Worked example

Why Southeast Asia scored the way it did.

Definition used
Thailand · Vietnam · Malaysia · Singapore · Indonesia
A detailed example profile was developed at this grouping level rather than country by country.
The profile shows how the criteria interact in practice: opportunity size on its own would not have carried the region, and strategic fit on its own would not have either. It scored because demand, competitive position, and the client's own stated priorities pointed the same way.
Why it scored highly
  • Strong high-voltage opportunity driven by electrification and government projects.
  • Alignment with strategic intent, the client's stated desire to focus on high-voltage construction and higher-margin product areas.
  • Competitive weakness signalled by lower-quality competitors in parts of the market.
  • Strong future market growth.
  • Strategic fit with the client's broader operational and business priorities.
Markides Advisory - Use CaseChoice
10Outcomes

A recommendation the client could act on, and a tool it kept using.

What was resolved
A global expansion question became a shortlist, then three regions
The complexity was reduced without being hidden, the reasoning behind each cut remained inspectable in the model.
Client adoption
The model was adopted for immediate decision-making
And continued to be used gradually as an ongoing living tool after the project ended.
Combined outcome
A strategic recommendation and an enduring capability
The project delivered both the answer and the means to answer the next version of the question.
What the role owned
Problem framing, research design, synthesis, prioritization, stakeholder engagement, and final recommendation logic, leading the team and program, and managing analysts and consultants across the engagement.
What it demonstrates
Market research depth combined with market-entry consulting judgement: running a fast, evidence-based triage phase and a deep, fully resourced execution phase inside one coherent engagement. Transferable by design: the scoring model stayed with the client and continued in use, so the next prioritization did not depend on the person who ran the first one.
Markides Advisory - Use CaseAction sequence & outcomes
Markides Advisory
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