The VP of Strategy at a mid-market healthcare IT company needed a competitive landscape analysis ahead of a quarterly board strategy session. Internal research was stale, and the company could not justify a full consulting engagement for what was fundamentally a competitive intelligence refresh.
Competitive Intelligence for a Board Strategy Session
The VP of Strategy at a mid-market healthcare-IT company needed competitive intelligence for a quarterly board session without the cost and timeline of a full consulting engagement.
- Industry
- Corporate Strategy
- Timeline
- Quarterly board session
- Key outcome
- <5% of a consulting engagement
- Confidentiality
- Anonymized
01
The problem
02
Our approach
TCE sourced five experts: two former sales leaders at the primary competitor, one former product leader at a secondary competitor, and two enterprise buyers who had recently evaluated both the client and competitors in head-to-head evaluations. All experts were compliance-screened and conflict-cleared.
03
Featured expert
Former VP of Sales at the primary competitor, with 8 years at the company and direct experience competing against the client in enterprise deals.
04
The outcome
Headline result
<5% of a consulting engagement
The strategy team delivered a board presentation that included specific intelligence on the primary competitor's pricing strategy, product roadmap direction, and enterprise sales motion. The board approved a $4M investment in a competitive feature set that had been deprioritized. The VP of Strategy noted that the expert research cost less than 5% of what a consulting engagement would have required and delivered more actionable intelligence.
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