Project background
Suppliers to the global rail market need to base their business plans and strategies on the future market potential. This includes the demand volume and timing, the sectors and characteristics, and trends and developments in the market place. The study required a comprehensive look at a particular sector of the railway market in order to underpin product development initiatives, resource investments and longer term business strategy.
The client
Corus Rail supplies a large portfolio of rail products and railway infrastructure services to the global rail industry. It has an international renown for new track technologies and is a pioneer in a number of specialist transport sectors. This includes products for high speed rail networks, regional, metro and urban tramways. These are supplied to clients all over the world.
Our role
Strategic Lines worked in partnership with Halkin Consulting, an experienced international commercial strategist and management consultancy. The role was to establish a comprehensive view of future demand, sectors and trends; to review buying habits of clients; then to analyse the data to enable a series of strategic conclusions for Corus Rail’s top management team.
- Market analysis and generation of a worldwide demand data base and sector based projections.
- Technical and commercial feedback interviews with a broad portfolio of client parties and influencers in key markets and sectors.
- Analysis and review of findings; and development of key market summaries and conclusions.
- Report and presentation of findings to management and product teams.
Team
The core UK team were supported by associates working in Italy, Spain, Germany, USA, Central and Eastern Europe.
Status
The project was completed successfully meeting key programme targets. Corus now benefits from a wider market knowledge base, with higher levels of certainty for forecasting. It has also gained an increased understanding of client preferences and market drivers.
- Project research commenced September 2005
- Market engagement December 2005 to January 2006
- Strategic conclusions, reviews and final report March 2006