Tag: "Market"

APAC Stem Cell Research & Therapy Market a Growth Engine for Regions Scientific Ambitions Says A New Market Research Report at ReportsnReports.com

Dallas, Texas (PRWEB) December 21, 2012

The stem cell therapy market in Asia-Pacific is poised to offer significant contributions in the future, thanks to renewed interest by the respective governments of India, China, Japan, South Korea and Singapore to provide cures for a range of diseases. Stem cells are unique body cells that possess the ability to divide and differentiate into diverse cell types, and can be used to produce more stem cells. The use of adult stem cells has been successfully employed to treat bone and blood related disorders such as leukemia, through bone marrow transplants. Stem cell therapy is used to repair and regenerate the damaged tissue, though the actual mechanism of action is largely unknown.

The growth in the APAC stem cell therapy market will not only provide treatment options but will also contribute significantly to the countries Gross Domestic Product (GDP), with the President of South Korea only last year referring to stem cell research as a new growth engine for the nations economy. In order to support the stem cell industry, regulatory guidelines in Asia-Pacific countries allow stem cell research, and this has led to its commercialization. India and South Korea are the leaders in the commercialization of stem cell therapy, with approved products for Acute Myocardial Infarction (AMI), osteoarthritis and anal fistula in Crohns disease, amongst others. The countries allow the use of human embryonic stem cells and provide adequate funding support for the research.

Stem cell therapy is an emerging field, and a large amount of research is currently being carried out by institutions such as hospitals, universities and medical colleges. According to this research and analysis of the stem cell therapy research in Asia-Pacific, 63% of pipeline molecules were being researched by academia. The emergence of institutional research has boosted stem cell discoveries, as companies can be put off conducting research due to uncertain therapeutic outcomes. China and Japan witness only a negligible industry presence in stem cell research, as academic institutions dominate however in contrast, India has the presence of both industry and academia. The major institutions engaged in stem cell research in India are LV Prasad Eye Institute (LYPEI) for Limbal Stem Cell Technology (LSCT), and the Post Graduate Institute of Medical Education and Research (PGIMER) for stem cell therapy for type 2 diabetes mellitus.

The market is poised for significant growth in the future, due to the anticipated launch of JCR Pharmaceuticals JR-031 in Japan in 2014, and FCB Pharmicells Cerecellgram (CCG) in South Korea in 2015. This research report (http://www.reportsnreports.com/reports/210795-stem-cell-therapy-market-in-asia-pacific-to-2018-commercialization-supported-by-favorable-government-policies-strong-pipeline-and-increased-licensing-activity.html) predicts that the stem cell therapy market will grow in value from $ 545m in 2012 to $ 972m in 2018, at a Compound Annual Growth Rate (CAGR) of 10%.

Buy your copy of this report @ http://www.reportsnreports.com/Purchase.aspx?name=210795. Alternatively, Request A Sample @ http://www.reportsnreports.com/contacts/RequestSample.aspx?name=210795 to help make your purchase decision.

Companies covered in this report include: Stempeutics Research, Reliance Life Sciences, International Stem Cell Services, Shenzhen Beike Biotechnology, JCR Pharmaceuticals, ES Cells International (Subsidiary of BioTime, Inc), Stem Cell Technologies I, Pharmicell and Medipost. Equipped with 70 Tables and 60+ Figures, the report Stem Cell Therapy Market in Asia-Pacific to 2018 – Commercialization Supported by Favorable Government Policies, Strong Pipeline and Increased Licensing Activity provides an in-depth analysis on stem cell research and development in India, China, Japan, South-Korea and Singapore. The research offers market analysis and forecasts for CABG, LSCT, Type 1 DM, Type 2 DM, Hearticellgram, Cerecellgram, Cartistem and Cupistem. The report also provides information on trends and pipelines. In addition to this, the report covers market drivers and challenges for stem cell research market.

Explore more reports on the Stem Cell Market @ http://www.reportsnreports.com/tags/stem-cell-market-research.html.

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Getting the Most Value Out of Social Media for Market Intelligence

Getting the Most Value Out of Social Media for Market Intelligence

Added to that are more than 200 vendors of Social Media Monitoring solutions that have emerged to help companies to do just that. Which solution is best? We ask Ville Vanhala, Senior Vice President of Information Resources at GIA for his thoughts on the subject.

“In many organizations, the corporate communications team or some brand managers will already have a Social Media Monitoring solution in use, provided by communications agencies or e-marketing consultants, for example. The focus there will be on measuring how the company’s brands are discussed and how marketing messages are reaching target audiences.

Market Intelligence users however have their own specific needs – to monitor topics in social media far beyond just following how a company’s own brand is being discussed by consumers.”

“When communications agencies or e-marketing consultants monitor social media, the type of information they provide will show, for instance, changes in the amount of discussion about a brand, the sentiment of discussion – positive or negative – and shares of voice. An example would be how much a brand is discussed compared to other brands.

When Social Media Monitoring is conducted for market intelligence, you take on a broader perspective.

For example, you can monitor whether online discussions are in line with your intended product positioning. How do product users perceive features of your product and competing products? Are intended or unintended user segments actively discussing your product? Are new product features being favorably perceived? What are opinion leaders saying? Are industry journalists and analysts blogging in a favorable tone about the competition or about your company? Who are the product influencers in driving adoption for new products and services?

In which networks or forums are product users expressing new ideas about desired features? What do they think about where the industry is headed with the next wave of products?”

“You can monitor signals to confirm or challenge anticipated market trends. For example, are companies promoting green technologies highly favoured? Or is touch screen technology becoming a “must have” in new product categories?

Alternatively, you can check if public opinion is turning in favor for or against a chosen business model. For example, is there a strong debate gaining momentum to question the feasibility of production plants in certain locations? Or how are people accepting the use of ads to support an online product? Or how are customers reacting to  personnel with a foreign accent in telephone support?

You can also gain insights into the regional differences in market maturity. For example, are there discussions in certain markets indicating a higher preference for personal service?”

“Anyone along the value chain can benefit.

Take Supply Chain Management for example. You can monitor any online discussion about questionable practices at key supplier sites or a company’s undesirable political connections. How are new suppliers being discussed about in their country?

Another example would be for corporate social responsibility. You can identify if public opinion is demanding more environmentally friendly operating practices in your industry or for more responsibility for employee well being – and the list goes on.”

“The first step of course, is to understand the organization’s unique market and competitive intelligence needs and consider how social media sources can offer additional intelligence to respond to those needs.

As mentioned earlier, there are many social media monitoring solutions out there. Most tools allow you to be quickly alerted of new discussions and important posts. And most solutions can be used to deliver weekly or monthly analytical reports that summarize the trends and themes developing in the social media space related to your industry. Thousands of items can be analyzed on a monthly basis.

However, many tools are geared towards support for marketing or corporate communications and are mainly focused on monitoring one or a few brands.

You need to evaluate if any single monitoring tool offers the full scope of monitoring and analytics you need for your broader market intelligence perspective. You may end up concluding that you need your market intelligence consultants or your internal analysts to choose the best tools for your needs and then work with a combination of tools and human interpretation to derive the real insights you need from social media.”

Author: Hans Hedin, Vice President, Business Development, Global Intelligence Alliance

This article and others from GIA’s World Class Market Intelligence practice can be found at Global Intelligence Alliance Insights and Analysis

Global Intelligence Alliance (GIA) is a strategic market intelligence and advisory group. GIA was formed in 1995 when a team of market intelligence specialists, management consultants, industry analysts and technology experts came together to build a powerful suite of customized solutions ranging from outsourced market monitoring services and software, to strategic analysis and advisory.

Visit Global Intelligence Alliance

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Only 10% of Companies Have Market Intelligence Capabilities That Are Truly World Class

New York CIty, New York (PRWEB) May 22, 2011

The need to address growing global competition has accelerated the development of systematic market intelligence at global companies, according to the 2011 Global Market Intelligence Survey by Global Intelligence Alliance (GIA), a global strategic market intelligence and advisory group. However, the study shows that only 10% of the companies surveyed have achieved market intelligence capabilities that are truly world class. Such companies in general, enjoy much higher efficiencies in decision making and strong return-on-investment on their market intelligence budgets.

?The proportion of companies that have systematic market intelligence globally has grown in the past two years – from 63% to 76%. This is quite significant as this shows that the financial crisis has further solidified the position of market intelligence in companies that need to grow and compete internationally. In addition, one third of the companies that don?t have a market intelligence operation intend to launch one within the next 12 months. Out of the companies with market intelligence functions, 64% intend to increase their investments in market intelligence, with geographical focus in Asia and Latin America,? said Markko Vaarnas, CEO at Global Intelligence Alliance.

The Survey also found several distinguishing qualities of companies with world class market intelligence functions.

1. They work closer with decision-makers

Over half of the companies with world class market intelligence capabilities have at most one organizational layer between the market intelligence function and the CEO, and none have more than four layers. Such companies also have more top management as internal clients.

2. They have more extensive networks

Companies with world class market intelligence capabilities get contributions from more people within the organization than companies on average.

3. They work in a more regular fashion

52% of market intelligence work goes into regular deliverables opposed to ad-hoc deliverables, while the figure is 45% for companies in general.

4. They more often have a centralized market intelligence function

While 69% of companies with world class market intelligence capabilities have a centralized market intelligence function, the same is true for only 56% of companies in general.

5. They use their budgets and staff more effectively

Even though companies with world class market intelligence capabilities work with intelligence budgets and team that are comparable in size to other companies in general, they score significantly higher both in the maturity level of their market intelligence functions and in decision-making efficiency.

Conducted in March 2011, the 2011 and fifth Global Market Intelligence Survey tracks the increasing importance of the market intelligence profession:


How is market intelligence used by various industries?
Have companies become more sophisticated in the use of market intelligence? If so, how do they use market intelligence to compete and grow in international markets?
What business opportunities will market intelligence be used to explore in 2012-2013?
What are some world class market intelligence best practices?

Full details will be presented at the Global Market Intelligence Survey 2011 Overall Results & EMEA Regional Results webinar on Tuesday, June 7, 2011. Registration is free.

For further information, visit the http://www.globalintelligence.com or send an email to media(at)globalintelligence(dot)com.

About Global Intelligence Alliance

Global Intelligence Alliance (GIA) is a strategic market intelligence and advisory group. GIA was formed in 1995 when a team of market intelligence specialists, management consultants, industry analysts and technology experts came together to build a powerful suite of customized solutions ranging from outsourced market monitoring services and software, to strategic analysis and advisory.

Today, we are the preferred partner for organizations seeking to understand, compete and grow in international markets. Our industry expertise and coverage of over 100 countries enables our customers to make better informed decisions worldwide.

http://www.globalintelligence.com

About the Global Market Intelligence Survey

The Global Market Intelligence Survey looks into the current state of Market Intelligence activities in international companies and the perceived benefits, how market intelligence supports decision-making, and the anticipated future developments across geographical regions and industries.

The 2011 Global Market Intelligence Survey is the fifth in a series and involved 989 respondents in an online questionnaire in March 2011. Most of the questions were of multiple-choice format to facilitate quantitative analysis. Open questions were also included to add to the level of insight. English was used as the survey language in most countries, while translations to Czech, French, Japanese, Portuguese, Russian and Spanish were also in circulation in parts of Latin America, Europe and Africa.

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Armchair Millionaire Community Bulletin: Busting the Stock Market Myths

New York, NY (PRWEB) June 22, 2004

When it comes to investing, mistakes are just part of learning the ropes, and we all make them. When we asked members of the Armchair Millionaire community to share what they’d learned from their past mistakes, we heard some terrific insights:

“Don’t let emotions control your decision to buy or sell. Educated decisions are generally more sound than decisions made based on how a good day in the market makes you feel.” –Rabiah

“If ‘everyone’ thinks a stock will go up for sure, they are probably wrong.” –Elizabeth

“Never ‘fall in love’ with any stock. If it has met your expectations, it’s perfectly okay to sell and take a profit.” –David O.

“If someone gives you advice on investing in something you have no idea about, chances are if you lose money, you still won’t know anything about it.” –Chris

“Patience, patience, patience! Have faith in the long-term upward ability of the market and stop trying to outsmart it.” –Trevor

As you continue your education in stock investing, be prepared to separate the nonsense from true wisdom. My guide busts the most common stock investing myths.

The Armchair Millionaire’s Guide to Stock Investing Myths

If I like the product, I’ll love the stock. Some people swear by buying stocks only of companies whose products they know and like. In fact, it’s perfectly possible for a company to produce a quality product or service and still be on the rocks financially.

To be successful, I just need to find the right expert who knows which way the market is heading. The sheer number of market commentators on television is testimony to how many people believe this myth. The truth is that no one can consistently predict the direction of the market accurately. The good news is that by using a long-term, buy-and-hold strategy, you don’t need an expert with a crystal ball.

The best time to buy a stock is after it’s proven itself by going up a lot. Buying a stock that’s at an all-time high is not much different from waiting for the price of a house to go up before buying. There are bargains to be had among value stocks, so don’t pass by stocks that are “on sale.”

To consistently make money, I just need to find the right system that will let me beat the odds. Wall Street isn’t Vegas, and investing isn’t gambling. We know that markets provide a return on capital over time. By investing for the long term, buying quality stocks and keeping them for as long as they still make sense for your portfolio, you’ll capture your share of that return.

THE BOTTOM LINE: My grandmother tells me that that common sense is more uncommon than you’d expect. When you put your own investing plan together, seek out an approach that makes sense to you and offers realistic returns. My own “Five Steps to Financial Freedom,” (www.armchairmillionaire.com) is one approach that you may want to consider. It’s the result of painstaking research into the smartest ideas that make the most common sense. If you consistently make smart decisions about your money, you can achieve financial freedom.

This column appears each week on CNNMoney.com, the Web sites for CNN and Money Magazine.

Syndicate this weekly column in your publication or Web site: http://www.armchairmillionaire.com/weeklycolumn

ArmchairMillionaire.com was founded in 1997. The company’s first book, The Armchair Millionaire, was published in 2001. Today, www.ArmchairMillionaire.com is an established community of common sense savers and investors.

CONTACT INFORMATION:

Lewis Schiff

Armchair Millionaire

877-833-2823

http://www.armchairmillionaire.com/weeklycolumn



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Social Media for Market Intelligence

Social Media for Market Intelligence

You’re on LinkedIn and notice from your competitor’s business development manager’s profile that he has developed a new expertise area inhouse. Is this a relevant field signal? Indeed, there has much interest in the use of social media for market intelligence (MI). Will digital sharing platforms, social network platforms and wikis etc. become the next big thing in MI?

What are the implications of social media trends for MI

Social media has changed the way people communicate. In general, there is a greater willingness to openly share knowledge in the public domain.

People with similar interests tend to cluster into different online communities for information exchange, and no longer feel like they have to be an expert to express their observations and opinions through blogs and forums. News alerts and images can be sent via smart phones to captive audiences instantaneously.

Field signals that have been captured through social media, as well as the social technology platforms, can be useful as an input to the intelligence process.  The willingness andcapability for sharing market signals has improved.

This directly impacts what I consider to be one of the toughest aspects of the market intelligence process – collecting and sharing information efficiently and rapidly.

It also allows for more collaborative types of information gathering. This is all good for intelligence purposes, provided you can manage the information.

Social media applications will increasingly play a more important role in the analysis part of the intelligence cycle as well.

What are the most useful social media platforms for MI, and what are their pros and cons

Blogs are an excellent source of continuous information on industry issues, customers and competitors. The quality of information however is not always high and there can be many blogs, sometimes hundreds, on any topic. So it is challenging to find the right ones to track.

LinkedIn is a very popular networking site that has made it easier to identify sales leads as well as experts from all over the world. It is sometimes possible to even get an indication of a competitor’s future direction through the projects and work that employees present on their profiles or their latest professional networks.

These days, profiles from LinkedIn can be used to conduct network analysis, such as how the employees for a competitor are linked to specialist research companies, new business partners or even their best customers! It is interesting to note that employees are not always very careful with corporate information that should not actually be in the public domain. LinkedIn communities can inform competitors and be a hassle for employers themselves. As such, companies have started to provide disclosure policies to employees on how they can participate in social media and how to comment on professionally related issues.

We have also seen how companies can pull out material from YouTube in order to increase the knowledge of the competition. One automotive company features competitor commercials taken from YouTube as the opening screen of their intelligence portal. This is to help their staff see what their customers watch in different markets, and encourage them to think about how they can position their brands. This is also a way of making market intelligence more visible to the company, to make it an integrated part of everyday business life.

Wikis can be useful as internal platforms for developing shared knowledge and competitor profiles, as people might be more open to providing their own knowledge in this format. The knowledge management aspect of intelligence hopefully has much to gain here.

Social media applications can also play an important role when it comes to analysis. Crowd forecasting is where using social media for market intelligence gets more advanced. It allows you to balance expert perspectives with that of a wider audience for a more balanced view of where a trend is heading. Crowd forecasting is not the easiest to implement, as people will initially need time to get used to the process, but is helpful to go beyond general information ‘shuffling’ and to reach conclusions in more specific and tested ways. It is also a powerful way to enhance the co-creation intelligence process, meaning that people from around the company combine their intellectual capability to conduct analysis.

Companies with more advanced intelligence programs are integrating these applications at the moment. But I believe that the vast majority of companies are still looking at how social media can improve the information collection process. This is quite a hot topic in the “Intelligence Best Practice Benchmarking Workshops” that I am running with companies today.

What precautions should one take while utilizing social media for MI

First, social media platforms are in general not validated sources. The communications can be based on hype or unqualified rumours. What you read may not always be the truth and could even be information that is intentionally misrepresented. You can be misled to think something is going to be a new trend, a real issue or a hot topic, when it is not.

Also, the volume of information is increasing dramatically and needs to be collected, filtered and summarized. In the future, we will see more applications designed to summarize, rate and link information from social media sources so that the material is digested before it is analyzed by a person. But one must keep in mind that these sources are complementary to, not replacements for, high quality sources such as industry experts, professors and think tanks staffed with PhDs.

At the end of the day, you must also be able to wade through the rumours and disinformation, and decipher what is useful information for market intelligence. This is an area for worry for MI managers.

What new developments do you think will benefit market intelligence

There are tools that help structure, sort, filter and analyze the information from social media. One example is blog rating websites and we expect to see more ‘self-policing’ communities or filtering mechanisms.

Social media techniques will be used more and more for internal corporate processes. For example, wikis will be used to communicate and share information as an internal application within the organization or a network of partner companies.

In the future, there will be more interconnections between internal systems. Corporate intelligence portals could be integrated with customer relationship management systems, so you can track customers who change jobs or companies that recruit employees to manage a completely new application area. This might be indicative of business opportunities for your organization.

In many ways, social media has made market intelligence more accessible, if you know where to look and how to integrate it into your own intelligence process.

This article and others from GIA’s World Class Market Intelligence practice can be found at Global Intelligence Alliance Insights and Analysis

Global Intelligence Alliance (GIA) is a strategic market intelligence and advisory group. GIA was formed in 1995 when a team of market intelligence specialists, management consultants, industry analysts and technology experts came together to build a powerful suite of customized solutions ranging from outsourced market monitoring services and software, to strategic analysis and advisory.

Today, we are the preferred partner for organizations seeking to understand, compete and grow in international markets. Our industry expertise and coverage of over 100 countries enables our customers to make better informed decisions worldwide.

Visit Global Intelligence Alliance

Article from articlesbase.com

Generating Useful Market Intelligence for Marketing and Sales

Generating Useful Market Intelligence for Marketing and Sales

Strategic market intelligence can reap rich profits for companies that seek to understand their corporate customers’ needs and businesses better. From purchase driver mapping to sales gaps analysis, the ability to support and even boost revenue generation through strategic customer and competitor intelligence is critical for market intelligence teams. Here are some tips on how to plan and develop market intelligence that will be highly valued by marketing and sales teams.

There are four areas that market intelligence teams will need to make key decisions on, which will affect how effective their marketing and sales intelligence systems will eventually be. Choosing between the variables can make a critical difference to the team’s success or failure.

1. Choosing between strategic and tactical market intelligence

One of the most difficult tasks market intelligence leaders face when designing internal market intelligence objectives, roles, output and performance indicators, is striking the right balance between strategic and tactical market intelligence. Should more resources be invested in strategic brand management intelligence or pricing intelligence? Should the team focus on sizing the market or monitoring promotions?

The balance depends on a number of factors:

•    CEO and management mindset. Management focus on short-term profits or long-term development will dictate the market intelligence that needs to be presented.
•    Planning cycles. Shorter planning cycles tend to lead to a more tactical approach to market intelligence.
•    The nature of the competition. Market intelligence tends to be more tactical in heavily competed markets where price or competitive bidding is under pressure.
•    Business or consumer markets. In B2C markets, market intelligence tends to be more tactical.
•    Corporate or local. If the main focus is on supporting corporate level management, market intelligence will tend to be more strategic in nature. A tactical approach is more appropriate for local sites.
•    Marketing or sales. Market intelligence in support of marketing is typically more strategic.

One could also argue that generating revenues though more tactical market intelligence will allow organizations to justify the existence and value of their market intelligence programs. This typically leads to further funding through clear ROI to build more strategic contributions.

2. Choosing the methodologies that best suit the organization

There are multiple market intelligence techniques and methods; some will help you defend your customer proposals while others will help you attack and fend off your competitors’ sales tactics. Which one you use will depend largely on the nature of your business, your internal sales processes and the pain points therein.

Ultimately, the key to success will be in understanding your customers better than your competitors’ as well as understanding your key competitors’ mindset, strategy and tactics.

To achieve this, you can choose to use:

•    Voice of the customer (VOC). VOC can be a significant source of customer understanding that in turn, helps build trusted relationships with corporate clients.
•    Creativity in building competitor profiles. For example, you can investigate the long term financial strength and sustainability of your competitors and use that to your advantage.
•    Market penetration analysis. Try identifying segments that your competitors are focusing on and which you are not, and investigate why.
•    Strict account planning. It helps to aggregate account level intelligence, identify account intelligence gaps and include positive and negative feedback on competitive products in the analysis.
•    Win-loss analysis. This is an extremely important tool in strengthening your sales strategy for the future.
•    Role-play or war gaming. This is useful in understanding your competitors’ mindsets.
•    Marketing mix analysis. This is exceptionally useful in reviewing the competition at the product or offering level.
•    Competitor channel or value chain analysis. Use the analysis to understand the mindset of your customers’ customers or your competitors’ margins.
•    Propensity models. Such models help you assess customer churn rates and to take corrective action in time.

Knowing which is the right methodology for your organization requires an understanding of the pain points within marketing and sales. It also helps to brainstorm with your colleagues in the sales department on what they think are the winning factors of your company’s value proposition.

3. Choosing the tools that will make the output user friendly

A critical part of supporting a company’s marketing and sales efforts effectively is in providing market intelligence deliverables that are quick to access and quick to digest; in short, clear and filtered formats.

Ideally, only one tool should to be used to provide market intelligence to the sales team. Otherwise, multiple internal systems should be integrated to create a perception of having one tool or access point. For example, customer relationship management tools and market intelligence deliverables can be made available through one access point.

Technology tools alone will not solve all the challenges for market intelligence. Building accessible and easy-to-use tools however, can provide a competitive advantage to your sales organization, as long as feedback is directly and continuously gathered from the sales front.

4. Choosing the method/s to recruit and motivate internally

Critical market intelligence typically already exists within an organization, through the collective experience and observations of a company’s sales force.

A company with an active intelligence culture can go a long way in the receipt and utilization of field intelligence. This however, requires continuous internal marketing. So one of the most important success factors for market intelligence is the ability to build strong relations with the sales force.

You can do this if you can:

•    First align your market intelligence efforts with the company’s sales targets and customer relationship management objectives.
•    Assess your sales process and identify pain points where better intelligence can make a difference.
•    Use the right incentives and motivational factors for those in the field to start contributing intelligence and insights.
•    Set up intelligence collection and sharing processes and tools that are both accessible and easy to use.
•    Generate deliverables that give sales teams the critical information that will help them ‘seal the deal’.
•    Demonstrate tangible benefits to the sales effort through insightful, timing and value-generating market intelligence.
•    Celebrate and recognize success stories based on contributions from the field.

In addition, it is useful to identify other groups, such as legal, customer support, research and development or engineering, that are in position to provide field signals.

Global Intelligence Alliance (GIA) is a strategic market intelligence and advisory group. GIA was formed in 1995 when a team of market intelligence specialists, management consultants, industry analysts and technology experts came together to build a powerful suite of customized solutions ranging from outsourced market monitoring services and software, to strategic analysis and advisory.

Today, we are the preferred partner for organizations seeking to understand, compete and grow in international markets. Our industry expertise and coverage of over 100 countries enables our customers to make better informed decisions worldwide.

Visit Global Intelligence Alliance

Article from articlesbase.com