Finding Power: How To Do Market Analysis

Market analysis is usually boring. It’s a fill-in-the-blank exercise that reveals little about the sources of power that shape an industry, or the history of how the governing dynamics emerged.

But it doesn’t have to be this way. Good market analysis is fascinating. It uncovers answers to deep questions, such as: why do some companies in an industry play such an indispensable role that they become huge, profitable, long-lasting businesses? And why do other companies in the same industry end up short-lived, thin-margined, and small? These are mysteries that should be fun to unravel!

There are many ways to approach the challenge. No single factor is decisive. For example, execution and all its subcomponents (leadership, management, finance, ops, etc) are of course key to any individual company’s ability to successfully accomplish their plan. But I focus on strategy rather than execution when I study an industry, because brilliant execution of a flawed strategy still yields a bad business, and for any possible good strategy, someone is probably going to figure out a way to execute it. In other words, execution is necessary but not sufficient. And while execution is of course a worthwhile area of focus, I am personally more interested in the strategy side.

The question is, what kinds of strategies generate market power?

To answer it, I developed a process that fuses together the ideas of the three most important theorists in business strategy: Clayton Christensen, Michael Porter, and Hamilton Helmer. (Two Harvard PhDs and a Yale PhD, in both economics and business—they know their stuff.) I’ve studied their work basically full-time over the past two years and as a hobby many years before that, and their teaching on how markets work has probably been the single most important factor that enables my writing to reach 50k+ subscribers each week.

So this week, I decided it would be fun to lay out the process I use for analyzing an industry. I hope it’s useful to entrepreneurs, who need to find the right entry point that will give them the best chances of success, and to understand the motivations of the incumbents they might wish to sell to or partner with. I also think it’s helpful for anybody who wants to understand and contribute to the business strategy context that shapes the work they do every day. I think this kind of analysis is also critical for investors, who obviously want to back businesses that will end up with (or sustain) some sort of market power.

Of course, this stuff is not as scientific as I would like it to be. We’re not talking about molecular biology, where we can pin down cells in a microscope and manipulate them millions of times to understand exactly how everything works. But I am fairly certain there’s more to business success than just luck. I think certain principles of strategy are knowable, and of course any good strategy is based on an accurate perception of the terrain around you. So while this isn’t a silver bullet, and I can’t promise any specific career results, I can at least say that I am betting my career as an entrepreneur and investor on it, and personally believe knowledge of strategy has lots of value. There’s a reason it’s taught in every business school and obsessed over by most top founders, investors, and CEOs.

With this preamble out of the way, let’s proceed!

The Process

Here’s how to analyze a market:

1. Define the market. You can go as broad or narrow as you want, but what’s most important is that you nail down A) the job-to-be-done / use case, and B) the general product category that serves that use case.
2. Identify the basis of competition. Why do consumers choose one product over another? What attributes are most important? Which are good enough, where no further improvement is felt? And which dimensions of product quality are felt to be lacking and in need of improvement?
3. Map the value chain. What is the chain of activities that needs to be performed for raw resources to get translated into finished products? What companies are involved, and which activities do they control?
4. Locate the position of power. Which activities in the value chain shape the end-user’s experience the most? These are the key activities that relate to the basis of competition. Which companies perform these activities? Who does it best?
5. Trace the source of that power — Using Hamilton Helmer’s 7 Powers as our list of options (scale economies, network economies, counter-positioning, switching costs, branding, cornered resource, and process power) we’ll see which one has the biggest impact on the user experience, and therefore is the source of their power.

If any of that felt a bit fast or confusing, don’t worry! We’re going to walk through each step in more detail next.

But before we do, one final note: the most important thing to know and remember about analyzing a market is that all power ultimately stems from finding a way to play an indispensable role in some important chain of economic activities that translates supply into demand. If participants in the chain don’t need you—either because what you offer isn’t useful or because there are many alternatives—then you’re not going to have much bargaining power in the market. But if what you provide is indispensable, you are in a good position to grow, extract profits, and last a long time.

And with that, let’s now go over each step in the process.

1. Define the market

First, you have to define your area of focus. This involves two somewhat arbitrary decisions: picking a specific job-to-be-done (i.e. use case) on the demand side, and narrowing down to a specific product category on the supply side. Once you’ve settled on definitions of each, then you can start looking at what players are essential to this type of exchange.

There are two common mistakes people make when defining their market.

The first mistake is to pick a generic market definition that has little bearing on what you’re actually interested in, and confusedly use it as a stand-in for the real market you would like to go after. For example, let’s say you wanted to make a business newsletter company. (Why anyone would want to do that, I do not know 😆). To properly understand your business you might actually want to analyze multiple industries. Sure, you might want to look at existing business newsletters, but you also might want to look at business book publishing, newspapers, or even business content on Twitter. New products rarely slot in perfectly to existing markets, so it’s useful to analyze the status quo with a bit of healthy detachment. Official categorization schemes like the NAICS (North American Industry Classification System) make it seem like the economy is composed of atomic, permanent, industries that were handed down from God, but in reality the lines between industries are blurry and constantly evolving. So you should think more like an evolutionary zoologist, and less like an old-school Linnaean taxonomist that believed all earthly species were set in stone since the beginning of time.

The second mistake is to pick a job-to-be-done that not many people actually really have. This is really common for startup founders. We like to invent things that don’t solve real problems. The rest of your analysis doesn’t matter if you misunderstand the reasons people buy products in this market in the first place.

Speaking of jobs-to-be-done (henceforth referred to as JTBD), I want to quickly offer a definition and some background context for anyone reading this who is unfamiliar. Basically the framing is that people don’t “buy” products, they “hire” them to perform some job in their life. It’s based on the classic quip that people don’t want a quarter-inch drill bit, they want a quarter-inch hole. There is a huge literature out there for people who want to dive deeper into JTBD theory, but the idea is to figure out what kinds of situations people might find themselves in, what kind of pain they might experience, and why they might go looking for solutions to that pain. For instance if you’re reading this post you’re probably either A) actively thinking through a big business decision/problem, or B) interested in coming up with a good business idea, or C) want to sharpen your skills of predicting what companies you think will succeed or fail. In these situations it’s useful to be able to quickly analyze an industry, so you “hire” a nerd like me who reads Michael Porter all day to guide you through the process and tie together multiple proven intellectual frameworks.

Here’s an example of how a market definition should look:

• Product category: business writing delivered via email newsletter
• Job-to-be-done: understand what’s happening in the industries I care about at a deeper level than the news will tell me about, so I can make better decisions and advance my career.

You might want to go deeper and expound on each of these bullet points in many paragraphs, or you could just leave it at this. You’re not doing an assignment for school, you’re satisfying a personal need to feel like you understand a market. Capture as much detail as you feel you need to in order to move forward with confidence!

Ok, that’s it for the first step. Once you have the demand and supply pinned down, it’s time to figure out what the most important attributes are of the products that connect that demand and supply.

2. Identify the basis of competition

The basis of competition is the collection of product attributes that cause customers to choose one product over another. For example, you might choose a smartphone on the basis of price, photo quality, and screen size—or, more realistically, a subconsciously prioritized list of these and many more factors.

Of course, everybody has unique preferences, so the best we can do is come up with a list of priorities that is reasonably representative of most people, or divide the market into a few main segments (clusters of people with similar preferences).