Company/Project Name Table of Contents Introduction... 2 Research Objective... 2 Executive Summary... 3 Summary of Industry Representative Interviews... 4 Individual Industry Interviews... 15 Market Analysis... 36 Potential Customers... 40 Wisconsin Innovation Service Center 1
Company Name Description of the company and the product/service being researched goes here in the introduction. This report includes: Introduction Research Objectives Executive Summary Summary of Industry Representative Interviews Individual Industry Representative Interviews Market Analysis Potential Customer List Research Objective The objective of this study is to identify potential market sectors and customers that may provide opportunities for [Company Name] based on information provided from industry representative interviews and secondary research. WISC identified and interviewed various industry experts within each of the market areas, assessing the market need based on expert representatives and secondary research. In addition to researching market trends, growth patterns, and competitors, WISC completed phone interviews with [target of interviews varies, but is most often potential customers. Sometimes competitors are interviewed]. Experts who were interviewed included [this is an example and would be customized based on the client company: general contractors, architects, specialty contractors, and structural engineering firms]. The expert representatives were targeted based on their specialty in [topic of research based on client company s capabilities and area of interest]. These questions were addressed: NOTE: these are examples of the types of questions asked. Each market assessment includes customized questions developed jointly by the client and WISC. Where are the company s headquarters? Which offices are mostly responsible for envelope [client product or service]? What organizations initiate [customized for client] projects in your area? In your experience, has the number of [customized for client] projects increased, decreased, or remained steady over the past three years? How do you expect this will change over the next three year period? Could you estimate the percentage of [customized for client] projects that fall into each of the following categories? o Categories relevant to project would be listed In your opinion, what are the leading success factors for [customized for client]? How do you learn about [customized for client] projects? Could you provide a rough estimate of the percentage of annual company revenue that could be attributed to [customized for client] projects? Wisconsin Innovation Service Center 2
Who are the key players providing [customized for client] services in your area? What types of [customized for client] are underway in your area? How do you learn about [customized for client] companies and their capabilities? Executive Summary The [redacted] market within the specified geographic area (Illinois, Iowa, and Wisconsin) appears to picking up after three years of stagnant growth. Specifically, Wisconsin has seen over $100 million worth of commercial tax credit projects approved within 2014, which is a major increase from the $40 million worth of commercial projects approved in 2013. The economy lends an air of unpredictability to the construction market as a whole,and some respondents fear that if the federal budget is reevaluated, historic tax credits would be cut. However, increased state [redacted] credits within Wisconsin have led many interviewees to predict an increase in growth for the [redacted] industry. Competitive forces that lead to success in this market include [redacted], experience within the field, and positive word of mouth. In a time when state and public budgets have been reduced, [redacted] have been the key to securing [redacted] projects. Surprisingly, respondents have clarified that there is not a key [redacted] that focuses on [redacted]. [s redacted] are the only two [redacted] that were mentioned two times during the duration of the study. Interviewed [target contacts] identified that less than 5 to 15 percent of annual revenues were contributed to [redacted]. With this in mind, if [Client company] is able to effectively convey their [redacted] abilities and work with key project initiators, they could easily become the leader in the market for [redacted] projects within the Upper Midwest. This paragraph reported on trends identified through contacting relevant associations and organizations with knowledge of the industry being researched. Key initiators of [redacted] include: state and city governments, private developers, private home owners, and architects. State and city government projects are often found on state websites, builder exchanges, and in [redacted] Reports. Private projects are often initiated by private developers, home owners, and architects. Private developers and home owners will often seek out [redacted] for the projects. Architects interviewed specified that in some cases, the architecture firm itself will seek out [redacted]. Partnering with architecture and structural engineering firms could prove quite beneficial for [Client company] in the long run. Summary of Representative Interviews Note: The following interview overview has been separated into competitor data and strategic partner data. While [company name] was interviewed as a competitor, their interview has not been included in the competitor results due to the incompleteness of the interview. Competitors Wisconsin Innovation Service Center 3
Where are the company s headquarters? Which offices are mostly responsible for [client product or service]? Across all five competitors, work is done primarily out of the companies headquarters. [Locations and company names redacted] were listed as main restoration offices. The three [companies] from Wisconsin specified that all of their [redacted] work is done within Wisconsin, not out of state. What organizations initiate [customized for client] projects in your area? [Redacted] projects are often initiated by city and state government or owners. The graph on the following page summarizes the frequency of responses by respondents. Non-profit organizations include churches, libraries, and train stations as specified by respondents. [graph removed for confidentiality reasons] In your experience, has the number of [redacted] projects increased, decreased, or remained steady over the past three years? How do you expect this will change over the next three year period? The economy, lack of federal funding, and decreased grants have decreased [redacted] projects the past three years according to three-fifths of the respondents interviewed. [Interviewed company name] saw an increase in [redacted] during this time while the respondent from [Interviewed company name] believes [redacted] projects remained steady. Over the next three years, 80 percent of respondents believe that growth will remain steady or increase. The main cause for such a change is the increases in [redacted] and projections of a strengthening economy. The general consensus is that with more funding, or disposable income, [redacted] projects will see an increase in demand. Could you estimate the percentage of [customized for client] projects that fall into each of the following categories? a. Categories relevant to project would be listed Respondent [redacted] work has been quantified for each representative interviewed. The following graphs represent segmentation of the [redacted] each company does for each specified category. [Note: category names removed from the graphs below for confidentiality of the client project.] Wisconsin Innovation Service Center 4
Company 1 Projects Company 2 Projects 5% 20% 15% 60% Gov. Buildings 40% 10% 20% 10% 20% Gov. Buildings Historic Trusts Historic Trusts Company 3 Projects Company 4 Projects 13% 38% 25% 13% 13% Gov. Buildings 80% 20% Gov. Buildings Historic Trusts Historic Trusts In your opinion, what are the leading success factors for [customized for client]? No one success factor stood out as being the key success factor for a [redacted]. Two respondents mentioned experience as a leading success factor. The remaining responses were mentioned once: good design, skilled labor, understanding materials, advertising experience, word of mouth, [redacted], low cost producer, efficient labor management, and proper project management. Wisconsin Innovation Service Center 5
Number of =mes men=oned 4 3.5 3 2.5 2 1.5 1 0.5 0 Ways Companies Learn About [redacted] 4 2 1 1 1 1 [Methods categories removed to protect condfiden4al results.] How do you learn about [customized for client] projects? Summary of findings presented removed for confidentiality reasons. Could you provide a rough estimate for the percentage of annual company revenue that could be attributed to [customized for client] projects? Estimated [redacted] work has been calculated using percentages supplied by respondents and net sales data from Lexis Nexis. An estimated range of work has been provided for respondents who failed to provide an exact percentage. Additionally, two respondents supplied estimated [redacted] monetary amounts. These estimates, however, differ from the ones calculated using the percentages supplied by respondents. The percentage of annual company revenue attributed to [redacted] work is provided below for the competitors interviewed. Competitor Percentage of [redacted] Work (from interview) Net Sales (from Lexis Nexis) Company 1 <.1 $320,884,752 Estimated [redacted] Total $3.2-32 million (1 to 10 percent) Monetary Estimation by Representative (if given) $10-15 million Company 2 0.15 $21,184,906 $3,177,735.90 Company 3 0.05 $107,331,280 $5,366,564 $500,000 Company 4 <.05 $41,207,960 $410,000- $2,050,000 (1-5 percent) Company 5 0.1 $19,200,000 $1,920,000 Wisconsin Innovation Service Center 6
Strategic Partners Who are the key players providing [customized for client] services in your area? There does not appear to be one key [redacted] company responsible for [redacted] work within the specified geographic area. A respondent from [Company] stated, There is not necessarily one company that specializes in [redacted]. Only two [redacted] were mentioned two times each [company names removed]. The following companies were mentioned once by respondents: [company names removed]. What types of [customized for client] are underway in your area? A wide variety of [redacted] projects are currently underway in the specified geographic area. [Type of work] was mentioned twice by respondents while [other examples of types of work removed] were each mentioned once. The respondent from [] was unable to disclose exact projects but said that, there has been significant activity recently within the area [Milwaukee]. The respondents from [s] provided actual project descriptions and locations within the Madison/Milwaukee area. These projects can be found in the respondent interview segment of the report. [Removed] initiators mentioned by strategic partners resembled the initiators mentioned by competitors. Private building owners and state agencies were reported most frequently by 50 percent of respondents respectively. The graph below depicts the frequency initiators were mentioned by respondents. Wisconsin Innovation Service Center 7
Number of Times Men=oned 4 2 0 Project Ini=ators 4 4 2 2 2 In your experience, has the number of [customized for client] projects increased, decreased, or remained steady over the past three years? How do you expect this will change over the next three year period? Half of the strategic partner respondents agreed that [redacted] projects remained steady the past three years. The economy was the most frequent response for why growth remained steady or decreased. However, according to [company name], the economy actually helped spur [redacted] growth within the Sheboygan area. All of the respondents estimated that [redacted] would increase or remain steady (with one company, [name of company], mentioning it could remain steady or decrease). Increased [redacted] are the main reason for such responses. The graphs below depict the representative responses regarding [redacted] project growth the past three years and the next three years. Project Growth the Past Three Years 4 4 3 3 Remained Steady 2 1 1 Decreased Increased 0 Remained Steady Decreased Increased Wisconsin Innovation Service Center 8
Project Growth the Next Three Years 6 6 5 4 3 2 1 0 Increase Remain Steady 1 1 Steady or Decrease 0 Decrease Increase Remain Steady Steady or Decrease Decrease Could you estimate the percentage of [redacted] projects that fall into each of the following categories: a. Category 1 b. Category 2 c. Category 3 d. Etc. Respondent market work has been quantified for each strategic partner interviewed. The following graphs represent segmentation of the total work for target market each company does for each specified category. Building Technology Consultants' Company Historic 1 Projects Projects Charles Quagliana's Historic Company Projects 2 Projects 5% 9% 25% 18% 45% 41% 27% 30% Government Buildings Historic Historic Trusts Trusts 10% 5% 5% 5% 5% 30% 5% 5% 80% 50% Government Government Buildings Buildings Historic Historic Trusts Trusts Private Private Historic Historic Wisconsin Innovation Service Center 9
Company 3 Projects Company 4 Projects 5% 5% Government Buildings 1% 1% 1% 1% Government Buildings 90% Historic Trusts 96% Historic Trusts Company 5 Projects Company 6 Projects 10% 5% 20% 20% 20% 30% Government Buildings 45% 20% 20% 10% Government Buildings Historic Trusts Historic Trusts In your opinion, what are the leading success factors for [company like the client s]? There are a wide variety of success factors that strategic partners identified for [companies like the client s]. The two leading success factors mentioned are experience (three mentions) and having a well-trained staff (two mentions). The following responses were mentioned once: being familiar with [redacted] methods, having the right attitude, having [redacted] practice, obtaining specific training, obtaining certification in Wisconsin Innovation Service Center 10
[redacted] processes, longevity in the field, willingness to train in new techniques, having proper knowledge of the[redacted], having [redacted] experience, maintaining a good rapport between [company and client], following industry standards, quality of work, and implementing a peer review process. Based on your knowledge of the most recently awarded projects in your area, what appear to be the most important attributes of a winning company? Bid price dominated the winning attributes mentioned by respondents with seven out of the eight respondents citing price. Many respondents seemed to have a negative attitude regarding this and wished that other attributes such as experience led to winning projects. The graph below depicts respondent responses for important winning attributes. Number of Men=ons Important A^ributes of Successful Company 7 7 6 5 4 4 3 2 2 1 1 0 Price Experience Qualifica=ons Competency Price Experience Qualifica4ons Competency How do you learn about [redacted] and their capabilities? Word of mouth and talking with colleagues, clients, and getting referrals from other industry representatives provide strategic partners with information on [redacted] and their capabilities. Half of the representatives interviewed also noted that working alongside [redacted] was a great way to gain insight on what the compnaies are capable of. Individual Expert Interviews Verbatim transcripts of each completed interview are included in the final report. Wisconsin Innovation Service Center 11
Market Analysis The following analysis includes: a SWOT analysis of the internal and external historical preservation environment, market potential, and competitive factors. [SWOT removed.] Competitive Factors Specific list is provided. Market Potential Factors influencing market potential are discussed. Relevant statistics are provided. Market need and trends that would influence potential market size are covered in this section. Wisconsin Innovation Service Center 12
Prospective Companies In addition to the companies contacted, the following companies were identified through database searches, association Web sites, and by interviewed respondents suggestions. All companies identified selected have noted historic restoration/preservation/renovation services on their company websites. The following companies are grouped by geographic region. Strategic Partners in Illinois Company City, State Phone # Web site (http://www.) Description Wisconsin Innovation Service Center 13
Wisconsin Innovation Service Center 14 J.P. Cullen & Sons, Inc. : 14797 April 28, 2014
Strategic Partners in Iowa Company City, State Phone # Web site (http://www.) Description Wisconsin Innovation Service Center 15 J.P. Cullen & Sons, Inc. : 14797 April 28, 2014
Strategic Partners in Wisconsin Company City, State Phone # Web site (http://www.) Description *The contacts listed above were suggested by industry respondents as references with significant knowledge on historic restoration projects within Wisconsin. They were not contacted for this study. Wisconsin Innovation Service Center 16 J.P. Cullen & Sons, Inc. : 14797 April 28, 2014