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India, Pune
Joined February 2022
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The question for strategy, procurement and investment teams is changing from “will AI demand hold?” to “is our infrastructure ready for liquid?”
Weight-loss drugs are quietly eating Big Snack’s lunch.
11% of US adults are on a GLP-1. Snack spend drops ~10% in 6 months.
FMI sees GLP-1 diet foods going from $3.1B to $15.4B by 2036.
Who wins? 👇
#GLP1 #FoodTrends
Markets reward prepared companies.
The right question is not only, “How big is the market?”
Prepared companies also ask:
• Why is demand changing?
• Who is buying?
• What is blocking adoption?
• Which segment is most accessible?
• Which country has the right timing?
Sonar sensors are having a moment in ADAS and parking systems.
But most people are measuring the wrong thing.
So the framework:
Sensing starts with hardware.
Safety depends on the whole chain.
Uptime depends on calibration.
Optimize for any one alone and you've optimized the wrong layer.
In automotive plastics, component selection must hold up against heat, impact exposure, repair requirements, and recycled-content targets. Those demands can point to different material choices. futuremarketinsights.com/rep…
Future Market Insights retweeted
According to Future Market Insights, Inc. the global vegan protein bars market is projected to grow from USD 1.9 billion in 2026 to USD 4.8 billion by 2036
Read more here: in-snacks.com/plant-based-sn…
#Snacking #Healthy #Vegan @FMI_Research
A list of company names is not competitive intelligence. It identifies names, but it does not explain why any company matters in a market.
Competitive analysis needs context around positioning, capability, and relevance. Five questions deserve direct attention:
Which companies are technically qualified?
Which companies control channels?
Which companies have regional access?
Which companies are trusted by buyers?
Which companies shape specifications, pricing, or partnerships?
These questions separate company identification from company analysis. Technical qualification addresses capability. Channel control, regional access, and buyer trust add context to a company’s position. Influence over specifications, pricing, or partnerships shows another part of its market relevance.
A competitor list cannot answer these questions by itself. It gives the reader names without explaining the differences between them. Competitive intelligence should make those differences clear and show why each company included in the analysis matters to the market being examined.
At FMI, competitive analysis is intended to help clients understand company positioning, capability, and relevance. The objective is clear: explain why a company matters, rather than collect names without context.
A useful competitor assessment should leave the reader with more than a directory. It should provide a reasoned view of the companies that matter and the factors behind their relevance.
#CompetitiveIntelligence #CompetitiveAnalysis #MarketResearch #FMI