Who We've Helped

STS Research Group clients are large technology product and services companies seeking to accelerate business expansion and diversification in Airports, Aviation, Defense, Homeland Security, Space, and Transportation markets.

Continued future growth demands that our clients broaden applications for their technologies into adjacent, emerging, and often unfamiliar areas.

STS Research Group clients include major U.S. and non-U.S. organizations such as:

    Alcoa
    BAE Systems
    Boeing
    DRS
    General Dynamics
    		 Goodrich
    L-3 Communications
    Lockheed Martin
    Motorola
    Raytheon
    		 Rockwell Collins
    Smiths Aerospace
    Textron
    United Technologies
    and other top corporations

Primary Points of Contact

STS primary client contacts are vice presidents, directors, and managers of business development, corporate strategy, marketing, product management, program management, and market research.

These executives are responsible for planning, recommending, and implementing decisions on product and service offerings, technology investments, sales channel strategies, pricing, program pursuits, competitive analysis and response, strategic partnering, licensing, acquisitions and mergers.

happyReasons We are Hired

We are commonly assigned a project after a client concludes they cannot rely on off-the-shelf reports or in-house data sources to make fact-based decisions.

In almost every case, clients have determined they need critical information and direction which they can’t get by themselves within a required time frame.

Our assignments are also triggered when a client faces major problems or opportunities.

Underlying factors may be:

  • Business has stalled: loss of several key customers, competitors fast taking share
  • Organization has changed: new management, recent acquisitions, personnel changes
  • Traditional "same-old" focus is inhibiting growth: same customer emphasis, chasing only recompetes
  • Poor internal coordination: individual company business units are poorly connected, all doing their own thing, lack of integration, a need to rationalize and align various businesses around defined opportunities
  • Commoditization: business has become a commodity, price-driven, little differentiation- need to explore higher growth-higher margin areas
  • Recent acquisitions: have strengthened and reshaped portfolio, providing increased leverage to pursue new opportunities
  • Lack of familiarity: with particular customer domain, or market segment
  • Duplicate success in new areas: seeking to migrate, leverage credentials into logical, adjacent areas
  • International focus: seeking to expand in select offshore markets, need to evolve US DOD-centric mindset
  • Government spending shift: increase in sustainment vs. procurement, research; different acquisition policies, contracting vehicles such as IDIQs,
  • Integration: seeking to broaden footprint, move up value chain to more integrated solutions
  • Struggling internally: difficult for internal resources to get useful information. Failed before internally doing inside market analysis, need expert outside party
  • Inaccurate and incomplete data: published information promises a growing market, but company is skeptical of possible market contraction, past attempts to calculate addressable market based on general industry reports proved misleading