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03 / Market & Enterprise

Understand firms.
Unlock markets.
Create value.

A firm is more than a balance sheet. It is a network of people, technology, demand, regulation and investment. We connect enterprise-level evidence with decisions that improve productivity, resilience and inclusive growth.

Firm-level researchMarket systemsBusiness climateGreen transition
Explore the enterprise evidence lab ↓
FIELD OF PRACTICE / 03
Enterprise as an evidence system.

From individual business decisions to market-wide reforms: diagnostic research becomes practical choices for firms, policymakers and development partners.

WHERE ENTERPRISE RESEARCH CREATES VALUE

Five systems.
One real economy.

We look beyond individual indicators. Market performance emerges from interconnected incentives, business capabilities, institutions and the lived experiences of workers and entrepreneurs.

01 / ADOPTION

Technology &
productivity

Firm capabilities, technology gaps, process efficiency and growth.

02 / TRANSITION

Green
enterprise

Energy costs, environmental risk and sustainable industry.

03 / PEOPLE

Workforce &
services

Worker wellbeing, service markets, retention and firm performance.

04 / RULES

Business
environment

Regulatory friction, investor confidence and transaction costs.

05 / INCLUSION

SME & rural
markets

Market linkages, innovation, commercialization and livelihoods.

INTERACTIVE / ENTERPRISE INTELLIGENCE LAB

From business friction to market opportunity.

SELECT A LENS TO EXPLORE
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IP3 / MARKET INTELLIGENCE WORKBENCHCase 01 of 10 · Public sector
01 / PUBLIC · FIRM TECHNOLOGY

What keeps firms from adopting better technology?

A manufacturing economy cannot close its productivity gap without measuring the technologies firms actually use and understanding the barriers to adoption.

Illustrative analytical context

Synthetic teaching scenario. No client result is asserted.

Illustrative analytical application
01 / CURRENT CONSTRAINT

Technology needs unclear.

  • Uneven firm-level capability and equipment use
  • Limited evidence on adoption barriers by sector
  • Interventions poorly targeted to firm readiness
03 / TARGET DECISION

A measurable productivity agenda.

  • Segment firms by capability and barriers
  • Target adoption, skills and financing mechanisms
  • Track actual take-up and performance
02 / ANALYTICAL METHODS & EVIDENCE
Firm-level adoption surveysSector diagnosticsTechnology-use mappingEconometric analysis
04 / HOW ACTIONS ARE PRIORITISED
MapMeasure gaps
TargetMatch support
EvaluateTest adoption
05 / INTERACTIVE ENTERPRISE ECONOMICS

What happens when business conditions change?

Explore how pricing, demand response, unit costs and productivity interact. This is a transparent demonstration of enterprise unit economics—not a forecast or an estimate from IP3 assignments.

ILLUSTRATIVE MODEL · NOT CLIENT DATA
MODELLED MONTHLY OPERATING PROFIT$31,060

At 1,138 modelled units per month

OPERATING PROFIT MARGIN21.8%

Profit / sales revenue

BREAK-EVEN SALES VOLUME550units

Fixed costs / contribution per unit

CONTRIBUTION PER UNIT$52.78

Price − productivity-adjusted unit cost

Operating profit vs monthly sales volumePRICE $125 · DEMAND 1,138
−$50k−$6k$37k$81k$125kBreak-even 550 units$31,06001,2502,500 units / month
Operating profit Current scenarioDashed line: zero profit

Higher prices may reduce quantity demanded.

Inputs, labour and distribution per unit.

Assumed output per unit of variable-cost input.

Demand sensitivity to selling price.

Transparent assumptions: Baseline price $120, baseline monthly demand 1,200 units, fixed operating costs $29,000/month. Modelled demand = 1,200 × (price / 120)−elasticity. Effective unit variable cost = selected cost / (1 + productivity improvement). Profit = (price − effective unit cost) × modelled demand − fixed costs. Constant elasticity and linear costs are simplifications; real markets require validated data and constraints.

Evidence boundary: These hypothetical applications illustrate analytical methods. Proposed actions and simulator metrics are illustrative, not measured outcomes.

01 / 10
01SURVEY DESIGN

Define enterprise sampling, measurement and data-quality requirements.

02STAKEHOLDER INQUIRY

Plan interviews and group discussions to investigate mechanisms and constraints.

03TRIANGULATION

Compare evidence sources and test competing explanations before recommending action.

FROM MARKET EVIDENCE TO ENTERPRISE RESULTS

Find the friction.
Build the capability.

Better business decisions depend on how accurately we understand customers, firm constraints, operating costs and market rules—and how rigorously we test the path from diagnosis to action.

Evidence for stronger enterprises.
Institutions that help markets work.

All cases describe hypothetical applications. No completed engagement, client endorsement or empirical outcome is asserted. The unit-economics model is a teaching scenario; it does not use real company information or make investment recommendations.