Systematically conducts market research, competitor analysis, and pricing strategy to generate a structured market analysis report. Comprehensively covers TAM/SAM/SOM calculation, competitor mapping, positioning analysis, customer segmentation, and pricing model design.
Overview
This skill analyzes market size and growth potential, identifies the competitive landscape, and establishes optimal pricing strategies. It provides evidence-based market analysis using public data such as statistics agencies, industry reports, and IR materials from comparable companies.
Trigger Keywords
- market research, TAM, SAM, SOM, market size
- competitive analysis, competitors, positioning, differentiation
- pricing strategy, pricing model, customer segmentation
- market research, competitive analysis, pricing strategy
Practical Market Analysis Patterns (South Korea 2026 Market)
The core of market analysis is not gathering data, but with what information and perspective to explain the rationale for the business. The real problem is not a lack of information but a flood of information. In 2026 South Korea, we conduct industry and market analysis in an environment where capital and policy are concentrated in the government's six strategic industries (AI, bio, content, defense, energy, advanced manufacturing).
7 Core Patterns
① Look at 'structural gaps' rather than market size
Large markets already have entrenched competitive structures and high entry barriers — not an opportunity but a risk for startups. Conversely, even if a market is small, if you can discover a structural problem no one has solved and design an overwhelmingly No. 1 structure, investors' perspective changes completely. Investors bet not on dozens of metrics but on 3-4 decisive pointsthat make them believe in unicorn growth.
② 3C is a tool for capturing paradigm shifts
Listing Customer / Competitor / Company separately is no longer a strategic tool. You must point out the structural changes created as the three elements move simultaneouslyfor it to function as a strategic framework.
What to look for:
- Market cycle transitions (high growth→low growth, introduction stage→growth stage, etc.)
- Gap between global standards vs local optimization
- Emergence of new demand groups (population, generation, regulatory changes)
- New entry paths (AI, digital transformation, subscription models)
③ Bottom-up market sizing (field-unit level)
In the early and growth stages, clearly bottom-up sizingis the standard. Formula structure:
[해당 카테고리 사업체 수] × [영업일/달] × [일일 거래량] × [평균 단가]
This formula is not about market size but evidence that you understand where customers are, who makes decisions, and how much money moves on the ground. KOSIS of Statistics Korea, K-stat of the Korea International Trade Association, and K-Startup statistics of the Ministry of SMEs and Startups are used only as supplementary evidence.
④ SAM is the definition of "what was given up"
A declaration to target all markets is an absence of strategy. When defining SAM, also specify:
- The area reachable with our current technology and resources
- The area intentionally given up (overseas certification 18 months, B2C channel costs, learning curves of other industries, etc.)
- The narrow segment to enter first + the expansion path afterward
"What this team decided not to do" must be revealed for the depth of the focus strategy to show.
⑤ Reverse-using entry barriers with 5 Forces
Not an industry risk checklist, but a blueprint for occupying a favorable position. The key is how an unfavorable structure is converted into a defensive line through our technology and relationships:
- Strong supplier bargaining power → entry barrier when securing in-house supply and developing substitutes
- Threat of substitutes → convert into our own lock-in
- Threat of new entrants → defend through data accumulation and network effects
- Strong buyer bargaining power → increase switching costs by integrating solutions
⑥ 5 steps for researching competitors in the Korean market
| Step | Content | Tool |
|---|---|---|
| 1 | Define the market to fight in (current vs future) | Own definition |
| 2 | DB-based listing without omissions | The VC, Forest of Innovation |
| 3 | Diagnose 5 external dimensions (size class) | Enterprise value, revenue, MAU, average order value, customer base |
| 4 | Verify differentiation points | Directly use product and UX |
| 5 | Estimate current status and direction | Job postings, press releases, SNS |
Investment size = a signal of the market size that company is aiming for. Large investment = oriented toward a comprehensive platform, small investment = oriented toward a single niche. 2026 Korea: 75% of large rounds of 10 billion+ are in the government's 6 strategic industries.
⑦ Designing positioning axes based on KBF
The core of a positioning map is not the location but which axis redefined the market. The axis starts from KBF (Key Buying Factor) — "the concern that remains in the customer's mind right up to the contract."
Axis design procedure:
- Extract recurring decision factors from sales meetings and customer interviews
- Identify the comparison criteria used by the existing market (common dichotomies such as price and features)
- Define our own new axis (a dimension the current market has not seen)
- Map our position + competitors' positions on the new axis
If you reject the existing dichotomy and create a new axis, the competitive landscape itself changes.
"Why now" trigger checklist (Korea 2026)
- Timing of regulatory changes (Personal Information Protection Act amendment, MFDS digital health guide, Serious Accidents Punishment Act, mandatory ESG)
- Technology threshold (LLM cost curve, physical AI commercialization, 5G→6G transition, battery unit cost)
- Population·Lifestyle (aging population, single-person households 50%+, labor shortage)
- Macro Shocks (interest rates, exchange rates, supply chain restructuring, AI hegemony)
- Government Policy Drive (6 major strategic industries, K-Startup, Digital New Deal)
- Global Market Changes (increasing demand for Korean startups to expand globally)
Korea 2026 Market Analysis Data Sources
| Category | Primary Source |
|---|---|
| Korean Statistics | Statistics Korea KOSIS, Public Data Portal |
| Industry Analysis | KDI, Hankyung Consensus, Samjong KPMG, Samil PwC |
| Corporate Information | DART, The VC, Forest of Innovation, CRETOP |
| Global | OECD, McKinsey Quarterly, Bain Insights |
| Trends | BigKinds, Naver DataLab, Trend Korea |
| AI·Deep Tech | WOWTALE, Money Today Future Economy, VentureSquare |
💡 Market analysis is not a listing of external conditions, but "why an unfavorable industry structure becomes the starting point of a decisive competitive advantage for our team" It is the process of proving this. In 2026 Korea, AI-native + global expansion + mapping to the 6 major strategic industries are the core evaluation dimensions.
Workflow
Step 1: Confirm Analysis Scope
- Confirm target market and regional scope (domestic / global)
- Select analysis type (market size / competitors / pricing / full)
- Identify owned data and additional information needed
Step 2: Market Size Analysis (TAM/SAM/SOM)
TAM (Total Addressable Market): Total potential revenue size of the entire industry
- Theoretical maximum market size
- Estimated based on Statistics Korea and industry reports
SAM (Serviceable Addressable Market): Actually accessible segment
- Limited by region, product scope, and target customers
- Actual achievable market according to the business model
SOM (Serviceable Obtainable Market): Size that can be captured within 3-5 years
- Considering competitive landscape, capabilities, and resources
- Realistic market share target
Supporting data:
- Statistics Korea KOSIS
- Korea International Trade Association K-stat
- Ministry of SMEs and Startups K-Startup Statistics
- Industry reports, similar company IR materials
Step 3: Competitor Analysis
Identify and classify direct and indirect competitors
- Direct competitors: same product/service, same target
- Indirect competitors: substitutes, similar solutions
- Potential competitors: companies capable of entering the market
Positioning Matrix
- Price vs Quality
- Features vs Convenience
- Large corporations vs Niche
Competitor strengths and weaknesses comparison table
- Product, price, channel, brand, capabilities
Derive areas of differentiation opportunity
Step 4: Pricing Strategy (Optional)
Pricing model comparison
- Cost-Based: Cost Plus Pricing
- Competitor-Based: Competitive Pricing
- Value-Based: Value-Based Pricing
Price Elasticity Analysis
- Demand Changes in Response to Price Changes
- Potential for Premium Strategy
Pricing Structure Design
- Bundling, Subscription, Premium Tiers
- Introductory Pricing, Promotional Strategy
Step 5: Report Generation
- Market Analysis Report (Summary + Detailed)
- Insights and Strategic Recommendations
- Specify Data Sources and Assumptions
Usage Examples
Example 1: B2B SaaS Market Sizing Analysis
Input:
제품: 인사관리 SaaS (급여, 근태, 채용)
타겟: 국내 중소기업 (직원 10-100인)
Output:
## 국내 B2B 인사관리 SaaS 시장 분석
### TAM/SAM/SOM
- **TAM**: 1조 2,000억원
- 근거: 국내 HR SW 시장(출처: IDG Korea)
- 전체 기업 370만개 × 연평균 32만원
- **SAM**: 1,200억원
- 근거: 중소기업(30만개) × 연평균 40만원
- 직원 10-100인 기업 타겟
- **SOM**: 120억원 (3년 목표)
- 근거: SAM의 10% 점유
- 경쟁 3사(워크립, 리브, 원티드) 점유율 고려
### 경쟁사 분석
| 경쟁사 | 점유율 | 강점 | 약점 |
|--------|--------|------|------|
| 워크립 | 35% | 대기업 노하우 | 중소기업 가격 부담 |
| 리브 | 25% | UI/UX 우수 | 기능 부족 |
| 원티드HR | 20% | 채용 특화 | 전체 HR 기능 부족 |
### 차별화 기회
- 중소기업 맞춤 가격 (월 20만원 수준)
- AI 기반 채용 매칭
- 메신저 연동 편의성
Example 2: Competitor Pricing Strategy Comparison
Input:
산업: 이커머스 의류
제품: 2030 여성 캐주얼 브랜드
경쟁사: A사(프리미엄), B사(중가), C사(저가)
Output:
## 이커머스 의류 브랜드 가격 전략 분석
### 경쟁사 가격 비교
| 브랜드 | 평균 단가 | 타겟 | 포지셔닝 |
|--------|----------|------|----------|
| A사 | 8만원 | 3040 고소득 | 프리미엄 퀄리티 |
| B사 | 5만원 | 2030 중산층 | 합리적 가격 |
| C사 | 2만원 | 1020 저가 | 가격 경쟁 |
### 포지셔닝 매트릭스
High Price │ Company A │ ●(Our Brand: 60,000 KRW, Trendy) │ │ Company B │ │ Company C └───────────────── Low Price Low Quality High Quality
### 가격 전략 제안
**Value-Based Pricing**
- 타겟: 2030 여성, 연소득 4천만원 이상
- 가격: 6만원 (B사 +20% 프리미엄)
- 차별화: 셀럽 협업, 한정판 출시
- 번들링: 세트 구매 시 15% 할인
Output Format
Required Sections
- Market Sizing Analysis: TAM/SAM/SOM, supporting data
- Competitor Analysis: Mapping, comparison table, positioning
- Customer Segmentation: Target profiles, needs analysis
- Insights and Recommendations: Strategic direction, implementation suggestions
Optional Sections
- Pricing Strategy: Pricing models, elasticity analysis
- Market Trends: Growth drivers, risk factors
- Barriers to Entry: Regulatory, technological, capital requirements
Precautions
Specify Data Sources
- Specify sources for all figures
- Clearly indicate assumptions and limitations for estimates
- Reference similar markets when public data is insufficient
Avoid Common Mistakes
- Overestimation: The mistake of setting TAM too large
- Underestimating Competition: Omitting indirect competitors
- Lack of Pricing Rationale: Setting prices without considering costs or competitors
- Insufficient Segmentation: Vague definitions like "everyone is the target"
Utilizing Public Data
Key Domestic Sources:
- Statistics Korea KOSIS (kosis.kr)
- Korea International Trade Association K-stat (stat.kita.net)
- Ministry of SMEs and Startups K-Startup (k-startup.go.kr)
- Korea Financial Investment Association Corporate Disclosures
Global Sources:
- Statista, IBISWorld
- McKinsey, BCG, Deloitte reports
- Gartner, Forrester
Related Skills
- moai-consultant:consult-strategy: Develop strategies based on market analysis results
- moai-consultant:consult-startup: Startup market analysis and entry strategy
- moai-consultant:consult-brief: Include market analysis in consulting proposals
- moai-coworker:ai-slop-reviewer → moai-writer:korean-humanize: After AI pattern review of the generated analysis report, naturally refine the Korean expressions (required)
Positioning matrix, TAM/SAM/SOM formulas, competitor comparison, etc. Tables and numerical outputs are not subject to humanize —
moai-officer:doc-xlsxormoai-analyst:data-visualizerroute to. The above chain applies only to narrative body textsuch as insights and recommendations.
References
| File | Load conditions |
|---|---|
| references/market-research.md | When conducting market research on industry, competitors, consumers, and trends |
| references/market-researcher.md | When autonomous collection and analysis of Korean public data such as DART, KOSIS, and Naver DataLab is needed |
| references/pricing-strategy.md | When developing value-based pricing, price elasticity, and discount strategies |
| references/competitive-analysis.md | When analyzing competitor mapping, SWOT, positioning, and differentiation factors |