Sizing is the start, not the point
Market sizing is table stakes in a strategy deck and almost never decides anything. The number is too large to act on, the method is buried in a footnote, and the client’s real question is not “how big is the market” but “where in it can we win, and against whom”.
A Haycion workspace does the sizing properly and then keeps going. Segments are sized with a method and sources you can show. Each segment shows what its buyers ask and who competes there. And the Playbook turns all of it into ranked plays: where to sell against each rival, and what to buy to close a gap.
Segments with a method
The workspace identifies the segments the client sells into and sizes each one. Every segment carries a market size, a growth rate, the buyer’s job in that segment, the method used to estimate the size, and the public sources it was drawn from. One segment is marked as the headline theme: the one the client’s own story leads with.
That transparency matters because market sizes are argued about. A number with its method and sources next to it is a number a client can adopt, adjust or reject on the merits, instead of one they nod at and forget.
What buyers ask, and who answers
Open a segment and the workspace shows what buyers there want: the buyer questions asked in that segment, and whether AI assistants name the client when they answer, from memory and in Google’s AI answers. It shows who competes there, with the direct competitors counted, and which of the client’s own products fit the segment.
That is where the market analysis and the competitive analysis meet. A segment that is growing, where the client’s products fit and the assistants name someone else, is an opening worth naming.
From segments to plays
The Playbook names those openings as plays. A play is on one of two sides: sell, to win against a rival, or buy, to close a gap that rivals score higher on. Each play carries its source (the market, the SWOT, visibility, the battlecards or the client’s offering), the reasoning, and one next step.
The reasoning is built from facts the workspace has stored: a segment’s size and growth, a Strength Matrix score, a buyer-question result. A play quotes only the numbers and names in those facts, so every figure in it traces back to a row you can open. The next guide covers the plays in full.
Vendor research from a brief
Sometimes the opportunity question runs the other way: not “where can this client win” but “who could win this buyer”. For that, a written requirements brief starts a vendor research run. The workspace finds vendors that meet the brief, scores each on weighted criteria you set, and ranks them. A self-assessment turns the same engine on the client: it scores the client against the competitors you choose, criterion by criterion, and you can publish it on the client’s AI agent profile.
What the client receives
- Segments sized with market size, growth rate, method and sources.
- For each segment, the buyer questions asked in it, whether AI assistants name the client, the competitors there and the client’s products that fit.
- Ranked plays, each with its evidence and one next step.
- A vendor comparison from a requirements brief, and a self-assessment against the competitors you choose.
How it shows its work
Every market size has its method and sources beside it. Every play cites the facts it was built from, and its numbers come from those facts, not from the model. When the client asks “why this segment”, the answer is the segment’s size, its growth, the questions its buyers ask and who the assistants name instead, all on one page.
What a result looks like
A typical run names a handful of segments and one headline theme. The plays that matter most are usually obvious once they are written down: a segment that is growing, where the client’s products fit, and where buyers asking an AI assistant hear a competitor’s name instead of the client’s.
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