You might be wondering — how do we understand the market? The first step is to learn how to collect information. There are two main methods, and both are important.Secondary research uses existing data from past projects, public databases, government reports, or industry publications. It may not always answer our exact questions, but usually faster and more cost-effective, providing useful context and direction, especially when we are starting from scratch.Primary research is where we collect new data directly from the source, through interviews, surveys, site visits, or customer feedback. It is highly targeted — we ask the exact questions we care about, to the exact audience we want.Primary research is often more time-consuming and expensive, but it gives us much sharper, specific insights. Usually, we mix both—for example, a few interviews after a previous report review. Most importantly, research must be based on representative samples and reliable sources to be meaningful.For research, we usually rely on two sources: external and internal, to find the data. External sources include industry experts, third-party institutions, regulatory bodies, and competitor information. These sources help us understand the broader picture—trends, regulations, and competitive shifts.Internal sources come from within our teams, like knowledge sharing across solution teams and technical support, and internal business performance data. We often use internal and external data to validate each other.Let's say a new policy pushes for energy storage incentives, while our sales team reports customers asking about batteries. So, we know we are not just seeing a trend, but confirming it. This kind of cross-validation helps us move from assumptions to evidence.However, our goal is to get actionable insights. Take the competitor analysis as an example; here is the framework we follow. First, collect information. We start by gathering everything we can find on a competitor, such as product, service, pricing, channels, marketing and promotion.Next, analysis. We look for noticeable moves or patterns. For example: “Brand A has launched three new products this year, emphasizing compact design.” Why the sudden focus on compact design? Is brand A targeting markets with limited roof space? Is it trying to position against our product line?Finally, insight. We turn that into a strategic conclusion. Like “Brand A is shifting toward high-density urban markets; then we should emphasize space-saving and performance to respond” That is an insight—the information that has been processed, challenged, and made useful for action.