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B2B research and consulting, led by people who have run businesses.
Industrial and business-to-business companies need two things from us: research among customers, dealers, suppliers and employees who are hard to reach and short of time, and consulting that turns market evidence into a decision. Our B2B practice is led by a dedicated head and draws on sector specialists, including a veteran automotive consultant.
B2B research
We run customer, dealer and channel satisfaction and loyalty studies, and we map buyer journeys and decision units. We study corporate reputation among stakeholders and test product and service concepts with professional buyers. We also run employee and supplier studies, etc. Senior people conduct the interviews with senior people.
Consulting
Our consulting covers feasibility and development, market entry and expansion, market intelligence and competitive monitoring, and stakeholder experience and brand transformation. See the consulting practice for how each works.
Sectors
Chemicals and specialty chemicals; oil and gas; metals and minerals; heavy and light engineering; electricals; logistics; building materials; automotive and agricultural equipment; healthcare; food ingredients; infrastructure, etc.
Where
We work in any market, through our own offices and vetted partners elsewhere, supervised by our team. Interviews run in the respondent's own language. Our consulting work has taken clients into new markets worldwide.
A glimpse of the work
There is a great deal more; tell us your question and we will show you what fits.
A regional cement leader lifted advocacy in all four channel and influencer groups; a rival drew level in its home market and price turned out not to drive loyalty
The leading cement brand in its region wanted to hold that position while growing into adjacent markets, and tracked loyalty among the people who sell and specify its product.
Six stakeholder types were interviewed across 17 centres, with every competitor rated by respondents who also dealt with that brand. Each attribute's link to advocacy was tested statistically.
Net Promoter Scores rose in every group between waves, two of them into the excellent band. The read came with two warnings: one rival had drawn level in the client's home market, and affordable pricing, the lowest-scoring attribute everywhere, had no link to advocacy at all. The client received a defence plan built on what actually drove loyalty.
Tractor owners rated the original parts highly almost everywhere, so the leakage to will-fit parts came from distance and price, not from quality
Tractor owners rated original parts highly. They bought other parts because of distance and price.
A feasibility study found the domestic market too crowded to justify a new chemical plant, and pointed the client to exports
A chemical maker planned a new plant. Our study found the home market crowded and pointed to exports.
Distributors in two African markets were ready to meet an Indian pump maker, once price, warranty and after-sales were settled
An Indian pump maker wanted to enter two African markets. We met distributors there and gave a ranked list of partners.
In a neighbouring market an Indian belt maker had a known name and a quality image, but needed local distributors and an answer to low-cost imports
An Indian belt maker was entering a neighbouring market. We sized the market, measured shares and profiled forty partners. One lead distributor was named for each segment and city.
Profiling mid-sized parts manufacturers gave the client a ready list of potential partners for an alternate parts brand
We profiled fifty-six mid-sized parts manufacturers for a tractor maker. A competitive threat became a shortlist of potential partners.
A refinery by-product found a captive market once the study showed how easily buyers switched suppliers
A refinery needed buyers for a by-product. The study showed how easily buyers switched suppliers, and long-term agreements made the market a captive one.
Thinking about where to go next?
Tell us the move you are considering. A senior consultant will come back with what the market evidence can settle, and what it would take to get it.