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A glimpse of the work.
Real decisions, in the order they come. Every case is de-identified: names, places and distinguishing details are generalised. There is a great deal more than you see here; tell us your question and we will show you what fits.
Mothers bought the logic of stage-wise nutrition for children; two words on the board and trust in a new maker were the hurdles
A new entrant's children's supplement concept, tested with mothers in two metros. The idea landed; two words and an unfamiliar maker were the hurdles. The board was rewritten and the lead format chosen.
Mothers rated a children's drink concept highly; the implicit read showed it was missing the one association that moves the category
A children's drink concept scored 95 per cent excellent-or-good with mothers. Response-time measures showed the claim was aimed at the wrong association. The concept was re-aimed before launch.
The drink was liked more than its concept once tasted, and lost its novelty in the same sitting
Concept first, product second, same respondents. The drink beat its concept and lost some novelty in the same sitting. Two fixes named and made before launch.
All four purifier concepts cleared the launch gate; forced choice and price testing picked the one to launch
Four concepts, four price tiers, one launch slot. All four passed on likeability; forced choice and price testing picked the winner, and it held in every city.
A new curl cream cleared the blind test and its planned price; the job ahead was winning trial in a category where women stay loyal
Blind in-home use, then brand and price. The cream cleared the norm and its price sat inside the accepted range. The launch plan was built around winning trial.
Blind scores alone would have picked the wrong energy drink; tasting order, a taste benchmark and a regional read found the right one
Two formulations tested blind against a cheaper benchmark. Monadic scores pointed one way, forced choice and a regional read the other. The right one went national.
A four-week home placement gave an anti-acne gel a go decision and a set of consumer-backed claims
Four weeks of unbranded home use, a diary and an interview. Nine in ten liked it, improvement was confirmed week by week, and all 24 claims cleared the bar.
Two plant-based drinks, read blind against their competitors: one needed reinforcing, the other reformulating
Almond and oat drinks tested blind against their competitors, then branded. One needed reinforcing, the other reformulating, and the study named exactly what.
One pack won on six of eight parameters, and the losing pack's faults were fixable without a redesign
Concept, product, name and pack in one study, pack judged last. One pack won on six of eight parameters; the other's faults were fixable without a redesign.
New outdoor designs scored level on stated measures; implicit engagement and association shifts showed which one worked harder
Two outdoor routes, level on stated scores. Eye tracking, engagement and association shifts showed which one worked harder, and where each belonged.
A post-launch check showed a new corporate film carried the brand at 80 per cent, well above the norm
A corporate film with late branding, checked after launch. Spontaneous linkage of 80 per cent, well above norm, plus one small fix for the digital cuts.
Two video formats scored alike in isolation; seen side by side, seven in ten chose full animation
Two video formats, level when rated alone. Side by side, 69 per cent chose full animation. The test became the client's routine for later creatives.
Two life insurance ads scored well on recall and persuasion; second-by-second brain data showed exactly where each lost the viewer
Two aired insurance ads, read second by second. Good on recall and persuasion, average on engagement, and five concrete rules for the next brief.
Trailers hold attention while the story is still unfolding and lose it the moment the audience has worked it out
Trailers and teasers read second by second with premium subscribers. Stated appeal and felt engagement often disagree; each round ends with specific edits.
Four relaunch films scored alike on the questionnaire; brain and eye data showed which one to lead with and how to split the media
Four finished films, level on the questionnaire. Brain and eye data picked the lead, set the media split and found the edit that improved all four.
A small share of voice delivered near-norm reach, and a rural activation added reach the media could not
Advertising read inside the tracker. A small share of voice bought near-norm reach, branding lagged, and a rural activation reached people the media could not.
Two celebrity-led films outreached five competitor films measured on the same sample; all seven scored alike on likeability
Seven films on one sample, the client's two against five competitors'. The client's films outreached them all; likeability was level, cut-through was the difference.
Branding roughly tripled in seven weeks while reach held steady: the campaign fixed attribution, not exposure
Same instrument before and after a campaign. Branding roughly tripled while reach held, and the KPIs moved where the media went. Evidence, not argument.
A premium smartphone launch reached well above norm and branded below it, except for the one execution that put the product first
A premium phone launch with ten executions. Reach well above norm, branding below it, except where the product led. The next wave put the product first.
The only challenger in its category to gain equity over five years, and a tracker that told it where to spend, market by market
Five years of tracking a personal-care challenger in small-town and rural India. Equity rose while rivals stalled, and the markets sorted themselves into defend, scale, fix and build.
A new appliance brand gained five points of awareness in a year, and read six sub-categories as six different positions
A new appliance brand tracked across three waves and six sub-categories. Five points of awareness in a year, and six different competitive positions behind one brand.
Ninth of twelve on endorsement told the brand it was small; consideration overlap told it whose shoppers it could actually win
Ninth of twelve on endorsement, but overlap analysis showed exactly whose shoppers the brand shared. The budget went where it could convert.
A young jewellery brand was far better known than bought, and its top-of-mind lead appeared only in the bridal segment
A young jewellery brand, well known and under-bought. The tracker split retention from segment advocacy, and found a lead only the bridal read could see.
Advocacy rose in every one of five waves because detractors fell, and lapsers showed where the recovery sits
Five years of satisfaction tracking among a brand's own users. Advocacy rose every wave, and splitting lapsers from regulars showed exactly where to act.
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
A regional cement leader's dealers, retailers, engineers and masons, tracked in a competitive frame. Advocacy up in every group, and price shown not to drive loyalty.
An international infrastructure company turned a stakeholder review into an action plan, monitored to completion
A stakeholder review for an international infrastructure company that became an action plan, monitored to completion.
Four markets, one streaming service: local audiences will pay for a new entrant, but only if the content and the price look local
An Indian streaming service tested with local audiences in four overseas markets. Each got its own price point, content mix and entry model.
A feasibility study found the domestic market too crowded to justify a new chemical plant, and pointed the client to exports
A new chemical plant that did not get built. Demand sizing and producer mapping showed a crowded market, and the client's capital stayed in the bank.
A refinery by-product found a captive market once the study showed how easily buyers switched suppliers
A refinery by-product in search of buyers. The study showed how easily buyers switched, and long-term agreements turned a market into a captive one.
An Indian industrial company entered five regions through distributors we identified and partnerships we helped build
Five regions, one Indian industrial company. Distributors identified and approached, partnerships built, customers engaged. Plan became distribution.
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, unknown in two African markets. Distributors visited in person, terms recorded, and a ranked list of partners ready to talk.
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 entering a neighbouring market. Size, shares and forty profiled partners, with one lead distributor named per segment and city.
Health brought buyers to a natural-ingredient tea; taste kept them, and response-time measures showed taste mattered more than people said
Why a rival's natural tea was growing. People said health; response times said taste. Health brought them in, taste kept them.
A Japanese specialty chemicals company got a second-tier sales strategy for India once the value chain was mapped
A Japanese specialty chemicals company's second-tier strategy for India, built on a full map of the value chain and the players in it.
An international food-ingredients leader learned which segments to prioritise, and how to position and package for them
An international food-ingredients leader's India priorities, from a segment-by-segment dissection of the market and its players.
Tractor owners rated the original parts highly almost everywhere, so the leakage to will-fit parts came from distance and price, not from quality
How much of a tractor maker's parts business was leaking to will-fit parts, and why. Quality was not the reason; distance and price were.
Profiling mid-sized parts manufacturers gave the client a ready list of potential partners for an alternate parts brand
Fifty-six mid-sized parts manufacturers profiled for a tractor maker, turning a competitive threat into a shortlist of potential partners.
A baseline across households, masons, retailers, manufacturers and lenders showed masons decide half of roofing choices and cost is the main barrier
A baseline for a housing non-profit across 1,300 households, masons, retailers, manufacturers and lenders. Masons decide half of roofing choices; cost is the barrier.
In the first week of India's lockdown, 95 per cent backed it and 82 per cent believed India would beat the pandemic, yet 93 per cent expected the economy to be badly hit
A self-funded national telephone poll in the first week of lockdown, fielded and published within days. Widely circulated across the industry.
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