INSIGHTWe’ve briefed the teams
behind 40% of Fortune 500
launches.
Client Portfolio
3 named engagements
Global Beverage Co.
Which 12 of our 38 SKUs actually drive category growth — and which ones are consuming shelf space that belongs to our competitors?
Best-Worst Scaling across 38 product variants forced true preference separation. Unlike Likert-rated attribute studies, MaxDiff eliminated the mid-point safe harbor — every respondent had to commit. 2,400 US shoppers, nationally representative.
Outcome
+18%
gross margin improvement in the 12 months following rationalization
Findings presented at a board-level SKU rationalization session six weeks after fieldwork close. Client retained the 14 items our model identified as incremental volume drivers.
Mid-Market PE Fund
The target's management team claims 40% pricing power headroom. Before we commit $340M, we need an independent read on whether that number holds under competitive pressure.
Discrete choice conjoint simulated actual shelf conditions across 6 competitive configurations. Modeled willingness-to-pay curves for 4 price scenarios. Delivered in 11 business days to meet exclusivity window. B2B buyer panel: 480 category buyers.
Outcome
$47M
in purchase price reduction directly attributed to our revised WTP model
Our conjoint model showed 22% realistic pricing headroom — not 40%. The fund repriced its acquisition model, renegotiated terms, and closed at a revised multiple.
Client Portfolio
5 named engagements
Client Portfolio
9 named engagements
Top-10 Pharma
Before we commit Phase III budget, we need to understand whether the patient experience we're designing around actually matches how patients manage this condition in real life.
72-hour in-home ethnographies with 24 patients across 4 US markets. Researchers embedded in daily routines — medication rituals, symptom tracking, care-team communication. Findings revealed three unmet needs invisible to survey-based research.
Outcome
3
unmet patient needs identified that reshaped the Phase III protocol
Two of the three ethnographic findings became primary label claims in the Phase III protocol amendment. The third informed HCP messaging architecture for the commercial launch.
Schedule a
Capabilities
Briefing
A 45-minute working session with a senior partner. We arrive with a point of view on your category. You leave with a research architecture — no pitch deck, no generalist templates.
CPG / Retail
SKU rationalization, shelf architecture, pricing elasticity
Private Equity
Commercial due diligence, customer win/loss, market sizing
Life Sciences
Unmet patient needs, HCP preference, pipeline positioning
2024 CPG Decision-Maker Study
How 312 VP-level marketers at Fortune 1000 CPG companies actually make SKU, pricing, and innovation decisions — and where research fits in the process. 48 pages of primary data.
312
Respondents
48
Pages
6
Verticals
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Undisclosed Clients
200+ engagements we can't show you.
Across CPG, retail, financial services, technology, healthcare, and industrial sectors. Spanning brand tracking, segmentation, pricing, innovation pipeline, and commercial due diligence. Every one delivered by a senior partner, not a project manager.
Outcome
80%
of active clients operate under standing NDA — the work exists, the names don't
The nature of boardroom-level research is that the most consequential work is the least visible. We operate under standing NDAs with 80% of our active client roster.
And 200+ engagements we can't show you.