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Customer and Market Understanding

Understanding your customers and market position is key to unlocking growth. We help businesses build a deep view of their audiences, their needs, expectations, and relationship with your brand, while mapping market dynamics to spot trends and whitespace for share expansion.

Case Study

Brand Architecture Strategy

A leading Indian footwear company with strong market share in affordable and mid-range footwear wanted to assess whether one of its sub-brands known for smart, durable footwear with advanced comfort features could stand independently. If the sub-brand demonstrated strong pull and recognition, it could be launched separately.

  • Campaign development insights
  • Ad testing and creative evaluation
  • Campaign effectiveness measurement
  • Brand equity and health tracking

Challenges

  • Tight timelines and limited budget (1.5 weeks).
  • Buyers were hard to trace due to offline, unrecorded purchases.
  • Leadership needed clear, actionable insights to guide brand architecture decisions.

Our Approach

Given the short turnaround and offline purchase behavior, capturing large-scale consumer data was not feasible. Instead, we engaged retailers as informed proxies, recognizing their role as the interface between brand and consumer. Their on-ground insights provided a quick, directional read on:

  • Brand Awareness
  • Brand Perception
  • Brand Equity
  • Brand Association
  • Retailer Sentiment

Analytical Approaches

  1. Brand-Linkage Accuracy
    Measured how accurately retailers linked sub-brands to parent brands, surfacing clarity vs. misattributions.
  2. Brand Salience Gap Analysis
    Compared spontaneous and aided recall to check if sub-brand had independent salience.
  3. Brand Perception Indexing
    Retailers rated sub-brand on trust, quality, differentiation, and relevance. Ratings were indexed city-wise for brand health diagnostics.
  4. Brand Perception Index Comparison
    Compared sub-brand’s scores against the parent brand to highlight overlap vs. unique differentiation.

Key Findings

  • sub-brand showed weak spontaneous recall, indicating low independent salience.
  • Retailers attributed strength primarily to the parent brand, not sub-brand.
  • The sub-brand lacked sufficient standalone equity to succeed independently.

The Outcome

We gave leadership a clear, evidence-based view: the sub-brand was not yet ready to operate independently. The strategic recommendation was to keep it under the parent brand’s umbrella—until its equity strengthened.

INSIGHT TROOP