Our Projects | Questions we have enjoyed answering
Our leadership team has particularly enjoyed collaborating on & answering some really complex yet exciting questions : questions that have spanned all continents, a huge number of categories, multiple domains resulting in real project experience across more than 80 projects in recent past.
| A. INSIGHTS FOR FUTURE READINESS: CULTURAL FORE-SIGHTING WITH BUSINESS IMPLICATIONS | ||
| INDIA | ||
| 1 | Rural Consumers | How can one use what Indian rural farmers think about & value,distinct from urban india, for becoming more farmer centric in business? |
| 2 | Urban Women | How is Indian urban women's view of them selves distinctive [from past & rest of world] & valuable? |
| 3 | Rural Consumers | How can uneducated rural consumers "see" germs and start with washing soap? |
| FAR EAST ASIA | ||
| 4 | Urban Women | How does one re-wire market approch across categories basis cultural distinctiveness of Indonesians? |
| SUB SAHARAN AFRICA | ||
| 5 | Urban Women | How is Sub Saharan African view of feminine beauty different & details profitable? |
| LATIN AMERICA | ||
| 6 | Urban Women | How does one use what argentinian women aspire for in their lives differently,for sustained competitive advantage against global majors? |
| B. INSIGHT CENTRED STRATGEY:BUSINESS STRATEGY & ORGANISATION DESIGN | ||
| INDIA | ||
| 1 | Home Furniture | How should a Home Furniture business in India grow profitably in a commoditized, unorganised market? |
| 2 | Agri-feed | How should an Animal Feed business in India reorient it's business strategy to be more farmer driven for sustained growth? |
| 3 | Real Estate | What are the best business model choices available for leading real estate player in india as it becomes details strategic? |
| 4 | Market Research | How can a loss-making market research division revive itself to become an attractive acquisition when faced with employee erosion and client crisis of confidence? |
| 5 | Luxury B2B | How does a B2B business eveluate its world-wide customer base & develops long term strategies to resolve unify trades offs between healthy top & sustained bottom line growth? |
| 6 | Telecom | How should a leading player re-orient it's market strategy & internal structures to be in sync with consumer segmentation? |
| 7 | Media | What should be the entry strategy, organisation design & product portfolio for a new entrant into a crowded & opaque outdoor media market? |
| FAR EAST ASIA | ||
| 8 | Personal care | What should a challenger brand's launch business model be to take on a monopolistic, premium global shampoo behemoth? |
| AFRICA | ||
| 9 | Personal Grooming : SSA | What should a Personal Grooming business in Sub Saharan Africa do differently post acquisition led management change to accelerate profit growth? |
| 10 | Hair Retailing:RSA | What would be the optimal turnaround strategy for a struggling hair retail venture in South Africa? |
| GLOBAL | ||
| 11 | Beauty, Personal Grooming, Home Care, Foods 15 markets cutting across all continents globally: |
How should the Knowledge-Action gap among senior global,regional and local marketing heads & their teams be bridged in order to plug leakages across the marketing mix & own up to aligned measurable action plans? |
| 12 | Polyester B2B: India, Indonesia, US, Turkey, East Europe, Brazil, Germany, Italy |
What should be the business strategy, organisation design & hero actions for a regional leader to propel itself into a position of emerging markets leadership? |
| 13 | Gold Jewellery: US & China | What should be the business entry strategy for a Non-resident Indians focused leading Indian Gold Jewellery player into US & Chinese, non Indian jewellery market? |
| C. INSIGHT CENTRED STRATEGY : BRAND & INNOVATION | ||
| INDIA & SOUTH ASIA | ||
| 1 | Personal grooming : Rural India | Where should a beauty soap, targeting women at the bottom of the pyramid, focus its differentiation when it is operating at wafer-thin margins? |
| 2 | Household Insecticides | How should a legacy market leader rebound from negative profit & incremental sales CAGR to start commanding premia & dominant share of growth? |
| 3 | Food Retailing | How should a niche, premium, growing Indian food retailer scale up & unlock future growth profitably? |
| 4 | Pharma : OTC | How should an Ayurveda pharma major evolve around it’s root strengths in scientific testing to launch a new consumer brand in face of strident competition with a skeletal marketing team of just one VP? |
| 5 | Airlines : Sri Lanka | What can be the best way to turnaround falling traffic & image without extensive value chain effort? |
| 6 | Services | How does a startup business in household service industry create a niche brand in a space polarized between large brands & totally unorganized players ? |
| 7 | Jewellery retail | How can a leading Jewellery retail brand use an innovative approach to pressure test new product launches across demographies thus developing a unique merchandizing & GTM model ? |
| 8 | OTC : Nutrition | What should be the brand strategy & positioning for a global leading brand entering B2C market in India be, against severe cultural constraints? |
| FAR EAST ASIA : INDONESIA | ||
| 9 | Personal grooming | How should a hand wash player go from being a niche brand towards becoming details mainstream? |
| 10 | Baby care | What should a new baby care player in Indonesia do to build it’s business into a position of dominance over a decade by exploiting the most differentially relevant spaces in the consumer's psyche? |
| 11 | Air care | How should the leading Air Care business in Indonesia become details consumer driven for higher premia & growth acceleration? |
| 12 | Air care | How should the market leader unify it’s multiple products into a coherent umbrella branded portfolio aligned around consumer needs & their hierarchy? |
| 13 | Household Insecticides | How should the market leader which is forced off the market due to regulatory issues for almost 18 months make a comeback, emerging stronger than before? |
| 14 | Cigarettes | What can be done to turnaround the fortunes of a declining full flavor cigarette major in a manner that was socially relevant? |
| 15 | Social sector | What should be the best communication stance to impact the national psyche & move it away from conservatism towards birth control? |
| 16 | Apparel | What should be the brand & brand led retail strategy for a leading feminine fashion player to turn around a struggling P&L and scale up operations? |
| REST OF FAR EAST ASIA | ||
| 17 | Foods | How can a leading food brand operating across multiple platforms, across SE Asia, harmonize proposition, innovation and communication architecture around a compelling & consistent idea? |
| 18 | Apparel | How should a new entrant in apparel identify & exploit an underleveraged niche in sporting apparel to create an aspirational profitable market leading brand? |
| 19 | Auto lubes : South & South East Asia | How should a leading motorcycle oil brand extend its current brand positioning into the emerging scooter oil segment, with a common proposition across South and SE Asia? |
| AFRICA | ||
| 20 | Hair care in East Africa | How should a new player break into a fragmented hair care market in Sub Saharan Africa having both global players & local importers? |
| 21 | Hair extensions in S. Africa | What should be the brand portfolio strategy balancing a mix of three native & acquired brands for accelerated P&L growth? |
| GLOBAL | ||
| 22 | Household Inecticides | How should a current regional leader in Household Insecticides reshape the global market to take on the global, dominant market leader? |
| D. INSIGHT CENTRED STRATEGY : NEW BUSINESS OPPORTUNITIES | ||
| INDIA | ||
| 1 | Tea | How should an established tea brand extend into a premium niche by creating product-based differentiation in an increasingly commoditized market? |
| FAR EAST ASIA | ||
| 2 | Baby care : Indonesia | How should a market leader in Indonesian baby wipes market push back commoditization while also expanding beyond core category ? |
| 3 | Food : Indonesia | How should an iconic Indonesian food brand extend into adjacent segments with a differing competitive set such that it is able to command a premium without a tangible product differential? |
| LATIN AMERICA | ||
| 4 | Hair care : Argentina | How should a volume market leader in Argentinian hair colors market reorient it’s operating scope profitably for expansion beyond core business? |
| EUROPE & US | ||
| 5 | Personal wash : UK | How should a significant hand wash & sanitizer player in UK expand around it's current core into new categories to rekindle growth? |
| E. INSIGHT CENTRED STRATEGY : CORPORATE BRAND & BUSINESS | ||
| INDIA | ||
| 1 | Multi category : B2C and B2B | How should a 110 year old Indian multi category corporate brand rejuvenate itself for higher relevance with it's stake holders across a disparate, independently managed portfolio? |
| 2 | Multi category : B2C and B2B | How should a 110 year old Indian multi category corporate become brand driven internally & externally, unifying the brand & business discourse? |
| 3 | Gems & Jewellery | How should one design, strategize and execute the transformation of an old conventionally operated family business into a process & system driven organization through focus on quality, safety, health, environment & CSR in a short span of time ? |
| F. INSIGHT CENTRED STRATEGY : VALUE CHAIN REDESIGN | ||
| INDIA | ||
| 1 | Food | How does an MNC strategize one of its local loss making business (mostly competing with local regional players) to convert it into a healthy sustainable operation by redefining its entire value chain? |
| 2 | Gems & Jewellery | How should one design & deploy Technological process up-gradation across entire manufacturing stream as a major tool for competitive edge & enhanced operational profits ? |
| 3 | Luxury B2B | How can a business use historical data analytics to help its customers grow their businesses by stocking right products at right stores? |
| G. INSIGHT CENTRED PROGRAMS : INNOVATION & BRAND PROPERTY CREATION | ||
| INDIA | ||
| 1 | Home Furniture | How should a leading Home Furniture business in India create innovation that help organize & de-commoditize the market? |
| 2 | TV program production | How should a leading multi category Indian brand communicate a unifying consumer proposition and activate cross category purchase? |
| 3 | Digital virtual world production | How should a leading 110 years old multi category Indian brand re-energize it's relationship with youth through digital natives? |
| 4 | Cars | How should the #1 car maker reinforce market leadership by building a distinct identity for its new generation model that is struggling to emerge from the giant shadow of its iconic ancestor? |
| 5 | Telecom | What should be the outstanding engagement pillars straddling innovation & star activities for a leading brand to engage diverse consumer segments powerfully? |
| Far East Asia | ||
| 6 | Air care : Indonesia | How does a legacy brand reinvigorate itself by identifying & converting an innovation space? |
| 7 | Laundry : China | How should a global brand launch a new proposition centered around a liberal viewpoint on parenting in an intensely success-driven and competitive society like China? |
| GLOBAL | ||
| 8 | Household Insecticides | How should a current regional leader in Household Insecticides reshape the global product & innovation landscape for profitable market leadership? |
| H. INSIGHT CENTRED PROGRAMS : EFFICIENCY, PRODUCTIVITY & QUALITY | ||
| INDIA | ||
| 1 | Gems & Jewellery | How does a factory convert itself from a cost centric approach to a contribution centric approach ? |
| 2 | Food | How should one evaluate & evolve the entire value chain of the Indian operations of a MNC towards cost optimization, effective project management & execution ? |
| 3 | Light Engineering | How can an innovative finished goods store lay-out reduce the dispatch time and labor to one-third of the original ? |
| 4 | Food | How can one use Statistical tools to examine the consistency and deviation of processes & re-adjust them leading to substantial cost savings to the organization ? |
| I. INSIGHT CENTRED PROGRAMS : CAPABILITY, CULTURE & INTERNAL ENGAGEMENT | ||
| INDIA | ||
| 1 | Multi category : B2C and B2B | How should a 110 year old Indian multi category corporate re-energize it’s employees across a disparate, independently managed cluster of businesses ? |
| 2 | Luxury B2B | How should a 22 year old family managed business adapt to cultural changes because of its attempt to professionalize while professionalizing HR practices basis competency mapping? |
| 3 | Gems & Jewellery | How does a business absorb the tremor of entire senior operations team being replaced by a new management and accelerate growth without any hiccups ? |
| 4 | Food | How does one review, develop and adapt new and improved processes to lead a random-process driven company to a World Class Manufacturing System ? |
| GLOBAL | ||
| 5 | Marketing | How should a leading multi category & geographic cluster of businesses design it's marketing process to be cutting edge, strategic & capability boosting in a consistent yet customized manner? |
| 6 | Marketing : India & SEA | How can a diverse marketing team, and its external partners, transform their behavior from a non-risky data-driven approach that results in commoditized marketing & communication into a details insight and idea-driven culture? |
