How we work

Interrogate

We question your question

Invent

We design the journey

Integrate

We build the answer

Influence

We get to the point

Incite

We inspire the right decisions

Interrogate

We’re not looking for the easy question, just the right one. You might already be asking it. But the first challenge for us is always to find out what the challenge for you really is.

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It was imperative that Incite understood our objective and could give us the direction we needed to gain learnings from our renters. The results have received some exceptionally good feedback, and teams outside of loyalty are leveraging them to support the overall growth of Avis Preferred.

Sabrina Head, CRM & Loyalty Manager

Avis

Driving customer loyalty.


Avis Budget EMEA’s objective was simple: deliver ambitious growth for their loyalty scheme; Avis Preferred.

Understanding how to drive growth was complex. Many renters weren’t members of the scheme. Many members of the scheme weren’t repeat renters. The core dynamics of customer behaviour and barriers to membership were unclear.

We spent time engaging with Avis and exploring a wide range of hypotheses before building the research programme. Was the sign-up process too difficult? Were the benefits appealing enough? Were people simply unaware that Avis Preferred existed? Were the answers different for each of Avis’s key European markets?

That detailed process of defining the precise challenges that Avis faced helped us create and execute the right research programme. The findings were clear. Avis Preferred wasn’t broken – far from it, the programme itself was valued by members. But Avis needs to significantly improve awareness of the programme and radically improve the unwieldy sign-up process. By engaging closely with Avis at the outset, the research programme delivered a straightforward answer to the business challenge and clear direction for action.

Avis

Driving customer loyalty.


Avis Budget EMEA’s objective was simple: deliver ambitious growth for their loyalty scheme; Avis Preferred.

Understanding how to drive growth was complex. Many renters weren’t members of the scheme. Many members of the scheme weren’t repeat renters. The core dynamics of customer behaviour and barriers to membership were unclear.

We spent time engaging with Avis and exploring a wide range of hypotheses before building the research programme. Was the sign-up process too difficult? Were the benefits appealing enough? Were people simply unaware that Avis Preferred existed? Were the answers different for each of Avis’s key European markets?

That detailed process of defining the precise challenges that Avis faced helped us create and execute the right research programme. The findings were clear. Avis Preferred wasn’t broken – far from it, the programme itself was valued by members. But Avis needs to significantly improve awareness of the programme and radically improve the unwieldy sign-up process. By engaging closely with Avis at the outset, the research programme delivered a straightforward answer to the business challenge and clear direction for action.
public-transportation-tram-bus-seats-large

It was imperative that Incite understood our objective and could give us the direction we needed to gain learnings from our renters. The results have received some exceptionally good feedback, and teams outside of loyalty are leveraging them to support the overall growth of Avis Preferred.

Sabrina Head, CRM & Loyalty Manager

Invent

We’re not big on ‘proprietary methodologies’. The kind of tangled challenges we solve need careful unpicking. So, step by step, with open minds, we design the journey to take us to the right answer.

McDonald’s

Designing a recipe for success.


McDonald’s UK came to us with a long list of subjects for discussion: their whole menu, in fact. Over the years, McDonald’s had grown its menu to dozens of different items, from Breakfast Wraps to Toffee Sundaes. The vast choice, though, had become difficult to understand and navigate for the consumer, and challenging to deliver operationally. Rationalising the menu would simplify things, but where do you start when there are more than 100 items to consider?

We needed to get to the bottom of the choices consumers were making. Using one of the most sophisticated ‘interactive conjoint’ questionnaires ever devised, we were able to unpick the complex decisions made at the counter by more than 5000 McDonald’s customers. By allowing respondents to choose from over 100 menu items as if they were ordering in-store, the study allowed us to deconstruct consumer choice architecture, and to classify the very different needs that McDonald’s serves. We wanted to understand how tweaking the menu would affect the choices consumers made, and how to rationalise the menu in a way that would maintain customer demand.

The main take-away (sorry) from our research was that some items could be dropped without any impact on demand. The narrower menu would free up resource in the chain’s 1000-plus UK kitchens and allow them to improve delivery to the customer. The exercise also helped to pinpoint key needs that were being under-served, defining precisely where innovation could drive more consumer demand in the future.
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Integrate

Everything we achieve with you grows out of great research. That’s about hunting, not fishing. Unearthing insights that lie in overlooked places means pulling together the people and evidence that lead us there.

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The senior and experienced Incite team distilled a huge amount of data and information into a form that was digestible and actionable. Incite helped us plan and deliver a critical piece of work for the Lenovo business, which continues to inform and support our ongoing operations in the B2B market.

Steve Gilbert, Global Director – PCG Commercial Marketing

Lenovo

Boxing clever with a 360° market view.


As the world’s largest vendor of PCs, and with operations in over 60 markets, Lenovo is an industry leader, but not one to rest on its laurels. With aggressive growth targets, and several years without market-wide insights into commercial end-buyers, Lenovo wanted a better strategy to deliver knockout blows in an increasingly competitive market.

Lenovo needed a worldwide segmentation that would support targeting, brand positioning and comms, product design and portfolio management. The solution had to reflect all businesses, from the smallest to the biggest, across all industries and in markets as different as the US and India, China and Germany.  Where to start?

While our buyer research took us to eight key markets across four continents, we started closer to home, interviewing Lenovo stakeholders across marketing, sales and strategy to understand their needs and expectations. Only then did we embark on our qual and quant conversations with decision-makers and influencers in small, medium and large enterprises, our analysis being complemented by third party market information.  With data in hand, our combined teams met to pull apart our in-going hypotheses and select a practical solution.


The outcome was a detailed breakdown of the market, with key segments profiled and sized. We provided clarity on how to reach the targets and deliver them focused messages and relevant product offers.

Pulling together this many inputs and coming out the far end with a well-informed and focused marketing strategy is no mean feat. It requires big picture thinking, an eye for detail, persistence and pragmatism. Happily, our integrated approach gave Lenovo the direction they needed for the fight ahead.

Lenovo

Boxing clever with a 360° market view.


As the world’s largest vendor of PCs, and with operations in over 60 markets, Lenovo is an industry leader, but not one to rest on its laurels. With aggressive growth targets, and several years without market-wide insights into commercial end-buyers, Lenovo wanted a better strategy to deliver knockout blows in an increasingly competitive market.

Lenovo needed a worldwide segmentation that would support targeting, brand positioning and comms, product design and portfolio management. The solution had to reflect all businesses, from the smallest to the biggest, across all industries and in markets as different as the US and India, China and Germany.  Where to start?

While our buyer research took us to eight key markets across four continents, we started closer to home, interviewing Lenovo stakeholders across marketing, sales and strategy to understand their needs and expectations. Only then did we embark on our qual and quant conversations with decision-makers and influencers in small, medium and large enterprises, our analysis being complemented by third party market information.  With data in hand, our combined teams met to pull apart our in-going hypotheses and select a practical solution.


The outcome was a detailed breakdown of the market, with key segments profiled and sized. We provided clarity on how to reach the targets and deliver them focused messages and relevant product offers.

Pulling together this many inputs and coming out the far end with a well-informed and focused marketing strategy is no mean feat. It requires big picture thinking, an eye for detail, persistence and pragmatism. Happily, our integrated approach gave Lenovo the direction they needed for the fight ahead.

technology-keyboard-desktop-book_black

The senior and experienced Incite team distilled a huge amount of data and information into a form that was digestible and actionable. Incite helped us plan and deliver a critical piece of work for the Lenovo business, which continues to inform and support our ongoing operations in the B2B market.

Steve Gilbert, Global Director – PCG Commercial Marketing

Influence

With us, there’s never any doubt what the story is or where it’s heading. The implications for you will be crystal clear.

Intel

Targeting Chinese opportunities when the chips are down.


The global rise of smartphones and tablets has put the squeeze on Intel’s traditional cash cow: the humble PC. Different consumer groups make different decision about when – or whether – to replace or upgrade their existing machines. Understanding the nuances of these decision-making processes is crucial.

In China, university students were identified as an important group within the ‘PC refresh’ market. Qualitative research suggested life events throughout the college career provided opportunities to trade up. Intel asked us to validate these findings and show how to exploit them.

After speaking to students across the Chinese higher education system we built recommendations that not only identified the key moments in campus life where prospects for PC refresh was greatest, but also how to convert these with relevant and practical marketing activities.


But influencing students was not the only challenge. We had to convince the broader Intel team to implement the plan. This task started at the beginning of the project through stakeholder engagement, continued through a detailed understanding of Intel’s local marketing capabilities and culminated in bespoke infographics that could be used to disseminate messages throughout the business.

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This research informed our understanding of college students’ relationship with their PCs, helping our marketing team pinpoint key opportunities within this important group. Incite helped us visualise findings for much easier sharing through our organisation.

Intel China

Incite

We won’t just throw a grenade in the room and run. We’ll arm you with the tools, confidence and momentum to make things happen.

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Premier Foods

All the ingredients of a brand revolution.


Premier Foods, owner of a UK brand portfolio that includes such household names as Mr Kipling, Ambrosia and Batchelors, needed to put consumers at the centre of their ten-year plan for growth, to ensure these well-loved brands stayed relevant in consumers’ lives.

We used in-depth qualitative and complex quantitative techniques to build a multi-category landscape framework, drawing on – among others – the key elements of occasions, needs and consumer typologies. We built it to be fit-for-purpose for today, but crucially also future-proofed it for tomorrow.

The resultant framework was strategically important and rich with potential.  But it couldn’t just be left to work its own way into the organisation’s business culture. Ultimately, the outputs needed to be honed and owned by brand teams. The tools we created, and the thinking they inspired, had to command the confidence of senior management and then had to deliver for multiple functional teams.

So we developed a series of presentations, informal sessions and full-on creative workshop events to enable the right people to encounter and interact with the outputs in the right way. Everything we provided and did was optimised to ensure the framework took root.

We challenged teams’ thinking to make sure the resultant brand challenges and opportunities were properly understood in depth and could be built into their strategy. We left only when the framework was fully owned as a language throughout the business – as something teams could instinctively work with and derive implications and actions from.

Within a month of completing the creative workshops, PF’s brand teams were already developing new product concepts to test with consumers.

Premier Foods

All the ingredients of a brand revolution.


Premier Foods, owner of a UK brand portfolio that includes such household names as Mr Kipling, Ambrosia and Batchelors, needed to put consumers at the centre of their ten-year plan for growth, to ensure these well-loved brands stayed relevant in consumers’ lives.

We used in-depth qualitative and complex quantitative techniques to build a multi-category landscape framework, drawing on – among others – the key elements of occasions, needs and consumer typologies. We built it to be fit-for-purpose for today, but crucially also future-proofed it for tomorrow.

The resultant framework was strategically important and rich with potential.  But it couldn’t just be left to work its own way into the organisation’s business culture. Ultimately, the outputs needed to be honed and owned by brand teams. The tools we created, and the thinking they inspired, had to command the confidence of senior management and then had to deliver for multiple functional teams.

So we developed a series of presentations, informal sessions and full-on creative workshop events to enable the right people to encounter and interact with the outputs in the right way. Everything we provided and did was optimised to ensure the framework took root.

We challenged teams’ thinking to make sure the resultant brand challenges and opportunities were properly understood in depth and could be built into their strategy. We left only when the framework was fully owned as a language throughout the business – as something teams could instinctively work with and derive implications and actions from.

Within a month of completing the creative workshops, PF’s brand teams were already developing new product concepts to test with consumers.

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Here are a few other clients we've been working with:

FMCG

Technology

Finance

Healthcare

Want to discuss working with us?