How we create
commercial results

Conflicting internal hypotheses were holding Grundfos sales leadership back. Clear outside-in insight replaced uncertainty with a sharper foundation for decisions on where and how to gain market share.

Arla Foods Ingredients needed credible, Chile-specific consumer insight to support key account dialogue and guide innovation in Latin America - giving the team evidence to apply confidently with customers.

Novonesis needed a value chain view grounded in consumer insight - not product assumptions - to explore innovation opportunities and sharpen their commercial positioning for the next move.

Topsoe needed a sharper outside-in view of what customers value and where expectations are shifting - ensuring the organisation stays aligned with market reality rather than internal assumptions.

With advanced machine control and positioning technology but no clear path to market, Leica Geosystems needed a commercial strategy and business model to monetise their OEM platform.

Before launching a new product, Wavin needed to know what the market truly prioritised. The study mapped customer preferences across water and drainage solutions for construction and infrastructure.

KOMPAN needed credible, multi-region documentation proving how playgrounds drive visitor numbers, longer stays and higher spending - in a format their teams could use confidently in everyday customer dialogue.

With plenty of product ideas but limited outside-in clarity, Wavin used pan-European focus groups to uncover real pain points and competitor perceptions - and innovate with purpose.

Years of double-digit growth had stalled under rising Chinese competition. LINAK Switzerland needed outside-in clarity to sharpen their competitive edge and push forward again.

A global leader in safety gear, Viking Life-Saving Equipment needed a rigorous outside-in read to understand where market dynamics were shifting and ensure continued competitiveness.

Facing a potential merger within its group, Masco needed an outside-in view of how customers perceived each brand - informing leadership dialogue on whether to merge, which name to use, and how to position going forward.

After relocating to Denmark, Bernafon's new team needed deep insight into how customers perceived the brand - essential groundwork for a successful relaunch and long-term growth strategy.

Sophion Bioscience needed an external reality check on market positioning and competitive perception. In-depth interviews replaced internal assumptions with clear, actionable insights to validate strategic direction.

HM Linerfree had real market interest but lacked direction. The goal was a go-to-market strategy defining the right targets and approach to turn interest into signed orders.

Without direct consumer contact, Nopa Nordic needed a smarter path to innovation. The result: a customisable, multi-market insight tool that sharpened both innovation direction and their sales pitch.

SKOV's team needed to know if their messaging leaned too heavily on product features. The goal: sharper communication resonating with livestock producers worldwide.

Across fast-moving markets in automotive, railway and aerospace, imc needed deep outside-in insight to cut through internal assumptions and give leadership a clear view of where to focus next.

With 40+ years in label converting and flexible packaging, Grafisk Maskinfabrik needed clarity on where to focus next. The work pinpointed concrete opportunities in a rapidly evolving market landscape.

Larsen Strings needed a precise market map covering decision influence, competitor perception, and growth potential - clarity essential for the innovative string manufacturer to guide their next move.