Our clients operate in a diverse range of industries around the world—and so does the Center for Customer Insight. Our customized consumer research is grounded in a deep knowledge of the business context and is tightly integrated into strategic decision making. Translating insights into action brings immediate and direct impact to our clients.
In Brazil, an alcoholic-beverages company with a diversified portfolio was looking for sharper role clarity in its portfolio and stronger brand propositions.
By partnering with the Center for Customer Insight and leveraging BCG’s Demand Centric Growth™ program, the company was able to develop the following:
In addition, BCG helped the client develop robust brand plans in line with the portfolio strategy.
The impact: In just 18 months, the company saw a profound improvement across their premium portfolio and a 3% share gain compared with the market.
A European energy company operating in a fully deregulated market was facing strong competition from a company in the residential segment. Its goal was to define a range of new products and services that would be well adapted to customer needs.
The Consumer and Customer Insight approach involved characterizing the customer base through focus groups in an effort to identify distinct segments and develop a profile of churners.
Market tests and a pilot involving 40,000 customers gave the company the ability to refine its marketing and communications approach.
A global financial services company based in the US wanted to reevaluate current segmentation and brand positioning as a result of an acquisition and as part of overall strategy.
BCG partnered with the client to accomplish several things:
Impact: The identification of $100 million in share of wallet and cross-selling revenue opportunities.
A pharmaceutical company in China needed help with a pricing strategy for a new drug launch. The Center for Customer Insight drove qualitative research through in-depth interviews with doctors and patients, and quantitative research through a survey with 200 doctors and 300 patients.
In the end, the company was able to identify the ideal price point from the perspective of doctors and patients, and forecast take-up volume. The pricing strategy led to a successful launch of the new drug.
A leader in the Indian automotive industry needed to build brand relevance and positive word of mouth within the target group. Using the principles of advocacy marketing, BCG partnered with the client to accomplish the following goals:
The Center for Customer Insight has deep knowledge about brand advocacy in India. Using the Brand Advocacy Index framework, it has surveyed 13,000 Indian consumers across 16 categories and more than 100 brands.
A UK life insurance company was experiencing limited engagement with its clients because of its use of a third-party sales channel. It was also losing clients to other providers for long-term savings plans, and regulatory changes were forcing it to rethink its overall business model.
BCG performed detailed consumer research to understand the characteristics of higher-value consumers by age and buying preferences and discovered new value propositions. Working with BCG Digital Ventures, we created a new proposition to directly target consumers. We developed a set of new customer journeys for the client's online offering in order to reflect consumers’ changing expectations about how they interact with their life insurer.
The government of a Middle Eastern country had a goal of improving its sometimes cumbersome customer service delivery. The Center for Customer Insight’s analysis included a survey of more than 18,000 customers across 35 entities. It helped the government do several things:
The government began to have a deep understanding of the drivers of customer satisfaction. BCG’s programs helped it work toward a service delivery model that creates more customer-centric government agencies.
A pay-TV company wanted to improve the efficacy of its insights function.
With the Center for Customer Insight as the engine, BCG reviewed the group. We mapped total full-time employees involved in tasks related to customer insight by comparing the level of resources dedicated to insights with those of competitors. BCG then worked with the client team to determine a revised structure. We took several actions:
Recommended changes have saved an estimated 20% to 30% within the insights function and have also led to an improved service level.