The client, a leading pharmaceutical company, was looking to formulate a promotional strategy for two new anti-diabetics. The strategy was to be based on sentiment mapping and unmet needs analysis using social media. The scope of the project included various online social media channels such as blogs, microblogs, forums, meta-sites, and video- and image-sharing sites, with a geographical focus on the US.

The client, a major technology company, was implementing changes around the different sales outlets to overcome competition and embrace the changing landscape. They replaced a few pre-existing brands with a single easy-to-carry, less space-occupying product across the major U.S. electronic/technology retailers for all the states. This step was taken as the company was facing issues like increasing instances of malicious downloads and difficulty in storage and use. The client wanted to conduct a deep dive study to understand the effect on sales due to these changes. They also wanted to breakdown the effect by different regions and products to develop a deep level understanding of various factors. This analysis will help the company evaluate the new strategy and hence formulate the future roadmap.

The client, a leading CPG company, had limited access to customer behavior, preferences, and need states based on primary MR data. They wanted detailed insights into key attributes such as need states and consumer preferences, opportunities for product innovation, enriching the existing consumer database using social data and mapping it to DB, and using the platform for direct marketing and 1:1 customer mapping. The challenge was to define the exact requirements which the solution should fulfill, identify different demand spaces for client products and attributes, and configure the platform based on client needs.

The client, a leading US PC manufacturer, had over 80,000 web pages spread across 15 domains and multiple languages. This vast digital presence led to data integrity challenges in the implementation of Adobe SiteCatalyst. There was a lack of coordination between the site and analytics teams, resulting in inconsistency and errors in tagging. Business partners frequently found questionable data, often without any explanation, leading to a distrust of the numbers shown by the analytics team.

Blueocean Market Intelligence was tasked with providing a comprehensive analysis of a Chinese internet and communications company. The client, a leading multinational technology and consulting corporation, was considering a potential partnership or acquisition with the Chinese company. The challenge was to gather and analyze relevant information about the Chinese company, including its profile, customers, competition, product strategy, go-to-market strategy, focus on emerging technologies, and investment and merger and acquisition activities. The data availability for China was limited, adding to the complexity of the task.

The client, a large US public utility, was looking to develop an engagement scoring system for profiling highly engaged residential customers as input to product/service marketing efforts. The challenge was to measure engagement based on the number and importance of interactions by the customer with the utility on four different dimensions. The goal was to establish a distinct segment of most engaged customers for targeted marketing of new product offers and ways to increase interaction with and convert less engaged customers.

The client, a leading US-based prepaid telecom operator, was facing a challenge in the rapidly evolving telecommunications industry. Customers were demanding more control over their service subscriptions and the amount they pay, moving away from traditional 'one-size-fits-all' pricing plans. They were looking for customized plans that met their individual needs and price points. This trend forced prepaid cellular operators and Mobile Virtual Network Operators (MVNOs) to offer 'create-your-own' plans. As the customer base became more demanding, mobile operators needed to regularly innovate with their pricing plans to attract new customers and encourage loyalty among existing ones. The client wanted to offer an attractive pricing plan that would keep them ahead of the competition and avoid getting caught in the pricing conundrum.

The client, a large technology company, wanted to better target profitable segments for acquisition and enhance engagement with their profitable customers to drive digital utilization. They also wanted to propagate engagement to drive customer brand advocacy. The company asked Blueocean Market Intelligence to create more personalized engagement initiatives based on digital profiles. They specifically wanted to avoid one-size-fits-all approach in the marketing campaigns and consider customer preference in defining engagement models.

The client, a large US public utility, was looking to develop an engagement scoring system to profile highly engaged residential customers. This was intended to serve as input for their product/service marketing efforts. The challenge was to measure engagement based on the number and importance of interactions by the customer with the utility on four different dimensions. The goal was to establish a distinct segment of most engaged customers for targeted marketing of new product offers and ways to increase interaction with and convert less engaged customers.

The client, a leading US-based prepaid telecom operator, was facing challenges in the fast-changing dynamics of the telecom industry. The trend of customers wanting greater control over their service subscriptions and the amount they pay was making the traditional “one-size-fits-all” pricing plans obsolete. Customers were looking for customized plans that met their individual needs and price points, including personalized offers. This trend was compelling prepaid cellular operators and Mobile Virtual Network Operators (MVNOs) to offer “create-your-own” plans. As the customer base of prepaid plans continued to grow and become more demanding, mobile operators needed to regularly innovate with their pricing plan(s) to attract new customers and encourage loyalty among existing customers. The client wanted to offer an attractive pricing plan that would keep them ahead of the competition and avoid getting caught in the pricing conundrum.

The client, a large US public utility, was looking to understand the key drivers that influence the propensity to enroll in their program. They wanted to identify which residential customers are the best prospects for the program and optimize campaign costs by targeting the best subset of prospective customers. The challenge was to develop a robust and scientific framework to decrease mailing costs, and increase the campaign response rate by targeting only the best prospective customers for select rate plans.

The client, a large technology company, wanted to better target profitable segments for acquisition and enhance engagement with their profitable customers to drive digital utilization. They aimed to propagate engagement to drive customer brand advocacy. The company sought to create more personalized engagement initiatives based on digital profiles, avoiding a one-size-fits-all approach in their marketing campaigns and considering customer preference in defining engagement models.

The client, a leading devices and services company in the IT industry, recognized the potential of predictive maintenance in transforming their strategic and operational environment. However, due to the industry’s infancy, the client faced challenges in understanding the competitive dynamics and the impact of predictive maintenance on their business. They wished to analyze the market landscape of predictive maintenance offerings and gain insights into key vendors, company backgrounds, details of offerings, launch timelines, use case stories, industry focus, and list of customers.

The retail client, based in Dubai, was already running in-store mass promotions every year to drive sales and enhance customer relationships. Each sale period ran for about four weeks and customers received a discount ranging from 25% -75% with every item they bought during the sale period. However, the client wanted to increase revenues and footfall and thus, asked Blueocean Market Intelligence to devise personalized targeted campaigns (BTL-Below the Line).

The client, a leading US PC manufacturer, was struggling to attribute campaign measurement success KPIs across the board and wanted immediate help with proper reporting, attribution and analysis of ROI arriving from their B2B marketing initiatives. The existing CRM database used by the relationship marketers and B2B team had a good deal of non-standardized / unstructured data formats that needed to be cleaned. After completing the first two objectives, they also requested that the cleansed data be used as input to launch targeted digital campaigns.

The client, a leading devices and services company, wished to carry out a market scoping and ecosystem study to validate its perceptions on the opportunities in the machine to machine market before making investments. The client hypothesized that as the M2M industry extends its focus beyond niche verticals, efficient device management, onboarding and IoT functions will become essential. These functions will make more M2M services viable and will encourage more consumers, enterprises and governments to trust and embrace M2M. M2M device management standards will safeguard and secure M2M devices. These standards will also unlock new service opportunities by making it easier to harmonize, simplify and scale M2M operations to support billions of connected devices. This has created considerable business opportunities for various devices and IT solution providers, including the client.

Blueocean Market Intelligence was tasked with providing a comprehensive market roundup of the top digital wallets available globally and assessing various business models to understand how the market is evolving to include different and innovative payment solutions. The client wanted to understand the current prevalent industry business models and gain strategic competitive insights. The research was to be executed using an all-inclusive secondary/desk research, pulling information from syndicated sources, publicly available information, and other existing research owned and shared by the client.

The client, a leading Fortune 500 global technology company, was facing a challenge in deploying real-time, interactive, and user-friendly dashboards for cross-functional stakeholders. They needed custom and personalized reporting solutions that incorporated multi-layer drill downs showcasing revenue, traffic metrics, orders, funnel conversion rates, etc. Part of the solution required integration with various online and third-party data sources for a 360-degree view of the client's business.

The client, a leading pharmaceutical company, was seeking to drive better city/state-specific campaigns to increase the adoption and sales of their sunscreens. They wanted to develop weather-based campaigns to drive effective selling of the seasonal product and enhance the ROI on campaigns. The challenge was to understand the business drivers, activities, and define the type of business scenarios and products that could be ingested in the campaign.

The client, a leading PC manufacturer, was looking to track unaided consideration and other brand health metrics for themselves and their competition. They wanted to assess the reasons for consideration and non-consideration. The challenge was to conduct a brand tracker study based on a 360 approach in over 40 countries. The core methodology was to be based on quantitative primary research, augmented with Market Intelligence/ Competitive Intelligence and social intelligence.

The retail client was in need of a balanced scorecard model that would enable its senior leaders to understand the drivers of store-level financial performance and empower the delivery of the company’s brand promise. The client’s hypothesis was that the delivery of its brand promise would directly impact customer loyalty - supporting client retention, repeat purchasing and cross sales. They also believed that effective delivery of the promise was driven by employee satisfaction and productivity. To prove their hypotheses and achieve their objective, the client needed to merge a multitude of different research studies – past and present - into one single database, and then analyze that data at both the customer and store level.

The client, a large US public utility, was faced with the challenge of developing a sequential, bottom-up impact model to establish the relative impact of nearly 50 separate customer touchpoints associated with specific functional dimensions related to overall Trust and Service Experience, on overall Customer Satisfaction. The client also needed to identify improvement areas for each quarter and establish an algorithm to develop customer satisfaction goals for performance measurement.

India’s largest telecommunications company, with over 200 million mobile customers and an online revenue of USD one billion, was struggling to leverage its vast customer base effectively. The company was using disparate offline data sources to track bill payments, recharge history, and minutes usage, but it was unable to identify customers uniquely. The company's key objectives were to identify online users as soon as they landed on the site, assign a unique ID to them, map the unique online customer ID to offline data using Adobe Audience Manager, create and render personalized offers to customers based on various variables, and create opportunities for pushing mobile APP to smartphone users.

The client, a leading US PC manufacturer, was seeking to obtain performance business intelligence. They wanted to capture the revenue performance for the product categories for various consumer segments, measure KPIs such as the likelihood of customers to repurchase, and capture the satisfaction level for security, quality and profitability for different products and services. The challenge was to clean and model data across 13 areas, 30 sub regions and over 100 accounts, and implement complex dynamic dashboards providing different levels of access to key stakeholders based on the functional need and geography.

The trading and distribution company wanted to increase its market share by adding new customers to its portfolio. The client did not have a comprehensive list of the customers which they were not servicing. The company aimed to increase their customer base by identifying potential customers on a street level basis and obtain a mix of existing and potential customers to identify and target the segments which would be most profitable.

The client, a leading US PC manufacturer, was struggling to understand the ROI generated from their digital marketing efforts and assign the right dollar value to each channel. They were finding it difficult to implement a data-driven marketing optimization strategy. There was no standard process in place which could distinguish different customer segments based on variation of traits and characteristics. The client wanted to implement robust, data-driven marketing and sales workflows to enable better ROI with maximized sales revenue.

The client, a large US public utility company, wanted to build a base of knowledge regarding the social media practices of small and medium businesses in the utilities sector. They wanted to understand to what extent these businesses would find value in receiving energy-related information from the utility company via social media platforms. The challenge was to identify target businesses who had the highest usage of general social media channels for business purposes as well the size and type of business that had the highest energy management needs and where to best reach them in social media conversations.

The client, a leading technology company, had a vision to integrate multi-channel, multi-source, and different types of data (structured and unstructured) into a single platform. This platform would provide a single source of truth for all business KPIs and metrics for stakeholders. Until this initiative was planned and launched, different geographic regions (GEOs) teams were using their own reporting and insights techniques and methodologies to keep track of changing business patterns. To drive more accountability and consistent reporting practices, the client specifically required data from different sources to reside in a single platform where reporting, BI, and insights would reside.

The client, a leading technology company, was capturing consumer conversations from multiple channels such as tech forums, call center agent transcripts, email, and chat. They were categorizing the customer experience (text data) manually on a minimized sample basis which did not provide a holistic view of customer experience insights. The client wanted to automate the text classification on the entire so they could gather more detailed insights about the customer experience.

The client, a large utility company, had been partnering with Blueocean Market Intelligence on a brand and customer satisfaction tracking study. However, a recent event in their service department made them question how much trust their customers actually had for the company. They requested Blueocean Market Intelligence to develop a robust metric that would allow them to assess their trustworthiness and determine which underlying factors drive the metric. Further, the study would need to determine the role of trust, customer experience and rate the overall satisfaction of communication with the utility.