We have found that business issues can be grouped into broadly 5 categories:

1. I would like to launch a new brand: How can you help me?

I know what product I am able to create with the resources I have, but need to be sure that there is a market for it? Through context engineering or Outside -in thinking we can help you identify who do you think you can appeal to the best and what purpose your product is going to serve in their lives. One can then engineer the offer of your product to deliver on the expectations defined.

2. My margins are under pressure: What can I do?

We often find that the answer to this lies with the people who buy your product or service. In most cases identifying the role that you play in their lives can quickly help reengineer the offering, or reposition competition or both to create more value. People buy into intrinsic value more readily than subscribe to discounts or offers.

3. How do I keep my brand always appealing and attractive?

How do I refresh my brand in a meaningful manner for the people who use me – so that they keep using me? So, refreshment is not due to some pressure from competition or internal reasons but refreshment for the people whom we serve.

4. I know that I have a great product: How do I scale and become a dominant significant player?

While geography and access can afford short term advantage, when we engineer strategies to be meaningful to different relationship sets with the same product or service, scalability is both longer term and more profitable.

5. I have capability and resources: How do I create a product that will give me maximum returns?

Thinking outside-in can create products and services that dramatically enhance sales. And sometimes allows for first mover advantage that is difficult to overcome for competition if marketed fast and communicated quickly.