Our client faced rising competition and a membership base that was changing faster than its messaging. Leadership suspected its brand no longer matched who its audiences were or what they valued, but had no current data to act on, and a rebrand investment was on the line.
We designed a market and brand research program combining a nationally representative survey with qualitative depth. Working with national panel partners, we fielded a survey of 2,000 respondents balanced to the population on region, age, and language, then layered in focus groups to pressure-test the findings. We ran a segmentation to map the real audiences, measured brand awareness and perception against competitors, and tested two positioning directions before any creative was commissioned.
The segmentation identified four distinct audiences, two of which the organization had been under-serving entirely. Concept testing showed one positioning direction outperforming the other by a wide margin, which saved the client from launching the weaker option. Twelve months after acting on the research, unaided brand awareness rose 9 points and consideration among the priority segment rose 17. The work gave leadership the confidence to commit budget to a direction grounded in evidence rather than instinct.
