Every major decision starts as an assumption. marktometer checks whether it actually holds up. Before you invest, not after.
They look different on the surface. Underneath, the risk is the same: the call on brand, product, or customer still depends more on gut feel than anyone would like.
Your brand is losing share, volume is slipping, or private label is taking space. Internally, every function has a different theory: price, promo, packaging, shelf, competitor moves. The problem is real. The cause is still opinion.
You're defending the range you have and arguing for the changes you want. The buyer's KPI is category growth, yours is brand growth. The argument that lands shows where your range moves both, and the case has to be built before you walk in.
A new SKU or concept is being scoped. Before development, listing, or launch money goes in, you need to know where demand sits, which option fits it, and what role the new SKU would play in the portfolio. Building the right one is cheaper than fixing the wrong one.
The portfolio grew by accretion: tiers stretched, variants multiplied, items carried by inertia. Margin per SKU is shrinking, the shelf is crowded, and the retailer is asking for rationalisation. The question is which SKUs earn their place.
The diagnosis is in: the brand is underperforming its peers. Positioning, pricing, packaging, communication, and portfolio are all being adjusted in parallel. One of them is the lever. The others are noise.
You're running brand, product, and customer decisions without the in-house analytics function a multinational would have. The category is moving, the retailer meeting is coming, and money is about to be committed. The evidence has to be good enough to stand behind. That's the discipline I spent 25 years building at Nielsen and Europanel, now delivered without the corporate overhead.
Choose based on the decision in front of you, not the method. Each solution stands on its own. Some lead naturally to the next.
When the numbers move, a retailer meeting is coming, or the business can't agree internally on what is really happening, Markt.Scan gives you the external read: what is changing around your brand or product, where you stand, and which question deserves the next decision.
When a high-stakes commercial decision is taking shape and money is about to be committed, Markt.Signal tests whether the market gives you enough evidence to move. It is built for decisions like launching a new product, entering or exiting a segment or channel, or expanding into a new region.
When improvement is needed but the obvious fixes all compete for attention, Markt.Lever identifies which part of the mix deserves attention first. It shows whether the answer sits in positioning, price, packaging, communication, portfolio, or somewhere else.
Every project starts with a free briefing call. If there is a fit, you receive a written scope and proposal before you commit to the project, including the analytical fee and any expected third-party cost.
Most projects include an early checkpoint, usually within the first week: first observations, an initial signal, or a working hypothesis. If that checkpoint does not show clear value, we stop and you owe nothing for my analytical work.
If third-party data or research is needed, it is scoped separately and approved by you before anything is ordered. Once approved and ordered, that cost has to be paid to the third party even if the engagement stops. The data belongs to you.
A decision is in front of you. The briefing call is where we sharpen the question, check whether marktometer fits, and decide what evidence is actually needed. If there is a fit, you receive a written scope before you commit. If not, you still leave with a clearer view of the problem.