Market Research Projects & Case Studies

Kadence International needed reliable, high-quality multilingual support for market research — including survey localisation, transcription of interviews/open-ends, and verbatim/open‑end coding — while meeting tight timelines across multiple languages. The stakes were delivering accurate, culturally-appropriate research outputs on time (to preserve data integrity and client timelines) and scaling localisation workflows without adding overhead for Kadence project teams.

Ipsos needed accurate, timely transcripts and coded outputs from medical research sessions so moderators and analysts could derive reliable insights. The work had to be delivered quickly (turnarounds of 24–72 hours), handled by certified native specialists, and coordinated across multiple time zones while providing dependable support for Ipsos moderators and their end clients.

Hilton needed to deliver multilingual safety and security documents for its global properties on a tight schedule. The project required large-volume translation/localization while maintaining consistent terminology, culturally appropriate local variants, and print-ready formatting — all to protect guest safety, meet local regulatory/compliance requirements, and preserve brand trust.

Inbox Insight needed to publish weekly thought‑leadership content across EMEA in multiple languages. They required a fast, repeatable multilingual workflow that could handle regular weekly batches, control costs across many language pairs, and scale for larger, more complex EMEA projects. If not solved, the client risked missed publication deadlines, inconsistent messaging across markets, higher translation overheads and loss of regional audience engagement.

ICON needed a fully localized Simplified Chinese digital edition created and distributed on an accelerated timeline (one month) so the magazine would be available online and on iPad ahead of key Chinese industry events. The client required high linguistic quality, design-ready deliverables that matched the original layout, and consistency across the publication. If the deadline were missed or the edition was poorly localized, ICON risked losing exposure and marketing opportunity at those events and damaging its brand perception in the Chinese market.

A growing charter school network needed to understand what parents—across different socioeconomic segments—were looking for in schools. Goal: refine enrollment strategy and audience-specific messaging.

During COVID-19, a private California university faced unprecedented uncertainty. Leadership needed to understand what parents and prospective students were thinking and prioritizing—to inform critical programming and messaging decisions.

A household cleaning brand was repositioning around sustainability. Leadership needed to understand how consumers perceive "green" claims—what feels authentic vs. performative.

A premium popcorn startup needed to validate brand positioning, understand consumer perception of gourmet popcorn, test pricing strategy, and develop a go-to-market approach for market entry.

A golf equipment brand was developing a new product line. They needed to understand consumer segmentation across different golfer types—from pros to casual weekend players—to inform positioning and go-to-market approach.

The client (the No.1 and oldest bowhunting brand in the U.S.) faced internal misalignment: leadership, sales, and product teams held fundamentally different views on brand identity and positioning. Walking S was engaged to diagnose those differences and clarify the brand narrative so the organization could present a single, coherent positioning.

Neomind was building an always-available, human-like AI tutor for students ages 12–18 but needed an honest read on how the product actually landed with real students before scaling. Key issues: whether students would trust and return to the tutor, where the experience helped or frustrated learners, and how to gather rigorous, compliant feedback from minors. The stakes were high — without trust and repeat use the product could fail to gain adoption, undermine go-to-market plans, and waste further development resources.