We bridge megatrends and immediate opportunities, guiding organizations across digital and physical landscapes.
Decoding Indian millennials for a global home-appliance brand
Sociocultural consumer trends relevant to the Indian millennial lifestyle, key design directions, and context-specific functional and aesthetic implications for the internal Industrial Design team to leverage in their design process.
Defining the India entry strategy for a global language learning platform
A multi-directional strategy that scoped market competition and decoded potential user segments. Redefined positioning through ‘localization’ of marketing strategies that aligned the core product offering with inherent learning practices across India.
Business innovation in neonatal healthcare in India
The proposed business innovation strategy helped the company identify areas of maximum impact in the RDS space in India, along with aligned value propositions. The identified critical scenarios helped envision the positioning of the existing and future product portfolio. Co-enrichment and validation helped us identify the ‘no-go’ areas of the market, which in turn helped them understand the return on investment.
Reimagining the sales incentive for a leading Indian automaker
In a two-fold culmination of extensive research, Turian Labs created an incentive management blueprint, along with curated persona-specific incentives that were implemented with training modules, which helped the client sales team identify the profile of a walk-in customer, and recommended appropriate incentives to close the deal.
Revamping product styling directions for a global leader in the lighting industry
A global lighting leader approached Turian Labs to understand evolving consumer segments and re-craft their product portfolio along with providing styling directions for the home-lighting segment, as necessitated by dwindling sales per SKU for its India portfolio.
Design-led feasibility research for a new product platform
The construction equipment division of an Indian conglomerate was considering launching a higher tonnage crane. Their options included either upgrading existing hydra cranes to higher tonnage (a quicker plan), or opt for a completely new platform, with better scalability but a higher gestation period.