Knowing what goes on deep in the minds of your customers has to be the hardest and one of the most essential ingredients before contemplating a strategic business decision. The importance of this type of knowledge is what companies such as Kadence International hope to impress upon its clients.
So far, they have managed to do so successfully, as for the past 25 years the insight consultancy, founded in the UK and now operating in Singapore, has garnered an impressive roster of clients such as Singaporean government agencies and global brands.
These and other clients understand the key role that market research plays in business strategy. The discipline of market research, previously thought of as a backroom exercise or as an afterthought, can have real impact as a driver of business. Kadence aims to raise the role of market insight to be a key component of business decision making rather than as a mere secondary option.
What differentiates Kadence from other research agencies is they believe that their people are at the heart of their business. “Our people are passionate about what they do and work closely with our clients to deliver true value,” says the company’s management.
The company focuses on immediately accessible output and creating engaging deliverables, which bring consumer, market and industry insights to life. Workshops are core parts of this package, as research-based workshops help clients to bridge the gap between the results of the research and knowing and planning what action to take based on the findings.
Constant contact and communication with clients are also essential. This agency-client connection helps Kadence understand their clients’ business goals fully and act more astutely on their behalf. To bolster this connection, Kadence’s teams often participate in research industry talks and conferences to stay up-to-date on the latest methodologies.
Growth is inevitable when a company enjoys constant success, but Kadence believes that expansion will not blunt their competitive edge. “We think that growing our business will involve growing our team so that our clients can still benefit from our personal service and relevant expertise.”
To succeed beyond the markets in which they operate, SMEs need to leverage their people effectively. Small companies need to think beyond their four walls, Kadence advises, and ensure “they have a voice in the market.”
This is sound insight from a company that has set its sights on raising the impact of research in the region. In the next ten years, they aim to work with brands – even some that may not have been formed yet – that are looking to grow their regional presence in multiple markets in Asia.
To do this, it is important, among other things, to continue the development of their teams and people. Kadence is constantly engaged in keeping an eye out for opportunities in which to empower their team members and to push them to develop deeper relationships with Kadence’s clients.
The diverse landscape of Asia is changing and being able to respond to that is crucial in keeping an even course over the next five years. Part of this is diversified thinking in keeping with the intricate complexity of Asian markets, but ultimately Kadence is always focused on delivering actionable insights to its clients.
