What we do
Identifying an attractive market is not the same as understanding how the business can succeed in it. The engagement supports a new geography, category, audience or route to market — connecting market choice to commercial feasibility, proposition, partner access and the organization's ability to execute.
Consumer segments and local motivations
Beyond demographics into needs, situations, motivations, trust and decision behavior — from consumer data, analytics, existing sales, local research and the client's observations. Each segment is described by its situation, the change it wants, its hesitations, the evidence it requires and the way it is most likely to engage.
Buying committees and commercial partners
For B2B, the people who influence, use, approve and fund the purchase. For B2B2C, the chain from consumer demand to the companies and partners capable of serving it — with feedback from presentations, customer meetings and partner objections as evidence that can change the route.
AI perception by market
How relevant AI systems characterize the category, the company and its alternatives in each market: the questions buyers ask, the attributes repeated and the sources informing the answers — presented as observed responses within a defined study.
The local entry or growth plan
Prioritized audiences, positioning, proof, channel and partner choices, initial experiences and sales materials — what can be reused from the global foundation, what requires local development, and the experiments that resolve the most consequential remaining questions.
Market and category attractiveness
The same criteria, every market.
Markets compared against the same decision criteria while local differences stay visible — including sales, pricing, channel economics and the ability to serve the market.
Evidence for researching local buying behavior
Where does AI enter the purchase in this category, in this market?
Higher-consideration and routine purchases alike
BCG's January 2026 consumer research documents shopping-related AI use across both higher-consideration categories, such as electronics and travel, and routine purchases such as groceries.
Source: BCG research on consumer use of AI in shopping
Method
Global Consumer Radar waves of September 2023 and October 2025, each with more than 9,000 respondents in nine countries, plus qualitative work with 367 US consumers · published January 2, 2026
What it changes in the brief
Before the global proposition is adapted, compare the questions, sources, trust signals and buying constraints in each proposed market.
The research task is concrete: where AI enters the category and market in question, what it says about the company and its alternatives there, and which local proof would change a decision. The answer shapes market language, evidence and content priorities for the entry plan.
Context, not a result. The category examples illustrate breadth of use; they do not establish a local adoption rate, a B2B market-entry forecast or a result of Acumion's work.
Tangible output
What you take away.
Market priorities
A defensible choice of where to play, with the criteria and evidence behind it.
Segment strategy
Deep segments and committee or partner maps that change propositions, messages and channels.
Localized proof and messages
What stays global, what changes locally, and why.
Route to market
Channel and partner choices, first experiences and the experiments that de-risk the plan.
Related
Systems and thinking behind this work.
Winning in an AI-Mediated World
Why the next generation of growth will be driven by behavioral intelligence — what to understand before deciding how to grow.
Read the perspectiveThe Brand Threat Few Budgeted For
How LLMs rewrite a category and a company's credibility market by market.
Read the perspective