Weighing a new home-energy proposition

The question

The company knew its market and its customers. The proposition was new, and so was the question of how households would receive it.

Leadership needed to know how many households it could realistically reach, and what would make the offer work for them. Getting the offer wrong would be costly to put right later.

Our approach

We built one household survey to size the market one step at a time.

Each step narrowed the view, from everyone the products could serve to the households open to this brand and its offer. Owners and renters were both included, across the target regions.

Only people already interested in the brand saw the detail of the offer, so what they told us describes that group, and we reported it that way.

Throughout, we read the answers against data the company already held, so leadership could see where the survey matched what it knew and where it did not.

What the team came away with

Leadership had a staged view of the market, from the addressable market for each product to the households open to the brand and its proposition.

Each stage is an estimate from the survey, under the conditions tested.

Alongside it came an assessment of the proposition, set against the data the company already held.