See what’s coming, find where to grow, and decide what to build and back. At every step we work with the people who’d buy, so your team has evidence for each decision.
Five kinds of work, alone or as one program.
Where could we grow next?
Opportunity areas, each with its evidence and a brief your team can develop.
We map where growth signals meet in your category, then explore each area with the people who buy there.
Every R&D bet in suncare is expensive. For a beauty company, we mapped where the category’s growth signals meet, explored the most promising spaces with consumers, and wrote each opportunity as a brief for R&D, grounded in what SPF chemistry allows.
We also explore how far your brand could stretch into a new or adjacent category.
A consumer security company asked which adjacent spaces it could extend into with a right to win. Its pipeline of concepts was scoped across consumer spaces, enterprise spaces and both, each with the questions to answer before any commitment.
What’s coming, and what would it mean for us?
Scenarios for how your market could change, and how your team could respond.
We trace the forces that could reshape your category, from technology to regulation, with experts and the people who buy.
For an agricultural industry body, we set out four possible futures and four strategic responses, with what each response would ask of government, the body, processors and farmers, so every part of the sector could see its own role.
Which features should we launch, and what must each get right?
Which features to lead with, which need rework, and the evidence for each choice.
We explore new technologies and features with the people who’d use them, through qual, quant or both, timed to your development.
To measure what people would trade between features, see conjoint and choice modeling.
For the decisions technology teams bring us, from what to build next to who decides the purchase, see our work with technology companies.
A digital coach is hard to judge from a specification. Runners and cyclists in five countries trained with the prototype, and evidence went to the product team as it emerged, timed to its sprints.
Oakley and Intel launched Radar Pace.
What would we make, and for whom?
Concepts developed far enough to test, with the questions still open for R&D.
We develop ideas with your team and the people who’d buy them, then turn the strongest into written and drawn concepts.
To test which concept to back, see concept testing.
With a personal care company’s own team, we developed near-term hair care concepts, each setting out its technology, pack and open questions, and future ones with what had to happen to get them running.
The brand later launched new products.
Which ideas do we back, and in what order?
A pipeline or roadmap in order, with the reasons, and sizing where a choice needs a number.
When there are more ideas than budget, we help your team sort them: what goes first, what waits and what needs more work.
A foodservice company’s team shortlisted opportunity areas in a sprint. We sized each one, so leadership had a quantified view beside the team’s judgment, and handed over the model.
A cleaning brand’s concepts were each screened against a benchmark that fit their cleaning job. Then we tested whether its two propositions for the core cleaning job could work together in one range.
Both propositions later reached shelves.
Each kind of work can stand alone. Run together as one program, the work widens on purpose, then narrows. What goes forward has its evidence, what’s set aside keeps its reason, and the final decision is your team’s.
A drawing of one program that uses all five kinds of work, though each can also be commissioned alone: one brief widens into many signals of change and opportunity areas, then narrows through a few features and three concepts to one portfolio card that lists what goes forward, with a line tracing one idea through the program.
An illustration, not a client project.
“antedote was a brilliant partner in guiding and leading our innovation work. The team enabled us to crack consumer insights at a much richer and deeper level.”
Tell us where you’d like to grow. We’ll suggest where to start, and what your team would have at the end.
A partner or director will reply.