Grow your business with consumer-driven insights

In 2023, as Bud Light watched 15 billion euros in brand value evaporate in as little as six months, their analytics dashboard showed green across every traditional metric. Their brand tracking was perfect. their market share calculations flawless. There was just one problem: none of it really mattered. The backlash they received due to the partnership with a TikTok influencer, a transgender woman, Dylan Mulvaney, turned into a boycott, causing a decrease in Bud Light sales by more than 23% during and after the NCAA men's basketball tournament. Critics called the sponsorship "political" due to Mulvaney's transgender advocacy, while major media outlets characterised the response as anti-trans.

This wasn't just a marketing mishap. It was a textbook example, of a deeper issue modern brands often have: measurement obsession.

When David Aaker introduced his brand equity framework in 1991, he couldn't have predicted how his attempt to make brand value measurable, in a relatively simple and manageable way, would transform – and sometimes distort, or even abuse and exploit – modern marketing. His five components (brand loyalty, awareness, perceived quality, associations, and other assets) seemed straightforward. In previous decades, this was all still logical to explain and easy to measure. A kind of foothold for brand managers, marketeers or the board, without pretending to be an all-telling oracle. But lately, the obsession of measuring metrics that could define brand equity has completely degenerated...

Modern marketing departments have increasingly come to resemble control rooms. Teams of analysts focused on real-time dashboards tracking hundreds of metrics, from social sentiment to brand awareness. AI algorithms predict consumer behaviour down to the millisecond. We've never had more data about our brands. Yet some brands are failing faster than ever. Bud Light's collapse came despite perfect metrics.  

This isn't a coincidence. It's about a fundamental paradox: the more sophisticated our brand measurement tools become, the more vulnerable our brands become. This raises an uncomfortable question: What if our obsession with measuring everything isn't just ineffective but destructive?

The measurement trap: From the Coca-Cola disaster to Tesla’s downfall

Back in the 80s, the “New Coke” disaster serves as a well-known example of how you can’t measure and predict it all, sometimes psychological and social meta-effects are happening that you couldn’t predict at all. Coca-Cola had the data. Their taste tests were conclusive, their metrics solid. By every measurable standard, the new Coke should have succeeded. In effect it failed because they measured the wrong variables. They forgot to measure the emotional connection consumers had with the original formula, which transcended taste preferences.

Perhaps their biggest mistake, the company's missed opportunity to adopt a holistic view of their brand portfolio and competitive landscape. At boobook, we ensure such opportunities are seized as we believe brand equity analysis should emphasise this broader perspective, examining how changes to one product might affect the entire brand ecosystem and its position relative to competitors. Had Coca-Cola adopted a more intuitive approach, they might have anticipated what was to come and prevented the dramatic consumer backlash that followed New Coke's launch.

The story of Tesla’s downfall in 2024 is yet another example of this disconnect. While Wall Street celebrated the electric vehicle maker's stock price, consumers were quietly falling out of love with the brand. It begins with a dramatic stock surge of 63% following Donald Trump's election victory, bolstered by Elon Musk's hefty $277 million contribution to Republican campaigns. Beneath this financial triumph, the public was forming a completely different narrative.  

If you are buying from Tesla, the persona of Elon Musk is highly likely to impact your view on whether or not you want to buy one of his company’s cars. So, such an emotional connection, even though not the only factor, is again (as in the Coca-Cola case above) the most influential one. (Oh, and let’s not even start with the failure of Twitter/X re-brand).

‍

Can AI algorithms truly understand your customers?

The new digital era promised better brand measurement through real-time metrics, instant feedback, and predictive analytics. Artificial Intelligence seems like an ideal solution for brand measurement. However, these technological advancements have created the danger of what behavioural scientists tend to call "automation bias"— or the tendency to trust automated systems over human judgment — even when humans are right.

In early 2022, Netflix executives faced a harsh reality that came to shatter their beliefs about what their subscribers wanted. For years, the streaming giant had relied on sophisticated AI algorithms that suggested viewers craved an ever-expanding library. "More choice equals more satisfaction" had become an unquestioned mantra within the company's Silicon Valley headquarters.

But as viewers found themselves endlessly scrolling through thousands of options, unable to decide what to watch, a different truth emerged and the phenomenon known as "choice paralysis" began taking its toll. Subscribers, overwhelmed by the sheer volume of content, started doing something unprecedented: they began canceling their subscriptions.

The market's reaction was swift and merciless. In a single day, Netflix's market value plummeted by 54 billion euros—a reminder that sometimes, algorithms can lead even the biggest companies astray.  
The incident became a cautionary tale in the tech industry: more isn't always better, and AI predictions don't always align with human psychology. Basically: a little less blind belief in what technology presents to us, a little more use of common sense and thorough knowledge about the human psyche.

This shift in thinking has led many companies to reassess their relationship with data and artificial intelligence and began to question the "more is better" approach. Perhaps no company better exemplifies this alternative philosophy than Apple.

‍

How Apple does it

In today's data-saturated business environment, companies often fall into the trap of measuring everything they can instead of everything they should. Yet Apple seems to be one exception that proves our rule. In 2024, as their brand value soared to 516.6 billion euros – larger than the combined value of Starbucks, Mercedes-Benz, Tesla, and Porsche – they achieved this through a laser-focused approach to data that prioritises quality over quantity.  

Apple's approach to data analytics exemplifies a crucial principle: it's not about measuring everything possible but measuring what matters most. While competitors drown in endless dashboards tracking every conceivable metric, Apple focuses on a carefully curated set of indicators that truly drive value. They complement quantitative data with qualitative insights about how people interact with technology, what frustrates them, and what brings them joy—metrics that many companies overlook in their pursuit of more data.

Consider their controversial decision to remove the headphone jack from the iPhone in 2016.  Every metric suggested it would fail. Consumer surveys showed overwhelming opposition. Social media sentiment was deeply negative. Market research predicted a significant sales impact.

Apple did it anyway.

And the risk paid off. AirPods alone now generate more revenue than Spotify, Netflix, and Twitter combined. What the traditional data missed – but Apple's leadership understood – was that sometimes the most predictive metrics aren't found in spreadsheets but in deeper patterns of human behaviour.

This pattern repeats throughout Apple's history. When they launched the Apple Store in 2001, retail experts called it commercial suicide. Traditional retail metrics showed computer stores consistently failing. Yet Apple measured something others didn't: the value of experiential shopping. They recognised that people needed physical space to experience technology—a metric that wouldn't show up in conventional retail analytics. Today, Apple Stores generate more revenue per square foot than any other retailer in the world.

This goes beyond a story about Apple's success—it's a masterclass in strategic data analytics. While many companies measure what's easy to measure, Apple measures what's important to measure. They demonstrate that sophisticated data analysis is less about having the most data points than it is about having the right ones. This isn't a rejection of data, but rather an understanding that true data intelligence means knowing which metrics actually predict success, even if they're harder to measure.‍‍

‍

The need for a new brand measurement framework

What the brand measurement paradox teaches us is a crucial lesson: if we approach brands purely in a scientific way, we risk making them less human. The most successful brands of the next decade won't be those with the most sophisticated automation and measurement tools, but those who master the delicate balance between data and human intuition.  

This balance requires some fundamental shifts in how we approach brand measurement:

• From quantity to quality: Rather than tracking hundreds of metrics, like Apple, focus on a carefully selected set of indicators that truly predict brand health.  

• From real-time to right-time: Sometimes, slower, more thoughtful measurement yields better insights. As the Bud Light case demonstrates, instant and superficial metrics can miss deeper cultural currents.

• From algorithmic to human: Whilst AI and analytics have their place, they should augment, rather than replace, human judgement. Netflix's content paradox illustrates how even the most sophisticated algorithms can completely miss the intricacies of human psychology.  

At boobook, we've developed a framework that fully embraces these principles. Our approach combines rigorous quantitative analysis with deep qualitative insights, recognising that brand equity exists not (only) in spreadsheets but, most importantly, in the hearts and minds of consumers.

The future of brand measurement isn't about choosing between data and intuition—it's about using and applying each where they work best.

‍

We're delighted to welcome dr. Timothy Robeers to the boobook team as a Senior Insights & Marcom Consultant, bringing over a decade’s worth of experience in qualitative methodologies, strategic communications and insights development. His academic journey began in Antwerp, Belgium, by studying languages and linguistics (English and German), before pursuing a master and postgraduate degree in visual culture and creative writing at the University of Antwerp and Edinburgh Napier University.

His journey continued with a PhD in Social Sciences that combined communication, sustainability, and sports—with a particular focus on the rise of electric motorsports. During these years, Timothy not only travelled extensively across Europe and the United States but also discovered his enthusiasm for connecting research with real-world impact. His experience gained by teaching at both the University of Antwerp and the University of Edinburgh in Sport Management and International Development further shaped his understanding of how strategic thinking can bridge gaps and add value.

The transition to corporate and adding strategic value

The COVID-19 pandemic became a catalyst for professional reflection and transformation. "I wanted to move more into the corporate playing field whilst also applying my background in qualitative methods, strategic communication and sustainability”, Timothy explains. This decision marked a natural progression from his previous collaborations with businesses and organisations in the world of automotive and motorsport.

"I’ve always been someone with a keen desire to know more about things. When I hear about something, I want to know more, not just take it at face value", Tim shares, describing the investigative mindset that has also driven his career choices. This curiosity led him to his first corporate insights position, where he spent three years honing his industry expertise before joining boobook in February 2025.

What drew Timothy to boobook goes beyond professional opportunities. While the company's expertise in pricing and segmentation initially caught his interest, it was also very much culture that sealed the deal. "Based on what I heard, the working culture and the way boobook chooses to manage its employees really appeals to me. And that will also reflect positively on their clients", says Tim with a smile. "Here at boobook, it immediately feels like you’re a part of a caring group of people working seamlessly together across different methods and areas of expertise". This collaborative environment is an important aspect of boobook culture, as it allows for easy cross-departmental cooperation and mutual support.

‍

People, first and foremost

In his role at boobook, Timothy wants to bring his experience from diverse sectors, including construction, telecommunications, food, health, and well-being. "To me, the industry we work in is an industry of people first and foremost", he emphasises. "It's about helping other people to come up with solutions that work for them, and not just for the short term but also the longer term. That all starts with listening and understanding people’s needs carefully".

Regarding his vision for developing strategic insights at boobook, he emphasises the power of curiosity and combined methodologies: "In my opinion, combining qualitative and quantitative methods holds great strength and potential in getting the full picture and delivering accurate advice".

When discussing his view on the future of strategic insights and innovation, Timothy takes a measured approach to new technologies, including AI. "Innovation and progress are key and it’s easy to be overly enthusiastic. But in our line of work it's also our responsibility, both for ourselves and our clients, to be able to distinguish between what truly helps facilitate our cause of finding solutions and what are more ‘trendy’ or ‘surface-level’ applications", he explains. “It needs to bring real added value in my opinion.”

Beyond the professional

As with his work, Tim is also curious when it comes to hobbies and interests outside of the professional environment. Besides cinema, he enjoys hiking with his Scottish wife and exploring remote locations, embracing nature, no matter rain or sunshine. On the other hand, the worlds of automotive and motorsport that captivated him during his earlier years of doing his PhD research still remain a favourite pastime in his life. As does working on classic cars from time to time. “I guess, in a way, restoring a car is not unsimilar to doing research. You’re looking for solutions to challenges that allow you to make it run better and drive more smoothly. Only it’s quite a bit more greasy,” laughs Tim.

Timothy’s unique blend of academic depth and hands-on corporate experience, together with an innovative approach to qualitative methodologies, helps to further extend boobook's capabilities to deliver exceptional strategic insights. His commitment to understanding our client's challenges and creating lasting solutions perfectly fits into the boobook mindset.  

‍

Rising material and labour costs, decreasing purchasing power, a competitive market and high promotional pressure: no wonder many companies struggle with price setting in today's economy. There is unfortunately no ready-made formula to follow. Understanding your brand, product, market and customers is essential to get your pricing right. Building a pricing strategy without these insights is like building a house on quicksand. An insight-driven method such as value-based pricing is not the easiest to implement, but it is rewarding in the long run. It allows you to maximise your price potential, especially if combined with increased brand equity as this will result in lower price elasticity.

The importance of a strategic approach

How loyal are your customers? Do you understand how competitors set their prices? What is the price elasticity of your brand compared to competitors? How resistant are they to inflation? Do you know what your customers value the most: your brand, product quality or package design? 

If you rely solely on gut feelings to answer these questions your current pricing strategy might be suboptimal. Whether you choose cost-plus, competitive-based or value-based pricing, you always need a certain amount of data and insights to set the right price. Unlike the other methods, value-based pricing requires a deep understanding of your customers and consumers in general, viewing price as an expression of the value you offer. It is the only approach that allows you to maximise your price potential while building brand equity, because once you know what consumers and customers value and what drives their choice, you can deliver an offer tailored to their needs. This often results in a higher willingness to pay.

5 steps to value-based-pricing

Working with our clients, we have seen time and time again that there are five important steps to implement this approach successfully. The overall company strategy should always be your starting point (1), ensure the price is in line with the brand, product and consumer (2), listen closely to consumers and customers (3), create a win-win for all channel partners (4) and analyse whether your market research data is in line with pre-existing knowledge (5).

1. Start from the overall company goal

Although it might seem obvious, it is not always clear why a company wants to adjust their prices. Do you want to focus on volume, revenue, profit or even increasing customer satisfaction? If your goal is increasing volume, you will probably lower your prices, whereas optimising profit might mean higher prices. The KPI you decide to focus on determines your optimal price, as optimising all is rarely possible.

2. Look beyond price and business KPIs

Regardless of the KPI you prioritise, price isn’t a standalone feature. It should always be aligned with your brand, product or service and target consumer or customer. 

• Whether consumers think of your brand as trusted, premium or trendy will impact the price they are willing to pay. 
• Do you understand why people choose your product? Is it the brand or packaging design? The colour or product quality? This influences the price you can ask.
• And what about your consumers and customers? How price sensitive are they, and are they all equally sensitive or are some segments willing to pay more because they truly love your products or brands?

3. Listen to the customer

You will need data to identify the customers’ willingness to pay and your brand’s price elasticity. It will also allow you to understand how customers value your products. A combination of methods will help you achieve this. Transactional data capturing customers’ past behaviour enables you to predict the impact of past price changes on sales. Qualitative research gives more insights into the value drivers and willingness to pay, especially for customers who are hard to reach. Various quantitative methods (such as Van Westendorp, Gabor Granger or conjoint analysis) will help you predict future behaviour for pricing scenarios that have not yet been seen in the market.

4. Create a win-win for all channel partners

No matter how solid your price strategy is, it will fail if you don’t get your partners to agree and adapt their prices accordingly. Share your knowledge with them, educate them on consumer insights and possibly split some gains to get them on board and build long-term relationships.

5. Build your final price setting on four inputs

Lastly, avoid solely relying on market research for your new pricing strategy. Make sure it is aligned with the company strategy and take internal knowledge, expertise and existing data into the equation. Talk to as many stakeholders as possible and capture their insights, especially if your business has been around for quite some time and already navigated many challenges. Build on the experience you already have.  

‍

Keen to know more about value-based pricing and how to optimise your price potential? Get in touch!