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Expertise in more than _!!32 countries.!!_

Local
International

Case _!!studies!!_

Horeca

Business Development


Challenge

Growing the industry; developing the “eating out” culture.

Solution

The question we asked ourselves was; how do we get Armenians away from their kitchens and into the restaurants? How can we create a sustainable and recurring experience that will drive HoReCa sales?

First we looked at Armenian eating out behaviors and identified a couple sustainable experiences that occur every year within the market. There is fall and winter for “xash” - Xash Season. There is summer for tourists - Tourist Season. The industry had a huge gap during spring, which is where we found our opportunity.

Spring is considered the best season to eat lamb. It is the season where sheep graze in the open fields, as the fields are filled with lush green grass. Lamb meat in the Spring time is the healthiest and juiciest meat you can find throughout the year.

Thus the “GaRun” Festival was born.

Conclusion

As a result, the festival is now being held every year from March 1 to June 1, during this time the restaurants offer exclusive meals with lamb. During the first year 5 restaurants joined the festival, second year it was already 20+ restaurants. “GaRun” festival turned into an industry wide event and will only grow year upon year.

Alcoholic beverage

Business Development


Challenge

Market mapping & finding the blue ocean strategy

Solution

Metrica Group, together with its partners, conducted consumer behavior research, specifically discovering the beer, wine, vodka and other alcoholic beverage drinking culture in Armenia. We dug deep to find out what people drink, where they drink it, with whom, etc.

For example vodka is a more everyday type of drink (with lunch or dinner), whereas wine is more of an occasion (going out to drink wine with friends).

Based on the data gained from research, we came across compelling insights in the market. We discovered that all the big players of the mainstream alcoholic beverage market and their products are reaching the end of their lifecycle, which shows that there is a huge gap in the youth market (millennials). Millennials have been undervalued by the alcoholic beverage market and we intend to capitalize on that mistake.

Conclusion

A clear and concise go-to-market strategy for an alcoholic beverage that will grow market share and volume year on year as the millennials start to mature as a group. The strategy included specific opinion leader groups within the millennials, as well as key messaging components customized to those groups.

Gaming

Marketing & Communications


Challenge

In an already highly competitive industry increasing market share by using behavioral tools.

Solution

Gaming is an industry of hunt and farm. You hunt for new players (acquisition) after which you farm them (retention) to cross sell and up sell your portfolio. It is also unique in the sense that although the global market is growing at an exponential rate the government restrictions are usually quick to follow.

Taking into account the above mentioned trends we had to move quickly into the details of playing behaviors and human behaviors to be able to beat the competition. The first thing that had to be done was map the Armenian population and break them down into behavioral profiles; what you do and why you do it? Field research was conducted by our partner firm Breavis and the analytical and algorithmic work was done by Metrica Group’s own analysis team.

Conclusion

Product Passports - each product in the portfolio ended up with a strategy (hunt or farm), a behavioral target group and a set of key messages that should be communicated to win over the players and grow market share.

Entertainment

Business Reengineering


Challenge

The company had become inert and lethargic; making the same revenue but the operational expense had grown over time.

Solution

Data is a vast and growing asset that most businesses are challenged to transform into a powerful strategic tool. We helped our partner transform the way the company used the data.

First, we collected data about direct and fixed costs and designed a reporting system, which contains the data required for fast and accurate business decision-making. Later we conducted a general analysis of the services and interviewed managers to determine where they are and identify what’s important, which helped us in the setting of the KPIs aligned with the critical success factors. The final stage was the design of a financial dashboard as an effective system for monitoring.

Conclusion

The company was able to clearly see where it was leaking money; who and which processes needed to change to generate greater efficiency without harming the revenue line. The company was also able to better understand the data flow of the company and generate data driven actionable intelligence.