The document discusses the goals and strategies of KnowHow Innova, a market research company in Brazil, for 2013. Key goals include expanding the team while preserving company culture, responding to client feedback, developing strategic alliances, diversifying services, and implementing a collective reward system. Strategies to achieve the goals include investments, specifying quantitative targets, strategic partnerships, and matricial team roles. The company aims to increase revenue from new and traditional clients while prospecting new business through targeted outreach.

2. CURRENT SCENARIO:PROMISSING, IN A VERY COMPETITIVE ENVIRONMENT

3. Current Brazilian scenario:
• Optimism, despite the modest increase of the GNP;
• Inflation stability, interest rates under control;
• More jobs, greater consuming power, larger base of consumers;
• Arrival of new multinational initiatives: new plants in Brazil;
• Services: the sector with the most proeminent growth in income and employees.
However ...
• Research market is concentrated (the top 5 market research companies
concentrate 60% of the income of this particular sector1);
• Number of small businessess grow while fusions build new big enterprises –
fragmented competition;
• Different companies conformations enables a fierce competition for prices
(dumping persists, but is decreasing);
• Customer loyalty is shaken: they buy based on prices, international alignments,
network of indication.
(1) Projection based on ABEP 2008.

4. DIVERSITY OF CUSTOMERSIN THE COMPOSITION OF 2012 INCOME = LOWER VULNERABILITY

5. 6.7 2.2
29.4
2.3
0.2
1.6
0.9
3.7
0.4
0.21.7
2.2
19.9
1.1
11.0
0.4
15.3
Mahindra
Sandra Duran
Morpace
Renault
Cinemagia
PST
Honda
7th sense
Mahle Forjas
Banco PSA
Adage
Burke
Hyundai
Porto Seguro
Ford
Elis
Hatci
Faturamento 2012: R$ 2.566.473 / 16 clientes
In %
Head count 2012: 12 pessoas no time
Opportunity: recurrent clients.

6. CLIENTS 2011

7. R$ 0
R$ 200,000
R$ 400,000
R$ 600,000
R$ 800,000
R$ 1,000,000
R$ 1,200,000
R$ 1,400,000
R$ 1,600,000
2011 - by Client
49%
77% 83%
90% 96% 100%

8. CLIENTS 2012

9. R$ 0
R$ 100,000
R$ 200,000
R$ 300,000
R$ 400,000
R$ 500,000
R$ 600,000
R$ 700,000
R$ 800,000
2012 - by Client
31%
52%
69%
82%
86% 91% 95% 100%

10. GROWTH FOR THE 2013 - 2017QUADRENNIUM VS PROJECTIONS OF GROWTH IN BRAZILIAN ECONOMY

11. (Source: Banco Mundial)
2013 2014 2015 2016 2017
+4,5
%
+6,0
%
+6,5
%
+6,4
%
+6,4
%
PROJECTION GNP - BRAZIL
2013 2014 2015 2016 2017
R$ 3.285
5 y BP
+ 28%
+20.8%
Total Gross
Net Profit
+ 12%
+21.2%
+ 12%
+21.7%
+ 12%
+22.1%
+ 12%
+22.5%
R$ 3.680 R$ 4.121 R$ 4.616 R$ 5.169

12. GROWTH PERSPECTIVE FOR 2013

13. INCOME GOALS FOR 2013
Q1 Q2 Q3 Q4
$567
$532
$726
$307
$690
$303
$897
$1.388
$1.167
2012 Y
2013 forecast
2013 YTD
$393
Q2 - April
Values in thousand R$

14. BUT HOW WILL KNOWHOW INNOVA
ACHIEVE THOSE GOALS?

15. Our way of doing business is based on our core values:
- Focus on the client’s needs and expectations
- Tailor made projects for each client
- Flawless delivery at every step
- Flexibility and orientation that differs from the business perspectives
of big companies
- Immediate and positive response to feedback
- innovative
- Reasonable prices

16. FOCUS ON THE CLIENT
IMMEDIATE RESPONSE TO FEEDBACK

17. Positive and constructive feedback quotes from our clients:
“We enjoyed the presentation very much, and were impressed by the results
presented in video”.
“Congratulations for overcoming nattily the unexpected situations during the
event, and for ensuring its success... There is oportunity for improvement in SWOT
analisys... ”.
“After our second meeting and going through the questionnaire, the whole project
was considerably improved in accordance to our comments”.
“The staff was regardful as usual, thank you for granting me the opportunity to provide
feedback, in the certainty that my comments shall be taken into consideration”.
“We would like to conduct on line pannel surveys with KHI as well... You could diversy
products offered, with the same involvement...”
“Contracting experts in the field for analysis and moderation improves overall
output...”

18. WHO CARRIES THE KNOWHOW
INNOVA DNA?

19. Our key to success is in the commitment, engagement and multidisciplinary
nature of our team.
Valuing people
Caring for details
Immediate response to feedback
General engagement in every activity
Excellence at every step of the process
Collective Commitment
We endorse our identity inside and out.

20. KNOWHOW INNOVA TEAM

21. CEO
ADDA
NEW
BUSSINES
FABIO
LIS (RJ)
PROJECTS
VICTOR AUGUSTO PAULO
JÉSSICA LUCIANA VIVIAM
FIELDWORK
GABRIEL
MANAGEME
NT/FINANCE
FRANCIELE
IT
NICOLAS
DELIANA
MKT &
PLANNING
ANA MARIA
CAIRES
FINANCE &
AUDITING
CELSO
OLIVEIRA
LPM
ADVANCED
ZARABATANA
DIGITAL
NB
CONSULTING
NEXUS
Consulting Partners New Partners

22. KEY GOALS FOR 2013

23. 1. Enlarge the team and grant them better qualifications so we can deal with the
expected growth without undermining our specificity and expertise –
preservation of the KNOWHOW INNOVA DNAand valuing people
2. Assimilate the necessary improvements pointed out by our clients, endorsing our
internal culture of immediate and positive response to feedback – constant and
continuous uplifting.
3. Consolidation and development of strategic alliances (in progress);
• Brazil
• Latin America
4. One Stop Shop
Increase the range of provided services
Diversify our points of excellence
5. Review our prices and profitability policies and the accounting and financial
area – auditorship for the biennial 2011-2012

24. HOW TO ACHIEVE THOSE GOALS

25. 1. Investments:
2013 and forth
• Office in R. Janeiro (since December 2012).
• New website / blog (in progress).
• Repositioning our brand (in progress).
• New material for sales and promotion (new stationery, personalized
exhibit).
• Press relations support for the release of news regarding partnerships
and in the launching of our new website.
• Sales strategy targeted based on the sector and size of each
company, developing productive sectors such as
retail, financial, pharmaceutics, B2B and personal care.

26. 2. Specifying quantitative targets
Prospecting sales – Aggressive scenario
• Mix of projects strategy / focus on profitability:
• 60% target in Qualitative: Clinics, Groups, Ethnographics.
• 40% target in Quantitative: online, clinical and telephonic research.
• Projection of 70% of recurrent buying in our actual clients base;
• Prospecting shall grant the other 30% of income:
• At least 2 new visits to new clients per month visitas seletivas.
• Goal: at least one approval from the potential clients visited in each
quarter (new or current clients).
• Expected conversion rate (new and current clients): 25% (1 in every 4
proposals is approved).
• Monthly meetings to reevaluate profitability, quarterly and annual
targets.

27. 3. Strategic Targets
Constant and continuous improvement
• Improvement: conduction of a satisfaction evaluation at the end of
each project, which is shared with the team for the identification of
opportunities for improvement and lessons learned.
• Strategic Alliances (in progress);
• National and international.
• Latin America: networking and personal contacts. Potential partners:
Colombia, Venezuela, Ecuador, Panama, Central America.
• Team development
• Specific trainings for the management and operations team;
• New hirings
 Preserving our DNA with a larger number of projects
 At least 2 cognizant professionals in each vital area
 Improvement of the areas identified by our clients as the ones
that need some more attention, i.e. analysis, statistics

28. 3. Strategic Targets
Constant and continuous improvement
• One Stop Shop
• New research techniques via digital media.
• Growth in the participation of studies in social networks.
• Pannels (Brazil, LA)
• Quarterly Meeting to reevaluate targets, share and align new ideas.
• Criate, innovate – go beyond traditional market research
(techniques, presentation of results, production values...)

29. 4. Groundbreaking reward model that promotes the team spirit
• Premise:
• Setting collective goals to enable the consolidation of our
position, the general involvement in various tasks and to estimulate
creativity to do best.
• Value our staff by granting them opportunities for professional
growth and for the development of various expertises
• Model of collective earnings:
• Targets are presented to the team and strategies to meet them are
clearly shown.
• At the end of every quarter, results are presented for the
identification of tuning needs.
• At the end of the period, a salary or profit share is granted as a
bonus.

30. 5. Team work model – innovative scenario
• Premise:
• Level of trim and maturity of the team allows its members to play
diverse and flexible roles depending on the project, maximizing the
proper use of their individual skills and the perfect fit for each one’s
profile.
• Model of matricial work:
• Project by project, the roles of the team’s members are defined in
order to prioritize the specific needs of the job and the availability of
resources.
• Thus, in a job, the leader might be for instance a Project director
assisted by a manager, and contrariwise in a different job.
• As necessidades do job determinam o desenho da equipe.

31. TRADITIONAL CLIENTS

32. Morpace
Ford
PSA
HATCHI
Renault
Adage
- L’Óreal
Honda Motorcycles
Mahindra
Mahle
Porto Seguro
KnowHow Innova Argentina
Income from Traditional Clients 2012Y
R$ 1.355.677,00
61% / total income
Income from Tradicional Clients 2013 (YTD)
R$ 1.098.612
69% / total income

33. NEW CLIENTS

34. LB Qualitative Research (França)
Hyundai Brasil
Elis (França)
Ideas + Visions (Reino Unido)
- Unilever
Hispanic Marketing Insights (EUA)
- Harmonic / J&J
- John Deere
- Universal Studios Resorts
7th Sense (EUA)
Fototica
Burke
Income from New Clients 2012 Y
R$ 862.103,00
39% / total income
Income from New Clients 2013 (YTD)
R$ 503.325,00
31% / total income
Target 45%

35. PROSPECTS

36. Fototica
RedBull
Bradesco
Brookfield
DHL
Editora Planeta
Leo Burnet
Havas
Sky
Turismo
Nascimento
Usina São João
2012
Sep / Oct
Abbott
Alfa Laval
Anglo
(Education)
AON
British Council
Cielo
Coca Cola
Divino Fogão
Ericsson
ESPN
Transatlântico
L´Óreal
Media
Interactive
Melitta
Nestlé
Pão de Açúcar
Santander
WalMart
Yamamura
Carrefour
Disney
Scania
Specialittá
Volkswagen
Trucks
2013
Jan / Mar
Eurofarma
Makro
Unilever (Ice
Cream)
Volkswagen Auto
General Mills
HSBC
Itaú
Quaker
RBS
Telefonica
Yahoo!
Yamaha
2013
Apr