Brand Perception Study – Sept 2006

A study was conducted in Aug- Sept 2006 to understand triggers and barriers for the prescription of an Rx brand of medication. The study helped to arrive at product format preferences and key reasons for preference, with the intent of exploring likely brand extension opportunities.

A one on one in-depth interview was conducted among doctors who regularly used the product format as well as among non prescribers of the format under consideration.

The interviews revealed reasons for preference and rejection of a particular format over others, providing a direction on likely format extensions. The study provided insights into newer indications, and the consequent new target audiences, resulting in a tremendous value in the area of branding.

Cough U & A Study – April 2004

A study was conducted to understand the usage and attitudes towards cough and its management. Perceptions of cough and management being the key focus, the study also covered the information areas like insights into purchase behavior, trends in cough management, and impact of cough on lifestyle of patients and mothers of young children.

One on one interviews with patients and mothers with varying degrees of cough revealed insightful information on cough management and helped the brand team to use the appropriate positioning platform for the cough syrups brands.

Understanding Doctor – Patient Relationship Sept 2004

The key objective of this study was to understand mother’s expectations from the GP/ Pediatrician, possible lacunae between expectations and delivery gaps, and possible opportunity areas for a healthcare company to render meaningful services to the medical fraternity. The secondary objective was to evaluate concept for a new product format and assess the readiness of the market for the same.

The methodology adopted was one on one expert interview with doctors in their chambers. Ethnography was used to observe the waiting area in the clinics along with doctor-patient interaction in the doctor’s chamber.

The study was conducted across three centers, zone wise to get a wider perspective on the doctor- patient relationship.

The need state of the customer and the value expectation were also recommended to the team. Further, the study helped in the branding & launch of new product format.

Brand Dipstick Study June 2005

A dipstick study was undertaken post launch of the new format to see the performance of the brand and understand triggers and barriers to prescription.

The research was conducted among doctors in markets where the new brand format was launched.

The research revealed amazing facts, insights and the recommendations which included the clarity on triggers and barriers for prescription. The TG for promotion of the new format needed to be re-looked at, which was a valuable input into positioning of the brand with the new format.

Brand Triggers & Barriers

A study was conducted in Aug- Sept 2006 to understand triggers and barriers for prescription. Our study also focused on product format preferences why doctors preferred these formats.

We used the methodology of conducting in depth one on one doctor interviews among two doctors segment classified on the basis of usership of the product format.

The interviews revealed reasons for preference and rejection of a particular format over the brands.

Findings on newer indications and identification of specific target for positioning were specific answers that research provided to the marketing team.

Understanding the phenomenon of Codeine Addiction

A study was conducted in April – May 2006 to get insights into codeine addiction in the context overall substance abuse. The study was conducted in conjunction with a pharmaceutical client and an NGO working extensively in the area of detoxification and rehabilitation of narcotics abusers. The study was conducted amongst current and past addicts of codeine in the North East. The objective of the research was to understand the extent of codeine addiction, brand loyalty in codeine, the mindset of the addict, the impact of addiction on life & well-being and suggestions to tackle the psycho-social problem.

A one to one contact with addicts revealed dysfunctional families to be the
core cause of all addictions. Other factors leveraging addiction include failure and low self esteem, peer pressure, exposure to substances at an early age (use of substances being a part of social norms).However, severe toll on health evokes a desire for rehabilitation and re-adjustment in society.

1992 - 1996
1997 - 2001
2001 - 2007
2013 - 2019


Deepa starts working at Hindustan Unilever Ltd., and after working there for a few years decides to take a career break to take care of her son. The family plans to move to Jamaica, and she wishes to resume working. There are not a lot of opportunities post a career break for her, and this makes her realise the plight of women all across the world who are trying to resume working after taking a break. The seed for Lumière is planted. Deepa joins J.A. Young Research Ltd. to get back to her roots, and ultimately decides to start her own firm under her CA's advise.



Start of Lumière Consultancy in Jamaica



The family is aching to return to India, and post the birth of her second child, Deepa gets an offer from HUL to rejoin them. She has an itch to make it on her own, and so declines. This results in a different type of engagement between the two, and Lumière engages exclusively with HUL by expanding their scope. Deepa builds a stronghold in consumer behavior, and Lumière develops into an entity of its own. Inception of 'Consumer Centricity', which is their future key to strength, begins. With an expansion in their work, they need more resources and a group of like-minded talented professional women to join the team. Lumière gives them solace, a place to grow, rebuild their careers, and achieve goals beyond their expectations. They begin with mentoring initiatives, with an urge to inspire young individuals. People approach them through word-of-mouth, references, and to create opportunities beyong market research, Lumière becomes a Pvt. Ltd. company.



An opportunity arises to be a part of something big, to analyse the growth mindset and the creation of a best practice document for sequential recycling. Lumière makes an impact across categories and branches into Product Testing and Category Creation.



Lumière touches ₹ 1 crore. Their brochure is presented at MRSI. The company turns 10, and Milind joins the team as an observer. This becomes the phase of Lumière's upheavel: from scaling up, digitization and automation of processes, to plugging in leakages across departments and accounts. Their billings reach ₹ 3 crores.



Rashmi Bansal dedicates a chapter of her book 'Follow Every Rainbow' to Deepa and Lumière. The company enters adulthood, and they facilitate change management for Lumière. The introduction of the Gallup Strengths to the portfolio is a game changer. A revamp of the technological infrastructure ensues, giving way to an articulation of Lumière 3.0.