Case Study—Pilot Spotlight
Brand Engagement & Customer Experience
Konstantinos Karmis, Founder & Executive Director·
A focused pilot connecting stakeholder priorities, consumer interactions and the preparation needed to turn insight into coordinated action.
The Context
A global FMCG client needed to align internal stakeholders around a shared understanding of how their brand was being experienced by consumers — and to identify where the gaps between brand intent and customer reality were largest. The engagement began as a structured pilot, not a full programme rollout.
The Challenge
The challenge was not awareness or reach. It was alignment. Different parts of the organisation held different views of the customer journey, the brand's role in it, and the priorities that should drive the next phase. Before any activation could be meaningful, those views needed to converge.
Alignment Before Activation
IN THE BRAND structured the initial alignment and diagnostic preparation, connecting business priorities with the customer journey, communication and operational ownership. The role was not to replace the client's teams or its delivery partners. It was to create a shared basis for decisions and a disciplined path from evidence to approved action.
Stakeholder Alignment
Bringing internal perspectives into a shared view of brand priorities, customer experience and the gaps between them.
Outbound Journey Mapping
Tracing how the brand reached consumers across channels and identifying where the experience was inconsistent or incomplete.
Messaging & Value Proposition
Reviewing how the brand communicated its value and where the messaging needed to be sharpened or aligned.
Measurement Readiness
Establishing the indicators and baseline data needed to evaluate future engagement activity with clarity.
"Before you can move an audience, you need to know where you are standing."
A Foundation for What Comes Next
The pilot created a shared diagnostic foundation — a clear picture of where the brand stood, where the gaps were, and what needed to happen before broader activation could be effective. The outputs were structured for handover: ready to inform the next phase of planning and delivery, whether led by ITB or the client's own teams.
Services Delivered
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