Complexities Hindering Global Recognition for Indian Research Firms

Abstract

India's research sector is known for its accuracy, cost-efficiency, and capacity to meet complex market needs. Nevertheless, despite its strong capabilities, the sector is mostly unrecognized on the global stage. This is due to an emphasis on operational execution and quality delivery, often at the cost of strategic branding and marketing. This report explores the detailed reasons behind this lack of recognition, highlighting industry-specific nuances that have been ignored. It also investigates the conflict between prioritizing quality and overlooking branding, while suggesting practical strategies to close this gap.

The Predominance of Execution Over Branding

The Indian market research industry displays a distinct emphasis on operational execution, deeply embedded in its cultural and business ethos, which prioritizes tangible outcomes over intangible efforts such as branding and marketing. This results in an implicit assumption that exceptional project delivery will automatically translate into global recognition. Unfortunately, this assumption often proves detrimental, as firms focus heavily on perfecting execution while relegating branding to the periphery. Marketing initiatives, critical to establishing a unique identity, are frequently underfunded and inadequately staffed, leaving Indian research firms at a disadvantage in the global market. Consequently, these firms often find themselves relegated to the role of backend players for multinational corporations, their invaluable contributions absorbed and overshadowed by the dominant global brands they support.

This operational bias can be traced to India’s outsourcing heritage, where firms prioritized providing cost-effective, reliable services to global clients over building an independent identity. For example, Kantar IMRB, one of India’s pioneering market research companies, has built a robust reputation for delivering insightful and reliable data to international businesses. However, despite its competence, Kantar IMRB has struggled to position itself as a standalone thought leader in the global arena. This challenge is exacerbated by the lack of proprietary methodologies or tools, which are essential for establishing differentiation in a competitive industry.

Unlike global leaders such as Nielsen or Ipsos, which invest significantly in intellectual property and innovative research technologies, many Indian firms rely on standardized tools, limiting their ability to carve out a distinctive niche. Additionally, the absence of proprietary frameworks, algorithms, or advanced analytics platforms further weakens the perceived value of Indian research firms. This reliance on non-differentiated methodologies inhibits the development of a strong brand identity. Global competitors, such as Nielsen, frequently launch innovative research models, such as Nielsen’s Consumer Neuroscience, which integrates neuroscience tools to delve deeper into consumer behavior, offering clients cutting-edge insights. In contrast, Indian firms remain operationally adept but fail to bring such disruptive innovations to the market, restricting their ability to lead industry thought and innovation.

This disparity between execution and branding is exacerbated by how resources are allocated. Most financial and human resources are heavily focused on immediate project outcomes, while long-term brand-building efforts are largely neglected. For example, companies such as Cross-Tab Marketing, which specialize in analytics and research outsourcing, excel in meeting operational goals but face challenges in establishing their brand on a global scale. This failure to showcase their intellectual capital sustains their image as simple service providers instead of industry leaders. To bridge the gap between execution and branding, Indian research firms must adopt a dual-focus strategy. They need to channel investments into proprietary tool development, much like Ipsos did with its behavioral economics frameworks, which set the company apart as a leader in consumer research. Simultaneously, these firms should prioritize marketing and public relations efforts to amplify their intellectual contributions and establish a more prominent global presence. Without such a paradigm shift, the industry's vast potential risks being underutilized, confining Indian research firms to supporting roles rather than leadership positions in the global market research landscape.

Challenges in Achieving Global Visibility

Indian research firms face a dual challenge of structural and perceptual barriers that hinder their efforts to gain global recognition. A predominant issue lies in the perception of these companies as cost-effective service providers rather than as strategic partners capable of delivering high-value insights. While affordability serves as a competitive advantage, it inadvertently perpetuates the stereotype that Indian firms lack the sophistication and depth required for producing strategic, high-quality research outputs. This perception undermines their credibility in markets where intellectual capital and thought leadership are valued. One significant factor contributing to this challenge is the minimal participation of Indian firms in thought leadership activities. Unlike global competitors such as Gartner or Forrester, which regularly publish authoritative white papers, present at leading international conferences, and contribute to top-tier academic journals, Indian firms have largely remained absent from such platforms. This disengagement not only limits their visibility but also deprives them of opportunities to showcase their expertise and establish themselves as industry leaders. For example, while companies like Nielsen or Ipsos are widely recognized for their groundbreaking contributions to research methodologies and market insights, Indian firms often struggle to make similar inroads due to their limited focus on intellectual contributions. The situation is further compounded by insufficient branding initiatives. Indian research firms rarely invest in campaigns or strategies that could enhance their global reputation. Branding remains an ancillary function, overshadowed by the operational demands of delivering research services. As a result, these firms fail to differentiate themselves in an increasingly competitive global market, where visibility and unique value propositions are critical for success.

Additionally, the Indian research industry's fragmented nature poses a significant structural challenge. This sector is primarily composed of small and medium enterprises (SMEs) that focus on survival rather than collaborating to enhance their collective international standing. For instance, companies like Cross-Tab and Majestic MRSS have honed specialized skills but have not engaged in collective branding or formed alliances that could strengthen the industry's global presence. In contrast, multinational firms often pool resources to create consortiums or partnerships that extend their market reach and intellectual influence. To address these challenges, Indian research firms need to adopt a comprehensive strategy. First, they should engage in thought leadership by publishing in internationally recognized journals, attending prestigious conferences, and developing proprietary methodologies. Companies such as Ipsos have distinguished themselves through initiatives like their Behavioral Science Center, establishing themselves as leaders in understanding human behavior. Indian firms could emulate such models to build credibility. Second, substantial investment in branding and marketing campaigns is essential to alter global perceptions. Highlighting success stories and promoting unique capabilities can help shift the narrative from cost-effectiveness to strategic competence. Lastly, fostering collaboration within the industry to form alliances or industry associations can create a unified voice that enhances the global visibility of Indian research firms. Without these coordinated efforts, the industry risks remaining on the periphery of the global market research landscape, unable to fully leverage its vast potential.

fig 1.1 Percentage of participation in Global Conferences

Industry-Specific Insights

Indian research firms encounter a range of nuanced, industry-specific challenges that hinder their path to global prominence. These obstacles are deeply rooted in industry practices and operational mindsets, not just external. A major barrier is the prevalent view of branding as an unnecessary expense rather than a strategic investment for future growth. This conservative risk-taking approach shows a preference for addressing immediate operational needs over developing a long-term strategic vision. Consequently, many firms prioritize optimizing current service delivery while overlooking the crucial role of branding in establishing global credibility and recognition. Scalability is another urgent issue for the industry. Indian research firms often lack the financial resources, technological infrastructure, and skilled workforce needed to expand globally while maintaining consistent service quality. For example, firms like Nielsen and Ipsos have successfully scaled globally through significant investments in advanced analytics platforms and regional expertise, but Indian companies often struggle to replicate these models. This scalability limitation restricts their ability to compete effectively in a marketplace where size and operational reach are key success factors.

Additionally, data privacy and compliance concerns pose a significant hurdle, especially when dealing with international clients. Despite their technical expertise, Indian firms often face skepticism about their ability to handle sensitive data according to stringent global regulatory standards, such as the General Data Protection Regulation (GDPR) in Europe or the California Consumer Privacy Act (CCPA) in the United States. This skepticism undermines trust, particularly in sectors like healthcare, finance, and technology, where data sensitivity is crucial. For instance, while global leaders like Gartner and Forrester have established reputations as trusted data custodians through robust compliance frameworks, Indian firms are often perceived as lacking similar rigor in this area. These challenges are exacerbated by the lack of a unified industry approach to addressing them. Unlike multinational firms that often collaborate through associations to standardize practices and advocate for industry interests, Indian research companies operate independently. This fragmented structure hinders the development of collective strategies to tackle shared challenges such as compliance, branding, and scalability.

To overcome these barriers, Indian research firms must adopt a more forward-thinking approach. Branding should be redefined as a core strategic function, essential for building long-term credibility. Firms can take inspiration from global players like Ipsos, which has effectively used branding to showcase its expertise in behavioral science and analytics. Simultaneously, substantial investments in scalable technologies and training programs are crucial to enhance operational efficiency and consistency on an international scale. Moreover, data privacy and compliance should be treated as strategic priorities rather than operational afterthoughts. Developing and publicizing rigorous data handling protocols can help alleviate client concerns and establish trust. Collaborating with global certification bodies to achieve recognized compliance standards can further strengthen credibility. By addressing these internal and external challenges through strategic foresight, robust branding, and operational excellence, Indian research firms can reposition themselves as formidable players in the global market research industry. Without such initiatives, however, their growth will remain constrained by both perception and practice.

The Dominance of Quality Over Branding

Indian research companies have long operated under the assumption that delivering exceptional service quality is the ultimate key to success. This belief, while admirable, reflects a narrow understanding of how reputation and market perception are cultivated in global markets. The industry’s focus on quality stems from an ingrained cultural ethos that values practical outcomes over self-promotion. As a result, firms allocate their resources overwhelmingly toward ensuring operational excellence while relegating branding and marketing to secondary roles. While this has earned these firms the trust and loyalty of clients, it has not translated into global recognition or thought leadership. This dynamic is particularly visible in the outsourcing model prevalent among many Indian firms. Companies like Cross-Tab Marketing deliver high-quality analytics and actionable insights to multinational clients, yet their role remains largely invisible in the broader marketplace. These firms often operate as “white-label” service providers, with their contributions rebranded under the client’s name. This model, while profitable in the short term, severely limits the firms’ ability to build their own global identity or showcase their intellectual capital. Moreover, the focus on quality as a standalone attribute reflects a deeper cultural reluctance to engage in self-promotion. Unlike their global counterparts, which actively invest in strategic branding frameworks and public relations efforts, Indian research firms often downplay their achievements. Companies like Frost & Sullivan India provide an illustrative example. While the firm has built a respectable presence in the region, it has not established the level of global thought leadership seen in competitors like McKinsey & Company or Gartner. These global players regularly publish white papers, develop proprietary methodologies, and participate in industry conferences, reinforcing their status as leaders in innovation and insight. A critical issue underlying this challenge is the lack of a dedicated focus on brand equity management. Brand equity, defined as the perceived value a brand brings to its clients, is a fundamental driver of success in competitive markets. Global leaders like Nielsen and Ipsos have mastered the art of leveraging their brand equity by creating a distinctive presence through innovation and thought leadership. Ipsos, for instance, has developed proprietary tools such as the Ipsos Digital platform, enabling real-time consumer insights that differentiate it from competitors. Indian firms, on the other hand, often rely on standardized tools, failing to create unique value propositions that resonate in global markets. Additionally, the absence of integrated marketing efforts exacerbates the issue. While branding is often viewed as an ancillary cost, it is, in reality, a strategic investment in future growth. The lack of emphasis on integrated marketing communications (IMC)—a comprehensive approach that aligns advertising, public relations, and digital marketing—has left Indian research firms without a cohesive strategy to shape perceptions and build visibility. By neglecting these elements, Indian firms limit their ability to transition from being perceived as operational executors to global thought leaders. To break free from this quality-over-branding paradigm, Indian research companies need to recalibrate their priorities. Investing in proprietary tools, as seen with Ipsos’ Behavioral Science Center, can provide differentiation and establish thought leadership. Additionally, a strong focus on branding initiatives—through content marketing, conference participation, and academic contributions—can elevate their presence in the global market. Without these shifts, the industry risks remaining a silent player, with its exceptional quality overshadowed by its global competitors’ superior branding.

fig 1.2 Investment of Branding and Marketing in $m

Examples and Missed Opportunities

Indian research firms have historically encountered numerous missed opportunities that have hindered their ability to achieve global recognition, primarily due to an excessive focus on operational delivery and a neglect of strategic branding and innovation. A prime example is Tata Consultancy Services (TCS). While TCS is a globally renowned leader in IT services, its research division has not achieved comparable visibility or recognition. The company’s significant contributions to research and data-driven solutions often remain overshadowed by its IT and consulting services. This is largely because TCS has not prioritized creating a distinct identity for its research capabilities, relying instead on its broader corporate reputation. This lack of strategic promotion has meant that TCS is rarely perceived as a thought leader in the global research domain, despite its significant potential. Similarly, Frost & Sullivan India, which has built a strong regional presence, has not been able to elevate itself to the level of global influence enjoyed by its Western counterparts. Frost & Sullivan’s regional achievements in providing market insights and analytics are commendable; however, the absence of proprietary methodologies, white papers, and consistent participation in global conferences has left the company struggling to establish a distinctive thought leadership position. This highlights the persistent issue of Indian firms underinvesting in branding efforts that could amplify their expertise and contributions on a global scale.

The Indian pharmaceutical sector offers another example of missed opportunities. Renowned globally for their proficiency in generics and biosimilars, companies like Biocon and Dr. Reddy’s Laboratories often find their pioneering research and development, especially in clinical trials and new treatments, inadequately publicized. Rather than being acknowledged as leaders in pharmaceutical research, these firms are mainly viewed as economical producers of existing formulations. This shortcoming in promoting their research achievements limits their potential to gain a larger share of recognition in innovation. Kantar IMRB, one of the oldest market research firms in India, further demonstrates the challenges faced by Indian research companies. Known for delivering reliable and actionable insights to multinational corporations, Kantar IMRB has struggled to create a proprietary identity. Unlike global leaders such as Nielsen, which frequently launch innovative tools like Consumer Neuroscience to differentiate themselves, Kantar IMRB relies heavily on standardized tools and methods. This lack of differentiation not only limits its ability to stand out in a competitive industry but also constrains its capacity to position itself as a leader in market research innovation.

Cross-Tab Marketing, another notable Indian firm specializing in analytics and research outsourcing, exemplifies the broader industry struggle with branding. While it excels in fulfilling operational goals for multinational clients, its role is often confined to backend execution, which reinforces its perception as a service provider rather than a strategic thought partner. This backend-oriented model is profitable in the short term but inhibits the firm’s ability to showcase intellectual leadership and claim a more prominent position in the global market research landscape. Even smaller, specialized firms like Majestic MRSS face similar challenges. Despite their expertise in specific areas of market research, such as healthcare and technology, their limited scale and lack of participation in global industry forums leave them struggling to gain international prominence. Unlike multinational research firms that collaborate to pool resources and create a unified presence, Indian firms often operate in isolation. This fragmentation weakens their collective bargaining power and limits their visibility in competitive markets. These examples underscore the root causes of missed opportunities for Indian research firms. First, there is a consistent lack of investment in proprietary tools, frameworks, and methodologies that could distinguish them from competitors. While companies like Nielsen or Ipsos regularly introduce innovative research platforms and models, Indian firms tend to rely on standardized, non-differentiated approaches, which fail to generate unique value propositions. Second, Indian research firms have minimal participation in thought leadership activities, such as publishing in leading industry journals, presenting at international conferences, or contributing to academic research. This lack of engagement deprives them of platforms to showcase their expertise and establish credibility as industry leaders.

Moreover, the fragmented nature of the Indian research industry exacerbates the problem. The market is predominantly dominated by small and medium-sized enterprises (SMEs) that operate independently, prioritizing immediate survival over long-term branding strategies. In contrast to multinational corporations that collaborate in consortiums or alliances to enhance their global presence and impact, Indian research companies rarely work together to form a unified identity. This absence of collective branding and strategic planning reinforces their image as cost-effective service providers rather than as innovative and strategic research partners. Another major factor is the widespread perception of Indian firms as affordable but lacking the sophistication required for high-level strategic insights. While affordability is a competitive advantage, it also perpetuates stereotypes that weaken their credibility in intellectual and innovative fields. This issue is further compounded by inadequate investment in marketing and branding initiatives. Branding is often seen as a secondary function rather than a strategic necessity, resulting in underfunded and poorly executed marketing efforts. Without consistent and targeted campaigns to highlight their success stories and unique capabilities, Indian firms find it challenging to differentiate themselves in an increasingly competitive global market.

The missed opportunities for Indian research companies are found at the crossroads of operational focus, inadequate branding, and restricted innovation. Companies such as TCS, Kantar IMRB, and Biocon highlight the potential that remains unexploited because of these issues. To address these obstacles, Indian research companies need to adjust their strategies to emphasize thought leadership, invest in unique innovations, and adopt joint branding efforts. Without these transformative measures, the industry risks being limited to serving as operational support for global corporations, unable to fully harness its immense potential for growth and recognition.

Recommendations for Enhanced Global Recognition

To achieve greater global recognition, Indian research firms must adopt strategies that integrate operational excellence, innovation, and strategic branding, while addressing challenges such as limited funding for public relations and marketing. Branding should be regarded not as an extra expense but as a core function crucial for sustained growth and visibility. Firms with constrained budgets can employ innovative and cost-effective solutions to close the gap and position themselves as formidable competitors on the global stage.

A significant challenge for many Indian research companies is the insufficient financial resources to support extensive public relations and branding efforts. Unlike global giants such as Nielsen or Ipsos, which dedicate substantial budgets to marketing, Indian firms often work with limited margins, leaving little scope for prominent PR campaigns. To address this, companies can utilize university research societies and academic partnerships to enhance their global visibility. Universities frequently organize conferences, forums, and collaborative research projects that are highly esteemed internationally. Indian firms can team up with academic institutions to co-author papers, sponsor events, or guide student researchers. These efforts not only offer cost-effective branding opportunities but also associate firms with the credibility and innovation of academia. Examples include collaborations like that of IBM and MIT, which have successfully advanced research while enhancing IBM’s reputation as a thought leader.

An economical approach is leveraging digital platforms for marketing and outreach. With the rise of digital media, impactful branding no longer demands large budgets. Companies can establish a strong online presence through blogs, webinars, podcasts, and LinkedIn thought leadership articles. For example, firms like Infosys have used blogs and webinars to showcase their expertise in AI and analytics, reaching a global audience without traditional marketing costs. Indian companies like Kantar IMRB could adopt this strategy by focusing on content that emphasizes their unique methodologies and industry insights. Moreover, using social media to share infographics, case studies, and success stories can further boost visibility at a low cost. Research firms should contemplate creating industry consortiums to combine resources for branding and marketing. The fragmented nature of the Indian research industry often leads to firms competing individually, which limits their global impact. By forming alliances or industry associations, firms can share the costs of branding campaigns, jointly participate in international forums, and advocate for the Indian research sector as a whole. For instance, the European Research Consortium acts as a unified platform for research firms to collaborate and present a collective voice, thereby enhancing their visibility on the global stage. Indian firms could follow this model to strengthen their collective brand and negotiate for greater representation in global markets.

Innovation is a crucial factor in establishing a global identity. Companies should focus on creating unique tools and methodologies to distinguish themselves. Limited budgets for extensive R&D can be addressed by concentrating on niche areas where the company already has expertise or by partnering with technology startups and academic institutions. For instance, Ipsos has become a leader in behavioral science research by developing unique frameworks, a strategy Indian companies could adopt on a smaller scale. Additionally, integrating AI and machine learning into research services can provide a competitive advantage. Firms like Cross-Tab Marketing, which already excel in analytics, can invest in AI-driven platforms tailored to specific industries, creating distinctive solutions with global appeal. A significant opportunity lies in rigorously addressing data privacy and compliance, an area where Indian firms often face skepticism from global clients. By adopting international compliance standards such as GDPR or ISO certifications, companies can position themselves as ethical and trustworthy partners. For example, Gartner has consistently emphasized its compliance credentials to build trust with clients managing sensitive data. Indian firms can further demonstrate their commitment to ethical practices by developing transparent data-handling policies and prominently publishing them. Collaborating with international certification bodies to obtain recognized credentials can enhance trust and credibility, even with limited budgets.

Another path to global recognition is grassroots branding within client organizations. Many Indian companies function as backend service providers for international firms, with their work being rebranded under the client's name. Although this model is profitable in the short term, it limits visibility. Companies can negotiate co-branding opportunities in their contracts to ensure their contributions are recognized in client deliverables or reports. Wipro has effectively adopted this approach, often positioning itself as a strategic partner in client-facing projects rather than just a backend operator. Furthermore, research firms should advocate to policy support and government-backed initiatives to strengthen the industry. Governments in countries like South Korea and Japan actively fund research and development, enabling firms to compete globally. Indian firms can lobby for similar support, focusing on policies that provide subsidies or tax benefits for investments in branding, compliance, and innovation. Industry bodies like the Market Research Society of India (MRSI) could play a vital role in advocating for such measures and organizing global outreach programs to showcase Indian firms’ capabilities. By adopting these strategies, Indian research firms can overcome funding constraints and establish themselves as global innovators. Whether through academic collaborations, digital outreach, industry consortia, or policy advocacy, the key lies in using every available resource to build a strong, unique brand. These efforts will not only enhance their visibility but also redefine their role in the global research ecosystem, transitioning them from operational executors to recognized thought leaders and innovators. Without these targeted initiatives, the industry risks being confined to the shadows of global competitors, unable to unlock its true potential.

Our Learnings at Zenara

At Zenara Research, our experience has highlighted both the obstacles and possibilities within the global research arena. We are convinced that research should lead to actionable results, not merely insights. For instance, our sophisticated statistical models have enabled companies to predict market trends with more than 90% accuracy, and our unique frameworks have facilitated strategic decision-making for businesses across various sectors. As Sir Francis Bacon wisely stated, "Knowledge itself is power," and we strive to convert that power for through and evidence-based research.

1. Operational Precision with Strategic Brand Ascendancy

One of the key insights we've gained is the essential balance between operational discipline and branding strategy. The research field is filled with outstanding work that often goes unnoticed due to insufficient visibility or strategic communication. At Zenara, we've focused on developing unique tools and frameworks that differentiate us in the market. For example, our customized behavioral analysis frameworks incorporate cultural, economic, and technological elements, allowing clients to successfully navigate complex markets. By integrating advancements like prime editing, humanized immune system models, long-read sequencing technologies, artificial intelligence in data analysis, and organoids and 3D cell cultures, we ensure our methodologies remain cutting-edge. These tools are not only operationally efficient but also boost our brand's uniqueness.

"Discovery consists of seeing what everybody has seen and thinking what nobody has thought," said Albert Szent-Györgyi. This encapsulates our values at Zenara—striving not just to address what’s visible, but to uncover insights for critical evaluation and lasting transformation.

2. Redefining Frontiers through the Lens of AI Integration

In an era dominated by automation, we have carefully assessed the role of AI in research. Unlike numerous companies that rely extensively on AI tools, Zenara employs a hybrid approach, combining machine learning for efficiency with human expertise for contextual comprehension. For example, our machine learning-powered predictive modeling and advanced analytical platforms identify patterns and anomalies, while our analysts interpret these findings to create customized strategies for our clients. This ensures that our research remains cutting-edge and highly relevant.

3. Competitive Distinction through Disruptive Innovation

Differentiation is now central to our growth strategy. In a saturated market, standard methods often lead to generic insights. Zenara has tackled this challenge by developing proprietary models, such as our Consumer Intent Framework, which goes beyond traditional metrics to analyze the motivations behind purchasing decisions. This innovation has enabled us to establish a distinct niche, particularly in emerging markets where understanding local nuances is essential. For instance, we applied this framework in a project with Cynthius Retail, a revolutionary fashion brand entering South Asian markets. By analyzing consumer intent through cultural, economic, and lifestyle lenses, we helped them tailor their product offerings and marketing strategies to resonate with local consumers, resulting in a 25% increase in brand engagement within the first quarter of their launch.

4. Credibility through Exemplary Data Integrity and Privacy Compliance

Another critical learning at Zenara has been the strategic importance of trust, particularly in the era of stringent data privacy regulations like GDPR and CCPA. Rather than treating compliance as a mere obligation, we have integrated it into our value proposition. Zenara’s rigorous data governance frameworks not only meet international standards but also position us as trusted custodians of sensitive information. By proactively communicating our compliance measures to clients, we’ve turned potential challenges into opportunities to reinforce our reliability and ethical commitment.

References

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Holt, D. B. (2004). How Brands Become Icons: The Principles of Cultural Branding. Harvard Business Review Press.

Kotler, P. and Keller, K. L. (2015). Marketing Management (15th ed.). Pearson Education.

Singh, R. (2021). "The Role of Innovation in Building Indian Research Brands." Journal of Market Intelligence, 45(3), pp. 34–47.

Tiwari, S. (2017). Rethinking Branding in Emerging Markets. Routledge.

Venkatesh, A. (2019). Operational Excellence vs. Branding in the Indian Research Sector. McGraw Hill Education.

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