Practice · Market, product and image · for those about to launch, expand or sell
Market and product intelligence
Before building, launching or selling: for whom, at what price, with what product.
Every decision of size — a plot of land, a launch, an expansion — begins with a question that is rarely asked with method: is there demand for this, here, at this price? Most companies answer with the intuition of someone who knows the market, and intuition is right until the day the cycle turns. When the wrong product reaches the right place, or the right one reaches the wrong price, the cost shows up months later — in stock, in sales velocity, in discounts.
The answer exists and has a trade: the reading of the territory and the asset (vocation, restrictions, surroundings, competition), the sizing of demand (who buys, how much, at what price, over what period), the research with those who decide (purchase intent, the attributes that weigh, what puts people off) and the product positioning that comes out of it — concept, mix, price, phase. It is not an educated opinion: it is quantitative and qualitative research with a sample, fieldwork, statistics and a map — the trade of people who do only that.
The house takes the decision to those of the trade — vocation and market potential studies, demand and purchase intent research, product and price testing, positioning — and returns to the client an opinion that supports the investment: what to do, for whom, at what price, in what order. The study goes into the account's vault and accompanies the credit, the funding and the construction that come later, because the bank and the investor ask exactly that.
Where it usually goes wrong: deciding by the neighbour's launch. The product that sold next door exhausted the demand that existed — and the second one, identical, arrives for whatever market is left. A study done after the project has been approved serves only to explain the loss.
A typical case: the owner of an urban plot with three different proposals on the table — sell, exchange, develop. The vocation study reads the surroundings, the demand and the restrictions; the research measures what the buyer in that area wants and how much they will pay; the positioning defines the product and the phasing. The decision is no longer between three proposals; it becomes a matter of one number.
A launch of 120 units decided on the neighbour’s success. Without research, the product arrives for the demand that was left: sales velocity drops from 8% to 4% a month, and one year of stock becomes two — with the funding interest running on it. On a sales value of R$ 60 million, an extra year of carry tends to cost R$ 3 million to R$ 5 million in interest, discounts and selling expenses. The demand study costs a fraction of that and is done before the design, when it can still change the product.
The figures above are from a typical case, with market ranges as of September 2026, to show the arithmetic. Yours comes from your own data, in the diagnosis.
You stop deciding by the neighbour’s launch. You start receiving the study that says for whom, at what price and in what order — and that holds up with the bank afterwards — with someone accountable, a deadline and proof, in the same account that looks after the rest of what is not your business.
A fixed price per study, stated before fieldwork and independent of what the study concludes. If there is group capital in the development the study approves, that is declared in writing before fieldwork. The study belongs to the client and holds up with the bank, the investor and the works that come afterwards.
Official sources, at the exact point: the article of law, the service or the search you can use today. None replaces analysis of the specific case, which is our work.
What is decided before investing and what is perceived afterwards: for whom, at what price, with what product — and under what name. Market study, research with those who decide, product positioning, brand and narrative, done by people who have done it all their lives, with the context only the account has.
We do not promise a result before knowing the case, we do not promise deadlines that are not ours, and we do not chase speculative theses to fatten an opinion. Nor do we take commission for referring anyone: whoever executes answers for the house, within our price.
A conversation, with no materials and no proposal, to understand what is blocked. If there is matter to work on, the next step is the letter of authorisation and secrecy, a document that limits our own access before anything else. If there is not, we say so, and the conversation ends there with no awkwardness for anyone.
Nothing starts without the three in writing. What changes along the way changes by signed addendum, with its cause stated — never by habit.
No study goes to the field and no piece goes public without the written acceptance of the person in charge. The record stays in the account.
When execution involves a group company, that is said beforehand, in a document. The client chooses knowing who does the work — and may choose someone else.
Say in two lines what you need to resolve. Eduardo Roveda answers personally, in business hours, and the conversation starts where it makes a difference.
This pagepoint your cameraIt has reached the table of someone who answers. The reply comes in writing, during business hours.
