consumer insight

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How We Structure Reports at Khayan — And Why It Helps You Decide Faster
How We Structure Reports at Khayan — And Why It Helps You Decide Faster 150 150 Khayan Research

At Khayan, we design reports with one goal: to help you decide faster. So when we deliver insights—whether for a new product, brand refresh, or market entry—they’re structured to give you immediate clarity, not just “results.” Every slide, quote, and chart is built to support your next move.

Our reports aren’t structured like a checklist—they’re built to help you think through decisions. We begin with the big signals: what stands out, what challenges assumptions, and where your attention should go first. Then we show who the data represents, making it clear how the sample may shape the findings. Before diving into charts, we give you the context to read them well.

From there, we explore what people see, trust, and choose—looking beyond what they say to how they behave. We highlight real trade-offs through head-to-head comparisons and decision-based formats, so you see what actually drives choices in the market. Each section is layered to move you from information to insight—so that by the end, you’re not just informed, you’re ready to act.

We don’t believe in research for research’s sake. At Khayan, we build reports that help you act—not just understand. Because clarity is the real deliverable. And the sooner you get it, the faster you move.

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How Khayan Uses Mixed Methods to Understand Consumer Choice
How Khayan Uses Mixed Methods to Understand Consumer Choice 150 150 Khayan Research

We’ve found that even the most carefully structured surveys can reflect more than just opinions—they reflect context. A response isn’t just an answer; it’s shaped by who’s answering, how they interpret the question, and what they want to signal. This is especially true in categories tied to identity, health, or aspiration, where people often say what they think they should believe, not what they actually do.

That’s why we don’t stop at asking. We create research designs that test responses, not just record them. Instead of relying on stated preferences, we use activities that force real trade-offs. When participants have to make choices—between formats, features, or benefits—we begin to see which values actually stick. Statements soften, but behavior reveals.

The most useful insights often come from tension—between what people claim and what they prioritize in action. It’s not always what’s said most loudly that carries the most weight. Sometimes what’s missing from the conversation is just as telling. A product feature that’s never mentioned may matter less than internal teams expect. A casually repeated phrase may point to a deeper emotional anchor.

At  Khayan, we minimize bias by designing friction into our process. We don’t aim for neat alignment across methods. We look for the gaps, the contradictions, and the moments where stories diverge. Because it’s in those moments that the truth—the useful kind—usually shows up.

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How We Do Research
How We Do Research 150 150 Khayan Research

At Khayan, we approach research with one simple principle: if you want to understand how people make decisions, you have to meet them where those decisions happen. That means talking to them in person, watching how they respond to real choices, and paying attention to what’s said—and what’s not.

In one of our recent projects, we set out to understand how people choose between competing products. We didn’t just sit behind a screen and wait for anonymous online survey results to come in—we went out into four provinces across Thailand, met with hundreds of respondents, and spoke directly with those who actually use the product in question. We didn’t just ask what they preferred—we asked why, and then kept listening.

 

We’ve learned not to assume what matters to people. It’s easy to think that certain product features will stand out—maybe health benefits, or origin, or some technical details. But in this project, the recurring reasons were much simpler: daily habits, ease of purchase, price, and whether it felt trustworthy. Health was rarely mentioned, even though it was expected. That shift only became obvious once we heard it repeated in different settings—from structured interviews to group conversations.

A lot of what we do comes down to watching and listening. We don’t rush through interviews. We sit with people. We watch how they react when they see a brand again. We notice when they hesitate, or when a memory needs a prompt. And because we’re there in person, we can follow up—not with a scripted question, but with a natural one. “Why do you say that?” “Have you always bought it?” “What made you switch?” Those small questions often lead to the biggest answers.

Research isn’t just about data for us—it’s about understanding people’s routines, assumptions, and small habits. That’s what makes a difference in marketing. It’s not always dramatic, but it’s real. We don’t present our findings with marketing spin—we tell you what we saw, what we heard, and what it means for your brand. If you’re looking for that kind of research—straightforward, grounded, and focused on the people who actually matter to your business—we’d be happy to talk.

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