For senior leadership
Sighture reads your chain's network and your competitors' from the outside, using public information, and tells you in writing which units and markets are moving before your sales show it.
Five questions anyone running a large network ends up asking:
Your internal data answers part of each one. The part that settles it lies outside: your competitors, and what customers experience before it shows up in your sales.
What you receive: pages like the ones below, on two cities of your network, in one or two countries, chosen by us, one unit in each, with the evidence behind every finding. In writing, within five business days, at no cost and with no obligation. All we need is your brand name and the country. We choose the cities and the units, where the evidence is sufficient and comparable competitors exist, and tell you before we start. You review what we send and decide whether we go further, and how.
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NETWORK READING · EXCERPT
Same brand, two countries,opposite directions.And the number everyone sees says the opposite.
How to read it: solid lines show what customers wrote each half-year; dotted lines, the number everyone sees for each country. Index: first country three years ago = 100.
Illustrative sample · fictitious data
Twenty questions anyone running a network asks, by front. We answer them from the outside, without asking for your company’s data or your team’s time.
Excerpts from real report pages, with fictitious data. Your first look comes in pages like these. Different questions, same discipline: a claim, the evidence behind it, and nothing more.
“Is this a local problem, or is my model starting to crack?”
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NETWORK READING · EXCERPT · UNIT BY UNIT
Your network is not a number.
Each square is a unit, as its customers describe it today.
How to read it: the layout of the squares is arbitrary and does not show location. Below a certain level, customers rule a unit out before they choose.
Illustrative sample · fictitious data
More than half the units in one market sit below the point where customers rule them out, and one in eight performs at the level of the network's best.
That level is reachable with the same manual and the same customers. What separates the units isn't the market.
Which units they are, what the ones that work have in common, and in what order to tackle the rest.
“Where am I losing ground to rivals without seeing it?”
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COMPETITIVE READING · EXCERPT · ONE UNIT OF YOUR NETWORK
Your customers don't compare your unit with your network average.
They compare it with the competitors a few blocks away.
Illustrative sample · fictitious data
Your unit ranks last of 12 on customer experience in its immediate surroundings; everything around it ranks higher.
If the problem were the neighborhood, the competitor most like you in format and price would be down there too. It isn't.
The real competitive set around each of your units, by name, and who is beating you in each one.
“Are my decisions changing how the market sees me, and which market moves first?”
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PULSE READING · EXCERPT
Every quarter, your network speaks again.
This quarter, one indicator turned.
Five quarterly updates. Each gray line is one indicator of your network, read from the outside; the gold one began to turn in the fourth update, and by the fifth the turn is clear, ahead of your internal reporting.
Illustrative sample · fictitious data
One indicator turned this quarter, before your internal reporting showed it.
Your latest decision shows up in how the market sees you, from one quarter to the next.
Which market moves first, and where to correct course while it's still cheap.
Pick the sentence that sounds most like your leadership team. There's no right answer, just a rung, and on each rung the same things tend to happen.
What customers write has no owner. And between the best and worst units of the same brand in the same city, there's a gap that customers notice and the network average hides. Same signage, same manual, and they can't tell which one they're going to get.
Which units are they, and what do the ones that work have in common?
Iceberg opens it up: where the problem is concentrated, market by market. Network makes it actionable: which units, what they share, and in what order to tackle them. Without that, the finding has no owner.
Perception becomes a target, and the target improves faster than the experience: what your regular customers actually go through doesn't keep pace. And praise gets answered more often than complaints, so the organization listens least exactly where it hurts most.
Did the customer experience improve, or just what's being said about it?
Network separates where the experience truly improved from where only the talk did, and names the units. Pulse tracks it over time: whether your decisions change how the market sees you, or only the internal narrative.
This is the mature organization, and it's rare. Even so, one issue won't budge (the wait, the checkout, the appointment that never happened), because it's measured from the inside, and from the inside you can't compare it with the place across the street.
Which units does that issue live in, and who handles it better two blocks away?
Network tells you which units the stubborn issue lives in. Competitive tells you who your customers compare it with: your position against everyone competing for them, and the ground you're losing even while your metrics look steady.
Reading what your customers, and your competitors' customers, put in writing; interpreting it; and turning it into intelligence for your operational, commercial, financial and talent decisions. It's what your internal data can't give you on its own. And it can be done.
All twenty questions →Nothing you select here is recorded or sent. It's just for you.
Each depth includes the one before it. Start where you already know your question lives, and order several in a single engagement. Pulse comes afterwards: the regular re-reading.
Each depth includes the one before it. See which depth answers each of the twenty questions →
Every layer summarizes before passing information up, and the first things to go are the early signals and the local ones. Behind a stable network number, one market can be sliding while another makes up for it, and your internal reporting will catch it late.
What your customers, and your competitors' customers, say in public never goes through that filter. Anyone can look at it. What's rare is reading it from the outside, the vantage point your organization doesn't have, and claiming only what the evidence supports. That's what Sighture does, for the decisions that matter most:
We tell you what's happening, how big it is, where we'd start, and how sure we are.
If you're selling, you bring an independent argument to the table. If you're buying, you see the target network the way its customers experience it, and you negotiate with evidence the other side didn't prepare. It complements due diligence; it doesn't replace it.
How it works in a transaction →Discretion is part of the service: no clients or identifiable cases appear on this site, and if you work with Sighture, your name will never appear either. That is why what we show are illustrative pages with fictional data.
Promising more is easy. We compete on something scarcer: analysis you can trust enough to act on. That trust is built as much by what we do as by what we deliberately don't do. We claim only what the evidence supports, and we say so when it falls short. We show you where to look, and in what order; we never hand you a verdict dressed up as fact. That's what holds up when someone in the boardroom asks: how do you know?
Who signs every analysis: someone with more than thirty years running multinational consumer networks across Latin America and Europe, on the side that makes the decisions. See the track record →
The next step
A first look at your network: one real signal, in two cities of your network, chosen by us, one unit in each, with the evidence behind it.
No system access · No time from your team · In writing · Within five business days · Free · Confidential