Real organisations. Real Corporate LSI scores. Statistically validated improvement.
BFSIMid-cap NBFC
From audit qualification to analyst upgrades
Before — 29After — 67
299 mo+38 → 67
Functional Legitimacy
Challenge
A mid-cap NBFC received a qualified audit opinion in FY22. Media coverage moved to governance_risk frames almost overnight. Analyst coverage dropped from 6 brokers to 2.
SRE Approach
Corporate LSI baseline: 29/100 — Severe Impairment, C6 (Governance) at 2/10
A B2B SaaS company was consistently described as "another CRM" despite unique capabilities. Losing enterprise deals at shortlisting — not on product, on perceived credibility.
SRE Approach
Corporate LSI baseline: 44/100, C4 (Institutional Standing) at 3/15
Category Definer archetype — own "Revenue Intelligence", not CRM
Analyst briefing programme: 3 firms briefed, NASSCOM paper co-authored
Media framing: 14 Tier 1 placements in 8 months
Founder thought leadership: 6 op-eds, 2 keynote invitations
Wins
Category label changed in 80% of media
C4 score: 3 → 12
Enterprise close rate +40%
Series D at 3× Series C valuation
InfrastructurePre-IPO Conglomerate
IPO roadshow enabled by reputation engineering
Before — 52After — 81
526 mo+29 → 81
Strong Authority
Challenge
DRHP due diligence flagged 3 governance concerns. Institutional investors hesitant. The CFO needed narrative credibility 6 months before the roadshow.
SRE Approach
Corporate LSI baseline: 52/100, C6 (Governance) at 4/10
Institutional Player archetype — governance as a feature, not constraint
MCA21 and SEBI filings restructured for narrative clarity
Pre-roadshow: 4 Tier 1 interviews, 2 business channel appearances
Wins
DRHP governance concerns resolved pre-submission
Roadshow LSI: 81
Institutional oversubscription 2.8×
C6 score: 4 → 9
PharmaMid-size Pharmaceutical Company
Employee brand crisis prevented talent drain
Before — 41After — 71
4110 mo+30 → 71
Strong Authority
Challenge
4,000-employee pharma company. Glassdoor rating dropped to 3.1, CEO approval at 38% after retrenchment. Campus recruitment failing. Competitors poaching.
SRE Approach
Corporate LSI baseline: 41/100, C3 (Employee Voice) at 7/20
Employer Brand Leader archetype — reframe layoffs as evolution
Internal communications: monthly all-hands, manager Q&A series
GPTW survey submitted, culture story in Business Today
Campus programme rebranded: stipends raised, mentorship made visible
Wins
Glassdoor rating: 3.1 → 4.2
AmbitionBox CEO approval: 38% → 76%
Campus offer acceptance: 54% → 82%
C3 score: 7 → 17
FMCGHeritage FMCG Brand
Legacy brand repositioned for new-age consumers
Before — 38After — 69
3811 mo+31 → 69
Functional Legitimacy
Challenge
A 40-year-old brand saw share-of-voice drop 60% over 3 years. Brand perception showed it was seen as outdated — low scores on innovation and authenticity.
SRE Approach
Corporate LSI baseline: 38/100, C3 (Consumer Voice) at 5/20
Heritage Innovator archetype — bridge legacy trust with contemporary relevance
Digital presence overhaul: editorial calendar, LinkedIn rebuilt
Founder legacy storytelling: 3-part series in ET Brand Equity
Institutional endorsement: Nielsen "Most Trusted Brand" in category
Wins
Share of voice: 12% → 31%
C3 score: 5 → 15
Organic web traffic 3.4×
"Brand of the Decade" nomination
EnergyRenewable Energy Developer
ESG credibility built ahead of green bond issuance
Before — 47After — 76
477 mo+29 → 76
Strong Authority
Challenge
Developer needed to issue ₹500Cr in green bonds but lacked institutional ESG credibility. Rating agencies flagged incomplete disclosures. Investors wanted governance narrative.
SRE Approach
Corporate LSI baseline: 47/100, C6 (Governance & ESG) at 5/10
ESG Champion archetype — measurable environmental impact as core narrative
BRSR disclosure restructured: full GRI index, third-party verification
Green bond prospectus narrative with impact metrics framework
Institutional briefings: 6 ESG-focused fund managers pre-issuance
Wins
Green bond oversubscribed 1.9×
C6 score: 5 → 9
ESG rating: B → A-
2 institutional investors added post-issuance
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