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2 TABLE OF CONTENTS Executive Summary... 2 Master Data Management Provides Visibility In Key Information... 2 Factors Affecting Benefits And Costs... 4 Disclosures... 5 TEI Framework And Methodology... 6 Analysis... 8 Interview Highlights... 8 Costs Quantified Benefits Additional Benefits InfoSphere MDM Server For PIM Flexibility Risk Financial Summary IBM InfoSphere MDM: Overview Appendix A: Composite Organization Description Appendix B: Total Economic Impact Overview Appendix C: Glossary , Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. Forrester, Technographics, Forrester Wave, RoleView, TechRadar, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. For additional information, go to Page 1

3 In December 2010, IBM commissioned Forrester Consulting to examine the total economic impact and potential return on investment (ROI) enterprises may realize by deploying the IBM InfoSphere Master Data Management (MDM) solution. The purpose of this study is to provide readers with a framework to evaluate the potential financial impact of IBM InfoSphere MDM on their organizations. This study discusses IBM InfoSphere MDM Server as well as IBM Initiate Master Data Service and IBM InfoSphere MDM Server for Product Information Management (PIM). The financial analysis includes the first two, while the use of InfoSphere MDM Server for PIM is described qualitatively. MDM is a critical business capability and technology foundation that delivers trusted, reconciled, and consistent views of master data to a wide variety of mission-critical IT investments supporting both operational and analytical use cases. Customer or party MDM use cases continue as very popular entry points into multidomain MDM strategies across many industries. Within these MDM solutions, names, addresses, phone numbers, and other key attributes are often collected across multiple systems and channels and later deduplicated, standardized, and synchronized via a customer hub. PIM applications differ from traditional MDM by also managing the end-to-end process for capturing, maintaining, and retiring product data, which often requires different approaches to governance and implementation than to other MDM solutions. For this reason, the financial analysis within this study will focus on the type of MDM initiatives common with IBM s InfoSphere MDM Server and Initiate Master Data Service clients, and it will include only qualitative observations from interviews with IBM s InfoSphere MDM Server for PIM customers. Our interviews with five existing customers and subsequent financial analysis found that a composite organization based on these companies experienced the risk-adjusted ROI, costs, and benefits shown in Table 1. See Appendix A for a description of the composite organization. Benefits. The composite organization experienced the following benefits that represent those experienced by the interviewed companies: Page 2

4 o o o o Reduced need for call center staff. With more reliable, better-integrated customer data available through multiple channels, the composite organization is able to reduce its call center staff through improved customer service. Forrester estimates the three-year risk-adjusted PV of this benefit as $11,809,147. Inside sales savings. The use of IBM InfoSphere MDM enabled the composite organization to reduce the costs of inside sales by decreasing search time through the elimination of duplicate records, as well as improved call routing, reducing calls related to customers receiving an improper level of services. Forrester quantifies the three-year risk-adjusted PV of these savings at $1,574,553. Improved data integrity. Due to the reduced search time and the elimination of manual data linking, Forrester projects that the composite organization is able to save a three-year risk-adjusted PV of $78,728 over the three years of the analysis in reduced labor costs. Enhanced contact management. The composite organization is able to reduce postage and collateral costs associated with large mailings, returned shipments, and returned checks due to improved customer data. Forrester projects the three-year risk-adjusted PV of this benefit for the composite organization at $661,312. Costs. The composite organization experienced the following costs: o o o o o License cost. This cost reflects the fees charged by IBM, including both the initial license fee as well as the ongoing maintenance cost over the three years of the analysis. The three-year PV of this cost for the composite organization is $2,725,770. Implementation consulting. Consulting efforts to implement IBM InfoSphere MDM solutions are often a large part of the initial cost and can range from two to four times the license cost. For this analysis, Forrester estimates the consulting cost over the three years of the analysis at a PV of $4,199,098. Ongoing development. In addition to the software provided by IBM, organizations typically need to do a reasonable amount of development to configure or customize the solution for their own environment. Depending on the company s resources, this may be done either by internal staff or a third party. In this example, the composite company uses a combination of the two. This risk-adjusted PV of this cost over the three years of the analysis is estimated at $1,782,870. Hardware costs. Some additional hardware was required to run IBM InfoSphere MDM, with an initial investment in the first year and some additional investment in the subsequent years. Forrester projects the three-year risk-adjusted PV of this cost to be $618,445. Internal administration costs. The final cost category is the labor cost for internal administration of the solution, which is estimated at a three-year risk-adjusted PV of $1,044,478. Page 3

5 Administration Cost -10% Costs, risk-adjusted estimates (PVs) Hardware Costs -6% License Cost -26% Ongoing Development -17% Implementation Consulting -39% Data Integrity 0% Benefits, risk-adjusted estimates (PVs) Inside Sales Savings 11% Contact Management 5% Reduced Staff in Call Center 84% Table 1 illustrates the risk-adjusted financial results that were achieved by the composite organization. The riskadjusted values take into account any potential uncertainty or variance that exists in estimating the costs and benefits, Page 4

6 which produces more conservative estimates. The following factors may affect the financial results that an organization may experience: As the composite organization reflects a large enterprise with a significant amount of customer data, the amounts for both costs and benefits are correspondingly high. Smaller companies may have lower levels of both, but the general results should be similar in terms of ROI and payback period. Companies that break up their MDM projects into multiple phases, by reducing the scope of target benefit for initial implementation and instead moving those benefiting stakeholders to future phases, may deliver shorter-term ROI in a shorter payback period by reducing the upfront costs and instead distributing many of the costs especially consulting and development costs over multiple phases. The benefits captured in the financial analysis are mainly on the operational side. All of the interviewees also discussed the business impacts, primarily in terms of increasing revenue streams, of implementing and using IBM InfoSphere MDM; however, these were both challenging to quantify and very specific to the individual organization. Therefore, Forrester has elected to discuss these more qualitatively. This discussion can be found in the Additional Benefits section. The reader should be aware of the following: The study is commissioned by IBM and delivered by the Forrester Consulting group. Forrester makes no assumptions as to the potential ROI that other organizations will receive. Forrester strongly advises that readers should use their own estimates within the framework provided in the report to determine the appropriateness of an investment in IBM InfoSphere MDM. IBM reviewed and provided feedback to Forrester, but Forrester maintains editorial control over the study and its findings and does not accept changes to the study that contradict Forrester s findings or obscure the meaning of the study. The customer names for the interviews were provided by IBM. Page 5

7 From the information provided in the interviews, Forrester has constructed a Total Economic Impact (TEI) framework for those organizations considering implementing IBM InfoSphere MDM solutions. The objective of the framework is to identify the cost, benefit, flexibility, and risk factors that affect the investment decision. Forrester took a multistep approach to evaluate the impact that IBM InfoSphere MDM solutions can have on an organization (see Figure 2). Specifically, we: Interviewed IBM marketing/sales/consultants personnel and Forrester analysts to gather data relative to IBM InfoSphere MDM solutions and the marketplace for IBM s MDM offerings. Interviewed five organizations currently using IBM InfoSphere MDM solutions to obtain data with respect to costs, benefits, and risks. Designed a composite organization based on characteristics of the interviewed organizations (see Appendix A). Constructed a financial model representative of the interviews using the TEI methodology. The financial model is populated with the cost and benefit data obtained from the interviews as applied to the composite organization. Perform due diligence Conduct customer interviews Design composite organization Construct financial model using TEI framework Write case study Forrester employed four fundamental elements of TEI in modeling IBM InfoSphere MDM: 1. Costs. 2. Benefits to the entire organization. 3. Flexibility. 4. Risk. Page 6

8 Given the increasing sophistication that enterprises have regarding ROI analyses related to IT investments, Forrester s TEI methodology serves the purpose of providing a complete picture of the total economic impact of purchase decisions. Please see Appendix B for additional information on the TEI methodology. Page 7

9 A total of five interviews was conducted for this study, involving representatives from the following companies (IBM customers based in the US and Europe): 1. A diversified financial services company with more than $100 billion in assets, which operates 18 affiliates with more than 1,000 full-service banking centers spread over 12 states, as well as holding more than $200 billion in assets under care. The company engages in lending and banking practices, including branch banking, consumer lending, commercial banking, and investment advisory. Prior to its use of InfoSphere MDM Server, the company did not have centralized customer information, leading to inconsistent results and a lack of transparency. 2. A floral and gift retailer and distribution company in the US, which relies on a 24x7 toll-free telephone number and the Internet for direct sales to consumers. The move to InfoSphere MDM Server was driven by an initiative to align technology with the business. The use of InfoSphere MDM Server will bring all of its customer information into one place, enhancing its ability to improve the customer experience as well as cross-sell across brands. 3. A software company with more than 5,000 employees and direct operations in 41 countries, which specializes in automated test equipment and virtual instrumentation software. Common applications include data acquisition, instrument control, and machine vision. Before implementing Initiate Master Data Service, part of the InfoSphere MDM portfolio, the organization had duplicate customer data, which was causing internal inefficiencies and leading to inconsistent service for customers. 4. One of the largest financial services companies in the US, with more than $400 billion in assets under management. The organization helps meet the financial needs of approximately 3.6 million individuals and 15,000 institutions in the academic, research, medical, cultural, and nonprofit fields. The move to InfoSphere MDM Server was primarily technology-driven in order to enable customer data to be available through multiple channels, including Web, Interactive Voice Reponse (IVR), and call centers. 5. A semiconductor company that provides solutions based on its RF, analog, power management, interface, security, and digital processing expertise. These semiconductors are used in a wide range of automotive, identification, wireless infrastructure, lighting, industrial, mobile, consumer, and computing applications. This organization is using InfoSphere MDM Server for PIM and therefore was not included in the financial analysis. However, its experiences provide background on IBM InfoSphere MDM and have also been discussed in the section focusing on PIM. The five interviews uncovered that: The move to InfoSphere MDM was a major undertaking, involving a large initial effort and investment. However, most of the interviewees felt that it was an important strategic effort in order to continue to support the business, and they viewed this aspect as a primary driver. Page 8

10 Although the benefits included in the ROI calculations are primarily driven by improvements in operational savings, all of the interviewees cited the positive effects of InfoSphere MDM on their business strategy, particularly in terms of improved revenue generation. Although these impacts were more difficult to quantify directly, they were often considered to be at least as important, if not more important, than the operational savings. Most of the interviewees regarded the move to InfoSphere MDM as an ongoing journey rather than a project with a clear conclusion. One interviewee admitted that selling this vision to the business could be challenging, given the desire to provide funding for a specific initiative rather than on a continuing basis. However, given the nature of the effort, the evolution of the organizations use of InfoSphere MDM was an integral part of their ability to reap benefit from it. Based on the interviews with the five existing customers provided by IBM, Forrester constructed a TEI framework, a composite company, and an associated ROI analysis that illustrates the areas financially affected. The composite organization that Forrester synthesized from these results represents a financial services institution and is based on characteristics of the interviewed customers. The composite company has annual revenue of approximately $10 billion and approximately 2.5 million customer records, which represent a mix of consumer and business information. Table 2 provides the model assumptions that Forrester used in this analysis. The discount rate used in the PV and NPV calculations is 10%, and time horizon used for the financial modeling is three years. Organizations typically use discount rates between 8% and 16% based on their current environment. Page 9

11 Readers are urged to consult with their respective company s finance department to determine the most appropriate discount rate to use within their own organizations. As mentioned earlier, the costs of implementing InfoSphere MDM were significant for all of the interviewees. However, most regarded the investment as a necessary step in allowing greater visibility and use of customer data and did not focus solely on the returns expected in terms of quantifiable savings. In terms of cost categories, the costs included in the financial model include licensing, hardware, consulting, development, and internal administration. These costs are described in detail in the sections below. The interviewed organizations paid a range of license fees to IBM, depending on the size of their environment. For the composite organization, Forrester estimates that this license cost would be approximately $2 million for the initial license as well as the first year of maintenance, and 23% of this cost is the maintenance fee in Years 2 and 3 of the analysis. This cost is show in the table below. Over the three years, the PV of this cost totals $2,725,770. Please note the initial license fees for your organization could certainly be lower or higher depending on the volume of data and scope of the MDM project. The composite organization is described later in this study and represents a large financial services institution with $10 billion in annual revenues and 2.5 million customer records. Consulting for the implementation of InfoSphere MDM was a significant expense for all of the interviewed organizations. In some cases, the companies included the cost of development with their consulting expense, while Page 10

12 other organizations counted this as a separate cost. For clarity in this analysis, Forrester has split the two costs, with this category representing solely the cost paid to external consulting organizations, either provided by IBM or other companies. Forrester estimates that for the composite organization, this cost would be $2.5 million in the first year, $1.5 million in the second year, and $500,000 in the third year of the analysis. Over the three years, this totals $4.5 million in consulting costs, with a PV of $3,888,054. In addition to the implementation consulting costs, all of the interviewed organizations had a need for additional development in order to tailor InfoSphere MDM to their exact environment and needs. For some of the interviewed companies, this was handled by external companies or contractors, while others used internal development resources to perform the tasks, depending on the availability of these resources. Therefore, Forrester has estimated this cost as a single amount, with the assumption that this cost is divided between internal and external resources. We estimate that this cost for the composite organization is $1 million in the first year and $500,000 in each of the subsequent years. This yields a total of $2 million, with a PV of $1,697,971. Page 11

13 The amount that the interviewed organizations spent on hardware varied widely depending on the size of the implementation. For an organization the size of the composite company, Forrester projects that the hardware spend would be $500,000 in the first year and $100,000 in each of the subsequent years of the analysis as additional servers are added. This leads to a total spend of $700,000, with a PV of $612,322. Similar to hardware costs, the number of administrators ranged based on the size of the environment. Additionally, some of the interviewed companies also accounted for business staff as well as IT staff who were dedicated to managing InfoSphere MDM. For the composite company, Forrester estimates that a total of four full-time equivalents (FTEs) would be needed for internal administration. At a fully loaded annual rate of $100,000, this gives a total cost of $400,000 per year, or a total of $1.2 million over the course of the analysis, with a PV of $994,741. Page 12

14 The total costs included in the analysis are listed in the table below. These are the original estimates, which have not yet been risk-adjusted. Forrester risk-adjusts all the totals to obtain a risk-adjusted ROI, as well as the ROI based on the original calculations. As mentioned earlier, the benefits included in the financial analysis mainly represent efficiency savings within operational processes, which are common to a number of different types of organizations across industries. These include the ability to reduce staff in the call center, efficiency gains by inside sales staff, and improvements to data integrity and contact management. Additionally, Forrester has included a section on growth and revenue-generating opportunities, which were mentioned in several of the interviews. Although these are not quantified and included in the financial analysis, they are significant and therefore included with as much detail as the interviewees were able to provide. All of the benefits included in the financial analysis have been scaled to reflect the nature of the gradual realization of benefits after the implementation of InfoSphere MDM. Due to the complexity of the solution, there is a ramp-up effect over the three years as organizations adapt and are better able to take advantage of the capabilities offered by the solution. Nearly all of the interviewees cited an improvement in the performance of their call centers, either through improved use of IVR or their employees ability to better provide service to their customers. Although not all interviewees were able to estimate the magnitude of this benefit, it was recognized as contributing significantly to the success of InfoSphere MDM in improving customer service and thereby reducing the need for as many staff in the call center. Page 13

15 One interviewee cited that they were able to keep 5 million calls from hitting the call center. For the composite organization, Forrester projects that by the third year of the analysis, the company will be able to reduce its call center staff by 150 people (this benefit is scaled up through the three years of the analysis). The fully loaded cost of these FTEs is estimated at $50,000 a year. Over the three years, this benefit totals $15 million, with a PV of $12,050,150. This benefit includes two different components: efficiency improvements for inside sales staff due to reduced search time with the elimination of duplicate customer records, as well as a reduction in the number of customer calls due to inappropriate web service due to conflicting or insufficient account information. Each of these is made up of labor savings. Forrester estimates that an organization the size of the composite company would see $800,000 a year in labor savings from improved customer search as well as $200,000 in savings due to reduced customer calls, for a total of $1 million by the third year. Over the three years of the analysis, this benefit totals $2 million, with a PV of $1,606,687. Page 14

16 Improved data integrity from the use of InfoSphere MDM leads to more efficient search capabilities and automatic updating of customer data, removing the need for some additional search and manual linking, which prior to the use of InfoSphere MDM had required significant labor. This benefit for the composite organization is projected to be $50,000 by the third year of the analysis, for a total of $100,000 over the three years given the ramp-up of the benefit. The PV of this total is $80,334. Page 15

17 Perhaps one of the most easily quantified benefits cited by the interviewed organizations was the improvement in contact management following their implementations of InfoSphere MDM. All of the interviewed organizations had experienced this benefit, although not all were tracking the magnitude of the improvement. For the composite organization, Forrester has identified three discrete categories of savings within contact management: the cost avoidance due to shipping packages to wrong addresses, the avoidance of mailings going to incorrect or outdated address, and returned-check fees. The totals for each of these categories are listed below. Like the other benefits, this one ramps up over the three years of the analysis, reaching a total of $420,000 by the final year of the analysis. Over the three years, Forrester estimates this benefit at $840,000, with a PV of $674,808. The total benefits for the implementation are summarized in the table below. As with the costs, these represent the original estimates of these costs before any risk-adjustment is applied. Page 16

18 The interviewees identified several different ways in which they were using or planned to use InfoSphere MDM to develop or aid in business practices. However, all of these efforts can be characterized as ways to increase revenue streams. Although they vary widely based on the specific companies as well as their industries, the more strategic nature of positioning data to enable top-line revenue growth is a factor that moves the use of InfoSphere MDM past the cost reduction and operational efficiencies use cases to a more central role driving business growth within the organization. For one interviewee in a retail environment, the emphasis was on increasing wallet share and improved cross-branding efforts. For this company, which holds a number of different brands across related product lines, the ability to see and use customer data in analytic efforts would provide visibility to marketing opportunities that had been hidden before. The interviewee hoped to standardize the customers experience across separate brands and to use that ability to upsell and increase the average size of an order. He said, prior to MDM: We did a lot of data crunching at the analytic level, but couldn t effect anything. By using the data available through InfoSphere MDM, the company intends to change that. Another organization described a similar situation by saying: By improving product cross-sell to 7 million customers... if you can just move the needle a little bit, you are talking really significant impact to the top line. This interviewee cited some current efforts to increase sales, which were projected to result in an $18 million lift; although it s difficult to attribute all the causes, he referred to better data as one of the drivers in this effort. The availability of better data to perform analytics is, again, a key driver in the business ability to gain the view that can enable this business transition. Page 17

19 As discussed initially, the financial analysis described in this case study does not include InfoSphere MDM Server for PIM. However, several of the interviewed organizations were using or were considering implementing InfoSphere MDM Server for PIM. The interviewee currently using PIM was in the manufacturing sector, which interviewees agreed was a strong fit for using PIM. Two of the other interviewee organizations were planning or considering using PIM. However, both cited their relatively small number of products, leading to the implementation of InfoSphere MDM Server for PIM as secondary to their initial focus on customer information with InfoSphere MDM Server or Initiate Master Data Service. However, for the organization with concrete plans to implement PIM, it is planning to use it to centralize its product information. The organization that had fully implemented PIM was using it mainly for corporate communications and branding, with a focus on producing automated data sheets for its products. With frequent product updates and changes, this was a constant pain point; the interviewee estimates that there are approximately 22,000 changes to their 9,000 public data sheets per year. Prior to their implementation of InfoSphere MDM Server for PIM, this work was done manually. Previously, these changes could take three to four months; now they are pushed through in three days, with a 25% reduction in staff required. Additionally, the company is using InfoSphere MDM Server for PIM to centrally manage data and link its web content with the data sheets. In terms of the implementation, the interviewee told us that a lot of analysis, both business and IT, was required initially, as well as a large amount of standardization, requiring change on the product lines and the product information. He observed that the organizational change in moving from a focus on truth in the documents to believing that the true information was contained in the PIM database was a slow process, which is still ongoing three years after the initial rollout. Flexibility, as defined by TEI, represents an investment in additional capacity or capability that could be turned into business benefit for some future additional investment. This provides an organization with the right or the ability to engage in future initiatives but not the obligation to do so. There are multiple scenarios in which a customer might choose to implement InfoSphere MDM and later realize additional uses and business opportunities. Flexibility would also be quantified when evaluated as part of a specific project (described in more detail in Appendix B). This study does not include any separate quantification for flexibility. However, most of the future benefits that would relate to organizations ability to better use their data based on their use of InfoSphere MDM have been discussed in the Additional Benefits section above. Forrester defines two types of risk associated with this analysis: implementation risk and impact risk. Implementation risk is the risk that a proposed investment in InfoSphere MDM may deviate from the original or expected requirements, resulting in higher costs than anticipated. Impact risk refers to the risk that the business or technology needs of the organization may not be met by the investment in InfoSphere MDM, resulting in lower overall total benefits. The greater the uncertainty, the wider the potential range of outcomes for cost and benefit estimates. Page 18

20 Quantitatively capturing implementation and impact risk by directly adjusting the financial estimates results in more meaningful and accurate estimates and a more accurate projection of the ROI. In general, risks affect costs by raising the original estimates, and they affect benefits by reducing the original estimates. The risk-adjusted numbers should be taken as realistic expectations, as they represent the expected values considering risk. The following implementation risk that affects costs is identified as part of this analysis: As stated earlier, all of the interviewees regarded their implementation of InfoSphere MDM Server as a significant undertaking of a large magnitude. As such, all of the costs are considerable. In particular, we have endeavored to be conservative in estimating the costs associated with implementation and development, as both are major contributors to the overall cost. Therefore, organizations may see some variation in either direction on these costs. The following impact risk that affects benefits is identified as part of the analysis: The benefits captured in the quantified analysis are ones that are typical of many types of companies across many industries. However, they are also very dependent on the individual environment as well as the nature of the business of any individual company. Forrester advises the reader to consider which of these benefits might best fit their situation. Table 14 shows the values used to adjust for risk and uncertainty in the cost and benefit estimates. The TEI model uses a triangular distribution method to calculate risk-adjusted values. To construct the distribution, it is necessary to first estimate the low, most likely, and high values that could occur within the current environment. The risk-adjusted value is the mean of the distribution of those points. Readers are urged to apply their own risk ranges based on their own degree of confidence in the cost and benefit estimates. Page 19

21 Page 20

22 The financial results calculated in the Costs and Benefits sections can be used to determine the ROI, NPV, and payback period for the organization s investment in InfoSphere MDM. These are shown in Table 15 below. Table 16 below shows the risk-adjusted ROI, NPV, and payback period values. These values are determined by applying the risk-adjustment values from Table 14 in the Risk section to the cost and benefits numbers in Tables 8 and 13. Page 21

23 According to IBM, InfoSphere MDM addresses your organization s needs at each phase in the MDM journey, supporting a wide range of business use cases, data domains, technical implementation styles, and vertical industries. With InfoSphere MDM, you unlock the value of your data assets and elevate the effectiveness of your most important business processes. InfoSphere MDM provides the single, trusted view that enables you to improve business results, enhance strategic agility, and reduce costs and risks. More than 600 clients worldwide have chosen IBM InfoSphere MDM for its: Rapid time-to-value: Based on current business needs, you can quickly and easily show value to the organization with an impactful phase 1 project. Comprehensive scope: As conditions evolve, you can seamlessly progress along the MDM journey, adding support for new domains, additional business processes, and other new organizational requirements like information sharing or collaborative authoring. Trusted provider reputation: A marketplace pioneer, IBM has held relationships with MDM clients for more than 10 years. InfoSphere MDM is recognized as the leading MDM solution in the banking, insurance, healthcare, and government sectors, and it has set the standard for using MDM across organizational boundaries for secure data exchange and information sharing. IBM customers have leveraged InfoSphere MDM across geographies and industries to: Improve strategic decision-making and business agility using single trusted views to improve the effectiveness of strategic decisions. Lower operational costs improving operating efficiencies and reducing costs through better-quality master data that enables optimized business processes. Improve customer service and customer intimacy gleaning a better understanding of the breadth and depth of customer relationships and making that information readily available to increase customer retention and loyalty. Comply with regulatory requirements and reduce risk using trusted master data to improve regulatory compliance processes that depend on accurate representations of data. Enable cross-sell and upsell increasing wallet share and profitability of existing customers through better and more complete information about customers and their relationships. Enter new markets, introduce new products, and gain new customers providing single trusted views to the people, processes, and applications that most affect revenue, profit, and customer insight. Page 22

24 For this TEI study, Forrester has created a composite organization to illustrate the quantifiable costs and benefits of implementing InfoSphere MDM Server. The composite company is intended to represent a financial services institution and is based on characteristics of the interviewed customers. The composite company has annual revenue of approximately $10 billion and approximately 2.5 million customer records, which represent a mix of consumer and business information. In purchasing InfoSphere MDM, the composite company has the following objectives: The elimination of duplicate customer data, which causes issues around providing consistent service as well as leads to internal inefficiencies. Improved visibility into customer data, allowing for more targeted cross-brand selling and improved customer experience. A reduction in internal sales support and improvement in contact management. For the purpose of the analysis, Forrester assumes that the implementation begins in the first year but that some development continues through the second and third year as the use of InfoSphere MDM begins to grow. Likewise, the benefits grow over time as the organization is better able to take advantage of the capabilities of InfoSphere MDM. Total Economic Impact is a methodology developed by Forrester Research that enhances a company s technology decision-making processes and assists vendors in communicating the value proposition of their products and services to clients. The TEI methodology helps companies demonstrate, justify, and realize the tangible value of IT initiatives to both senior management and other key business stakeholders. The TEI methodology consists of four components to evaluate investment value: benefits, costs, risks, and flexibility. Benefits represent the value delivered to the user organization IT and/or business units by the proposed product or project. Often product or project justification exercises focus just on IT cost and cost reduction, leaving little room to analyze the effect of the technology on the entire organization. The TEI methodology and the resulting financial model place equal weight on the measure of benefits and the measure of costs, allowing for a full examination of the effect of the technology on the entire organization. Calculation of benefit estimates involves a clear dialogue with the user organization to understand the specific value that is created. In addition, Forrester also requires that there be a clear line of accountability established between the measurement and justification of benefit estimates after the project has been completed. This ensures that benefit estimates tie back directly to the bottom line. Page 23

25 Costs represent the investment necessary to capture the value, or benefits, of the proposed project. IT or the business units may incur costs in the form of fully burdened labor, subcontractors, or materials. Costs consider all the investments and expenses necessary to deliver the proposed value. In addition, the cost category within TEI captures any incremental costs over the existing environment for ongoing costs associated with the solution. All costs must be tied to the benefits that are created. Risk measures the uncertainty of benefit and cost estimates contained within the investment. Uncertainty is measured in two ways: 1) the likelihood that the cost and benefit estimates will meet the original projections, and 2) the likelihood that the estimates will be measured and tracked over time. TEI applies a probability density function known as triangular distribution to the values entered. At minimum, three values are calculated to estimate the underlying range around each cost and benefit. Within the TEI methodology, direct benefits represent one part of the investment value. While direct benefits can typically be the primary way to justify a project, Forrester believes that organizations should be able to measure the strategic value of an investment. Flexibility represents the value that can be obtained for some future additional investment building on top of the initial investment already made. For instance, an investment in an enterprisewide upgrade of an office productivity suite can potentially increase standardization (to increase efficiency) and reduce licensing costs. However, an embedded collaboration feature may translate to greater worker productivity if activated. The collaboration can only be used with additional investment in training at some future point in time. However, having the ability to capture that benefit has a present value that can be estimated. The flexibility component of TEI captures that value. Discount rate: The interest rate used in cash flow analysis to take into account the time value of money. Although the Federal Reserve Bank sets a discount rate, companies often set a discount rate based on their business and investment environment. Forrester assumes a yearly discount rate of 10% for this analysis. Organizations typically use discount rates between 8% and 16% based on their current environment. Readers are urged to consult their respective organization to determine the most appropriate discount rate to use in their own environment. Net present value (NPV): The present or current value of (discounted) future net cash flows given an interest rate (the discount rate). A positive project NPV normally indicates that the investment should be made, unless other projects have higher NPVs. Present value (PV): The present or current value of (discounted) cost and benefit estimates given at an interest rate (the discount rate). The PV of costs and benefits feed into the total net present value of cash flows. Page 24

26 Payback period: The breakeven point for an investment. The point in time at which net benefits (benefits minus costs) equal initial investment or cost. Return on investment (ROI): A measure of a project s expected return in percentage terms. ROI is calculated by dividing net benefits (benefits minus costs) by costs. The following is a note on the cash flow tables used in this study (see the example table below). The initial investment column contains costs incurred at time 0 or at the beginning of Year 1. Those costs are not discounted. All other cash flows in Years 1 through 3 are discounted using the discount rate (shown in Framework Assumptions section) at the end of the year. Present value (PV) calculations are calculated for each total cost and benefit estimate. Net present value (NPV) calculations are not calculated until the summary tables and are the sum of the initial investment and the discounted cash flows in each year. Page 25

Executive Summary... 2. Factors Affecting Benefits And Costs... 4. Disclosures... 5. TEI Framework And Methodology... 6. Analysis...

Executive Summary... 2. Factors Affecting Benefits And Costs... 4. Disclosures... 5. TEI Framework And Methodology... 6. Analysis... TABLE OF CONTENTS Executive Summary... 2 Factors Affecting Benefits And Costs... 4 Disclosures... 5 TEI Framework And Methodology... 6 Analysis... 7 Interview Highlights... 7 Costs... 9 Benefits... 10

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