The Era Of Intimate Customer Decisioning Is At Hand

Size: px
Start display at page:

Download "The Era Of Intimate Customer Decisioning Is At Hand"

Transcription

1 A Forrester Consulting Thought Leadership Paper Commissioned By FICO Decisions Based On An Informed, Intimate, And Immediate Understanding Of Customers Are the Next Normal January 2013

2 Table Of Contents Executive Summary... 2 Customer Interactions: Toward Informed, Intimate, Immediate Decisions... 3 Challenge: Getting To Informed, Intimate, Immediate Customer Interactions... 5 Solution: Analysis-To-Action-To-Optimization Systems... 9 Key Recommendations Appendix A: Methodology Appendix B: Supplemental Material Appendix C: Demographics Appendix D: Endnotes , 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 [1-KUIXA5] About Forrester Consulting Forrester Consulting provides independent and objective research-based consulting to help leaders succeed in their organizations. Ranging in scope from a short strategy session to custom projects, Forrester s Consulting services connect you directly with research analysts who apply expert insight to your specific business challenges. For more information, visit Page 1

3 Executive Summary We are on the cusp of a major shift in how enterprises formulate and manage their interactions with customers. Companies will decide how to converse with their customers based on a deep and timely analysis of each customer s context, behavior, and history. This shift to intimate customer decisioning is enabled by three Is: 1. Informed: Expanding the breadth of customer data analysis. 2. Intimate: Adding customer context to historical analysis. 3. Immediate: Speeding up the insight-to-action cycle to select, delight, and retain customers. Companies are investing in informed, intimate, and immediate customer interactions because customer experience differentiates them from their competitors. In July 2012, FICO commissioned Forrester Consulting to evaluate how enterprises are investing to better understand customer behavior. In a survey of 266 business decision-makers, Forrester found that improvement of customer experiences is the highest customer priority. According to our respondents, advancing from today s widespread use of big customer segments to microsegments and ultimately to segments of one is the overriding challenge of the next two years. Meeting this challenge will require new customer analysis techniques and automated decision-making. In the next two years, customer engagement will reflect detailed understanding of each customer s context first and the company s goals second. Leading organizations already use these data-driven engagements ; our survey strongly suggests that soon every firm will. Key Findings Forrester s study yielded three key findings: Companies are moving to much more sophisticated customer modeling. Few respondents today interact with their customers as individuals, but will soon do so. A striking number of organizations have moved from broad to microsegment targeting during the past two years. 52% of respondents indicated that messaging to individuals was a goal for the next two years. For example, banks use persona models to understand small groupings of customers. Retention-sensitive firms use models to determine why customers don t renew and then seek to prevent those factors from recurring. Companies are speeding customer model and operational system changes. Three-quarters of respondents plan to adopt at least monthly revisions of their customer models in two years, whereas today about 60% make revisions either quarterly or annually. Eighty percent of respondents expect to change their operational systems to incorporate new insights about customers in six months or less a big shift from today s norm. The biggest barriers to faster modeling revisions and operational systems changes are a lack of skills and funding for innovative projects. Firms need analysis experts to define the early successes that drive future investments. Decisioning platforms are the key technology investment. Decisioning platforms and tools help automate customer actions in response to given conditions. On a list of strategies to improve customer interactions, adding technologies to automate decisions was ranked most important by almost 30% of respondents even higher than investing in analysis technologies. Decisioning platform analysis, model creation, decision application creation, measurement, and model management support the full life cycle of business decisions. Page 2

4 Customer Interactions: Toward Informed, Intimate, Immediate Decisions We are on the cusp of a major shift in how enterprises formulate and manage their interactions with customers. The big change: Companies will decide how to converse with their customers based on a deep and timely analysis of each customer s context, behavior, and history. This shift to outside-in customer decisioning will unfold over the next two years, enabled by three initiatives companies are undertaking today: 1. Informed: Expanding the breadth of customer data analysis. Most companies today analyze the customer data they control order, account, and sales records to determine which customers to interact with, as well as how, when, and with what messages. These firms are starting to use a much broader set of demographic, social, contextual, and behavioral data on customers. Most of this data comes from external sources, including customers themselves (and their mobile devices), and is correlated and combined with internal sources. 2. Intimate: Adding customer context to historical analysis. Most of today s customer analysis seeks to understand the business patterns of the recent past as a predictor of likely behavior by large groups of customers. The new external data coming into use enables an understanding of individual customers and their contexts their location, attitude, actions, and related insights. 3. Immediate: Speeding up the insight-to-action cycle to select, delight, and retain customers. Most firms today need months to update their understanding of customers and react to fresh insights with new campaigns, new offers, new messages, new policies, and new segmentation schemes. As outside-in customer analysis catches on, firms will progress to near real-time analysis of customer behavior and dramatically reduce the time required to take action on new insights, often with new automated decisioning solutions. The findings in this paper come from an online survey of 266 business decision-makers working in marketing, fraud, and collections in eight countries (see Appendix C). The survey respondents hail from organizations with $1 billion or more in annual revenue in the retail, high-tech, insurance, banking, and healthcare sectors. These decision-makers provided insight into their actions and strategies to gain and act on customer analysis today, as well as their imperatives and planned investments in organizational change and technology during the next two years. Why? Customer Experience Differentiates, Drives Valuation, And Is Evolving Companies are investing in informed, intimate, and immediate customer knowledge and decisions because customer experience differentiates companies. Forrester defines customer experience as the perception people gain from interactions with your company. Interactions are thus the foundation of customer experience. Great customer experience translates to company value in very practical terms. Watermark Consulting found that the 10 leading firms on Forrester s annual Customer Experience Index outperformed the S&P 500 Index by 22% on a five-year basis. 1 The bottom 10 lagged the S&P 500 by a whopping 46%. It s no surprise that the majority of respondents to our survey reported that their firm s highest customer priority is to improve their customer experiences, with the emphasis on existing customers (see Figure 1). Survey respondents also reported investments in new customer acquisition, but usually as a secondary priority. This finding likely reflects Page 3

5 uncertain global macroeconomic conditions, which encourage risk-taking to build on current assets (including the customer base) rather than to identify and build new customer relationships. Still, many respondents reported investing in new customer acquisition as well as in nurturing expanded relationships with existing customers. In this kind of economic climate, many companies use customer analysis and decisioning to identify their best customers and prospects for additional spending and perhaps to promote their brand(s) to other customers as well. Figure 1 Goal: Love Customers More (multiple responses accepted) New Customer Technology Investments Aimed At Efficiency The emphasis on expanding current customer relationships reflects a general concern about cost efficiency evident in the survey results. For example, the cost of selling to existing customers is much lower than the cost of acquiring new customers. Cost efficiency is also clearly the top goal of investing in technology to aid customer understanding and decisioning (see Figure 2). This finding likely reflects the concerns we often hear from executives and marketing leaders about the cost of supporting a veritable explosion of new customer interaction channels, with smartphones topping the list. We find many business leaders prompting technology investments that enable customer experiences across their company s various channels including customer behavioral analysis and decisioning technologies. The alternative is disjointed and redundant systems supporting discrete channels. Page 4

6 In addition, automating decisions is more efficient than leaving each situation to the judgment of an individual employee even an experienced one. Companies investing in decisioning solutions are usually trying to find create insights and actions faster than their human experts can. That means finding important patterns faster, applying new information and lessons to existing customer segment and decision models faster, and rolling new models into production faster. Further, our finding supports anecdotal evidence that marketing and sales leaders hope that digital channels will be more cost-efficient for conducting customer interactions than conventional channels like stores, in-person sales meetings, and contact centers. Figure 2 Customer Understanding And Decisioning Technologies Must Produce Cost Efficiencies ( Other responses have been omitted) Challenge: Getting To Informed, Intimate, Immediate Customer Interactions A strong theme in our survey findings is the need to understand and interact with customers as individuals rather than as members of broad segments of people. The most powerful relationships, after all, are with individuals not segments. According to our respondents, advancing from today s widespread use of broad customer segments to microsegments and ultimately to segments of one will be the overriding challenge of the next two years. Page 5

7 Few respondents today interact with their customers as individuals, but the trend toward doing so is clear from their responses. Most respondents reported targeting customer messages to either broad segments or microsegments. The number of organizations that have moved from broad to microsegment targeting during the past two years is striking. The next step on this journey is to address customer messages to individuals the goal of half of the respondents for the next two years (see Figure 3). One-quarter will move to microsegments in that time frame, reversing the ratios of the three targets prevalent just two years ago. Answering the challenge begins with investments that drive customer understanding to unprecedented levels of individual detail. Survey respondents indicated that, while today s customer programs continue to demand investment, they are beginning to invest in the programs of tomorrow (see Figure 4). 2 Figure 3 The Move To Individualized Customer Messages Those early investments are aimed at expanding activities that will help companies understand their customers and prospects as individuals. The two key initiatives are to identify microsegments of customers and to analyze customer journeys and behavior. 1. Microsegments are a step toward individuals. Microsegments are a step toward understanding customers as individuals; as they break customer populations down into often hundreds of narrowly defined groups. 2. Customer journey and behavioral analysis step toward intimacy. Customer journey maps are a popular way to understand the complete experience and the perceptions an end-to-end experience will likely create. Page 6

8 Customer behavioral analysis delves deeply into a customer s actions, attitudes, and context to understand how to optimize interactions and perhaps predict likely future opportunities. Having gained an understanding of customers as individuals, the next problem is what to say to each customer, including when, how, and where to send the message (see Figure 5). The goal: the right action for right customer at right time and in the right location. Easier said than done, say our respondents and they focus on three questions to determine: How to engage with the customer. Engagement starts with an action based on customer understanding. What offer will we make? Engagement is then executed through a message of some kind. What should that message say? Which communication channel should we use? What time of day, week, month, or quarter? What to sell or cross-sell. This is the big question for companies focused on expanding customer relationships, as it provides the return on those investments. Whether the customer is eligible for the offer. Eligibility may reflect a customer s status with a company or brand, compliance with policies and regulations, and/or specific criteria to qualify for an offer. Figure 4 The Shift To Understanding Customers As Individuals Has Begun (multiple responses accepted) Page 7

9 Figure 5 Critical Decision: How To Engage With Customers (percentages may not total 100 due to rounding) The last aspect of this transformation is immediacy: Dealing with customers in time. Customer analyses that include contextual information will allow companies to understand customers at particular points in time and adjust their customer models much more rapidly than they do today. Three-quarters of respondents report plans to move to at least monthly revisions of their customer models in two years, whereas today, about 60% institute revisions either quarterly or annually (see Figure 6). Immediacy will require that users quickly understand crucial customer changes and adapt their models and decisions to respond. To create these rapid learning cycles, firms will need automated monitoring of actual decisions against models and the ability to rapidly deploy revised models and new models into production. Page 8

10 Figure 6 Segmentation Changes Must Move Faster Solution: Analysis-To-Action-To-Optimization Systems Meeting the challenge will require new customer analysis techniques and automated decision-making, both supported by technical solutions. In the coming outside-in environment, customer engagements based on detailed understanding of the customer s context and the company s goals will be vital. Such data-driven engagements are already in use at leading organizations, but our survey strongly suggests they are the next normal for all organizations. Respondents report that actions informed by formal data analysis are on the rise in their organizations (see Figure 7). Sixty percent of respondents expect at least 75% of their customer engagements to be informed by formal data analysis within two years. A mere 12% of respondents expected less than half of their customer engagements to be so informed. Page 9

11 Figure 7 Data-Driven Customer Engagements On A Steady Rise (percentages may not total 100 due to rounding) Analysis-fueled customer interactions demand information technology. Companies typically require many new investments to collect, correlate, and manage larger volumes of data in time; to decide on and implement customer actions in time; and to measure results and learn how to improve. Respondents highlighted the crucial new technology investments their firms are making today and plan to make in the next year. The first of these new technology investments will be in behavioral analysis tools. Behavioral analysis is a key priority among customer-analysis techniques (see Figure 8). The top priority among respondents remains getting more insights out of their historical customer data a priority that is usually accomplished by making more effective use of internal data sources and business intelligence/statistical analysis tools. Behavioral analysis is different, as it almost always requires using external data and new technologies to collect, manage, and analyze that data. The next step is to drive critical decisions based on that customer understanding. Page 10

12 Figure 8 Behavioral Analysis Is Attracting Significant Investment (multiple responses accepted) The second of these new technology investments will be in decisioning platforms and tools. Decisioning helps formulate actions in response to given conditions and automate the execution of those actions. The key technologies these platforms rely on include statistical and behavior analysis, model creation and testing, business rules (to create decision applications), measurement of actual results, and optimization tools to use actuals to improve customer and decision models. On a list of strategies to improve customer interactions, adding technologies to automate decisions was ranked most important by almost 30% of respondents higher than investing in analysis (see Figure 9). Analysis and decisioning go hand in hand in a cycle of activities to drive informed, intimate, and immediate customer interactions. Respondents signaled that they understand this linkage and hope to be able to acquire support for their analysis-to-action cycles in a single suite of tools. Forty-five percent of respondents reported plans to adopt decisioning suites that include analytical modeling, decision modeling, business rules, and decision optimization capabilities (see Figure 10). Individual components of decisioning suites also registered high rates of adoption in the next year all relative to analytical modeling tools. These findings suggest that firms either already have many of the analytical modeling tools they ll use for their nextgeneration customer analysis and decisioning or are acquiring the tools they need this year. Decisioning, quite clearly, is the next set of technology investments on the agenda for many firms. Page 11

13 Figure 9 Decision Automation Is On The Horizon (multiple responses accepted) *(percentages do not total 100 due to rounding) Page 12

14 Figure 10 The Use Of Decisioning Technologies Will Rise (multiple responses accepted) *(percentages do not total 100 due to rounding) Looking still further into the future: Decisioning optimization is the next logical step in the progression to informed, intimate, and immediate customer interactions. Optimization describes two activities. The first is comparing actual customer results and other information with models to determine how to improve them (the general trend is to seek insights that take models closer to individual customers). The second is adding information to models to make them better. For example, one health insurer knew that policyholders with long commutes tended to take more sick days than people with shorter commutes. Further correlating that with address data and distance calculations made the pattern into a model. Most respondents (67%) reported that they measure the business results of 100% of their customer modeling and matching decisions today, while 31% measure some of these outcomes. However, they don t yet connect these metrics to the execution of customer strategies and actions; only 14% of respondents reported using metrics about customer Page 13

15 models and decisions to adjust running campaigns and strategies. The vast majority (85%) uses metrics only for periodic reporting and planning (see Figure 11). To meet the requirements of the future in most firms, those percentages must be reversed. Optimization must be added to the analysis-to-action cycle. Figure 11 Operational Change Is Accelerating A prerequisite for intermediate changes to running customer campaigns and strategies is the ability to rapidly change operational systems. Our survey suggests that most companies aren t yet able to quickly introduce change to their operational systems, but that they are working to do better. Change running campaigns and strategies contain evidence of groundwork for such fast action. Eighty percent of respondents expect to change their operational systems to incorporate new insights about customers in six months or less, with the largest segment within that grouping being changes within a month (26%). That s a big shift from today s norm, in which 75% of respondents change their operational systems in one month to one year, with the largest grouping making changes between three and 12 months (52%). The growth in respondents that expect to be able to make changes to their operational systems within a month and within a week sometime in the next two years is highest among the categories. Page 14

16 KEY RECOMMENDATIONS Our survey results clearly demonstrate that most firms have decided the time is now to begin their journey to intimate customer decisioning. Getting to informed, intimate, and immediate customer interactions first requires an overall customer experience strategy. Many organizations are ill-served by their informal strategies. The investments in both talent and technology required for this next generation of customer understanding and decisioning requires a multiyear roadmap. Start with pragmatic projects to both build your organization s analytical and decision modeling chops and learn new tools and technologies. Your strongest foundation for this plan is efficiency improvements, not expected contributions to top-line revenue. Your initial projects will also speak volumes about the return your firm can expect on its investments in intimate customer decisioning. Clearly, many organizations have made customer behavioral analysis their next step in this journey and with good reason. By focusing on understanding behaviors, you are more likely to find conditions that demand change in decisions about business policy or customer interactions than you are by analyzing historical data about business patterns. To act on analysis continuously and in time, you should also invest in decisioning platforms. These are more than business rules products; the best platforms address the full life cycle of intimate customer decisioning from analysis to model creation to rules development to metrics and optimization. Companies that can quickly recognize a meaningful change in customer behavior and then quickly change a policy or interaction are more likely to win. The combination of being aware of a new customer condition and being able to act on it in time is where you ll find the real payoff in improved business efficiency and business results. Page 15

17 Appendix A: Methodology In this study, Forrester conducted an online survey of 266 retail, high-tech, insurance, banking, and healthcare organizations in Brazil, Canada, China, Germany, India, South Korea, the UK, and the US to evaluate the challenges that businesses face in using IT to improve their interactions with customers. Survey participants included decisionmakers in the executive suite, application development, marketing, customer experience, BI, master data management, ecommerce, and ebusiness. Questions provided to the participants asked how organizations seek to better understand customers, goals during the next year, which strategies organizations will invest in, and technologies being used. The study began in July 2012 and was completed in August Readers who are interested in a more detailed description of respondent profiles should refer to Appendix C. Appendix B: Supplemental Material Related Forrester Research Drive Business Transformation With Digital Customer Experiences, Forrester Research, Inc., November 27, 2012 Embracing The Open Web: Web Technologies You Need To Engage Your Customers, And Much More, Forrester Research, Inc., January 24, 2012 Page 16

18 Appendix C: Demographics Figure A Respondent Demographic Information: Title Which title best describes your position in your organization? CIO 25% Chief customer officer, chief experience officer, chief client officer 11% VP or director of IS/IT or application development VP or director of marketing VP or director of customer experience 12% 14% 16% VP or director of risk management 9% VP or director of fraud VP or director of ecommerce, ebusiness VP or director of BI and/or master data management VP or director of collections 5% 4% 3% 2% (percentages do not total 100 due to rounding) Page 17

19 Figure B Respondent Demographic Information: Country Origins, Company Sizes (percentages do not total 100 due to rounding) Page 18

20 Figure C Respondent Demographic Information: Industry Page 19

21 Figure D Respondent Demographic Information: Respondent Profile Appendix D: Endnotes 1 Watermark Consulting s Customer Experience Stock Performance Analysis measures the five-year stock performance of the top 10 and bottom 10 companies on Forrester Research s annual Customer Experience Index. Forrester s index ranks the customer experiences of dozens of companies every year (160 brands in 2012) based on a large consumer survey. Source: The ROI of a Great Customer Experience, WaterRemarks, February 1, 2012 (http://www.watermarkconsult.net/blog/2012/02/01/the-roi-of-a-great-customer-experience/). Source: The Customer Experience Index, 2012, Forrester Research, Inc., January 23, In our survey, present-day, customer-understanding activities are represented by voice of the customer programs and profitability analysis. Page 20

A Forrester Consulting Thought Leadership Paper Commissioned By AT&T Collaboration Frontier: An Integrated Experience

A Forrester Consulting Thought Leadership Paper Commissioned By AT&T Collaboration Frontier: An Integrated Experience A Forrester Consulting Thought Leadership Paper Commissioned By AT&T August 2013 Table Of Contents Executive Summary... 2 The Profile Of Respondents Is Across The Board... 3 Investment In Collaboration

More information

An Executive Primer To Customer Success Management

An Executive Primer To Customer Success Management A Forrester Consulting Thought Leadership Paper Commissioned By Gainsight April 2014 An Executive Primer To Customer Success Management Table Of Contents We Live In A Subscription Economy Learn To Manage

More information

The Road To CrossChannel Maturity

The Road To CrossChannel Maturity A Forrester Consulting Thought Leadership Paper Commissioned By Experian Marketing Services The Road To CrossChannel Maturity Build On Skills And Established Digital Channels To Achieve Cross-Channel Mastery

More information

How Predictive Marketing Analytics Boosts B2B Business Performance

How Predictive Marketing Analytics Boosts B2B Business Performance A Forrester Consulting Thought Leadership Paper Commissioned By EverString December 2015 How Predictive Marketing Analytics Boosts B2B Business Performance Table Of Contents Executive Summary... 1 Marketing

More information

How To Get Started With Customer Success Management

How To Get Started With Customer Success Management A Forrester Consulting Thought Leadership Paper Commissioned By Gainsight April 2014 How To Get Started With Customer Success Management Table Of Contents Four Actionable Steps To Setting Up Your Customer

More information

Delivering New Levels Of Personalization In Consumer Engagement

Delivering New Levels Of Personalization In Consumer Engagement A Forrester Consulting Thought Leadership Paper Commissioned By SAP Delivering New Levels Of Personalization In Consumer Engagement A Guide For Marketing Executives: Strategy, Capabilities, And Technologies

More information

Key Strategies To Capture And Measure The Value Of Consumerization Of IT

Key Strategies To Capture And Measure The Value Of Consumerization Of IT A Forrester Consulting Thought Leadership Paper Commissioned By Trend Micro Key Strategies To Capture And Measure The Value Of Consumerization Of IT Enterprises Achieve A Wide Range Of Benefits By Deploying

More information

Online And Mobile Are Transforming B2B Commerce Firms That Act Now Will Gain Appreciably, Companies That Don t Will Fall Farther Behind

Online And Mobile Are Transforming B2B Commerce Firms That Act Now Will Gain Appreciably, Companies That Don t Will Fall Farther Behind A Forrester Consulting Thought Leadership Paper Commissioned By hybris October 2013 Online And Mobile Are Transforming B2B Commerce Firms That Act Now Will Gain Appreciably, Companies That Don t Will Fall

More information

Ubiquitous Connectivity Is Changing Business And Technology Planning

Ubiquitous Connectivity Is Changing Business And Technology Planning A Forrester Consulting Thought Leadership Paper Commissioned By Akamai Technologies Ubiquitous Connectivity Is Changing Business And Technology Planning Business And Technology Executives Strategies Shift

More information

Refresh Your Approach To 1:1 Marketing How Real-Time Automation Elevates Personalization

Refresh Your Approach To 1:1 Marketing How Real-Time Automation Elevates Personalization A Forrester Consulting Thought Leadership Paper Commissioned By Salesforce ExactTarget Marketing Cloud August 2014 Refresh Your Approach To 1:1 Marketing How Real-Time Automation Elevates Personalization

More information

Big Data Ups The Customer Analytics Game

Big Data Ups The Customer Analytics Game A Custom Technology Adoption Profile Commissioned By IBM February 2014 Big Data Ups The Customer Analytics Game Introduction In the age of the customer, enterprises invest in creating actionable customer

More information

CPG Sales Leaders Go Multichannel A Guide To CPG Sales And Channel Management In A Digital World

CPG Sales Leaders Go Multichannel A Guide To CPG Sales And Channel Management In A Digital World A Forrester Consulting Thought Leadership Paper Commissioned By Accenture January 2015 CPG Sales Leaders Go Multichannel A Guide To CPG Sales And Channel Management In A Digital World Table Of Contents

More information

Intent Data Can Sharpen Your Competitive Edge

Intent Data Can Sharpen Your Competitive Edge A Custom Technology Adoption Profile Commissioned By Magnetic May 2015 Intent Data Can Sharpen Your Competitive Edge Introduction Using intent data for customer acquisition and retention is important for

More information

Enterprises Shift To Smart Process Apps To Engage Customers

Enterprises Shift To Smart Process Apps To Engage Customers A Custom Technology Adoption Profile Commissioned By Kofax Executive Summary Historically, companies have invested in systems that make the business more efficient systems like customer relationship management

More information

Application Performance Management Is Critical To Business Success

Application Performance Management Is Critical To Business Success A Custom Technology February 2014 Adoption Profile Commissioned By IBM Application Performance Management Is Critical To Business Success 1 Introduction We have entered the age of the customer, an era

More information

Leverage Cloud-Based Contact Center Technologies To Provide Differentiated Customer Experiences

Leverage Cloud-Based Contact Center Technologies To Provide Differentiated Customer Experiences A Custom Technology Adoption Profile Commissioned By Genesys Telecommunications Laboratories Leverage Cloud-Based Contact Center Technologies To Provide Differentiated Customer Experiences March 2013 Introduction

More information

Why You Need To Be A Modern Marketer: The Business Impact Of Marketing Maturity In The Age Of The Customer

Why You Need To Be A Modern Marketer: The Business Impact Of Marketing Maturity In The Age Of The Customer A Forrester Consulting October 2014 Thought Leadership Paper Commissioned By Oracle Why You Need To Be A Modern Marketer: The Business Impact Of Marketing Maturity In The Age Of The Customer Table Of Contents

More information

Moments That Matter Intent-Rich Moments Are Critical To Winning Today s Consumer Journey

Moments That Matter Intent-Rich Moments Are Critical To Winning Today s Consumer Journey A Forrester Consulting Thought Leadership Paper Commissioned By Google July 2015 Moments That Matter Intent-Rich Moments Are Critical To Winning Today s Consumer Journey Table Of Contents Executive Summary...

More information

A Tidal Wave of Dynamic Web Content Is Coming How Will You Respond?

A Tidal Wave of Dynamic Web Content Is Coming How Will You Respond? A Custom Technology Adoption Profile Commissioned by Riverbed A Tidal Wave of Dynamic Web Content Is Coming How Will You Respond? March 2012 Introduction As enterprises shift from desktop apps to web and

More information

October 27, 2009 Case Study: ING Delivers Personalized Product Offers Across Channels In Real Time

October 27, 2009 Case Study: ING Delivers Personalized Product Offers Across Channels In Real Time October 27, 2009 Case Study: ING Delivers Personalized Product Offers Across Channels In Real Time by Alexander Hesse for Customer Intelligence Professionals Making Leaders Successful Every Day October

More information

Improving The Agent Experience Moves The Needle On Customer Satisfaction

Improving The Agent Experience Moves The Needle On Customer Satisfaction A Custom Technology Adoption Profile Commissioned by Amdocs Improving The Agent Experience Moves The Needle On Customer Satisfaction Introduction Today, the gap between customers expectations and the service

More information

Simplify And Innovate The Way You Consume Cloud

Simplify And Innovate The Way You Consume Cloud A Forrester Consulting October 2014 Thought Leadership Paper Commissioned By Infosys Simplify And Innovate The Way You Consume Cloud Table Of Contents Executive Summary... 1 Cloud Adoption Is Gaining Maturity

More information

Private Or Public Cloud Isn t The Right Question It s Going To Be A Hybrid World

Private Or Public Cloud Isn t The Right Question It s Going To Be A Hybrid World A Custom Technology Adoption Profile Commissioned By HP Private Or Public Cloud Isn t The Right Question It s Going To Be A Hybrid World April 2012 Setting The Stage: IT Must Get In Front Of Enterprise

More information

Be Direct: Why A Direct-To- Consumer Online Channel Is Right For Your Business

Be Direct: Why A Direct-To- Consumer Online Channel Is Right For Your Business A Forrester Consulting Thought Leadership Paper Commissioned By Digital River May 2014 Be Direct: Why A Direct-To- Consumer Online Channel Is Right For Your Business 1 Table Of Contents Executive Summary...2

More information

Capacity Management Benefits For The Cloud

Capacity Management Benefits For The Cloud A Custom Technology Adoption Profile Commissioned By BMC Software November 2014 Capacity Management Benefits For The Cloud Introduction There are many benefits that enterprises can realize by moving workloads

More information

A Faster Pace For Retail Paid Search Real-Time Insights Are Critical To Competitive Advantage

A Faster Pace For Retail Paid Search Real-Time Insights Are Critical To Competitive Advantage A Forrester Consulting Thought Leadership Paper Commissioned By Google DoubleClick August 2014 A Faster Pace For Retail Paid Search Real-Time Insights Are Critical To Competitive Advantage Table Of Contents

More information

Data-DrivenDesign. DigitalExperienceTeamsAreFocusedonWebsite MetricsThatDon tdemonstratebusinessvalue

Data-DrivenDesign. DigitalExperienceTeamsAreFocusedonWebsite MetricsThatDon tdemonstratebusinessvalue Data-DrivenDesign DigitalExperienceTeamsAreFocusedonWebsite MetricsThatDon tdemonstratebusinessvalue A Forrester Consulting Thought Leadership Paper Commissioned By Extractable Digital Experience Teams

More information

Optimizing The Digital Customer Experience Marketers Must Adopt And Embrace Continuous Optimization

Optimizing The Digital Customer Experience Marketers Must Adopt And Embrace Continuous Optimization A Forrester Consulting March 2015 Thought Leadership Paper Commissioned By Qubit Optimizing The Digital Customer Experience Marketers Must Adopt And Embrace Continuous Optimization Table Of Contents Executive

More information

A Forrester Consulting Thought Leadership Paper Commissioned By Brother. December 2014

A Forrester Consulting Thought Leadership Paper Commissioned By Brother. December 2014 A Forrester Consulting Thought Leadership Paper Commissioned By Brother December 2014 Strategies And Solutions For Secure Webconferencing Choose Deployment Models And Products To Suit Security And Performance

More information

The Key To Cloud And Virtual Computing

The Key To Cloud And Virtual Computing A Forrester Consulting Thought Leadership Paper Commissioned By TeamQuest Managing And Planning Capacity In 2011 And Beyond June 2011 Table Of Contents Executive Summary... 2 Key Findings... 2 The Pursuit

More information

Benefits Of Leveraging The Cloud Extend To Master Data Management

Benefits Of Leveraging The Cloud Extend To Master Data Management A Custom Technology Adoption Profile Commissioned By Liaison Technologies April 2014 Benefits Of Leveraging The Cloud Extend To Master Data Management Introduction It is extremely difficult to imagine

More information

Trends In Data Quality And Business Process Alignment

Trends In Data Quality And Business Process Alignment A Custom Technology Adoption Profile Commissioned by Trillium Software November, 2011 Introduction Enterprise organizations indicate that they place significant importance on data quality and make a strong

More information

Cloud Backup And Disaster Recovery Meets Next-Generation Database Demands Public Cloud Can Lower Cost, Improve SLAs And Deliver On- Demand Scale

Cloud Backup And Disaster Recovery Meets Next-Generation Database Demands Public Cloud Can Lower Cost, Improve SLAs And Deliver On- Demand Scale A Forrester Consulting Thought Leadership Paper Commissioned By Microsoft March 2014 Cloud Backup And Disaster Recovery Meets Next-Generation Database Demands Public Cloud Can Lower Cost, Improve SLAs

More information

Improving The Retail Experience Through Fast Data

Improving The Retail Experience Through Fast Data A Forrester Consulting Thought Leadership Paper Commissioned By TIBCO Software February 2016 Improving The Retail Experience Through Fast Data Overview Customers expect better-individualized experiences

More information

Executive Summary... 2. Sales Reps And Operations Professionals Need Rich Customer Data To Meet Revenue Targets... 3

Executive Summary... 2. Sales Reps And Operations Professionals Need Rich Customer Data To Meet Revenue Targets... 3 Executive Summary... 2 Sales Reps And Operations Professionals Need Rich Customer Data To Meet Revenue Targets... 3 Lack Of Accurate, Timely, And Actionable Customer Data Makes Goal Attainment Difficult...

More information

The Power Of Real-Time Insight How Better Visibility, Data Analytics, And Reporting Can Optimize Your T&E Spend

The Power Of Real-Time Insight How Better Visibility, Data Analytics, And Reporting Can Optimize Your T&E Spend A Forrester Consulting Thought Leadership Paper Commissioned By Concur May 2014 The Power Of Real-Time Insight How Better Visibility, Data Analytics, And Reporting Can Optimize Your T&E Spend Table Of

More information

Cloud-Based Disaster Recovery Barriers And Drivers In The Enterprise

Cloud-Based Disaster Recovery Barriers And Drivers In The Enterprise A Custom Technology Adoption Profile Commissioned By IBM Cloud-Based Disaster Recovery Barriers And Drivers In The Enterprise March 2012 Introduction Enterprise IT professionals today face a serious challenge:

More information

Monitoring IT Business Services

Monitoring IT Business Services A Forrester Consulting Thought Leadership Paper Commissioned By Zenoss How Too Many Tools Can Impact Your IT Operation Efficiency January 2013 Table Of Contents Executive Summary... 2 Achieving Business

More information

The Move Is On To Open Source Integration Software

The Move Is On To Open Source Integration Software A Custom Technology Adoption Profile Commissioned By Red Hat Forrester Surveys Show Adoption Of Open Source Integration On The Upswing The current economic environment has prompted firms to seek out low-cost

More information

Protecting Customer Experience Against Distributed Denial Of Service (DDoS)

Protecting Customer Experience Against Distributed Denial Of Service (DDoS) A Custom Technology Adoption Profile Commissioned By Bell Canada June 2014 Protecting Customer Experience Against Distributed Denial Of Service (DDoS) Introduction In today s age of the customer, a company

More information

A Forrester Consulting Thought Leadership Paper Commissioned By Zebra Technologies. November 2014

A Forrester Consulting Thought Leadership Paper Commissioned By Zebra Technologies. November 2014 A Forrester Consulting Thought Leadership Paper Commissioned By Zebra Technologies November 2014 Internet-Of-Things Solution Deployment Gains Momentum Among Firms Globally Improved Customer Experience

More information

Seize The Mobile Moment: Field Service Mobility Solutions Improve Customer Experience

Seize The Mobile Moment: Field Service Mobility Solutions Improve Customer Experience A Custom Technology Adoption Profile Commissioned By HP January 2015 Seize The Mobile Moment: Field Service Solutions Improve Customer Experience Introduction Customers expect to get what they want in

More information

A Forrester Consulting Thought Leadership Paper Commissioned By MetaPack. September 2014

A Forrester Consulting Thought Leadership Paper Commissioned By MetaPack. September 2014 A Forrester Consulting Thought Leadership Paper Commissioned By MetaPack September 2014 Boost ecommerce Revenue By Enhancing Delivery Capabilities Retailers Leverage A Multicarrier Strategy To Offer Consumers

More information

The Expanding Role Of Mobility In The Workplace

The Expanding Role Of Mobility In The Workplace A Custom Technology Adoption Profile Commissioned By Cisco Systems February 2012 Corporate Mobility Initiatives Gain Momentum Workers are increasingly mobile, and a majority of enterprises are focused

More information

The New Calculus Of Marketing How Marketing Leaders Must Re- Engineer For The Internet Of Customers

The New Calculus Of Marketing How Marketing Leaders Must Re- Engineer For The Internet Of Customers A Forrester Consulting Thought Leadership Paper Commissioned By Salesforce ExactTarget Marketing Cloud April 2014 The New Calculus Of Marketing How Marketing Leaders Must Re- Engineer For The Internet

More information

The Move Toward Modern Application Platforms

The Move Toward Modern Application Platforms A Custom Technology Adoption Profile Commissioned By Appian December 2014 The Move Toward Modern Application Platforms Introduction Most businesses urgently need to deliver custom applications and lots

More information

B2B ecommerce Produces Results Get On Board Now

B2B ecommerce Produces Results Get On Board Now A Forrester Consulting Thought Leadership Paper Commissioned By EPiServer May 2014 B2B ecommerce Produces Results Get On Board Now Table Of Contents Executive Summary... 1 The Verdict Is In: ecommerce

More information

The Total Economic Impact Of SAS Customer Intelligence Solutions Real-Time Decision Manager

The Total Economic Impact Of SAS Customer Intelligence Solutions Real-Time Decision Manager A Forrester Total Economic Impact Study Commissioned By SAS Project Director: Dean Davison May 2014 The Total Economic Impact Of SAS Customer Intelligence Solutions Real-Time Decision Manager Table Of

More information

Automation: Redefining Marketing s Game Plan

Automation: Redefining Marketing s Game Plan A Forrester Consulting Thought Leadership Paper Commissioned By Silverpop How Marketers Should Rethink Their Approach To Marketing Automation May 2012 Table Of Contents Executive Summary... 2 The Current

More information

Is It Time To Refresh Your Wireless Infrastructure?

Is It Time To Refresh Your Wireless Infrastructure? A Forrester Consulting Thought Leadership Paper Commissioned By Zebra Technologies October 2015 Is It Time To Refresh Your Wireless Infrastructure? Table Of Contents Executive Summary... 1 The Age Of The

More information

The Total Economic Impact Of D&B Direct

The Total Economic Impact Of D&B Direct A Forrester Total Economic Impact Study Commissioned By D&B Project Directors: Shaheen Parks Sarah Musto December 2014 The Total Economic Impact Of D&B Direct Cost Savings And Business Benefits Enabled

More information

Leverage Micro- Segmentation To Build A Zero Trust Network

Leverage Micro- Segmentation To Build A Zero Trust Network A Forrester Consulting Thought Leadership Paper Commissioned By VMware July 2015 Leverage Micro- Segmentation To Build A Zero Trust Network Table Of Contents Executive Summary... 1 Current Security Implementations

More information

Cross-Channel Attribution Is Needed to Drive Marketing Effectiveness

Cross-Channel Attribution Is Needed to Drive Marketing Effectiveness A Forrester Consulting Thought Leadership Paper Commissioned By Google May 2014 Cross-Channel Attribution Is Needed to Drive Marketing Effectiveness Table of Contents Executive Summary...1 Advanced Measurement

More information

People-Focused Marketing At The Speed Of Today s Connected Consumers Engage your Audience with Real-Time Context and Relevance

People-Focused Marketing At The Speed Of Today s Connected Consumers Engage your Audience with Real-Time Context and Relevance A Forrester Consulting Thought Leadership Paper Commissioned By Criteo February 2016 People-Focused Marketing At The Speed Of Today s Connected Consumers Engage your Audience with Real-Time Context and

More information

Mastering Omni-Channel B2B Customer Engagement

Mastering Omni-Channel B2B Customer Engagement A Forrester Consulting Thought Leadership Paper Commissioned By Accenture Interactive And SAP hybris October 2015 Mastering Omni-Channel B2B Customer Engagement Table Of Contents Executive Summary... 1

More information

Converged Infrastructure: Ready For The Next Phase

Converged Infrastructure: Ready For The Next Phase A Forrester Consulting Thought Leadership Paper Commissioned By HP CI Provides A Platform For Enterprise Investment In Improved User Experience September 2013 Table Of Contents Executive Summary... 2 How

More information

Connect and Protect: The Importance Of Security And Identity Access Management For Connected Devices

Connect and Protect: The Importance Of Security And Identity Access Management For Connected Devices A Forrester Consulting Thought Leadership Paper Commissioned By Xively By LogMeIn August 2015 Connect and Protect: The Importance Of Security And Identity Access Management For Connected Devices Table

More information

Managed Mobility Cloud Services Gain Momentum With European Midmarket Organizations

Managed Mobility Cloud Services Gain Momentum With European Midmarket Organizations A Custom Technology Adoption Profile Commissioned By VeliQ & SAP January 2014 Managed Mobility Cloud Services Gain Momentum With European Midmarket Organizations 1 Introduction The mobile mind shift resulted

More information

File Sync And Share And The Future Of Work

File Sync And Share And The Future Of Work A Forrester Consulting Thought Leadership Paper Commissioned By Dropbox March 2014 File Sync And Share And The Future Of Work Table Of Contents Executive Summary...1 Workers Are Embracing Sync And Share

More information

Strategically Source Your Next Data Centre Data Centre Purchasing Drivers, Priorities, and Barriers for Asia-Pacific Firms

Strategically Source Your Next Data Centre Data Centre Purchasing Drivers, Priorities, and Barriers for Asia-Pacific Firms A Forrester Consulting Thought Leadership Paper Commissioned By Digital Realty July 2014 Strategically Source Your Next Data Centre Data Centre Purchasing Drivers, Priorities, and Barriers for Asia-Pacific

More information

Are SMBs Taking Disaster Recovery Seriously Enough?

Are SMBs Taking Disaster Recovery Seriously Enough? A Custom Technology Adoption Profile Commissioned By Colt September 2014 Are SMBs Taking Disaster Recovery Seriously Enough? Introduction Small and medium-size businesses (SMBs) have the same challenges

More information

Listening And Engaging In The Digital Marketing Age

Listening And Engaging In The Digital Marketing Age A Forrester Consulting Thought Leadership Paper Commissioned By Dell Companies Progress Their Customer-Centric Approaches And See Positive Business Outcomes July 2011 Table Of Contents Executive Summary...

More information

Continuous Third-Party Security Monitoring Powers Business Objectives And Vendor Accountability

Continuous Third-Party Security Monitoring Powers Business Objectives And Vendor Accountability A Custom Technology Adoption Profile Commissioned By BitSight Technologies Continuous Third-Party Security Monitoring Powers Business Objectives And Vendor Accountability Introduction As concerns around

More information

In Big Data We Trust?

In Big Data We Trust? A Thought Leadership Paper Commissioned By Intel Businesses Are Hungry For Big Data Insights, But Trust Issues Erode Confidence April 2013 Table Of Contents Executive Summary... 2 Tired Old Platforms Cannot

More information

THE 7 STEPS TO A SUCCESSFUL CRM IMPLEMENTATION DEPLOYING CRM IN THE NEW ERA OF CONNECTED CUSTOMERS

THE 7 STEPS TO A SUCCESSFUL CRM IMPLEMENTATION DEPLOYING CRM IN THE NEW ERA OF CONNECTED CUSTOMERS THE NEW ERA OF ABOUT THE AUTHOR Paul Rogers is the Head of Customer Experience and CRM within HCL s Applications Division. Based in London, Paul is responsible for leading HCL s CRM consulting and technology

More information

The New Path-To- Purchase The Connected Consumer s Cross- Device Journey

The New Path-To- Purchase The Connected Consumer s Cross- Device Journey A Forrester Consulting Thought Leadership Paper Commissioned By Tapad July 2014 The New Path-To- Purchase The Connected Consumer s Cross- Device Journey Table Of Contents Executive Summary... 1 Today s

More information

Multi-channel Marketing

Multi-channel Marketing RIGHT TIME REVENUE OPTIMIZATION How To Get Started RIGHT TIME REVENUE OPTIMIZATION How To Get Started Summary: The Short List Here s our suggested short list from this paper: Multi-channel marketing is

More information

Digital Business Requires Application Performance Management

Digital Business Requires Application Performance Management A Custom Technology Adoption Profile Commissioned By BMC Software January 2015 Digital Business Requires Application Performance Management Introduction Digital is transforming the rules of business success.

More information

Cloud Without Limits: How To Deliver Hybrid Cloud With Agility, Governance, And Choice

Cloud Without Limits: How To Deliver Hybrid Cloud With Agility, Governance, And Choice A Custom Technology Adoption Profile Commissioned By Dell November 2014 Cloud Without Limits: How To Deliver Hybrid Cloud With Agility, Governance, And Choice Introduction With more and more business applications

More information

Customer Cloud Adoption: From Development To The Data Center

Customer Cloud Adoption: From Development To The Data Center A Custom Technology Adoption Profile Commissioned By Dell Customer Cloud Adoption: From Development To The Data Center September 2013 Introduction Where are customers today on their cloud journeys, and

More information

Marketing Relevance In An Omnichannel World How Data And Measurement Are Key To Customer Engagement

Marketing Relevance In An Omnichannel World How Data And Measurement Are Key To Customer Engagement A Forrester Consulting Thought Leadership Paper Commissioned By Neustar August 2015 Marketing Relevance In An Omnichannel World How Data And Measurement Are Key To Customer Engagement Table Of Contents

More information

Enable Mobility With Application Visibility At The Edge Of The Network

Enable Mobility With Application Visibility At The Edge Of The Network A Custom Technology Adoption Profile Commissioned By Aerohive December 2014 Enable Mobility With Application Visibility At The Edge Of The Network Introduction Customer-obsessed companies have shifted

More information

For ebusiness & Channel Strategy Professionals

For ebusiness & Channel Strategy Professionals Retailers Plan To Expand Online Customer Service Channels In 2010 But Disconnection Between Customer Service And Brand May Spell Trouble by Diane Clarkson with Carrie Johnson, Elizabeth Stark, and Kate

More information

Cloud ERP: An Adaptable, Consumable, And Flexible Option For Medium-Size Businesses

Cloud ERP: An Adaptable, Consumable, And Flexible Option For Medium-Size Businesses A Custom Technology Adoption Profile Commissioned By Acumatica Cloud ERP: An Adaptable, Consumable, And Flexible Option For Medium-Size Businesses March 2013 Introduction And Key Findings In recent years,

More information

Networks Help Drive Affiliate Marketing Into The Mainstream Advertisers And Publishers Evolve As The Industry Shifts

Networks Help Drive Affiliate Marketing Into The Mainstream Advertisers And Publishers Evolve As The Industry Shifts A Forrester Consulting Thought Leadership Paper Commissioned By Rakuten Affiliate Network February 2016 Networks Help Drive Affiliate Marketing Into The Mainstream Advertisers And Publishers Evolve As

More information

The Digital Insurer In 2015 Insurance Business Performance Depends On Digital

The Digital Insurer In 2015 Insurance Business Performance Depends On Digital A Forrester Consulting March 2015 Thought Leadership Paper Commissioned By Infosys The Digital Insurer In 2015 Insurance Business Performance Depends On Digital Table Of Contents Executive Summary... 3

More information

Drive Innovation Using The Right Skills: The Value Of Custom Software Development

Drive Innovation Using The Right Skills: The Value Of Custom Software Development A Forrester Consulting Thought Leadership Paper Commissioned By ThoughtWorks March 2015 Drive Innovation Using The Right Skills: The Value Of Custom Software Development Table Of Contents Executive Summary...

More information

Cloud Change Agents Drive Business Transformation

Cloud Change Agents Drive Business Transformation A Forrester Consulting Thought Leadership Paper Commissioned By Microsoft The Status Of Cloud Computing As A Business Transformation Tool In The UK December 2012 Table Of Contents Executive Summary...

More information

Use Behavioral Marketing To Up The Ante In The Age Of The Customer

Use Behavioral Marketing To Up The Ante In The Age Of The Customer A Forrester Consulting Thought Leadership Paper Commissioned By Silverpop Use Behavioral Marketing To Up The Ante In The Age Of The Customer A Winning Strategy And A Path To Higher Gains May 2013 Table

More information

Enterprises Seek The Benefits Of Hybrid Cloud, And Work To Overcome The Challenges

Enterprises Seek The Benefits Of Hybrid Cloud, And Work To Overcome The Challenges A Custom Technology Adoption Profile Commissioned By Cisco Systems Enterprises Seek The Benefits Of Hybrid Cloud, And Work To Overcome The Challenges January 2013 Introduction About half of US and European

More information

SMBs File Storage Needs Are Growing, But 57% Underestimate File Server Costs 45% Are Interested In Cloud Options

SMBs File Storage Needs Are Growing, But 57% Underestimate File Server Costs 45% Are Interested In Cloud Options A Custom Technology Adoption Profile Commissioned by Egnyte SMBs File Storage Needs Are Growing, But 57% Underestimate File Server Costs 45% Are Interested In Cloud Options September 30, 2011 Many SMBs

More information

Customer Lifecycle Management How Infogix Helps Enterprises Manage Opportunity and Risk throughout the Customer Lifecycle

Customer Lifecycle Management How Infogix Helps Enterprises Manage Opportunity and Risk throughout the Customer Lifecycle Customer Lifecycle Management How Infogix Helps Enterprises Manage Opportunity and Risk throughout the Customer Lifecycle Analytics can be a sustained competitive differentiator for any industry. Embedding

More information

Managed Hosting And Private Hosted Cloud Both Are Viable Alternatives To Public And Virtual Private Cloud Models

Managed Hosting And Private Hosted Cloud Both Are Viable Alternatives To Public And Virtual Private Cloud Models A Forrester Consulting Thought Leadership Paper Commissioned By AT&T June 2014 Managed Hosting And Private Hosted Cloud Both Are Viable Alternatives To Public And Virtual Private Cloud Models Table Of

More information

The Unified Communications Journey

The Unified Communications Journey A Custom Technology Adoption Profile Commissioned By Cisco Systems How IT Is Responding To Increasing Demand For Mobile And Visual Collaboration July 2012 Introduction Today s IT managers have to navigate

More information

The Forrester Wave : Digital Agencies In China Strategy And Execution, Q1 2015

The Forrester Wave : Digital Agencies In China Strategy And Execution, Q1 2015 For: Marketing Leadership Professionals The Forrester Wave : Digital Agencies In China Strategy And Execution, Q1 2015 by Xiaofeng Wang, January 27, 2015 Key Takeaways OgilvyOne, Isobar, And Razorfish

More information

Voice Transformation Enables Many Business Benefits

Voice Transformation Enables Many Business Benefits A Custom Technology Adoption Profile Commissioned By AT&T June 2012 Introduction Voice over Internet Protocol (VoIP) solutions enable enterprises to streamline and transform their corporate telecommunications

More information

UC And Collaboration Adoption By Business Leads To Real Benefits

UC And Collaboration Adoption By Business Leads To Real Benefits A Custom Technology Adoption Profile Commissioned By Cisco Systems UC And Collaboration Adoption By Business Leads To Real Benefits July 2013 Deployment Of Broad Set Of Collaboration Capabilities Across

More information

Explosive Growth Is No Accident: Driving Digital Transformation in the Insurance Industry

Explosive Growth Is No Accident: Driving Digital Transformation in the Insurance Industry Explosive Growth Is No Accident: Driving Digital Transformation in the Insurance Industry By Mike Sarantopoulos, SVP, Insurance Practice, NTT DATA, Inc. and David Liliedahl, VP, Life & Annuity Portfolio,

More information

Governance Takes A Central Role As Enterprises Shift To Mobile

Governance Takes A Central Role As Enterprises Shift To Mobile A Forrester Consulting Thought Leadership Paper Commissioned By Druva October 2014 Governance Takes A Central Role As Enterprises Shift To Mobile Table Of Contents Executive Summary... 1 Mobility Adds

More information

Understand Communication Channel Needs To Craft Your Customer Service Strategy

Understand Communication Channel Needs To Craft Your Customer Service Strategy For: ebusiness and Channel strategy Professionals Understand Communication Channel Needs To Craft Your Customer Service Strategy by Kate leggett, march 11, 2013 Key TaKeaWays The Majority of Consumers

More information

Future IT Capacity Planning Depends On Flexibility

Future IT Capacity Planning Depends On Flexibility A Custom Technology Adoption Profile Commissioned By HP July 2014 Future IT Capacity Planning Depends On Flexibility Introduction Businesses today depend more than ever on technology systems for both internal

More information

October 1, 2007 The Right CRM Metrics For Your Organization by William Band with Sharyn C. Leaver and Mary Ann Rogan

October 1, 2007 The Right CRM Metrics For Your Organization by William Band with Sharyn C. Leaver and Mary Ann Rogan The Right CRM Metrics For Your Organization by William Band with Sharyn C. Leaver and Mary Ann Rogan EXECUTIVE SUMMARY Forrester interviewed 58 executives about their best practices for getting more value

More information

Big Data s Big Step: Analytics Takes Center Stage

Big Data s Big Step: Analytics Takes Center Stage Big Data s Big Step: Analytics Takes Center Stage for Marketers in 2014 Executive Summary The implementation of big data in marketing is evolving, and Infogroup Targeting Solutions (ITS) is keeping its

More information

Infrastructure As Code: Fueling The Fire For Faster Application Delivery

Infrastructure As Code: Fueling The Fire For Faster Application Delivery A Forrester Consulting Thought Leadership Paper Commissioned By Microsoft March 2015 Infrastructure As Code: Fueling The Fire For Faster Application Delivery Table Of Contents Executive Summary... 1 Companies

More information

The Cloud Manager s Balancing Act Balancing Security And Cost Without Sacrificing Time-To-Value

The Cloud Manager s Balancing Act Balancing Security And Cost Without Sacrificing Time-To-Value A Forrester Consulting Thought Leadership Paper Commissioned By Trend Micro November 2014 The Cloud Manager s Balancing Act Balancing Security And Cost Without Sacrificing Time-To-Value Part Two Of A Three

More information

The Total Economic Impact Of SAS Customer Intelligence Solutions Intelligent Advertising For Publishers

The Total Economic Impact Of SAS Customer Intelligence Solutions Intelligent Advertising For Publishers A Forrester Total Economic Impact Study Commissioned By SAS Project Director: Dean Davison February 2014 The Total Economic Impact Of SAS Customer Intelligence Solutions Intelligent Advertising For Publishers

More information

THE 10 Ways that Digital Marketing + Big Data =

THE 10 Ways that Digital Marketing + Big Data = 1 Ways that Digital Marketing + Big Data = Sales Productivity The best global companies are transforming the way they market and sell. Here s how! Evolves into Digital TOP 10 about us MarketBridge is a

More information

Top Unified Communications Trends For Midsize Businesses

Top Unified Communications Trends For Midsize Businesses A Custom Technology Adoption Profile Commissioned By Cisco January 2014 Top Unified Communications Trends For Midsize Businesses 1 Introduction As the corporate landscape becomes increasingly mobile, and

More information

White Paper Preparing Your Contact Centers for the Customer Experience Tsunami. Transforming Passion into Excellence

White Paper Preparing Your Contact Centers for the Customer Experience Tsunami. Transforming Passion into Excellence Preparing Your Contact Centers for the Customer Experience Tsunami Executive Summary Recently, Gartner surveyed 315 international companies with revenues of at least $500 million across the financial services,

More information

Database-As-A-Service Saves Money, Improves IT Productivity, And Speeds Application Development

Database-As-A-Service Saves Money, Improves IT Productivity, And Speeds Application Development A Forrester Consulting Thought Leadership Paper Commissioned By VMware Database-As-A-Service Saves Money, Improves IT Productivity, And Speeds Application Development October 2012 Table Of Contents Executive

More information