Data-DrivenDesign. DigitalExperienceTeamsAreFocusedonWebsite MetricsThatDon tdemonstratebusinessvalue

Size: px
Start display at page:

Download "Data-DrivenDesign. DigitalExperienceTeamsAreFocusedonWebsite MetricsThatDon tdemonstratebusinessvalue"

Transcription

1 Data-DrivenDesign DigitalExperienceTeamsAreFocusedonWebsite MetricsThatDon tdemonstratebusinessvalue

2 A Forrester Consulting Thought Leadership Paper Commissioned By Extractable Digital Experience Teams Are Focused On Website Metrics That Don t Demonstrate Business Value April 2012

3 Table Of Contents Executive Summary... 2 The Current State Of... 3 Design Improvements Are Not Focused Enough On Business Results... 5 Marketers Are Missing Key Tools And Skills... 7 Key Recommendations: Leverage Partners To Adopt...11 Appendix A: Methodology...12 Appendix B: Demographics/Data...12 Appendix C: 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-JCQKOA] 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

4 Executive Summary We ve entered the age of the customer an era where a focus on customers matters more than any other strategic imperative. Companies are waking up to the fact that customers perceptions have a profound impact on business metrics ranging from brand equity and customer loyalty to increased revenue and cost savings. But while every executive knows that customers matter, most companies simply don t approach their interactions with customers in a disciplined way. Firms work to improve the experiences they provide their customers but lack the tools and processes needed to do this thoroughly and consistently. This is particularly true with digital touchpoints, where rapid proliferation has increased the need to adopt tools and processes that allow digital marketers to better design, optimize, and measure experiences that meet customers needs and drive their business goals. Marketers have to not only deliver experiences across touchpoints but also deliver those experiences rapidly in order to keep pace with the changing nature of those touchpoints. In September 2011, Extractable commissioned Forrester Consulting to study the adoption of and benefits and challenges associated with data-driven design processes. Forrester s surveyed 209 marketer, ebusiness, and customer experience professionals tasked with designing and improving their firms digital experiences. As suspected, most firms don t adhere to a structured data-driven design process. Forrester instead asked them about the tools and techniques used in their digital design and optimization tasks and the barriers that prevent them from adopting a more structured design process. The result is a lack of process and a focus on select quantitative tools that stems from organizational and business challenges related to how they measure success of digital touchpoints. Key Findings Forrester s study yielded three key findings: Firms lack a coherent set of design and optimization tools and techniques. Firms need a portfolio of tools to evaluate and improve the experiences they provide to their customers. 1 This includes quantitative and qualitative tools, tools for research and testing, tools that monitor the experience over a period of time, and those that test specific interactions in greater depth. While survey respondents reported using a breadth of techniques to design and optimize their websites, when asked specifically about which techniques they use, Forrester uncovered a preference for evaluative techniques methodologies that are typically used to measure existing interfaces as opposed to ones that identify drivers of behaviors. 2 Sites owners are overly focused on misleading metrics. Websites are often measured on traffic, brand recognition, and time spent on the site not metrics that alone could demonstrate how well the site is performing for the business or its customers. It makes sense then that the tools teams put in place help them monitor and drive these metrics as opposed to evaluate opportunities to improve more complex metrics like conversion rate or quality of leads. Digital teams need partners that complement their skills within their budget. Teams report that although they want to improve their digital experiences and are frustrated with the tools at their disposal today, they face challenges, including a lack of understanding, budget, and skill to implement techniques that may provide more value. This presents a clear opportunity for user experience partners to help round out team skill sets and encourage adherence to a process that improves the quality of digital touchpoints as well as the timeline and budget with which improvement projects are delivered. Page 2

5 The Current State Of Creating and maintaining a successful digital experience that drives business results requires the right research insight, design, technology, and ongoing optimization. A data-driven design process helps codify those key activities into a repeatable set of tasks that firms can use to create and maintain their website, mobile or tablet site, application, or any other digital experience. It typically begins with deep research so that teams can understand users, the business, and the current environment. Using that data, they can design the best possible experience for users and deliver improved and measurable outcomes for the business. Finally, to ensure a site s ongoing viability, a data-driven process requires the definition of appropriate and actionable behavioral and outcome analytics to continually optimize the user experience. To understand the current research tools and design processes that companies use, Forrester conducted an indepth survey of 209 marketer, ebusiness, and customer experience professionals who oversee the design, optimization, and measurement of their company s digital touchpoints. Our survey found that: Sixty percent have seen their website improve due to use of data. More than half of all companies surveyed have seen improvement in their websites due to the use of user data. When we look solely at the firms that say they have a repeatable design process, 71% of those firms report seeing an improvement in their sites due to the use of user data. Similarly, when we look at just those firms that report regularly consulting multiple sources of data, again, 71% report seeing an improvement in their sites due to the use of user data. These results imply that while a repeatable design process and use of multiple sources of data improve output for many firms, almost 30% of firms still aren t getting the most out of their design process or the various sources of data they gather. Three-quarters of firms are looking for ways to optimize their website(s). Most firms launch a website or mobile website and make incremental additions to it over a period of several years. Forrester s research shows that this process slowly deteriorates the quality of their site, often resulting in diminishing brand or business metrics. 3 Not surprisingly, 75% of our respondents reported that their teams are continually looking for ways to optimize their websites (see Figure 1). More than half report regularly consulting multiple sources of data. Fifty-seven percent of firms report that they regularly use multiple sources of data in their design and optimization process. This, according to them, includes qualitative and quantitative user data, competitive market data, business and strategic data, and data from testing. But just more than one-quarter are satisfied with the tools they use today. Despite consulting multiple sources of data, only 28% of firms reported being truly satisfied with the tools they use today. As high as 52% believe that there are other tools that could provide them with better insight than they currently get. In the case of tools like ethnography, social media monitoring, web satisfaction measurement, eye tracking, as well as website session recording and playback, it s because most feel that the techniques could provide new information that they do not have today. With techniques like user interviews, usability lab tests, focus groups, card sorting, and behavioral analytics, it s more likely because they feel that the technique could provide better quality of information than what they gather today (see Figure 2). Just more than half have a systematic and repeatable design process. Despite the fact that many firms are looking for ways to optimize their websites, only 52% report having a systematic and repeatable design process. Twenty-three percent feel that their design process is not systematic and repeatable. This indicates Page 3

6 that nearly half of companies responding either do not feel that a design process is a good way to optimize their website or have trouble implementing such a process. Figure 1 The Current State Of How would you rate the following statements? (On a scale of 1 [strongly disagree] to 5 [strongly agree]) Disagree Strongly disagree Agree Strongly agree We are continually looking for ways to optimize our website(s) We regularly use multiple sources of data in our website design and optimization process Our website has improved due to systematic use of user data There are other tools available that could provide us with better or more information than we are able to get today Our design process is systematic and repeatable We are satisfied with the tools we have at our disposal today We spend more time measuring the success of past website changes than planning new improvements -6% -4% 31% -3% -8% -100% -75% -50% -25% 0% 25% 50% 75% 100% -17% -8% -8% -5% -6% -28% -35% -9% -15% -17% 31% 34% 39% 24% 42% 11% 1% 4% 44% 26% 18% 13% 18% Figure 2 There Are Other Tools That Could Provide Better Insight You indicated that your company does not use but is considering or wants to use the following tools and techniques in the website design and optimization process. What is the primary reason why you want to use these tools and techniques? Feel it could provide new information we do not have today Feel it could provide better-quality information than we gather today Ethnography (observation, diary studies, cocreation) Website session record/playback tools Eye tracking studies Social media insight/monitoring ROI models A/B and multivariate testing tools Behavioral segmentation (design personas) Clearly defined key performance indicators (KPIs) Website satisfaction (or other experience quality) measurement tools Customer journey maps Metrics dashboards Expert evaluations Market segmentation On-site keyword search term analysis Search engine search term analysis User interviews Focus groups Usability lab testing (remote or in-person) Generic online survey and customer feedback tools 72% 62% 60% 60% 58% 57% 56% 54% 54% 52% 51% 51% 51% 50% 48% 45% 44% 43% 39% 28% 38% 40% 40% 42% 43% 44% 46% 46% 48% 49% 49% 49% 50% 52% 55% 56% 57% 61% 0% 25% 50% 75% 100% Base: Digital experience professionals who are considering or want to use each tool/technique N = Page 4

7 Design Improvements Are Not Focused Enough On Business Results Our survey indicates that teams are irregular at best in their use of multiple sources of data and a repeatable process. Why? To learn more, we asked site owners about their site optimization goals and challenges. What we found indicated that problems stemmed not just from a lack of data or consistent design process but also from business and organization issues. Respondents told us that: Sites are primarily measured on metrics that don t clearly demonstrate business value. Two-thirds (66%) of teams report that they measure their site on traffic (impressions), and nearly half said that they do so on brand recognition (47%) and average time spent on the site (46%) (see Figure 3). It s surprising that those metrics top the list because alone they don t demonstrate the value a site might provide to either customers or the business. Simply driving more traffic to a site, unless that site is supported solely by advertising, doesn t indicate the quality of the traffic, audience, or leads. Similarly, average time spent on the site doesn t always indicate whether visitors to the site are having a positive experience. Instead, it could be a sign that users are lost on the site while trying to find value. Finally, while brand recognition, too, is not a bad metric to measure on a site, it doesn t indicate the degree to which the site reinforces the key brand attributes and is a metric that tends to lag behind the current site experience. But more informative metrics are not far behind. Although sites are primarily measured on metrics that don t demonstrate business value, those metrics are followed closely by those that do indicating that a change in the way sites are valued may not be far behind. Metrics like customer satisfaction (45%), conversion rate (43%), and leads (42%) that demonstrate how well a site is delivering on user and business goals tend to be more informative when considering site performance and improvements. Teams are goaled on speed and budget. When we asked what metrics the teams themselves were measured on, the ability to complete a project on time or faster and under budget topped our list at 65% and 64%, respectively, followed closely by the ability to bring to market new ideas at 62% (see Figure 4).When time and budget are the primary concerns, it can be tempting to cut corners on the research and testing phases of a design process especially when the goal for the site is to drive quantity and stickiness as opposed to quality of lead and ability for users to complete their goals. Stakeholders don t take existing data into consideration. Site owners also highlighted some of their key challenges with their existing site design and optimization processes. More than one-third reported that key stakeholders didn t take into consideration the data they uncover (37%), and, closely related, they said that they gather data but do not use it (34%) (see Figure 5). In other words, the data they are collecting gets wasted. Anecdotally, teams tell us often that they struggle to be more customer-centric and not overly focused on the highest paid person s opinion. 4 When considering new tools, the focus is market leadership above all else. What do teams consider when evaluating new tools, techniques, or changes to their design processes? Oddly, their primary concern is neither how well the new tool or technique will affect the performance of their website or team nor the time or cost it will take to implement. Rather they re primarily concerned with the extent to which the technique will make the team market leading () something that is difficult to measure and has no bearing on the potential for the tool s success (see Figure 6). For example, 66% of respondents indicate that they use social media insight and monitoring that s more than 20 percentage points more than those using user interviews. While both techniques help gather first-person feedback or insights from customers, social Page 5

8 media monitoring is overly focused on individuals who are active online (and index high in their social behaviors), an attribute that isn t always relevant to every company. Figure 3 The Top Three Most Common Site Metrics Don t Demonstrate Business Value What website metrics are you and your team measured on? Traffic/impressions Brand recognition Average time spent on-site Customer satisfaction Conversion rate Sales leads Social media "likes" or followers Sales (online or offline) Sign-ups for trials, downloads, or test accounts Likelihood to recommend Sales assists/lead nurturing Average order value Customer self-service Task completion rates Service costs Other None 22% 21% 14% 13% 12% 8% (multiple responses accepted) 1% 47% 46% 45% 43% 42% 37% 34% 66% Figure 4 Teams Are Goaled On Speed And Budget What team performance metrics are you and your team measured on? Our ability to complete projects on time or faster Our ability to complete projects on or under budget Our ability to bring to market new ideas Our ability to meet project specifications 65% 64% 62% 56% Our ability to improve internal processes 49% The evaluation of our team performance by other teams 26% Other None 2% 5% (multiple responses accepted) Page 6

9 Figure 5 Stakeholders Don t Take Existing Data Into Consideration What are your biggest pain points with your existing website design and optimization process? Key stakeholders don't take into consideration the data we uncover We gather data but do not use it 34% 37% We don't have the right data to make decisions 28% We have multiple, conflicting sources of data 24% We have so much data we can't make decisions We have no pain points with our existing website design and optimization process Other 11% 11% 21% Not sure (multiple responses accepted) 3% Figure 6 When Considering New Tools, The Focus Is Market Leadership When considering new tools, techniques, or changes to your website design and optimization process, which of the following is the most important to you and your team? The extent to which the technique will make us market leading The cost of the tool, technique, or process change The ability for the tool or technique considered to address a specific problem we're having 19% 20% Our ability to affect the performance metrics our team is measured on 13% Our ability to affect the metrics our team website is measured on The availability of training, professional services, or agency partners to maximize our use of the tool, technique, or process change 9% 10% Other 1% Don't know/none of the above 5% Marketers Are Missing Key Tools And Skills Most site owners report using a balanced set of tools and techniques in their website design and optimization process. But their sites are goaled on metrics that aren t well aligned with driving business value, and teams are encouraged to minimize cost and complete projects more quickly. As a result, they favor methodologies that uncover quick hits over those that help sites evolve to better experiences which of course require an investment in skills, time, or budget that they may not or no longer have today. Survey responses reveal that: Page 7

10 Teams say that they use a balanced set of research techniques. Survey respondents tell us that they use a variety of data sources as input to their design process. Fifty-three percent report regularly using qualitative data, 64% regularly use quantitative data, 59% regularly use competitive market data, 47% regularly use testing data, and 59% regularly use their internal vision and road map to guide site optimization (see Figure 7). But in reality they ignore major qualitative research and testing methodologies. Many firms report that they don t use techniques like card sorting (46%), ethnography (44%), website session recording and playback tools (45%), eye tracking studies (44%), and usability lab testing (30%) (see Figure 8). 5 Instead, they focus on techniques like search engine search term analysis (75%), behavioral web analytics (72%), and online survey and feedback tools (67%) (see Figure 9). While these tools are beneficial, they focus more on the behavior users exhibit on websites today and the immediate breakdowns in that existing experience. They are less focused on identifying drivers of that behavior in order to drive long-term innovation. These techniques that firms rely on are reports churned out by systems that require one-time implementation. The ones they ignore require investment of time and resources to execute and analyze each time the technique is used and, as a result, provide different results. Most see some value in more strategic qualitative methodologies. Notably missing from the list of frequently used and not currently used methodologies were strategic tools like customer journey maps and behavioral segmentation (personas). But they did top the list of techniques that firms were currently considering using in their website design and optimization process. Thirty-two percent of firms are considering customer journey maps, while 27% are considering behavioral segmentations. Twenty percent and 32% of firms, respectively, are already leveraging these techniques today (see Figure 10). But most don t have the skills or budget to leverage qualitative tools. When asked the primary reasons why they don t use techniques like focus groups, usability lab testing, eye tracking, and tools like website session recording and playback, personas, and customer journey maps, firms cited a variety of reasons. Some felt that those techniques would not be useful, but most also cited lack of internal infrastructure, budget, and skills among their concerns (see Figure 11). Figure 7 Teams Claim That They Use A Balanced Set Of Research Techniques To what degree would you say you use the following types of data in your website design and optimization process? (On a scale of 1 [rarely use] to 5 [regularly use]) Occasionally use Rarely use Frequently use Regularly use Quantitative user data -6% -8% 26% 38% Competitive market data -6% -11% 31% 28% Internal vision/road map -4% -12% 36% Qualitative user data -8% -8% 26% 27% Testing -9% -19% 20% 27% -50% -25% 0% 25% 50% 75% 100% Page 8

11 Figure 8 Firms Largely Neglect Qualitative Research Top 10 tools and techniques that respondents do not use in the website design and optimization process N = Card sorting Ethnography Website session record/playback tools Eye tracking studies 46% 44% 44% 44% Usability lab testing Website satisfaction measurement tools Behavioral segmentation Customer journey maps A/B and multivariate testing tools Focus groups 30% 28% 25% 22% (multiple responses accepted) Figure 9 Search Term Analysis, Analytics, And Surveys Are The Most Frequently Used Tools Top 10 tools and techniques that respondents use in the website design and optimization process Search engine search term analysis 75% N = 156 Behavioral web analytics Generic online survey and customer feedback tools Social media insight/monitoring On-site keyword search term analysis Market segmentation Metrics dashboards Clearly defined key performance indicators (KPIs) User interviews (multiple responses accepted) 44% 72% 67% 66% 65% 61% 56% 54% Page 9

12 Figure 10 Journey Maps, Behavioral Segmentation And User Interviews Are Being Considered Top 10 tools and techniques that respondents are considering using in the website design and optimization process N = Customer journey maps Behavioral segmentation User interviews Social media insight/monitoring Website satisfaction measurement tools ROI models A/B and multivariate testing tools Expert evaluations Ethnography Focus groups 27% 22% 21% 21% 21% (multiple responses accepted) 32% Figure 11 Respondents Don t Have The Skill Or Budget To Leverage Many Techniques You indicated that your company does not use the following tools and techniques in the website design and optimization process. What is the primary reason why you do not use these tools and techniques? Do not think it would be useful Get the same data by other means Lack of infrastructure, skills, or too expensive Focus groups 20% 9% Stakeholders don't see the value 51% 11% N = 45 Usability lab testing 21% 2% 47% 8% 62 Eye tracking studies 27% 1% 45% 9% 91 Website session record/playback tools 18% 4% 43% 6% 93 A/B and multivariate testing tools 24% 4% 34% 10% 49 Behavioral segmentation 33% 13% 32% 12% 52 Customer journey maps 18% 2% 32% 10% 49 0% 25% 50% 75% 100% Base: Digital experience professionals who do not use each tool/technique Page 10

13 KEY RECOMMENDATIONS: LEVERAGE PARTNERS TO ADOPT DATA-DRIVEN DESIGN Firms tell us that they re constantly looking for ways to improve their websites. As digital touchpoints proliferate to mobile devices, tablets, and beyond, the need becomes even more pressing. In order to effectively understand user needs and frustrations, monitor existing designs, and identify opportunities for improvements, firms need to use a variety of tools and apply them in a consistent manner. To overcome existing challenges with the data-driven design process, firms should: Align website and team metrics to business goals. Metrics like impressions and average time spent on the site fall down in two ways. First, they don t indicate or drive the behaviors that firms are actually after: greater conversion, more leads, or larger share of wallet or cart size. They also fail in helping site owners optimize the experience they provide because they simply measure performance and don t give insight into how to drive future behavior. Good website customer experience metrics fulfill two purposes tracking overall site experience quality and pointing to opportunities for improvement. In order to support their efforts more directly, firms should prioritize three types of metrics: 1) measures of how customers perceive their visits to the site; 2) events that signal potential problems even if customers don t complain; and 3) data about what customers do or intend to do after the visit that can help show how experience quality affects the business. 6 Select tools and techniques based on their ability to address both strategic and tactical problems. Our survey respondents reported an unsurprising trend: When it comes to selecting website optimization techniques, firms chase the shiny new object. Unfortunately, this leaves a long list of tools and techniques that firms have tried, didn t find useful, and then discarded. In some cases, this is because the tool wasn t helpful. In other cases, it s because the firm didn t have the skills or knowledge to leverage the technique properly. While firms should consider new techniques, it s more critical to ensure their tool kit consists of a breadth of techniques that are exploratory, evolutionary, and evaluative in nature. 7 Techniques of each type help firms ensure that they re uncovering relevant customer needs and evolving experiences to adapt to new technologies, while identifying and improving current interfaces. Partner with vendors that complement your team skills. Teams report that their biggest challenges in broadening their use of research and optimization techniques are budget and skills. This is the case if they try to implement a tool or technique themselves. Instead, they should look to partner with agencies or user experience firms that offer these services to a broad range of clients. The advantage? It leverages the partner s expertise in the techniques, a track record of success with similar efforts, and the scale an agency is able to provide its clients. This helps ensure that the tool is used in the right way, to maximum efficiency, and raises the likelihood that it s implemented in the most cost-efficient way. Looking for an agency that specializes in techniques that your team has not already implemented also helps ensure that you re hiring a complementary set of skills as opposed to one that overlaps closely to what your firm already staffs in-house. Page 11

14 Appendix A: Methodology In this study, Forrester conducted an online survey of 209 digital experience professionals in the US to evaluate current practices around website monitoring and digital experiences. Survey participants included marketer, ebusiness, and customer experience professionals tasked with designing and improving their firms digital experiences. Questions provided to the participants asked what tools and metrics they used to monitor their websites. Respondents were offered rewards points as a thank you for time spent on the survey. The study began in September 2011 and was completed in October Appendix B: Demographics/Data Figure 12 Company And Team Size 20,000-plus employees 24% 5,000 to 19,999 employees 18% How many employees work for your company worldwide? 250 to 999 employees 27% 1,000 to 4,999 employees 31% How many full-time equivalents are on your team including you? I am the only person on my team or more 7% 7% 9% 18% 29% 30% Figure 13 Respondents Were Mostly Managers And Directors Which of the following best describes your job level? Executive management 3% VP 9% Which of the following most closely describes the team you're on? Marketing Other, please specify 7% 79% Manager 51% Director 36% ebusiness/ecommerce Corporate communications/pr IT or web development Customer experience or user experience Market research or customer intelligence Customer service 4% 3% 2% 1% 1% 1% Page 12

15 Figure 14 Respondents Were Mostly From Technology, Industrial Products, And Media And Entertainment Verticals Which of the following best describes your company s industry? Technology (software, consumer electronics, online services, etc.) Industrial products 12% Media and entertainment 9% Professional services 9% Healthcare, pharmaceuticals, and life sciences 8% Financial services 8% Retail 6% Travel, leisure, and hospitality 5% Consumer packaged goods 5% Education 4% Nonprofit 3% Transportation 2% Telecom carriers 2% Government 2% Other 6% 15% (percentages do not total 100 because of rounding) Figure 15 Respondents Were Primarily From B2B Firms To whom does your company sell primarily? Mostly consumers 26% Mostly businesses 59% Consumers and businesses roughly equally 14% (percentages do not total 100 because of rounding) Page 13

16 Appendix C: Endnotes 1 Evaluating the effectiveness of these interaction channels requires a portfolio of tools, each with strengths and weaknesses in terms of the types of insight they provide, the resources and skills they require, and their usefulness across channels. Source: Companies Need A Portfolio Of Tools To Evaluate The Customer Experience, Forrester Research, Inc., June 2, Research techniques, while plentiful, fall into three key buckets. Exploratory research methods uncover behaviors, emotions, and desire that can seed new concepts. Evolutionary research methods can help define or validate a concept. Evaluative methods help improve existing interfaces. Source: How To Craft Your Customer Research Plan, Forrester Research, Inc., December 20, Clients frequently ask Forrester how often they should redesign their Web site. The answer? Redesign your site when it no longer supports business goals, brand attributes, or user goals. How will site owners know that their sites fall short in one of these three missions? Forrester recommends that customer experience professionals watch for one or more of seven indicators that it s time for an online overhaul. Source: When To Redesign Your Site: Seven Indicators That It May Be Time For An Online Overhaul, Forrester Research, Inc., August 17, Design personas are tools that organizations use to create consensus around who they re trying to serve. Without them, stakeholders often mistake themselves as the customer and input opinions based on their personal preferences and needs. Source: Executive Q&A: Design Personas In 2011, Forrester Research, Inc., February 22, While it s not necessary that firms use every qualitative research technique, select techniques can be helpful regardless of project to determine drivers of customer behavior and design solutions that support that behavior as opposed to solutions that simply mirror marketing objectives. 6 For more guidance on identifying the right web customer experience success metrics, see Forrester s recent research report. Source: What Are The Right Web Customer Experience Success Metrics? Forrester Research, Inc., July 20, Source: How To Craft Your Customer Research Plan, Forrester Research, Inc., December 20, Page 14

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

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

Inspire Customers With Emotionally Engaging Content Contextual Relevance Sparks An Emotional Connection

Inspire Customers With Emotionally Engaging Content Contextual Relevance Sparks An Emotional Connection A Forrester Consulting Thought Leadership Paper Commissioned By Persado April 2016 Inspire Customers With Emotionally Engaging Content Contextual Relevance Sparks An Emotional Connection Table Of Contents

More information

The Era Of Intimate Customer Decisioning Is At Hand

The Era Of Intimate Customer Decisioning Is At Hand 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 Table Of Contents

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

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

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

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

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

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

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

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

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

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

The Incredible Journey The Transformative Power Of A Holistic Customer Journey Strategy

The Incredible Journey The Transformative Power Of A Holistic Customer Journey Strategy A Forrester Consulting Thought Leadership Paper Commissioned By IBM June 2016 The Incredible Journey The Transformative Power Of A Holistic Customer Journey Strategy Table Of Contents Executive Summary...

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

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

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 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

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

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

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

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

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

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

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

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

4.5% 2014 Digital Marketing Optimization Survey results > 4.5% Top lessons learned from the leaders

4.5% 2014 Digital Marketing Optimization Survey results > 4.5% Top lessons learned from the leaders 2014 Digital Marketing Optimization Survey results Top lessons learned from the leaders Table of contents 1: Introduction 2: Five lessons from the top 20% #1: They test to make decisions 3: #2: They put

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

Strategic PMOs Play A Vital Role In Driving Business Outcomes A Part Of PMI s Thought Leadership Series

Strategic PMOs Play A Vital Role In Driving Business Outcomes A Part Of PMI s Thought Leadership Series A Forrester Consulting Thought Leadership Paper Commissioned By Project Management Institute (PMI) November 2013 Strategic PMOs Play A Vital Role In Driving Business Outcomes A Part Of PMI s Thought Leadership

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

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

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

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

The optimization maturity model

The optimization maturity model The optimization maturity model Know where you are so you can move forward Table of contents 1 Digital optimization 2 Optimization maturity model 2 Five levels of optimization maturity 5 Benefits of becoming

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

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

SUSTAINING COMPETITIVE DIFFERENTIATION

SUSTAINING COMPETITIVE DIFFERENTIATION SUSTAINING COMPETITIVE DIFFERENTIATION Maintaining a competitive edge in customer experience requires proactive vigilance and the ability to take quick, effective, and unified action E M C P e r s pec

More information

Management Update: The Eight Building Blocks of CRM

Management Update: The Eight Building Blocks of CRM IGG-06252003-01 S. Nelson Article 25 June 2003 Management Update: The Eight Building Blocks of CRM Customer relationship management (CRM) represents the key business strategy that will determine successful

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

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

Improve customer experience with your call center

Improve customer experience with your call center Improve customer experience with your call center 1 Table of Contents Welcome to the Age of the Unloyal Customer Superior Service Is More Difficult Than It Looks Segmented customer touchpoints Who is responsible

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

The State Of Customer Experience, 2012

The State Of Customer Experience, 2012 FOR: Customer Experience professionals The State Of Customer Experience, 2012 by megan Burns, April 24, 2012 key TakeaWays Companies have Lofty Customer experience goals More than 90% of respondents to

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

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

Win The Social Marketing Measurement Game

Win The Social Marketing Measurement Game FOR: Interactive Marketing Professionals Win The Social Marketing Measurement Game by Nate Elliott, November 21, 2012 KEY TAKEAWAYS Avoid The Temptation To Oversimplify Your Metrics Blended single engagement

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

2014 State of Customer Acquisition

2014 State of Customer Acquisition 2014 State of Customer Acquisition New acquisition survey findings by Trendline Interactive Research study commissioned by CertainSource an ewaydirect Company INTRODUCTION There is a bit of a schism amongst

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

Which Managed Hosting And Private Hosted Cloud Option Is Right For You?

Which Managed Hosting And Private Hosted Cloud Option Is Right For You? A Forrester Consulting June 2014 Thought Leadership Paper Commissioned By AT&T Which Managed Hosting And Private Hosted Cloud Option Is Right For You? Table Of Contents Executive Summary... 1 Select The

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 Group Commerce Using ecommerce To Monetize Digital Content In The Media Industry

A Forrester Consulting Thought Leadership Paper Commissioned By Group Commerce Using ecommerce To Monetize Digital Content In The Media Industry A Forrester Consulting Thought Leadership Paper Commissioned By Group Commerce Using ecommerce To Monetize Digital Content In The Media Industry December 2012 Table Of Contents Executive Summary... 2 To

More information

Social Media Marketing in 2016

Social Media Marketing in 2016 Social Media Marketing in 2016 Planning Campaigns That Incorporate Real-Time Moments Planning Guide Real-Time Moments Matter A look at how social media is powering impactful brand marketing strategies

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

Measuring the Effectiveness of Your Content Marketing

Measuring the Effectiveness of Your Content Marketing Measuring the Effectiveness of Your Content Marketing 1 Measuring the Effectiveness of Your Content Marketing A 5-Step Process to Prove Value and Grow Your Business Measuring the Effectiveness of Your

More information

Successful elearning Business

Successful elearning Business 10 Critical Components for a Successful elearning Business presented by elearning is a Critical Business Strategy What Nonprofits and Associations Need to Know You have the content. You have the membership.

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

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

Real-Time Data Analytics Empowering Publishers To Make Better, Faster Decisions

Real-Time Data Analytics Empowering Publishers To Make Better, Faster Decisions A Forrester Consulting Thought Leadership Paper Commissioned By PubMatic August 2015 Real-Time Data Analytics Empowering Publishers To Make Better, Faster Decisions Table Of Contents Executive Summary...

More information

Why Endpoint Backup Is More Critical Than Ever

Why Endpoint Backup Is More Critical Than Ever A Custom Technology Adoption Profile Commissioned By Code42 April 2014 Why Endpoint Backup Is More Critical Than Ever Introduction The mobile mind shift is here, and as employees increasingly favor using

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

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

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

B2B EMAIL MARKETING 6 STEPS TO BETTER 6 STEPS TO B2B EMAIL MARKETING SUCCESS. Phone: (+1) 718 303 1864. www.mailigen.com

B2B EMAIL MARKETING 6 STEPS TO BETTER 6 STEPS TO B2B EMAIL MARKETING SUCCESS. Phone: (+1) 718 303 1864. www.mailigen.com 6 STEPS TO B2B EMAIL MARKETING SUCCESS 6 STEPS TO BETTER 1 B2B EMAIL MARKETING Mailigen Email Marketing Solutions Phone: (+1) 718 303 1864 www.mailigen.com 2 60% of marketers believe email marketing produces

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

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

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

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

Canadian Ship-To-Store Programs Benefit Both Consumers And Retailers

Canadian Ship-To-Store Programs Benefit Both Consumers And Retailers A Forrester Consulting Thought Leadership Paper Commissioned By Purolator November 2014 Canadian Ship-To-Store Programs Benefit Both Consumers And Retailers Table Of Contents Executive Summary... 1 Canadian

More information

Mapping The Path To Purchase How Consumers Navigate The Multi-Channel Landscape

Mapping The Path To Purchase How Consumers Navigate The Multi-Channel Landscape A Commissioned Study Prepared For The Electronic Retailing Association by Forrester Consulting March, 2008 Mapping The Path To Purchase How Consumers Navigate The Multi-Channel Landscape Table Of Contents

More information

The Impact Of Online Coupons And Promotion Codes

The Impact Of Online Coupons And Promotion Codes A Forrester Consulting Thought Leadership Paper Commissioned By WhaleShark Media Forrester Investigates The Incremental Value That Online Coupon And Deal Sites Deliver To Merchants September 2011 Table

More information

Digital Transformation In The Age Of The Customer: A Spotlight On B2C

Digital Transformation In The Age Of The Customer: A Spotlight On B2C A Custom Thought Leadership Spotlight Commissioned By Accenture Interactive October 2015 Digital Transformation In The Age Of The Customer: A Spotlight On B2C RESULTS FOCUSING ON B2C FROM THE THOUGHT LEADERSHIP

More information

Rank Yourself With The Digital Maturity Model

Rank Yourself With The Digital Maturity Model For: ebusiness & Channel Strategy Professionals Rank Yourself With The Digital Maturity Model by Sucharita Mulpuru and Martin Gill, January 14, 2015 Key Takeaways Retailers Should Evaluate Current ecommerce

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

Wilder Research. Program evaluation capacity building at the Minnesota Historical Society Summary of the project and recommended next steps

Wilder Research. Program evaluation capacity building at the Minnesota Historical Society Summary of the project and recommended next steps Wilder Research Program evaluation capacity building at the Minnesota Historical Society Summary of the project and recommended next steps In October 2010, the Minnesota Historical Society (the Society)

More information

The Multichannel Maturity Mandate

The Multichannel Maturity Mandate A Forrester Consulting Thought Leadership Paper Commissioned By Sitecore A Research Study Finds Proven Results, Significant Faults, And A Path To Higher Gains May 2012 Table Of Contents Executive Summary...

More information

The State Of Digital Coupons How Digital Coupons Are Adapting To Mobile And Omnichannel

The State Of Digital Coupons How Digital Coupons Are Adapting To Mobile And Omnichannel A Forrester Consulting August 2014 Thought Leadership Paper Commissioned By RetailMeNot The State Of Digital Coupons How Digital Coupons Are Adapting To Mobile And Omnichannel Table Of Contents Executive

More information

COPYRIGHT 2012 VERTICURL WHITEPAPER: TOP MISTAKES TO AVOID WHEN BUILDING A DEMAND CENTER

COPYRIGHT 2012 VERTICURL WHITEPAPER: TOP MISTAKES TO AVOID WHEN BUILDING A DEMAND CENTER COPYRIGHT 2012 VERTICURL WHITEPAPER: TOP MISTAKES TO AVOID WHEN BUILDING A DEMAND CENTER For many B2B organizations, building a demand center is a no-brainer. Learn how to ensure you re successful by avoiding

More information

Assessing Your Business Analytics Initiatives

Assessing Your Business Analytics Initiatives Assessing Your Business Analytics Initiatives Eight Metrics That Matter WHITE PAPER SAS White Paper Table of Contents Introduction.... 1 The Metrics... 1 Business Analytics Benchmark Study.... 3 Overall

More information

Pillars for Successful Analytics Implementation. marketing insights spring 2013

Pillars for Successful Analytics Implementation. marketing insights spring 2013 3 7 Pillars for Successful Analytics Implementation 3 3 3 34 + A leader s guide to incorporating Big Data across the organization Jesse Harriott jesse.harriott@gmail.com You may remember the days before

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

Solving Digital Video Advertising s Premium Dilemma

Solving Digital Video Advertising s Premium Dilemma A Forrester Consulting Thought Leadership Paper Commissioned By Teads June 2015 Solving Digital Video Advertising s Premium Dilemma Table Of Contents Executive Summary... 1 Digital Video Advertising Is

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

The Risks Of Do It Yourself Disaster Recovery

The Risks Of Do It Yourself Disaster Recovery A Custom Technology Adoption Profile Commissioned by IBM The Risks Of Do It Yourself Disaster Recovery Firms Bringing Disaster Recovery Back In-House Face Significant Challenges In Resources, Funding,

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

5 PRACTICES. That Improve the Business Impact of Research EFFECTIVE DSTAKEHOLDERS

5 PRACTICES. That Improve the Business Impact of Research EFFECTIVE DSTAKEHOLDERS 5 PRACTICES That Improve the Business Impact of Research 1. ALIGN DIRECTLY WITH KEY STAKEHOLDERS 2. LINK THE WHYS TO THE WHATS OF BIG DATA 3. FOCUS ON METRICS THAT MATTER 4. PROVE RESEARCH ROI 5. GET TO

More information

business intelligence How to Create + Manage a Data-driven Firm

business intelligence How to Create + Manage a Data-driven Firm business intelligence FOR Staffing Executives How to Create + Manage a Data-driven Firm EXECUTIVE SUMMARY Business intelligence (BI) tools give executives the ability to aggregate, view and analyze information

More information

The State Of Public Cloud Security Part One Of A Three-Part Series On Public Cloud Security

The State Of Public Cloud Security Part One Of A Three-Part Series On Public Cloud Security A Forrester Consulting Thought Leadership Paper Commissioned By Trend Micro September 2014 The State Of Public Cloud Security Part One Of A Three-Part Series On Public Cloud Security Table Of Contents

More information

AGENCY OVERVIEW 2011 MERKLE INC. 1.877.9MERKLE MERKLEINC.COM. Page 1

AGENCY OVERVIEW 2011 MERKLE INC. 1.877.9MERKLE MERKLEINC.COM. Page 1 AGENCY OVERVIEW 2011 MERKLE INC. 1.877.9MERKLE MERKLEINC.COM Page 1 CUSTOMER RELATIONSHIP MARKETING AGENCY OVERVIEW Table of Contents Areas of Expertise 3 Greater Customer Insight Creates Marketing Opportunity

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

Self-Assessment A Product Audit Are You Happy with Your Product Results

Self-Assessment A Product Audit Are You Happy with Your Product Results Self-Assessment A Product Audit Are You Happy with Your Product Results When was the last time you really assessed your products and your organization s ability to create and deliver them to the marketplace?

More information

The Business Impact Of Customer Experience, 2014

The Business Impact Of Customer Experience, 2014 For: Customer Experience Professionals The Business Impact Of Customer Experience, 2014 by Maxie Schmidt-Subramanian, March 27, 2014 Key Takeaways Customer Experience Correlates To Loyalty Forrester once

More information

Why Kampyle? Kampyle is dialing back the clock to an era when the customer was king and businesses were driven by understanding his needs.

Why Kampyle? Kampyle is dialing back the clock to an era when the customer was king and businesses were driven by understanding his needs. COMPANY PROFILE Who We Are Kampyle is a group of innovative, creative and engaged people who are enthusiastic about our customers, our work, our families and our diverse interests. Together, we have developed

More information

Agenda Overview for Digital Commerce, 2015

Agenda Overview for Digital Commerce, 2015 G00270685 Agenda Overview for Digital Commerce, 2015 Published: 18 December 2014 Analyst(s): Jennifer Polk Marketing is making a greater impact on, and taking more responsibility for, digital commerce.

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

Strategically Detecting And Mitigating Employee Fraud

Strategically Detecting And Mitigating Employee Fraud A Custom Technology Adoption Profile Commissioned By SAP and Deloitte March 2014 Strategically Detecting And Mitigating Employee Fraud Executive Summary Employee fraud is a universal concern, with detection

More information

Build Exceptional Customer Experiences With IT Agility

Build Exceptional Customer Experiences With IT Agility A Forrester Consulting July 2014 Thought Leadership Paper Commissioned By CenturyLink Technology Solutions Build Exceptional Customer Experiences With Agility Table Of Contents Executive Summary... 1 Providing

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