The New Calculus Of Marketing How Marketing Leaders Must Re- Engineer For The Internet Of Customers
|
|
- Sibyl Dawson
- 8 years ago
- Views:
Transcription
1 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 Of Customers
2 Table Of Contents Executive Summary... 3 Marketers Old Habits Die Hard... 4 Marketers Feel Unprepared... 5 The New Calculus Of Marketing Needs New Skills... 8 Key Recommendations Appendix A: Methodology Appendix B: Demographics/Data Appendix C: Endnotes 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 forrester.com/consulting. 2014, 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-M5RJ1H]
3 3 Executive Summary In the age of the customer, only customer-obsessed enterprises can survive the disruption caused by empowered customers. Marketing leaders, who are on the frontlines of this disruption, will need to pull dollars away from traditional areas of investment, such as brand advertising, and invest in creating real-time data intelligence and contextual customer experiences. 1 This type of transformation requires marketing leaders to rethink their roles, responsibilities, and priorities as they prepare to steer their organizations toward customer obsession. In December 2013, Salesforce ExactTarget Marketing Cloud commissioned Forrester Consulting to evaluate the changing role of marketing leaders, their level of preparedness to embrace the consumer-driven transformation, and the new capabilities required in the marketing organization. Then to further explore this trend, Forrester tested the hypothesis that marketing leaders must become transformative and strategic business leaders and build critical capabilities in data, analytics, and marketing technology to use as levers to win, serve, and retain consumers. Marketing leaders feel unprepared to cope with consumer-driven, technology-led disruption of their roles. In conducting in-depth surveys with 118 marketing leaders, Forrester found that the majority of the marketing leaders surveyed do not feel prepared to meet the ever-growing demands on consumers. They struggle with people- and skills-related challenges and instead focus on traditional marketing capabilities such as brand building. Those marketers that do feel adequately prepared are already driving strategic transformation within their organization and are building deeper relationships with their consumers. KEY FINDINGS Forrester s study yielded four key findings: channels to choose from than ever before. In the coming years, their choices will become even more numerous, thanks to increasing device proliferation, the Internet of Things, and the digitization of offline channels. Forrester predicts that in 2014, big data will finally be put to good use as marketers stop waiting for insights to reveal themselves and start finding actionable paths through the information. Marketers will develop smarter, more relevant programs across their mix by incorporating data-driven insights into their planning and then using the new robust data they get out of those programs to inform their future plans. But there is work to be done as marketing executives equip themselves to face these new challenges. Digital, data, and analytics expertise has replaced traditional skills in brand development and campaign planning. Marketing leaders in our study told us that their responsibilities in the areas of defining digital strategy, driving strategic transformation in the organization, and data and analytics capabilities are the three areas that have changed most dramatically in the last two years. Their responsibilities to execute traditional mass marketing campaigns for brand-building purposes have taken a back seat. Marketing leaders are slowly arming themselves to take on the new world of marketing. Marketing leaders who improve their team s agility and develop the right capabilities for the future will enjoy more executive confidence and move on to greater corporate leadership opportunities. Our study indicates that these executives are thinking about the right building blocks to prepare for the transformation: improve data and analytics capabilities, invest in marketing technology chops, and adopt a performance-driven culture. Customer orientation is essential for differentiation. Over the years, we ve seen how marketers have transformed from being product-focused to customerfocused. In our survey, we found that this focus translates to maintaining a fine balance between customer acquisition and retention and using data and analytics to determine how to tip the balance. The growing complexity of the marketing role places a huge burden on marketing leaders. Seventy-two percent of respondents stated that they expect marketing to become much more complex or somewhat or more complex in the next two years. Marketers have more
4 4 Marketers Old Habits Die Hard Digital marketing technologies are a seemingly endless source of innovation for marketers. In recent years, marketers have gained access to real-time engagement, predictive analytics and behaviorally triggered automation. Yet many marketers continue to approach marketing much as their mid-20th century forbearers did with acquisition marketing: targeting large-scale, demographically defined audience segments, defined by publishers and evaluated by the reach and frequency of impressions. Today, however, digital technology enables brands to build relationships directly with individual customers. This practice enables brands to target and respond to individual customers or prospects anonymous or known with personalized content and offers. We found that marketers in our study faced similar challenges: Long-term relationships matter, yet marketers focus heavily on acquisition. Although marketers prioritize retaining existing customer relationships, they cling to acquisition as the top marketing goal (see Figure 1). As a result, marketers continue to focus on investing and building capabilities around mass media acquisition channels and engage customers through onedimensional campaigns. Marketers continue to build brand relationships, while their customers build digital relationships. Consumers are rapidly shifting to mobile devices and digital platforms, leading to a profound shift in the ways that marketers must relate to customers. 2 This means that consumers are building their capacity for digitally based relationships with companies and brands. 3 Despite this, marketers invest in building primarily brand-based relationships by focusing their marketing efforts on increasing brand awareness and defining their corporate brand. FIGURE 1 Marketers Prioritize Acquisition Over Retention What are the top three marketing goals of your organization? Priority one Priority two Priority three Acquire new customers Retain existing customers Increase brand awareness Improve marketing ROI Launch new products and brands Increase customer satisfaction and advocacy Improve customer experience Increase digital marketing tactics Innovate with marketing tactics Increase revenue Increase profitability Base: 118 marketing leaders 15% 31% 13% 9% 12% 12% 13% 12% 10% 12% 10% 9% 5% 1 3% 7% 6% 2% 3% 1% 0% 1 0% 1% 0% 0% 25% 17% 12% Source: A commissioned study conducted by Forrester Consulting on behalf of Salesforce ExactTarget Marketing Cloud, December 2013 Marketers recognize the need to focus on leading strategic change. Marketers recognize that by purely focusing on excelling in brand- and campaign-centric activities, they are understating their potential as business leaders. The marketers in our study believe that one of their core responsibilities today is to drive strategic transformation within their business (see Figure 2). This puts marketing leaders in a position to drive overall business growth as opposed to ensuring efficiency and effectiveness of marketing processes. 4
5 5 FIGURE 2 Marketers Aspire To Become Strategic Change Agents What your top responsibilities today as the senior marketing leader within your organization? Priority one Priority two Priority three Priority four Priority five Building customer relationships Driving strategic transformation within the organization Defining your corporate brand Creating marketing big ideas Shifting away from traditional mass marketing methods Foster connections between marketing and other parts of the business Fostering innovation Defining your digital strategy 12% 10% 10% 7% 6% 6% 17% 10% 12% 7% 5% 9% 6% 6% 6% 3% 2% 3% 3% 1% 3% 3% 0% 2% 11% 3% 2% 3% 1% 9% 6% 3% 7% 11% Establishing clear marketing processes 5% 7% 6% 6% Developing customer intelligence strategies 3% Building data and analytics capabilities 6% 3% 5% Managing marketing technology purchases Hiring staff with digital marketing experience Acquiring new data sources 15% 7% 1 1 3% Marketers Feel Unprepared The technology-led and digitally enabled change in consumer behavior is making marketing executives optimistic about the opportunities ahead. Marketing leaders are increasingly finding themselves working in data-driven and customer-empowered environments. They must be proficient in digital tools, data, and analytics and have the ability to orchestrate crosschannel customer experiences. This type of capability is not built overnight. Our study revealed two personas of marketers, conventional marketers and mindful marketers, with respect to their level of preparedness for the change that marketing is currently undergoing (see Figure 3). While conventional marketers are brand-focused, mindful marketers focus on building customer relationships and raising their role as strategic thinkers in the organization. People- and culture-related challenges get in the way of marketing s transition. Both types of marketers are challenged by people- and culture-related challenges. Thirty-six percent of respondents stated that managing resource constraints, managing an innovative culture, and hiring the right talent are the main challenges they face as a marketing leader (see Figure 4). Sourcing leads for sales Educating critical stakeholders about new marketing technology or approaches Marketing the right idea at the right time to the right consumer Managing agency vendor or partners 1% 0% 0% 0% 0% 1% 3% 3% 3% 0% 0% 0% 0% 1% 0% 5% 6% 10% FIGURE 3 Two Marketer Personas Define Readiness To Embrace Transformation Brand awareness 0% 0% 0% 0% 1% Base: 118 marketing leaders Source: A commissioned study conducted by Forrester Consulting on behalf of Salesforce ExactTarget Marketing Cloud, December 2013 Base: 118 marketing leaders Source: A commissioned study conducted by Forrester Consulting on behalf of Salesforce ExactTarget Marketing Cloud, December 2013
6 6 FIGURE 4 People- And Culture-Related Challenges Hinder Transition What are the top three challenges that you face as a marketing leader today? Managing resource constraints 22% Establishing an innovative corporate culture 9% Hiring the right talent 5% Personalizing customer experiences across touchpoints 16% Understanding the wants and needs of empowered consumers Staying on top of digital innovations Responding to changing consumer behavior especially with social media and mobile adoption Dealing with marketing channel proliferation 1% Responding to competive pressures 1 Quantifying the value of marketing 7% Devising a globalization strategy Understandinghow big data can be used for better market insights Managing marketing technologies 3% 3% 3% Base: 118 marketing leaders 0% 5% 10% 15% 20% 25% Source: A commissioned study conducted by Forrester Consulting on behalf of Salesforce ExactTarget Marketing Cloud, December 2013 Conventional marketers focus responsibilities on brand stewardship instead of building customer relationships. These marketers consider building the corporate brand as one of their main responsibilities. This reflects how marketers are still focusing on old-school approaches and not equipping themselves with new skills in analytics, marketing technology, and digital customer experience (see Figure 5). Consumer-driven challenges confound marketers journey toward transformation. Coupled with internal and organization-related challenges, consumer-driven trends further complicate how marketing leaders make the leap toward leading strategic transformation within their organization.
7 Building customer relationships Driving strategic transformation within the organization Fostering innovation Foster connections between marketing and other parts of the business Defining your digital strategy Creating marketing big ideas Shifting away from traditional mass marketing methods Defining your corporate brand Devloping customer intelligence strategies Establishing clear marketing processes Building data and analytics capabilities Managing marketing technology purchases Hiring staff with digital marketing experience Acquiring new data sources Others 7 The New Calculus Of Marketing Needs New Skills This is not time for business as usual. In the age of the customer, only enterprises that are customer-obsessed will survive. 5 Marketing leaders are at a critical place in the organization to lead this change toward customer obsession. Today, many of these executives feel unprepared to embrace consumer-driven disruption, but tomorrow, they will be well positioned to become strategic business leaders if they invest in core skills that are essential in the new calculus of marketing. The new calculus of marketing forces marketers to adapt and break habits from the past. Marketers are enforcers of the firm s digital strategy. No longer is marketing responsible for purely designing campaigns or supporting promotional activities. The marketers in our study told us that their responsibilities around defining a digital strategy have changed most dramatically in the last two years. They are now less focused on designing traditional mass media campaigns and more focused on driving strategic transformation in their organizations, using digital as the anchor capability. Focuses on data and analytics and marketing technology for better personalization and targeting are driving marketers to rethink skills. A central part of becoming a customer-obsessed enterprise is to use realtime customer intelligence to deliver relevant experiences consistently through every interaction. This requires the careful orchestration of data and analytics along with a marketing technology infrastructure to deliver on the promise of personalization. Strategic smarts, digital chops, and data and analytics form the trifecta of skills needed for marketing s new calculus. The three capabilities that both marketing executives and their teams must reengineer or even acquire are strategic thinking, digital-first thinking, and customer insights. We found in our study that marketing leaders expect their teams to continue pushing creative thinking through the organization while expecting them to build business acumen, digital marketing skills, and data analysis skills for their team. Each one of these capabilities will inch marketers closer to feeling more prepared to cope with the new calculus of marketing. FIGURE 5 Mindful Marketers Focus On Customer Relationships, While Conventional Marketers Focus On Brand Building What are your top responsibilities today as the senior marketing leader within your organization today? Mindful Marketers Conventional Vulnerable Marketers marketers 2 12% 16% 10% 13% 9% 9% 5% 1% 12% 1 7% 7% 7% 7% 5% 2% 2% 5% 5% 2% 0% 0% 0% Base: 118 marketing leaders Source: A commissioned study conducted by Forrester Consulting on behalf of Salesforce ExactTarget Marketing Cloud, December 2013
8 8 Key Recommendations The new calculus of marketing means that marketing executives and leaders must transform the way they have been carrying out their responsibilities. It flips the traditional skill set on its head and pivots to skills that haven t always been native to marketers, such as data and analytics and technology management. Mindful marketers who feel prepared for the new calculus of marketing are already re-engineering their skills, while conventional marketers stand a greater risk of being relegated to marketing s back office. The new calculus of marketing requires marketers to re-engineer their skills to: Stop thinking of marketing in terms of campaigns. Campaign-centric thinking has led marketers to develop capabilities and skills that are channel-based. But the ultra-connected consumer will not tolerate uncoordinated, irrelevant messages. Instead, these consumers will look for seamless interactions with brands anchored in their digital platforms and devices. This calls for a different set of skills to execute on this promise that focuses less on campaigns and more on interactions. Become analytics wizards. Marketers have been fairly good at measuring vanity metrics for various channelbased campaigns and programs. These have primarily looked only backward and provided limited insights into future customer behavior. In the new calculus of marketing, marketers must adopt forward-looking analysis and predictive analysis, not just of marketing programs but of customer behavior. Lead technology selection decisions. Marketing needs technology to run. Some marketing leaders have been passive participants in technology buying; they now need to amplify both their understanding of the marketing technology landscape and their approach to technology selection, dependency mapping between technologies, and articulating the vision for technology-enabled marketing execution. Adopt a digital-first mindset. The argument is no longer about offline versus online or mass media versus digital. It is about understanding the triggers of customer behavior, wherever an interaction happens on digital devices, in-store, or in the call center. A digital strategy that aligns marketing, customer experience, ecommerce, and IT means marketers must think of digital as the thread that runs across these various internal groups, as well as the core driver of consumer behavior. The new calculus of marketing will spur a new generation of digitally savvy, analytically inclined, and strategically aligned marketers who will lead their organizations into the age of the customer.
9 9 Appendix A: Methodology In this study, Forrester conducted an online survey of 118 marketing leaders in the US. Survey participants included executives through managers who either influence or make cross-channel marketing decisions. The survey sample included organizations with $100-plus million in revenue with greater than 500 employees. Questions provided to the participants investigated what level of awareness current marketing leaders have on the shifts in consumer behavior and technology, how prepared marketing leaders are to embrace this change, and the capabilities marketing leaders need to lead this transformation. Appendix B: Demographics/Data FIGURE 6 Number Of Respondents By Career Level Career level Number of respondents Executive 7 Vice president/director 50 Manager 61 Total 118 FIGURE 7 Number Of Respondents By Organization Revenue Respondents by organization revenue $100 million to less than $500 million $500 million to less than $1 billion $1 billion to less than $5 billion $5 billion to less than $10 billion Greater than $10 billion in annual revenue
10 10 Appendix C: Endnotes 1 Source: Competitive Strategy In the Age Of The Customer, Forrester Research, Inc., October 10, For example, Forrester recently uncovered an important change in customers experience of and responsiveness to brands, dubbed the mobile mind shift. These shifted customers hold the expectation that any information or service must be available at their moment of need and tailored to their context and prior interaction history. Source: The Mobile Mind Shift Index, Forrester Research, Inc., April 19, Source: Start To Build Your Ultimate Customer Relationship, Forrester Research, Inc., January 22, Source: The Evolved CMO In 2014, Forrester Research, Inc., February 24, Source: Competitive Strategy In The Age Of The Customer, Forrester Research Inc., October 10, 2013.
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 informationMoments 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 informationDelivering 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 informationBig 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 informationAn 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 informationImproving 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 informationWhy 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 informationIntent 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 informationHow 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 informationBe 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 informationThe 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 informationMarketing 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 informationPeople-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 informationOptimizing 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 informationGovernance 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 informationThe State of. Marketing. Leadership. How Senior-Level Marketers are Redefining Success and Integrating the Customer Journey
The State of Marketing Leadership How Senior-Level Marketers are Redefining Success and Integrating the Customer Journey Table of Contents 03 Introduction 04 Overview 05 The Customer Journey Takeover 10
More informationHow 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 informationOmnichannel Strategy Adoption At Tipping Point, Marketers Share Action Plans
Omnichannel Strategy Adoption At Tipping Point, Marketers Share Action Plans By Karlene Lukovitz Industry Report by Exclusive Sponsor Introduction Marketers are keenly aware of the tremendous potential
More informationReal-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 informationA 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 informationThe 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 informationStrategic 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 informationUse 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 informationUbiquitous 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 informationBuild 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 informationMastering 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 informationThe 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 informationLeverage 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 informationIs 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 informationManaged 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 informationDigital 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 informationCross-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 informationThe 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 informationOnline 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 informationUnderstand 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 informationSimplify 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 informationEnable 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 informationFor 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 informationProgressing up the Marketing Sophistication Curve SM. Strategic consulting programs
Progressing up the Marketing Sophistication Curve SM Strategic consulting programs Customer knowledge Your customers are savvier than ever and expect authentic conversations wherever and whenever they
More informationProtecting 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 informationThe 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 information4.5% 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 informationCPG 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 informationparagyte Whitepaper The Significance of CRM in Retail Industry
Whitepaper The Significance of CRM in Retail Industry Retail Industry overview The retail sector has seen unprecedented growth in the last few years and according to research firm Lucintel, the global
More informationTHE 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 informationThe 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 informationEnterprises 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 informationThe 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 informationThe 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 informationAdobe Campaign Touchpoint Marketing Guide
Adobe Campaign Touchpoint Marketing Guide Touchpoint Marketing Guide Table of contents 3 Introduction to touchpoint marketing 5 The art and science of inspiring the customer 6 The science of acquiring
More informationMultichannel marketing: creating a competitive advantage in today s complex marketing landscape For marketing and customer intelligence executives
Multichannel Marketing Solution Brief Multichannel marketing: creating a competitive advantage in today s complex marketing landscape For marketing and customer intelligence executives Executive summary
More informationCloud 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 informationApplication 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 information7 Ways Predictive Intelligence Can Elevate Your Email Marketing
7 Ways Predictive Intelligence Can Elevate Your Email Marketing Email is the cornerstone of digital marketing. In fact, 68% of marketers say that email is core to their business 1. With competition for
More informationData-DrivenDesign. DigitalExperienceTeamsAreFocusedonWebsite MetricsThatDon tdemonstratebusinessvalue
Data-DrivenDesign DigitalExperienceTeamsAreFocusedonWebsite MetricsThatDon tdemonstratebusinessvalue A Forrester Consulting Thought Leadership Paper Commissioned By Extractable Digital Experience Teams
More informationFuture 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 informationRazorfish Customer Experience Innovation Series: Disrupt Yourself
Razorfish Customer Experience Innovation Series: Disrupt Yourself 02 Disrupt Yourself The Trend Disrupt Yourself Customer experience is the next competitive battleground for differentiation. Need proof?
More informationA 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 informationBest Practices For Public Cloud Security Part Three Of A Three-Part Series On Public Cloud Security
A Forrester Consulting Thought Leadership Paper Commissioned By Trend Micro February 2015 Best Practices For Public Cloud Security Part Three Of A Three-Part Series On Public Cloud Security Table Of Contents
More informationCapacity 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 informationDigital Video Advertising - Advantages and Disadvantages
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 informationRecords Management And Hybrid Cloud Computing: Transforming Information Governance
A Custom Technology Adoption Profile Commissioned By April 2014 Records Management And Hybrid Cloud Computing: Transforming Information Governance 1 Introduction Organizations are under extreme pressure
More informationDrive 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 informationB2B 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 informationCloud 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 informationB2B Prospecting Goes Digital In The Age Of The Customer Marketers Must Follow B2C s Lead To Better Engage Digitally Empowered Buyers
A Forrester Consulting Thought Leadership Paper Commissioned By AdRoll September 2015 B2B Prospecting Goes Digital In The Age Of The Customer Marketers Must Follow B2C s Lead To Better Engage Digitally
More informationDAM 2020: Expectations From Digital Asset Management Of The Future
A Forrester Consulting Thought Leadership Paper Commissioned By Cognizant assetserv March 2016 DAM 2020: Expectations From Digital Asset Management Of The Future Table Of Contents Executive Summary...
More informationTrends 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 informationThe Forrester Wave : Innovation Agencies, Q4 2014
For: CMOs The Forrester Wave : Innovation Agencies, Q4 2014 by Sarah Sikowitz, December 8, 2014 Key Takeaways SapientNitro, R/GA, And Frog Lead The Pack Forrester s research uncovered a market in which
More informationSeize 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 informationThe Forrester Wave : Cross-Channel Attribution Providers, Q4 2014
For: Customer Insights Professionals The Forrester Wave : Cross-Channel Attribution Providers, Q4 2014 by Tina Moffett, November 7, 2014 Key Takeaways AOL/Convertro, Google, And Visual IQ Lead The Pack
More informationDatabase-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 informationThe New Campaign Management Mandate
A Forrester Consulting Thought Leadership Paper Commissioned By ExactTarget How Interactive Marketers Should Rethink Traditional Approaches To Campaign Management June 2011 Table Of Contents Executive
More informationAgenda Overview for Marketing Management, 2015
G00270720 Agenda Overview for Marketing Management, 2015 Published: 18 December 2014 Analyst(s): Richard Fouts Increased participation in strategic business decisions and an evolving organization put new
More informationInfrastructure 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 informationThe 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 informationWhere have all my marketing investments gone?
IBM Software Business Analytics Business Analytics for marketing organizations Where have all my marketing investments gone? Addressing accountability with marketing performance analytics 2 Where have
More informationThe State Of Mobile Apps For Retailers
A Forrester Consulting Thought Leadership Paper Commissioned By RetailMeNot August 2015 The State Of Mobile Apps For Retailers Table Of Contents Executive Summary... 1 Smartphones Are Quickly Becoming
More informationExecutive Summary... 2. For Advertisers, Engaging Consumers Online Is Harder Than Ever... 2. Advertisers Are Embracing Rich Digital Media...
Executive Summary... 2 For Advertisers, Engaging Consumers Online Is Harder Than Ever... 2 Advertisers Are Embracing Rich Digital Media... 3 How Advertisers Are Using Rich Digital Media Today To Drive
More informationMaking the shift: How great marketers are changing their focus from the campaign to the customer.
Making the shift: How great marketers are changing their focus from the campaign to the customer. Stemming from the days of print media and television ads, campaigncentric marketing a single message, delivered
More informationMarketing Report 2015
The State of Marketing Report 2015 TABLE OF CONTENTS EXECUTIVE SUMMARY KEY FINDINGS DETAILED INSIGHTS 2 3 6 Meeting Consumer Needs Consumer Channel Preference Marketers Current Workflow How Marketers Workflow
More informationMapping 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 informationThe 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 informationFinancial Services. Market Insights, Drivers & Best Practices
Financial Services Market Insights, Drivers & Best Practices Purpose This guide provides key insights for digital marketing practitioners and executives working in the Financial Services industry. Those
More informationImproving 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 informationMonitoring 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 informationLeverage 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 informationStrategically 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 informationThe 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 informationDigital Customer Experience
Digital Customer Experience Digital. Two steps ahead Digital. Two steps ahead Organizations are challenged to deliver a digital promise to their customers. The move to digital is led by customers who are
More informationA Forrester Consulting Thought Leadership Paper Commissioned By Webtrends The Implications Of The Splinternet And Future Of Web Analytics
A Forrester Consulting Thought Leadership Paper Commissioned By Webtrends The Implications Of The Splinternet And Future Of Web Analytics September 2011 Table Of Contents Executive Summary... 2 The Current
More informationThe 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 informationIs Your Big Data Solution Production-Ready?
A Custom Technology Adoption Profile Commissioned By CenturyLink Technology Solutions January 2014 Is Your Big Data Solution Production-Ready? 1 Introduction This CenturyLink Technology Solutions (formerly
More informationAre 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 informationHow To Get Cloud Erp For A Small Business
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 informationHow To Be Successful At Relentless Marketing
WHITE PAPER The Key to Relentless Marketing... Anticipate, Automate, Syndicate WHITE PAPER 1 Table of Contents Executive Summary 1 The Business Challenge: Effective Marketing in an Increasingly 1 Complex
More informationMARKETING AUTOMATION:
MARKETING AUTOMATION: A Proven Way to Become Indispensable TABLE OF CONTENTS MARKETING GETS A MAKEOVER... 4 AUTOMATION IN ACTION... 4 ADVANCING MARKETING AUTOMATION TO THE HIGHER UPS... 5 MONEY TALKS...
More informationA Forrester Consulting Thought Leadership Paper Commissioned By salesforce.com The Five Imperatives To Delivering Great Customer Service
A Forrester Consulting Thought Leadership Paper Commissioned By salesforce.com The Five Imperatives To Delivering Great Customer Service May 2013 Table Of Contents Executive Summary... 2 1. Customer Experiences
More informationSUSTAINING 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 informationThe 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