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Forrester is a global research     and advisory firm© 2012 Forrester Research, Inc. Reproduction Prohibited   3
We help you make better decisions     in a world where technology is     radically changing your customers© 2012 Forrester...
Forrester understands how     customers are changing . . .                 330,000 global consumer surveys                ...
. . . and what it means for your     key decisions© 2012 Forrester Research, Inc. Reproduction Prohibited   6
How we help     FORRESTER’S PLAYBOOK FRAMEWORK© 2012 Forrester Research, Inc. Reproduction Prohibited   7
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Your decisions?                                      NOTE: This s     TECHNOLOGY SALES ENABLEMENT PROFESSIONAL© 2012 Forre...
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Final 2012 uvp and intro deck with talk track as of 4_25_12 (3)

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  • “<<client/prospect name>>, from the conversations we’ve had, I’ve put together today’s agenda where we’ll cover <<read agenda>>I think we have a good meeting planned for today. So if all goes well, good next steps should be to <<insert next step>>. Is this your understanding of today’s meeting? <<gain agreement>> Great. Note: Make sure you go around the room and do introductions for everyone in the meeting.
  • Overall: Forrester is a global research and advisory firm. We have a major presence in North America, Europe, Asia Pac, South America and we have analysts on the ground to support clients. If someone asks what the blue dots represent:The blue filled in represents where we have research teams on the ground and/or collect consumer, business, and workforce data.
  • Forrester’s unique value is that we help you make better decisions in a world where technology is radically changing your customers. And when we say customers, we’re looking at changes in behavior of end consumers, business buyers, and your internal customers, and we’re the only firm that focuses on each of those pillars. M&S Notes:We look at that changing consumer behavior like mobile and social and what that means to your marketing organization. Do you have the right skill sets, where do you make your bets. BT User Notes: Whether you’re a security professional, CIO, or software architect, you’re being asked to help grow your company, not just get more efficient. Mobility, cloud, social media, privacy – these trends have zeroed in on your customers – the end customer and your internal customers. We’re the one research firm that bridges your end customer, the front office (marketing, sales, and service), all the way through to the back office, including IT. Vendor Notes: There are big changes in the tech industry – changing the buyers and influencers of your solutions. To succeed, you need to predict and quantify these emerging, disruptive trends (like Mobility, cloud, social media, privacy) and  create effective marketing strategies, enhance customer engagement, and improve sales while decreasing support costs.   We work closely with and influence your buyers (who are not just the CIO anymore, but increasingly line of business owners). We help you go to market and sell more effectively to them, and help you stay ahead of the curve. How do we know all this?
  • BT/M&S USER Notes:Forrester understands how customers are changing by asking consumers, by surveying business, by listening to client questions, and by understanding the capabilities of technologies vendors. It’s that combination that enables us to see change. Vendor Notes: We have deep insight on how your buyers have changed - from our surveys (consumer, business and workforce), client meetings with your buyers, and insight into the market from your peers. It’s that combination that puts us at the center of your buyers and your peers – making us uniquely positioned to help you.  
  • We’re able to map our understanding of change to what it means to the different roles, the different functions, within an organization. We work with clients in roles spanning from the internal IT functions to the marketing and business functions. We’re helping those clients understand major trends, apply those trends to their jobs, and at an even deeper level, we use a framework we call Playbooks to align our help to their key initiatives within their jobs. M&S Notes: The seven different roles we work with for example in a marketing organization include everyone from the CMO and marketing leaders to the individuals who are responsible for capturing customer insight to the professionals who determine your company’s product strategy. CMO & Marketing leadership Customer ExperienceCustomer IntelligenceConsumer Product StrategyeBusiness and Channel StrategyInteractive MarketingMarket InsightsBT Notes: For IT organizations we have six large practice areas, aligned with the most common IT jobs:Chief information officerEnterprise architectApplication delivery Sourcing & vendor management Infrastructure & operations Security & RiskVendor Notes: We work with technology executives in four key roles: Analyst relationsTech marketingTech sales enablementVendor strategyWe understand your role and also your buyers roles in their organization. You don’t just need to worry about the CIO anymore!
  • M&S Notes:Let me explain to you what Playbooks look like. If you think about any initiative there are always certain phases you go through and we can help you with the research and tools you need to make key decisions throughout the lifecycle of your initiative. (go through the build) BT Notes: - We’re not a traditional research firm. We span the front and back office.- But another way in which we’re very different is that we don’t take a fire hose approach to research. You know, spray and pray thousands of reports into a dusty library and hope you find what you need?If you’re like most of our clients, you deal in terms of big initiatives. We align everything we do around (1) your role, and (2) your key initiatives. …into what we call Playbooks. Each report we write fits into a framework like this. In fact, almost everything we do fits into this framework.It’s intuitive yet powerful and makes it easier for you to do your job – again, to help your company drive more profitable growth. Vendor Positioning Notes: Forrester is helping end user clients by helping them with business outcomes. We’re getting closer to your clients’ key initiatives through the playbook framework.  We are helping your buyers deeper in the buying cycle through implementation, and you have the opportunity to be represented in this context of solving business problems.If asked: We will continue to do Waves and possibly more evaluations than we have done in the past.
  • M&S Notes: In addition to our core research and tools, you can then customizeyour experience with us to include:data-driven insights into changing consumer behavior impacting the decisions you need to makecollaboration with your peers at other companies who are facing or have faced similar challenges to the ones you faceTime with our analysts through structured workshops, one to one advisory sessions, or deeper consulting supportBT Notes: Everything we do starts with research. And as I said, that research fits into a Playbook. Why else write it? You can then customize your experience around that Playbook.You can add data that aligns with Strategic Planning Playbook.You can add structured workshops led by analysts or one on one engagements, for one or all of the phases of that playbook.You can engage with peers around these playbooksSimple, yet powerful. And consistent across everything we do for you.Vendor Notes: We have deep consumer, business and workforce data.For your tougher issues, we can connect you with your peers for action oriented results.For your toughest business issues, we can partner you with an analyst through inquiries, workshops, advisory and consulting.Data prep notes: Data collected across 19 countries, which forms insights into technology adoption and how technology affects the attitudes, behaviors, and motivations of business buyers, consumers, and employees.330,000 consumer and 50,000 business surveys completed, representing 56% of the population and 80% of the world’s gross domestic product.35 market forecasts to help formulate strategy, benchmark performance, and optimize planning. Business data measuring the impact of more than 35 unique marketing vehicles across all stages of the tech purchase process.Support from a client data service team.Analyst Engagement prep notes: One-on-one advisory sessions with Forrester analysts to leverage their research and expertise.One- or two-day intensive workshops in which analysts use research-based best practices to enhance your team’s skill set.Research-based consulting engagements with analysts deliver the objective, action-oriented recommendations you need in a condensed timeline. Work closely with our analysts to apply their proven expertise to your big initiatives. Mobile. Cloud. Whatever's next.
  • Here are some of the challenges we’re hearing from our Application Development & Delivery clients
  • What are some of the key decisions you need to make over the next 12-18months?Follow up questions:ROIWhat would shortening your development / delivery lifecycle by 20% be worth to you? What would solving your requirements rework challenge be worth to you? How much could you save getting requirements right the first time?What would implementing a solid mobile application development strategy be worth to you?Have you quantified how much you can save using a business process approach to rationalizing your application portfolio?Have you identified the direct and opportunity costs of not having the right development skills in place to support your business outcomes?How much could you free up by removing legacy applications and consolidating on more sustainable solutions?What impact does not having the right mix of on-premise and cloud based business solutions mean to your portfolio costs?What would not having a proactive portfolio and program management model mean to your organization?What would reducing your application maintenance and support spend by 20% be worth to you? TIMEWhat deadlines must you hit for defining and implementing your mobile application development strategy? What’s the impact to your business peers if you can’t deliver [projects] on time? What critical launches/releases are you supporting in the next 18 months?How often do your business stakeholders expect you to release solutions?When do you need to make application retirement decisions to take advantage of maintenance savings?When is your development staff augmentation contract up? RISKIf you have to rework a solution because of quality concerns, what would be the impact on your business? What’s the risk to your business if you haven’t developed solutions meeting customer experience expectations?What’s the risk to your business and portfolio if you haven’t advised business peers before they procure their own?What’s the risk to you and your organization your contractors / development partners know more about your applications than you?What’s the impact to you and your team when you don’t already have the right technology to support a business need?What will be the impact on you and your team by not providing a technology consultative role with your business peers?What’s your risk with being too reliant on others to design and develop your business solutions for you?What are the business risks associated with not delivering your top projects this year?What did you encounter in the past that you want to avoid in the future?LEVERAGEWhere are you in your adoption of Agile? Are you working on mobile development strategies over the next 12 months?Are you working with your business peers on what cloud based solutions might fit their needs and budget?Are you building business process management (Lean, BPM) skills on your team in the coming year?Are you undertaking a modernization effort? How are you supporting your organization’s customer experience business outcomes? What role do you play in supporting your organization’s customer self service investments?How are you responding to your organization’s business process excellence / Lean initiatives? What other third parties are you working with on your initiatives? BRANDDoes not delivering to customer experience expectations impact your BRAND? What would the impact to your brand be if your teams cannot deliver to time to market expectations? Does being ill-prepared to support mobile development expectations impact your BRAND?What would the impact to your brand be if your Web architecture cannot scale to expectations and demands? What impact does being slow to embrace a new channel for delivery have to your BRAND? What does having too few delivery resources to meet existing demand have on your BRAND? What does an inability to free resources off maintenance and legacy solutions have on your BRAND?
  • Here are some of the challenges we’re hearing from our Enterprise architecture clients
  • What are some of the key decisions you need to make over the next 12-18months?Follow up questionsROI1. What would solving your mobile strategy be worth to you?2. Have you quantified the expected return and associated costs of implementing or expanding your enterprise architecture and business architecture functions?TIMEWhat time urgency is there/deadlines that you need to hit for your consolidation and/or business transformation initiatives? What is the impact to the business of you not being able to deliver on these issues?How are you saving time?RISKWhat happens if you don’t improve the perceived value of your EA program?2. What risks did you encounter in the past that you would like to avoid moving forward?LEVERAGE1. Are you also working on data issues, mobile strategies, or business architecture over the next 6-12 months? 2. How do these relate back to your business outcome?3. Which external sources are you consulting/actions taking etc?BRAND1 Does not leveraging disruptive technology impact your BRAND? 2. follow on: How is your end customer impacted if this is not solved?3. follow on: What is the risk to your Market share if your Brand is impacted? 
  • Here are some of the challenges we’re hearing from our Sourcing & vendor management clients
  • What are some of the key decisions you need to make over the next 12-18months?Follow up questions: ROI1. What savings are you looking for by moving to a SaaS or Cloud based solution?2. Have you set a target for how much you will save by renegotiating your Microsoft Contract?3. What revenue increase are you expecting by launching the new product?4. Have you quantified the savings expected to move to a tiered supplier model?5. How are you measuring the innovation that you are asking your vendors to bring to the table?TIMEWhat is the deadline for moving to the outsourcer that you are selecting?What will be the impact on the business if the vendor is not brought on board on time?Based on the initiatives that you are involved in, do you have the time to focus on this?Does your timeline ensure that the contract is renegotiated before the vendors year end? RISKThe market for these services is very complex; is your team up-to-speed on this market?If the vendor were to fail financially, what would be the impact on the business?What would be the impact of a hacker gaining access to the outsourced application?What is the risk of having the business acquire technology without involving your team?LEVERAGEYou mentioned Microsoft, do you have other agreements coming up for renewal?With your vendor management organization maturing, are you now focusing on driving innovation with your most strategic vendors?Do you have the processes defined and in place to support employee self provisioning?Do you have a counterpart in EMEA / NA that you are partnering with on these initiatives?BRANDWhat would the impact be on your brand if there was a data breach at your outsourcer?What would be the impact on your brand if the new outsourcing relationship were to fail?What innovation initiatives within your organization do you expect to have the greatest impact on your brand and market share?
  • Here are some of the challenges we’re hearing from the CIOs we work with
  • What are some of the key decisions you need to make over the next 12-18months?Follow up questions:ROIHave you quantified the ROI of your key initiatives (key initiatives that are commonly top of mind for CIOs at the moment are: reorganizing and re-skilling the IT organization, rationalizing global vs. local business processes, transitioning to a shared services model, implementing a mobile strategy, delivering a data management and analytics strategy, driving collaboration and innovation for the business TIMEWhat time urgency is there/deadlines that you need to hit for your key initiatives strategy?How are you saving time?What does your planning and budgeting cycle look like? What deadlines do you need to meet? RISK1. What happens to your budget for new initiatives if you don’t reduce maintenance costs?2. What happens if customer IT satisfaction doesn’t rise?LEVERAGEHow do your key IT initiatives for the year relate back to business outcomes? Have you mapped them to key business metrics? (key initiatives that are commonly top of mind for CIOs at the moment are: reorganizing and re-skilling the IT organization, rationalizing global vs. local business processes, transitioning to a shared services model, implementing a mobile strategy, delivering a data management and analytics strategy, driving collaboration and innovation for the businessWhich external sources are you consulting/actions taking etc?BRAND1. e.g. Does not improving your ability to innovate (because you’re saddled with maintenance) affect your BRAND?2. follow on: How is your end customer impacted if this is not solved?3. follow on: What is the risk to your Market share if your Brand is impacted? 
  •  Here are some of the challenges we’re hearing from the Infrastructure & operations clients we work with
  • What are some of the key decisions you need to make over the next 12-18months?Follow up questions:ROIHow have you quantified the contribution of your Infrastructure & Operations (I&O) organization and its resources (people, process, and technology) to the business (increasing revenue, decreasing costs, etc)?What would it be worth to you to be able to service 10% more demand for Infrastructure capacity without increasing the amount you spend?How have you quantified the return on the investments you’ve made in the Operations side of I&O (service management, processes)?How do you demonstrate the tradeoffs between lower cost and level of integration with core systems and security requirements for business stakeholders considering both public cloud services and services from the I&O organization? TIMEWhat’s the deadline for delivering the next iteration of your I&O strategy?Where are you in the evolution of your strategy for harnessing cloud-based services (private, public, and hybrid)?What’s the deadline for starting to execute on your consumerization strategy?RISKWhat’s the risk that the past several years’ delays in infrastructure investments (such as replacing datacenter or network infrastructure) due to cost pressures will cause serious system outages?What’s the risk that your business will opt out of working with the I&O organization for cost or time-to-market reasons (and go with cloud and other external services instead), making the I&O group less relevant?What’s the risk that your I&O staff of today won’t be able to master the skills you need to build a thriving I&O organization in the age of consumerization and cloud?What are the risks posed to the business by not achieving your objectives as an I&O organization? LEVERAGEWhat’s your strategy for deploying to the cloud over the next 6-12 months? How do you intend to take advantage of private, public, and hybrid cloud options?What’s your strategy for supporting employees on personally-owned devices (consumerization) over the next 6-12 months?What’s your strategy for matching infrastructure capacity to business demand in the current economic environment?What types of technology and what new staff/new services providers will you be investing into support those initiatives?How do these projects tie back to increasing revenue or decreasing costs?BRANDHow vulnerable is your brand to the impact of negative publicity around service interruptions (website outages, call center systems going down, etc)?Is your brand still recovering from the negative effects of any previous service interruptions?Does your business rely on scarce, highly-paid talent (e.g. financial modelling whizzes, chip designers, or top software engineers) for whom access to a huge array of technology (like tablets, mobile phones and access to public social tools like facebook and twitter) is a factor in deciding whether your business makes the grade as a place to work?How does your incident response process minimize service interruptions’ potential for negative impact on your brand?
  • Here are some of the challenges we’re hearing from the Security & Risk clients we work with
  • What are some of the key decisions you need to make over the next 12-18months?Follow up questions:ROIHow have you quantified the return on the investments you’ve made in your security & risk program (including oversight, people, process, and technology)?How have you connected the security investments that you’ve made to the company’s goals of revenue growth and customer acquisition and retention?What would it be worth to you to reduce your security technology spending by 10% and keep your level of risk the same?How do you measure the maturity of your security and risk program?TIMEWhat’s the deadline that you need to hit for delivering the next iteration of your information security strategy to your stakeholders?How often do you update your information security strategy?How often do you assess the appropriateness of your information security policies?RISKHow would you characterize the risk appetite of your company?Do your executives have an accurate perception of the company’s risk profile? And does the current risk profile match the company’s risk appetite?Which aspect of this year’s corporate objectives have the greatest potential to impact the risk profile of your company (whether positively or negatively)?What are the risks posed to the business by not achieving your objectives as a Security & Risk organization?LEVERAGEDo you plan to allow employees more access to corporate data and applications on personally-owned devices over the next 6-12 months?Will you be working on Identity and Access Management issues in that same period?What about security in different types of cloud environments?What types of technology and what new staff/new services providers will you be investing into support those initiatives?How do these projects tie back to increasing revenue or decreasing costs?BRANDHow vulnerable is your brand to negative impact of regulatory fines and security incidents?Is your brand still recovering from the impact of any previous fines or security incidents?How does your incident response process minimize security and compliance events’ potential for negative impact on your brand?
  • Here are some of the challenges we’re hearing from the CMOs we work with
  • What are some of the key decisions you need to make over the next 12-18months?Follow up questions:ROI1. What would solving your media allocation strategy be worth to you?2. What tools do you use to justify the ROI of your marketing strategy?3. If you could better assess the value of your staff in order to save 10% in headcount, what would that be worth to you?4. How much are you supposed to grow revenue next year? What are the factors that could hold you back from that. TIME1. Does your business/product organization have any specific market deadlines that they need you to work too? 2. How do you know that you able to dynamically plan and rollout Marketing initiatives ahead of specific deadlines?3. RISK1. e.g. How is the global economy expected to impact your sales and expenditures?2. How are you testing new marketing opportunities in the context of saving money?3. How do you evaluate new ideas and quantify the ROI? Are you forced to measure the direct impact of your marketing efforts?LEVERAGE1. e.g. Are you working on selecting a marketing automation or marketing mix vendor over the next 6-12 months? (PROMPT questions to uncover key initiatives)2. How do your technology decisions impact the company and your organization?3. What sources do you go to for making technology-related decisions?BRAND1. e.g. What are the strategies your are taking to strengthen your BRAND in a fragmented advertising marketplace?2. follow on: How is your profitability and budget for next year impacted if this is not solved?3. follow on: What is the risk to your market share if your marketing mix is not right? 4, What are the greatest risks to the brands under your control at the moment (possible likely answers: competition, store shelf space, stale message)? What initiatives do you have in place to make corrections to those threats? 
  • Here are some of the challenges we’re hearing from product strategists we work with
  • What are some of the key decisions you need to make over the next 12-18months?Follow up questions: ROI1. What is the solution quantifiably worth to you?2. How much is this worth to your business? 3. What’s the money/time/-share of this project in relationship your other projects? TIME1. What are the critical time issues you are calling on currently faces?2. What is the urgency to achieve the results?3. How are you saving time?RISK1. What are the business risks you are facing in the next 6-12 months?2. What are the risks of not getting the information you need?3. What risks did you encounter in the past that you would like to avoid moving forward?LEVERAGE1. What is the ‘Train’ you are looking at and which other 3 Trains are there? (coach to multiple trains).2. How are you leveraging your management to ensure success?3. Which external sources are you consulting?BRAND1. What does your buyer associate you with?2. What do you want them to associate you with?3. Regarding your “brand”, what are you doing to increase your “IT” brand internally and how is it going?
  • Here are some of the challenges we’re hearing from the customer experience executives we work with
  • What are some of the key decisions you need to make over the next 12-18months?Follow up questions: ROI1. How would you prevent your customer experience budget from being cut?2. How can you calculate the value of a Net Promoter compared to a Net Detractor?TIME1. What is the annual planning process deadline that you can’t miss for defining your Customer Experience strategy? 2. Do you measure your customer experience often enough to drive day to day decisions?RISK1. How much money will your company lose if your Net Promoter score goes down by 1 percentage point?2. How much revenue will your company lose if you don’t take a disciplined approach to customer experience?LEVERAGE1. How would you prevent your customer experience budget from being cut?BRAND1. How do you ensure the value of customer experience to brand isn’t underestimated? 
  • Here are some of the challenges we’re hearing from the Customer Intelligence clients we work with
  • What are some of the key decisions you need to make over the next 12-18months?Follow up questions: ROI1. What is the value of infusing intelligence into every customer interaction?2. What is a smoothly functioning <CRM/Loyalty/targeting> program worth to you?3. What revenue increase is better customer analytics likely to drive for your organization?4. How do you measure the value of a coherent CRM strategy?TIME1. How does automation reduce your intelligence cycle times?2. How much is quicker campaign execution worth to you?3. What is the impact on your business of delays in selecting your marketing technology?RISK1. What are the business risks of not achieving your acquisition or retention strategy this year?2. What is the risk associated with targeting the wrong customers with your targeting strategy?3. What is the risk of selecting the wrong marketing technology platform?4. What risks did you encounter in the past that you would like to avoid moving forward?LEVERAGE1. e.g. Are you also working on <CRM/Loyalty/Customer data>over the next 6-12 months? (PROMPT questions to uncover key initiatives)2. How do these relate back to your business outcome?3. Which external sources or service providers are you consulting to improve the chance of success? (please make pertinent to Role)4. Is CRM/Customer Intelligence properly organized in your organization?5. Would you like to learn how best-in-class companies approach customer intelligence?BRAND1. e.g. Do poor, disjointed, and unfocused customer interactions affect your brand?2. follow on: How is your end customer impacted if this is not solved?3. follow on: What is the risk to your Market share if your Brand is impacted?4. What would the impact on your brand be if your segmentation strategy identifies the wrong target group? 
  • Here are some of the challenges we’re hearing from the eBusiness & Channel Strategy clients we work with
  • What are some of the key decisions you need to make over the next 12-18months?Follow up questionsROI1. What would increasing online conversion by 5-10% this year be worth to you?2. What is the value of decreasing customer acquisition costs online by 5% year-over-year?3. How much impact does an increase in the number of products purchased by a customer have on your average order value and customer loyalty?TIME1. What is the deadline that you need to hit for defining or implementing your eBusiness strategy? 2. With what frequency do you adapt your eBusiness strategy based on changing customer buying and service behaviour?3. How often do you measure the impact of the functionality you implement online and across customer touchpoints to ensure critical customer and business goals are achieved? RISK1. What are the business risks of not achieving your online and multi-channel customer acquisition targets this year?2. Do you know how you compare to eBusiness best practices in and across industries OR against your primary competitors?3. What risk do your competitors represent this year in terms of first mover advantage on mobile and tablet commerce?4. What is the risk if the technology you are relying on does not effectively support touchpoint agnostic sales and service for your targeted customers?LEVERAGE1. Are you also working on multi-channel/touchpoint integration over the next 6-12 months? How are you working with your technology and customer intelligence counterparts to make this a reality?2. What technology projects or investments are required to support your online and cross-touchpoint initiatives? How are you coordinating with other parts of the business to support these efforts?3. How do these relate back to your objectives of driving revenue, reducing costs, and improving the multi-touchpoint customer experience?BRAND1. Does not improving your online customer acquisition strategy impact your BRAND?2. follow on: How is your end customer impacted if this is not solved?3. follow on: What is the risk to your customer loyalty and market share if your Brand is impacted? 
  • Here are some of the challenges we’re hearing from the Interactive marketers we work with
  • What are some of the key decisions you need to make over the next 12-18months?Follow up questions:ROIWhat ROI did you see in 2011? How do you expect this to change in 2012?How do you currently calculate your IM ROI?3. What would creating an ROI calculation and ongoing dashboard of your IM program be worth to you?TIMEWhat milestones do you have built into your 2012 plan? 2. Follow-up: Do you foresee any issues with hitting these milestones? 3. When do you need to have X figured out to see an impact in 2012? (X could be anything an interactive marketer works on: your search marketing strategy, your email marketing strategy, your online ad targeting strategy, your social media marketing strategy, your mobile marketing strategy, your measurement strategy, your reorganization, etc.) What would be the impact of not making this deadline?RISK1. What are some of the business risks that you and your business partners face through the end of 2011?2. What risks do you anticipate you’ll face in executing on your 2012 plan?3. What specific competitive threats do you anticipate in the next 6-12 months? 4. What are you doing to ensure you are not a late adopter of mobile marketing opportunities?LEVERAGEWhat are your top three priorities as you execute against your 2012 plan?Are you also working on your Y strategy over the next six months? (Y could be anything an interactive marketer creates strategy for: search marketing, email marketing, online ad targeting, social media marketing, mobile marketing, measurement, organization, etc.)Follow-up: How do you plan to build out your Y strategy (i.e. Are you using a certain framework? Who’s working on it?)BRANDAre there specific brand metrics that you are responsible for? Follow-up: What are you currently working on to ensure you do not miss on these key metrics?3. What risks do empowered consumers impose on your brand? 
  • Here are some of the challenges we’re hearing from the market insights executives we work with
  • What are some of the key decisions you need to make over the next 12-18months?Follow up questions:ROIHas your MI department been able to transition from providing data and reports to providing insights and recommendations in order to play a key role in informing your company’s strategic direction?Are you able to show stakeholders and executives the return on their investment in MI and research?TIMEAre you assessing how emerging market research methods may save you time and allow you to provide faster insights to your executives? How are you leveraging outside vendors to help maximize your internal turnaround times?Are you outsourcing any function of your department?Do you have enough intelligence on competitors and markets to quickly respond to stakeholder and executive questions when a crisis or change occurs?RISKWhat risks did you encounter in the past that you would like to avoid moving forward?Does your department go beyond providing the “What and why something happened” and instead provide data-supported, logical scenarios to help the company stay ahead of the market?Are you hiring a new type of MI professional – one with experience connecting multiple sources of data to develop future looking insights?Are you proactively assessing competitive, market and customer changes and alerting the relevant groups to minimize the risk of loss to your company? LEVERAGEWhat percentage of the market research is outsourced within your company? Is this a deliberate choice? How does the ideal balance look like in your opinion?How do you choose your research vendors, are you balancing your budget across multiple vendors? Which criteria are most relevant to you in choosing a vendor?Are you leveraging research sources, data, services providers and new research methodologies in a way which allows you to do your work as efficiently and effectively as possible?BRANDWhat type of brand research is the Insights department involved in? How has your brand research changed in the past few years? Are there any brand metrics your department is accountable for? Are you able to benchmark your company’s brand performance and effectively guide your stakeholders on the strategies which strengthen your company’s brand?
  • Here are some of the challenges we’re hearing from the Analyst relations clients we work with
  • What are some of the key decisions you need to make over the next 12-18months?Follow up questions: ROI1. What is the impact of not being in or not being properly represented in analyst research?2. How much revenue could opportunities not uncovered by AR represent? TIMEHow can you ensure you minimize time spent on analysts and firms that do not drive value?How could you reduce sales cycles by managing analyst involvement in sales opportunities over the next 3-6 months? RISK1. What are the risks of mis-identifying or not identifying key influential analyst?2. What is the risk of not imparting the right information or analysts not retaining the crucial facts during your interactions?LEVERAGE1. What are your challenges related to growing your team and/or budget?2. How are you limited in surfacing the value AR delivers?BRAND1. How can you prevent analysts from viewing your brand/products as a commodity?
  • Here are some of the challenges we’re hearing from the technology marketersAdditional questions: How do I harness the technology changes (such as cloud) that are causing my channel partners to start competing with me at the same time we leverage these changes ourselves to accelerate market penetration?How do I find the right channel partners in new markets?How do I ensure that my channel partners are successful – and loyal – at selling my offerings?
  • What are some of the key decisions you need to make over the next 12-18months?Follow Up Questions: ROI1. What would be the value to your company of higher sales generated by increasing the number of marketing leads by 15%?2. What is the financial result of increasing sales’ close rate by 5-10%?3. How much would marketing’s budget increase if you were better able to quantify the revenue generated by marketing?4. What is your estimate of lost business by leads not being effectively pursued by sales? 6. What percentage increase for marketing generated leads are you being asked to deliver next year and what is the estimated resulting revenue from those leads? TIME1. What deadlines do you need to hit for your marketing program/campaign planning cycle? 2. What would be the impact of missing your next major product/solution release deadline? 3. What is impact of a delayed implementation of your enhanced social media strategy?4. What is the impact of not developing enough partner/channel relationships within this fiscal year?RISK1. How concerned are you that you’re not applying your limited marketing funds on the right marketing activities?2. What areas of marketing are you concerned that you’re under investing in or that your competitors/peers may be executing on more effectively?3. What is the impact if sales continues to state that marketing is delivering too few/poor quality leads? LEVERAGE1. What are the changes in sales that marketing is being asked to support? 2. How is marketing being asked to contribute to overall corporate initiatives of such as expense savings or revenue expansion? 3. How is your individual marketing team contributing to a wider initiative of driving an overall integrated marketing strategy?BRAND1. What is marketing’s role in promoting/changing your company’s brand perception?2. How are you using thought leadership to increase the impact of your brand?3. What market segments (industry, company size, geography, etc.) is your brand weaker than you’d like?
  • Here are some of the challenges we’re hearing from technology sales enablement clients we work withAdditional question:How do we help our sales forces achieve our strategic objectives by cross selling, and selling higher, in our client accounts?
  • What are some of the key decisions you need to make over the next 12-18months?Follow Up Questions: ROI What sort of ROI would you expect on initiatives/investment to reduce your sales cycle time?What is the expected ROI you are looking for out of your RAMP and onboarding programs?What COS improvements is the business looking for over the next 3-5 years?Do you/the business tie marketing investment and sales initiatives directly to revenue/profit margin growth? TIMEWhat urgency are you working with, or deadlines that you need to hit to achieve [the goals above]? Do you feel that you have the resources and people to drive your value selling initiatives ahead of 2012 requirements? What are the timelines from the business for supporting those changes?Are you looking for ways to avoid re-inventing the wheel, or to accelerate progress by using tools already developed for these purposes? RISKAre you at risk of not hitting your growth/Do you feel that your sales organization is fully equipped and skilled to sell What is the business impact of if your proposed Sales channel mix does not hit the revenue growth required by the business?Are you already feeling the impact of changes in how your customers are buying their products and solutions? LEVERAGEHow are you managing the business to recognize the strategic purpose of a Sales enablement organization to drive revenue success?Are you also working on how your sales teams can easily build a shared vision of success for your clients over the next 6-12 months? How are you coordinating all the different efforts internally to keep focus on the sales conversation?What kinds of external resources are you using to support your sales strategic requirements? BRANDDo you feel like your brand value is being expressed consistently in the trenches by salespeople?Do you think that your sales people are an active part of driving your brand values through their sales process?Is there an impact to your brand if your sales organization does not have a value/outcome based approach?   
  • Here are some of the challenges we’re hearing from the technology vendor strategistswe work with
  • What are some of the key decisions you need to make over the next 12-18months?Follow Up Questions: ROI1. What is the risk/potential loss for mis-identifying the correct customer segments to pursue in specific geographies?2. How much money can you save by not pursuing the incorrect channel strategy in Asia?3. How are you focusing on ensuring you reach the right buyer in your customer’s organization? TIMEHow fast do you need to move in specific customer segments to beat your competitorsHow urgent is solving your channel strategy?How is your sales cycle elongated by not identifying the right buyer or buyer influencer? RISK1. What happens when you mis-target? How much risk is entered into your targets?2. What risks did you encounter in the past that you would like to avoid moving forward?LEVERAGE1. Are you also working on emerging market strategies? Which countries?2. What is your timeline for you SMB initiatives?3. What other areas are you prioritizing for the business now? How is that related to your goals?4. Which external sources are you consulting/actions taking to help with your strategy?BRAND1. What is your vision regarding your company’s brand identification/awareness in the emerging markets you are focused on? How about in the In the SMB space? 
  • Transcript of "Final 2012 uvp and intro deck with talk track as of 4_25_12 (3)"

    1. 1. TitleNAMEMonth, year
    2. 2. Meeting objectives 1 Introductions 2 How clients work with Forrester 3 Your needs 4 Next steps© 2012 Forrester Research, Inc. Reproduction Prohibited 2
    3. 3. Forrester is a global research and advisory firm© 2012 Forrester Research, Inc. Reproduction Prohibited 3
    4. 4. We help you make better decisions in a world where technology is radically changing your customers© 2012 Forrester Research, Inc. Reproduction Prohibited 4
    5. 5. Forrester understands how customers are changing . . . 330,000 global consumer surveys 50,000 business surveys 35,000 client inquiries 6,000 technology briefings© 2012 Forrester Research, Inc. Reproduction Prohibited 5
    6. 6. . . . and what it means for your key decisions© 2012 Forrester Research, Inc. Reproduction Prohibited 6
    7. 7. How we help FORRESTER’S PLAYBOOK FRAMEWORK© 2012 Forrester Research, Inc. Reproduction Prohibited 7
    8. 8. Levels of engagement Core research and tools Custom Peer Analyst global data collaboration engagement© 2012 Forrester Research, Inc. Reproduction Prohibited 8
    9. 9. Decisions we are helping your NOTE: appropri peers with now APPLICATION DEVELOPMENT & DELIVERY PROFESSIONAL What best practices am I missing to help us change our methods, processes, and skills to be more agile, keep pace with our business, and help our business keep pace with our customers? What architectures, technologies, and frameworks How are others using BI and should we consider to future-proof our web, mobile, analytics technologies and and digital app development efforts? frameworks like Hadoop and NoSql to tackle big data and CRM challenges?© 2012 Forrester Research, Inc. Reproduction Prohibited 9
    10. 10. Your decisions? NOTE: appropri APPLICATION DEVELOPMENT & DELIVERY PROFESSIONAL© 2012 Forrester Research, Inc. Reproduction Prohibited 10
    11. 11. Decisions we are helping your NOTE: appropri peers with now ENTERPRISE ARCHITECTURE PROFESSIONAL What does a mature EA practice look like? How does that align with what my stakeholders expect? Are our information, application, How do we create and communicate valid and business architectures clear, mobile, social, and cloud strategies that forward-looking, and relevant to our will work for the entire organization? organization?© 2012 Forrester Research, Inc. Reproduction Prohibited 11
    12. 12. Your decisions? NOTE: appropri ENTERPRISE ARCHITECTURE PROFESSIONAL© 2012 Forrester Research, Inc. Reproduction Prohibited 12
    13. 13. Decisions we are helping your NOTE: appropri peers with now SOURCING & VENDOR MANAGEMENT PROFESSIONAL What are best practices for running an effective sourcing and vendor management organization? What can I do to maximize cost savings with major How do I generate higher levels of innovation technology suppliers? from my most strategic suppliers?© 2012 Forrester Research, Inc. Reproduction Prohibited 13
    14. 14. Your decisions? NOTE: appropri SOURCING & VENDOR MANAGEMENT PROFESSIONAL© 2012 Forrester Research, Inc. Reproduction Prohibited 14
    15. 15. Decisions we are helping your NOTE: appropri peers with now CIO How can we make our IT strategic planning process more agile and responsive to business demands? Where are other CIOs finding real business What can we do to elevate the role of value from mobile, social, and cloud IT to support business innovation? technologies?© 2012 Forrester Research, Inc. Reproduction Prohibited 15
    16. 16. Your decisions? NOTE: appropri CIO© 2012 Forrester Research, Inc. Reproduction Prohibited 16
    17. 17. Decisions we are helping your NOTE: appropri peers with now INFRASTRUCTURE & OPERATIONS PROFESSIONAL What mobile, collaboration, and consumer technology does our workforce need to increase productivity, and how can I provision it securely and efficiently? What should my data center How I can I build, source, and integrate look like in five years? cloud solutions to deliver better, cheaper IT services?© 2012 Forrester Research, Inc. Reproduction Prohibited 17
    18. 18. Your decisions? NOTE: appropri INFRASTRUCTURE & OPERATIONS PROFESSIONAL© 2012 Forrester Research, Inc. Reproduction Prohibited 18
    19. 19. Decisions we are helping your NOTE: appropri peers with now SECURITY & RISK PROFESSIONAL How can I show my CEO and my board of directors that the information security program can help our business win new customers, enter new markets, and beat our competition? How do I enable employees and partners to harness powerful mobile and consumer How can I best protect our devices without sacrificing security critical business information? and manageability?© 2012 Forrester Research, Inc. Reproduction Prohibited 19
    20. 20. Your decisions? NOTE: appropri SECURITY & RISK PROFESSIONAL© 2012 Forrester Research, Inc. Reproduction Prohibited 20
    21. 21. Decisions we are helping your NOTE: appropri peers with now CMO & MARKETING LEADERSHIP PROFESSIONAL How can I best understand customer and technology trends in our major markets and in emerging markets that we’re targeting? What are the major stumbling How should we balance traditional advertising blocks in the way my organization with emerging media to optimize our media thinks about innovation? How can mix and avoid overspending? I lead us through an innovation transformation?© 2012 Forrester Research, Inc. Reproduction Prohibited 21
    22. 22. Your decisions? NOTE: appropri CMO & MARKETING LEADERSHIP PROFESSIONAL© 2012 Forrester Research, Inc. Reproduction Prohibited 22
    23. 23. Decisions we are helping your NOTE: appropri peers with now CONSUMER PRODUCT STRATEGY PROFESSIONAL How should I anticipate and plan for new market opportunities? How can I accelerate the product innovation process so How will today’s consumer that I won’t lose out on technology trends affect the business to the competition? future of my product and service portfolio?© 2012 Forrester Research, Inc. Reproduction Prohibited 23
    24. 24. Your decisions? NOTE: appropri CONSUMER PRODUCT STRATEGY PROFESSIONAL© 2012 Forrester Research, Inc. Reproduction Prohibited 24
    25. 25. Decisions we are helping your NOTE: appropri peers with now CUSTOMER EXPERIENCE PROFESSIONAL What is the right customer experience strategy for our company? How can I find and fix customer How effective is our voice of the experience problems that destroy customer program? profits?© 2012 Forrester Research, Inc. Reproduction Prohibited 25
    26. 26. Your decisions? NOTE: appropri CUSTOMER EXPERIENCE PROFESSIONAL© 2012 Forrester Research, Inc. Reproduction Prohibited 26
    27. 27. Decisions we are helping your NOTE: appropri peers with now CUSTOMER INTELLIGENCE PROFESSIONAL What are the marketing automation and analytics technologies that I’m not taking advantage of that could get me results? What is the blueprint that I should use to How can I develop and build the evolve customer intelligence into a foundation for a social intelligence strategic asset at our organization? program?© 2012 Forrester Research, Inc. Reproduction Prohibited 27
    28. 28. Your decisions? NOTE: appropri CUSTOMER INTELLIGENCE PROFESSIONAL© 2012 Forrester Research, Inc. Reproduction Prohibited 28
    29. 29. Decisions we are helping your NOTE: appropri peers with now EBUSINESS AND CHANNEL STRATEGY PROFESSIONAL What is the right multichannel and multi-touchpoint strategy for our company? How should I develop and How do I create a mobile strategy to maintain an online sales optimize sales and service across and service strategy? devices and not fall behind my competitors?© 2012 Forrester Research, Inc. Reproduction Prohibited 29
    30. 30. Your decisions? NOTE: appropri EBUSINESS AND CHANNEL STRATEGY PROFESSIONAL© 2012 Forrester Research, Inc. Reproduction Prohibited 30
    31. 31. Decisions we are helping your NOTE: appropri peers with now INTERACTIVE MARKETING PROFESSIONAL How will interactive marketing evolve over the next five years, and how does that affect my strategy and my investment in emerging media? How do I avoid the pitfalls that other How do I optimize and measure the companies experience when organizing performance of my interactive for interactive marketing success using marketing mix? both internal teams and agencies?© 2012 Forrester Research, Inc. Reproduction Prohibited 31
    32. 32. Your decisions? NOTE: appropri INTERACTIVE MARKETING PROFESSIONAL© 2012 Forrester Research, Inc. Reproduction Prohibited 32
    33. 33. Decisions we are helping your NOTE: appropri peers with now MARKET INSIGHTS PROFESSIONAL How do I make sure I am not falling behind global trends, the competitive landscape, and changing consumer needs so that I can proactively serve the business? How do I leverage emerging How can I build an insights-driven research methodologies to uncover organization and implement the results to unique insights that traditional help drive strategy? methods can’t deliver?© 2012 Forrester Research, Inc. Reproduction Prohibited 33
    34. 34. Your decisions? NOTE: appropri MARKET INSIGHTS PROFESSIONAL© 2012 Forrester Research, Inc. Reproduction Prohibited 34
    35. 35. Decisions we are helping your NOTE: appropri peers with now ANALYST RELATIONS PROFESSIONAL How can I be sure that our interactions with analysts are retained and meet our strategic objectives? What techniques can I use How can I overcome the lack of to develop a metric plan corporate support required to increase that is aligned to corporate the size of my team and budget? initiatives and is consistently measurable?© 2012 Forrester Research, Inc. Reproduction Prohibited 35
    36. 36. Your decisions? NOTE: appropri ANALYST RELATIONS PROFESSIONAL© 2012 Forrester Research, Inc. Reproduction Prohibited 36
    37. 37. Decisions we are helping your NOTE: appropri peers with now TECHNOLOGY MARKETING PROFESSIONAL How do we drive profitable revenue growth by engaging customers from awareness and need to loyalty? How do we minimize the time How do we effectively engage customers and money wasted on and prospects globally using social media? ineffective channel partners?© 2012 Forrester Research, Inc. Reproduction Prohibited 37
    38. 38. Your decisions? NOTE: appropri TECHNOLOGY MARKETING PROFESSIONAL© 2012 Forrester Research, Inc. Reproduction Prohibited 38
    39. 39. Decisions we are helping your NOTE: This s peers with now TECHNOLOGY SALES ENABLEMENT PROFESSIONAL How do we shift from our tendency to be product- centric and evolve to more customer-centric sales support programs, people, and practices? How do we reinvent ineffective programs that don’t drive sales How do we drive coordination across silos productivity into ones that do? to reduce random acts of sales support?© 2012 Forrester Research, Inc. Reproduction Prohibited 39
    40. 40. Your decisions? NOTE: This s TECHNOLOGY SALES ENABLEMENT PROFESSIONAL© 2012 Forrester Research, Inc. Reproduction Prohibited 40
    41. 41. Decisions we are helping your NOTE: This s peers with now VENDOR STRATEGY PROFESSIONAL How do we prevent the industry’s new economics from disrupting our business – like cloud? How do we minimize the impact of shifting How can we better buying behaviors – the business, IT, and the anticipate technology general workforce? (r)evolutions?© 2012 Forrester Research, Inc. Reproduction Prohibited 41
    42. 42. Your decisions? NOTE: This s VENDOR STRATEGY PROFESSIONAL© 2012 Forrester Research, Inc. Reproduction Prohibited 42
    43. 43. Next steps 1 Next step one 2 Next step two 3 Next step three 4 Next step four 5 Next step five© 2012 Forrester Research, Inc. Reproduction Prohibited 43
    44. 44. Thank youNAMEPHONEEMAIL
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