Digital Velocity 2014 Morning Keynote: "Building an Effective Digital Marketing Foundation"


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Presentation from: James McCormick, Senior Analyst, Forrester

Marketers need a system of record to keep pace with their customers’ digital journey and to recognize, understand, and engage with them on their terms. Many marketers try to do this by building a suite or platform of services. However, despite the vendor frenzy and hype, there is no off-the-shelf digital marketing suite to buy. Firms must bring together a variety of services and software components to deliver integrated digital marketing capabilities.

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  • 35 minute talk on;Building an Effective Digital Marketing FoundationMarketers need a system of record to keep pace with their customers’ digital journey and to recognize, understand, and engage with them on their terms. Many marketers try to do this by building a suite or platform of services. However despite the vendor frenzy and hype, there is no off-the-shelf digital marketing suite to buy. Firms must bring together a variety of services and software components to deliver integrated digital marketing capabilities.In this session, James will cover the following topics: the evolving needs of today's digital marketer; the different components of an effective digital marketing suite; and strategies for adoption
  • Coronado Bay Bridge Diego Skyline http://commons.wikimedia.orgSan Diego Shoreline –Torrey Pines Beach - 5 mins drive away from the officesSan Diego Homes
  • Great English ArchitectsLancelot "CapablityBrown"Brown (Baptised 30 August 1716 – 6 February 1783) - GreatEnglish landscape architect - "the last of the great English eighteenth-century artists to be accorded his due" and "England's greatest gardener" - he would characteristically tell his landed clients that their estates had great "capability" for landscape improvement.His 300 birthday is coming up sooner and historians and gardners are becoming quite excited.In 1764 he was appointed Master Gardener at Hampton Court Palace
  • It is estimated that Brown was responsible for over 170 gardens… surrounding the finest country houses and estates in Britain.His work still endures at - Croome Court  - Blenheim Palace, - Warwick Castle… - in traces at Kew Gardens… - and many other locations
  • The thing is that to creating these fantastic landscapes took vision and planning…. …and before converting any large landscape …..Capability Brown would have needed to drawn up a landscape design / mapThis would guide his fellow gardeners…. a) Keep and nurture parts of the landscape b) Significantly alter other parts c) Totally replace yet othersThe end result was smooth undulating garden fully integrated with the house and was “most pleasing to his Land clients” eye
  • Source (top right): (top left): Bottom left: mashable.comSource (bottom right) : “The Online Marketing Suite Evolves” Forrester March 2013 reportThis going me thinking: Whilst the Gardner's of the 18 ‘ century were are certainly very different in many ways to the 21st century Digital Marketer… they had a few things in common when redesigning their architectures to please their customers. Neither was starting from scratch. There were bits to keep, bits to reshape and components to totally replaceAll the components needed to work together / be integrated / seamlessly to create a great customer experienceTheir architectures needed to be practical to maintain and keepJust as gardeners of the 1800 century needed a map to guide them with their garden redesigns …Todays digital Marketers need a “Map” to guide them when building their digital marketing capabilities … and the need this even more given the rapidly changing customer behaviours
  • INTERACTIVITY HAS REACHED A TIPPING POINTYour customer's technology and online behaviours have changed — rapidly.
  • The number of ways that consumers can engage with us has exploded…They can interact with our brands viaMultiple fixed web domains via company websites to brand sites to publisher sites ext…Mobile… again multiple web domains but also one or more appsVia one or more social networking sites… at the very least they will be commenting on us.And of course via more traditional means… via store / branches / call centresAll this means is the customer expects to engage with us whenever and however they want…If there expectation are not met it is not at all difficult for them to interact with our competitorsThe customer is empowered…And this is really being driven by digital channels
  • As born out by this slideWhen it comes to making decisions on products or services 8 out of the top 10 channels are digitalOnly 2 non digital channels - traditional store and family and friend make it into the top 10
  • The management of tags goes beyond “fixed web”… in just a few short years smartphones and tablets… <see slide>Managing tags across devices, be it within some for of web browser or with apps, is becoming MUCH more than a nice to have.>>>>>>>>>>>>>>>>>>>>>>>Reference notes: Adobe Digital Indexanalyzed advertiser and user behavior to determine the trends for digital marketing, specifically in search, mobile, and social media channels. We built a client index representing over 15 advertisers and 20 million fans from a multitude of verticals including retail, entertainment, CPG, and finance from a subset of advertisers, brands, and fans managed through the platforms.Source:'s iPhone debuted in 2007The first iPad was released on April 3, 2010; the most recent iPad models, the fourth-generation iPad and iPad Mini, were released on November 2, 2012.
  • …but the ability to interact at the speed of the customer can be hindered by rather complex multi-channel behaviours……but even has we get our heads around these complex behaviours… the game changes…. As Adobe’s Digital Index informs us…. First referenced in Forrester by:Customer Experience in the Post-PC Era by Tony Costa [bio ID], with John Dalton [bio ID], AndiaVokshiReferencesource: Googles “The New Multi-Screen World Study”
  • To help us understand this customer Forrester has been tracking the always addressable customer…Over the past few years, adoption of new devices and behaviours has evolved so that customers are connected from More devices, More of often, and from more placesTo help us tackle the emergence of this disruptive force Forrester has define the perpetually connect customerAn PCC is one who;Owns and personally uses at least 3 connected devicesAccesses the Internet multiple times per day,and goes online from multiple physical locations….at least one of which is on the go.”But we have done more than just coin the term….
  • The mass of data from social, digital, services etc… is generating massive foot print (volume) of data of huge variety. This give marketers unprecedented insight into their customer world of family, relationships and aspirations. This is a huge opportunity… but since 2010 marketers have been struggling to keep up….Forrester defines a multidimensional view of the customer as:A view of the customer that uses all of the available information about them — including information pertaining to psychographics, social networks, smart devices, geolocation, and Internet usage — to deliver individualized and contextual products, services, and experiences.
  • Image reference:,d.d2k&psig=AFQjCNHY5FQ8nTZ7W8c_wx1x0fWrqMXrYA&ust=1368008865216473
  • We are in the age of the customer…To succeed in this is age we need to be customer obsessed and we need put customer at the centre of what we do… (we talk about the age of mass manufacturing, logistics, communication…. These are internal process that provided us scale and therefor competitive advantage..So what does this mean for the digital / interactive marketer? We need to stop thinking in terms of channels and start thinking of customers.When a customer talks to us over the phone, purchases Age of the customer... look a Nate researchwe in an age with of the customer we need to be able to proactively interact with them wherever they are how ever they want to interact - need to start with the customer as apposed to
  • End of 2010 we asked “Global Marketing Technology Benchmark Online Survey”Top THEME - Improve multichannel customer experience
  • Top Challenges
  • More often then not the words “Big Data” are not mentioned…But it is clear they have Big Data challenges…
  • The online marketing suite promises to help in all these area.
  • As we can see it is…
  • So what does an online marketing suite look like?The Online Marketing Suite - brings together interactive marketing channels -supports interactive marketing customer data collection processes - e.g. - Planning, design, execution, measurement, and analysis
  • But to deliver an online marketing suite you need to think of it as more than just a set of tools….…and just as Capablity Browns gardeners needed a Map to guide on what plant or tree to place whereso customer intelligence professional needs a blueprint to guide them on what capablities then need, where to place them and when… Let me introduce you to the Online Marketing Suite Capability Blue print
  • THREE COMPONENTS DEFINE THE NEW ONLINE MARKETING SUITEDespite the vendor frenzy and hype, there is no off-the-shelf online marketing suite to buy. Firms — end users and vendors alike — must bring together a variety of services and software components to deliver integrated online marketing suite capabilities. What are they? Forrester divides the suite capabilities into three interdependent components■ The hub. The data core, management, and collaboration capability tiers make up the hub. These enable shared ownership and/or visibility of a centralized and managed view of the customer among multiple marketing stakeholders.■ The integration component. This includes processes and architecture that allow the capabilities within the hub and channels to work seamlessly together and to plug-and-play new and established interactive channels into the hub.■ The channel. This enables customer-friendly, multistakeholder execution capabilities across touchpoints.The Hub Democratizes Customer-Centric DataThe hub provides suite intelligence through key, tightly associated tiers. Starting with the data core, each tier builds upon and is dependent on the capability of the adjacent inner tier (see Figure 2):■ The data core tier. At the center of the suite lies the customer data model, which describes a business-relevant view of the customer. Customer response and activity history across all channels is retained and provides up-to-date customer-centric corporate memories. The real value of the data core is derived from linking customer and interactions data to create a single and current customer view. As a result, the data model is integral and enforces a joint understanding of the customer among CI professionals, their marketing partners, and services partners.■ The management and collaboration tier. This tier integrates the tools necessary to deliver data management, collaboration, and workflow functionality capabilities, which enable stakeholders to work effectively as joint owners and users of customer data. The global data rules and segments applied across channels and used by all stakeholders reside here and enable a joint understanding of the customer.■ The customer intelligence tier. The capabilities in this tier provide the ability of the online marketing suite to deliver on customer centricity. They apply a consistent, coordinated business awareness of customers and their interactions across channels and include tools for the scheduling and planning of campaigns across multiple channels; automating multichannel campaign cross-channel attribution; multichannel testing and optimization; and analysis of customer interactions consolidated from multiple channels.Integration Delivers The Full SuiteThe reality is that a single off-the-shelf platform able to deliver a full set of capabilities needed for large online marketing suites is not available. Fully capable suites are built through integrating three elements:functionality, tools, and data to create capabilities;capabilities to create seamless workflows and capability tiers; andhub and channel components to deliver the online marketing suite.Workflows, such as sending segmented audience lists for email execution and subsequently receiving response-related data for sophisticated analysis and optimization, are implemented by integrating functionality from two or more systems. CI teams implement complex workflows by adopting one or more of the following approaches:■ Openly architected technologies allow integration. Today’s vendors seek to keep themselves suite-relevant with other hub and channel players by exposing access to data, tools, and capabilities between hub and channel platforms. Vendors typically provide access via software developer kits (SDKs) for tight integration and via web services for multi-tier, enterprise-level integrations.■ Standards ease integration. To make channel hub integration truly plug-and-play, vendors need to expose data and capabilities in standard ways. When sharing information and web services, vendor product teams are moving away from SOAP to using RESTful APIs that are easier for integrators to use and consume ■ Processes and services fill in the gaps. It’s impossible for vendors to plan for every scenario, and as a result, solution integration is not always feasible and specific capabilities are not always available within firms. CI teams then work with delivery and managed services partners to build out custom processes or to provide manage services that fill in the gaps.Channels Deliver ConversationsIf the hub provides suite intelligence, then the channel components can serve as its digital mouth, ears, and eyes. To provide parallel capabilities channels must:■ Provide customer and organizational visibility. Channels deliver execute discrete and relevant customer messages engagments, and feedback customer activities and communications .. The cross-channel combination of these discrete events not only provides a multidimensional view of the customer, but also,, critically, it also provides a similar view of the organization to the customer.■ Coordinate digital storefront to drive customer experience. One or more interactive channels deliver interaction at a point in time. However, standalone channels cannot deliver conversations to today’s digitally empowered customers. It is the orchestration of the experience specific to customer segments or individuals that provides the ongoing logical conversation over the duration of the customer’s life cycle.■ Be led by the customer. The demands and needs of the customer must guide the strategic and channel approach. CI teams Interactive marketers must think about the level at which customer interactions can be segmented or directly addressed. Are customer interactions, regardless of whether communication is mostly inbound or, outbound? What is the need for real time interactions?, or in real time.. Such factors guide the choice of channels and how they are configured with other channels and the hub.
  • We talked earlier about the problem that CI professionals are seeking to tackle and we can now begin to see alignment with the Capability TiersCustomer Image Reference: perkville.zendesk.comWant a single view of the customerNeed better team collaborationMove digital interactions from being channel focused to customer focusedBe able to execute customer campaigns across mulitple touch pointsMake technology and functionality work better together –Integrated technology &functionality
  • What is the online marketing suite?
  • Software VendorsContent managers - ADOBEWeb AnalyticsESPsTraditional Analytics
  • Reposition "Tag Management"-Briefly discuss how Tag Management fits in both areas, depending on maturity & what it's being used for (add to speaking points)
  • This affects interactive customer intelligence stakeholders and raises adoption considerations:The online marketing suite is a framework of capabilities. The capabilities are designed to meet the needs of the customer intelligence professional who wants to keep pace with her customers. The framework should be used to develop requirements, understand gaps, assess vendors, and build strategies.No single vendor provides a complete online marketing suite. While the online marketing suite is available today, it can only be delivered via multiple technologies that require services to both integrate and run. While whole sections of the online marketing suite are, and will be, matured and baked into single platforms by vendors, to deliver the full online management suite capability, these productized components will be supplemented by integrating other products and services.Services will continue to play an important role in delivering capabilities. In the foreseeable future, a significant proportion of capabilities for large online marketing suite implementations will be delivered via two types of services. Services teams will customize, integrate, and extend capabilities via implementation projects scoped to alter and combine existing software and data functionality or through the provision of managed services.More stakeholder collaboration is needed. The online marketing suite continues to facilitate the efficient engagement of multiple partnerships within companies’ marketing and CI teams as well as external stakeholders such as suppliers, distributors, and marketing service providers. CI teams will continue to evolve their organizations around the collaboration opportunities that the suite provides.The hub has its boundaries. The hub is not a panacea. It is not a data warehouse, and it does not deliver execution capabilities. There are systems that it relies on for its success but that it does not pretend to replace. For instance, it is part of, but does not replace, the enterprise marketing suite. As the hub is digitally focused and does not provide brand and resource management capabilities. Its success is dependent on external systems for pulling transactional and offline interaction data from external systems into its data model.
  • Image Source: gtplanet (
  • Harvey Balls
  • Image source: Marketing Leadership Journal (
  • To Ensure Success, Phase Online Marketing Suite AdoptionThe good news is that a full online marketing suite is possible today. However, no off-the-shelf solution exists. Full-featured online marketing suites must be built by integrating multiple components, provided by more than one vendor and then maintained by services teams. Trying to build a whole solution in one stride is rife with risk and likely to fail. A multiphase, change-managed  adoption plan is far more pragmatic, allowing for greater opportunities to discover  and refine newly identified marketing and business requirements, and ultimately delivers a better fit solution. Firms should start by taking either a hub or a multichannel approach when taking steps to move from limited suite capability to full maturity (see Figure 3).Build out hub capabilities. Organizations with a strong analytical culture and a single mature channel (typically email) should take this approach. These firms should start with an enterprisewide model of the customer, which is then baked into the data core. Developing integrated management and collaboration capabilities around the core then delivers a shared view of the customer. Once these hub-level capabilities are embedded, organizations should turn their attention to integrating multiple channels to ultimately deliver full suite capabilities.Integrate multiple channels. Organizations with well-developed websites and digital display media programs should take this approach. Multiple embedded channels are integrated to enhance the customer experience of specific interactions. A typical example is when web analytics are used to segment web customers to deliver customer- or segment-specific content. Once channels are embedded and working well together, the next phase is to build out the hub to better understand and communicate with customers over a period of time
  • Digital Velocity 2014 Morning Keynote: "Building an Effective Digital Marketing Foundation"

    1. 1. Making Leaders Successful Every Day
    2. 2. Building an Effective Digital Marketing Foundation James McCormick, Senior Analyst January, 2014
    3. 3. Agenda › The customer insights challenge › A blueprint for digital marketing › Assessment of suite adopters › Strategies for success © 2013 Forrester Research, Inc. Reproduction Prohibited 3
    4. 4. Source: Art-Prints-On-Demand.Com (
    5. 5. Source: (
    6. 6. Source: (
    7. 7. The Changing Customer Behavior Source: Johan Larsson (
    8. 8. The number of ways customers engage has exploded Source: March 11, 2011, “Welcome To The Era Of Agile Commerce” Forrester report
    9. 9. Digital channels dominate Base: 2,400 US Online adults who recently bought a retail product (top three responses accepted) Source: North American Technographics® Consumer Deep Dive: Investigating The Customer Life Cycle (Buy Phase) Survey, Q1 2012 (US) © 2013 Forrester Research, Inc. Reproduction Prohibited 11
    10. 10. The digital landscape evolves IN JUST A FEW YEARS SMARTPHONES AND TABLETS HAVE BECOME AN IMPORTANT TOOL FOR CUSTOMERS AND MARKETING • Globally, the traffic from smartphones and tablets is growing • Behaviours are rapidly changing • Websites now get more traffic from tablets than from smartphones • Internet users view 70% more pages per visit when browsing on a tablet vs. a smartphone • The majority of time spent on devices is via an application • A real opportunity to engage with known customers Source: Adobe Digital Index Report
    11. 11. Customers multi-channel behaviour is complex 22% engage multiple-channels simultaneously Source: Googles “The New Multi-Screen World Study”
    12. 12. Multiple devices have given birth to the always addressable customer Source: September 2012 “The Always Addressable Customer” © 2013 Forrester Research, Inc. Reproduction Prohibited 14
    13. 13. The always addressable customer is already a large part of your global audience The Always Addressable Customer US 59% Sweden 53% Spain 43% France 42% Netherlands 40% Italy 39% EU7 37% UK 31% Germany 30% Base: Online adults ages 18+ Sources: European Technographics Consumer Technology Online Survey, Q4 2012, North American Technographics Online Benchmark Survey (Part 2), Q3 2012 (US, Canada) © 2012 Forrester Research, Inc. Reproduction Prohibited
    14. 14. The Big Data challenge: always addressable customers create massive footprints of data Source: Forrester Research, March 2013 “The Future Of Customer Data Management”
    15. 15. Firms strive to be customer driven Source: FY2013 Q3 report "Mix Art And Science For Marketing Success" © 2013 Forrester Research, Inc. Reproduction Prohibited 18
    16. 16. Improving customer experience is top of mind for CI professionals Base: 52 European customer intelligence professionals, *Base: 137 global customer intelligence professionals; Source: Q4 2010 Global Marketing Technology Benchmark Online Survey © 2013 Forrester Research, Inc. Reproduction Prohibited 19
    17. 17. CI professionals struggle with data and measurement challenges Base: 52 European customer intelligence professionals, *Base: 137 global customer intelligence professionals; Source: Q4 2010 Global Marketing Technology Benchmark Online Survey © 2013 Forrester Research, Inc. Reproduction Prohibited 20
    18. 18. Firms talk about Big Data in different ways… Markets Seek Greater Efficiencies “There are 3 Web Analytics tools.” “How do I work with all service providers on my books?” “70% of the work our customer insights team does is ad hoc.” “Our digital and customer analytics teams don’t understand each other.” “We need to consolidate partners.” “Marketing teams are organized by channel.” “Our processes need streamlining.” “We lack a standard understanding of customers across all businesses.” “Our customer data is siloed.” © 2013 Forrester Research, Inc. Reproduction Prohibited Image reference: “We need to reorganize our processes, people and technology around the CUSTOMER.” 21
    19. 19. CI pros need help! TO KEEP UP WITH CHANGING CUSTOMER BEHAVIORS, THEY NEED: › A single view of the customer › Better team collaboration › To move digital interactions from being channel-focused to being customer-focused › To be able to execute customer campaigns across multiple touchpoints › To make technology and functionality work better together © 2013 Forrester Research, Inc. Reproduction Prohibited 22
    20. 20. Source: (
    21. 21. The Digital Marketing Suite A COORDINATED APPROACH TO DIGITAL MARKETING › › Based on a central hub that consolidates core services, it: • Collects and connects data across online channels. • Manages segmentation and business rules. • Provides customer-centric analysis and optimization. • Supports multi-stakeholder workflows. An integrated framework that: • Includes native functionality and integrated execution channels. • Is connected via standards-based architecture. © 2013 Forrester Research, Inc. Reproduction Prohibited 24
    22. 22. The Digital Marketing Suite © 2013 Forrester Research, Inc. Reproduction Prohibited 25
    23. 23. The Digital Marketing Suite IT’S NOT JUST A SET OF TOOLS › Requires a strategy › • Customer experience and contact • Data core • Adoption › • Management and collaboration Needs processes • Customer-focused, not channel-focused • Collaboration between teams • Planning to campaigns and new capability adoption › Demands resources Must deliver a minimum set of capabilities • Multichannel execution • Integration › Delivers measurements • Technology • The right metrics • Internal staffing and skills • Aligned with business KPIs • Partnerships with service and data providers Image source: The Library Of Congress (
    24. 24. The Capability Blueprint Source: March 15, 2013, “The Online Marketing Suite Evolves” Forrester report © 2013 Forrester Research, Inc. Reproduction Prohibited 27
    25. 25. The Multiple Benefits of The Suite Execute across multiple touchpoints Integrated technology and functionality Customer-focused Team collaboration Components Key Single customer view Channel Integration Hub Image source: Perkville ( © 2013 Forrester Research, Inc. Reproduction Prohibited 28
    26. 26. But there is a dirty little secret! Despite the vendor frenzy and hype, there is no off-the-shelf Digital Marketing Suite to buy. Digital marketing teams must bring together a variety of services and software components to deliver integrated capabilities. © 2013 Forrester Research, Inc. Reproduction Prohibited 29
    27. 27. Who can help? Software vendors • • • • Content managers Web analytics ESPs Traditional analytics Services vendors Digital marketing suite • • • • MSPs Agencies Consultancies BPOs Crossing boundaries All mention key phrases • • • Software vendors offering more service Services vendors building enterprise software platforms © 2013 Forrester Research, Inc. Reproduction Prohibited • • Cross-channel/multichannel/ omnichannel Single customer view Customer lifetime value 30
    28. 28. Use the blue print to map out your software vendors… WCM SiteCore SDL Tridion Adobe CQ5 IBM WCM ESPs ExactTarget Aprimo SDL Tag Management Tealium Digital Customer Ensighten Analytics Qubit GX Software Woopra Customer ID Causata Webtrends Management iJento Janrain Gigya Provenir Web Adobe Analytics IBM coremetrics Attribution Webtrends Google Analytics CCCM ClearSaleing IBM Unica Responsys X+1 Neolane ExactTarget Visual IQ Aprimo Reporting / BI Adobe Report Builder Tableau Data Core Providers GX Software Causata iJento Splunk Tag Management Data warehousing Adobe Teradata Optimisation Maximiser Adobe T&T Optimizely EXECUTION INTEGRATION CROSS CHANNEL INTELLEGENCE MANAGEMENT & COLLABORATION DATA CORE
    29. 29. Suite considerations › The marketing suite is more than just technology. › You need to phase in digital suite capabilities. › No single vendor provides a complete suite. › Services partners will continue to play an important role in delivering and maintaining capabilities. © 2013 Forrester Research, Inc. Reproduction Prohibited 32
    30. 30. Digital Marketing Suite Adoption Source: GTPlanet (
    31. 31. Digital Marketing Suite competencies SUPPORTED BY RESOURCE, MEASUREMENT, PROCESS, AND STRATEGY Strategy Process Customer experience Adoption Customer-focused contact © 2013 Forrester Research, Inc. Reproduction Prohibited Resources Capabilities Skills Staffing Partnerships Collaboration Technology Planning Measurement Metrics Data core KPIs Management Delivery Integration Execution Cross-channel intelligence 34
    32. 32. Average digital suite program scoring across adopters › Most organizations (70%) claim they have a welldefined digital strategy in place, yet few have full strategy, support, and buy-in. Strategy › Measurement › Processes › Resources › Capabilities › › Scale = Weak © 2013 Forrester Research, Inc. Reproduction Prohibited Data is widely misunderstood in its value — reporting efforts are far from exemplary. Processes that streamline data distribution are common in about half the population. Organizationally, the bulk of adopters are understaffed and poorly structured for an digital marketing suite. Tools are widely underutilized (the majority of enterprises use half of their tool capabilities). Collaboration between stakeholders is largely forced, and lacks rigor and process. Integration efforts are still emerging. Strong 35
    33. 33. Adoption Best Practices Source: Marketing Leadership Journal (
    34. 34. Four stages of suite adoption Stage 4 Stage 3 Stage 2 Stage 1 Multichannel Optimization integration Digital integration Operational mastery © 2013 Forrester Research, Inc. Reproduction Prohibited 37
    35. 35. Two approaches to building suite capabilities Hub approach • Start with a single view of the customer and her activities. • Then build out additional hub and execution channels. • If a strong customer analytics culture and one or two mature channels. Channel approach • • Then build out cross-channel and data core capabilities. • © 2013 Forrester Research, Inc. Reproduction Prohibited Start with integrating at the channel level . . . e.g., WCM, email, web analytics. Well-developed websites and digital display media programs 38
    36. 36. Ensuring adoption success › Realization • Full capability is possible today • However, no off-the-shelf platform exists • Technology alone is not going to provide the answer › Assess your adoption maturity • This will inform your next milestones • Help you plan your road map sequence › Multiphase adoption • Allows for requirement and cultural refinement • Take either a hub or multichannel approach © 2013 Forrester Research, Inc. Reproduction Prohibited 39
    37. 37. Thank you James McCormick Twitter: @JFMcCormick