http://www.forrester.com/ Forrester is an independent technology research company that provides pragmatic and forward-thinking advice about technology's impact on business. en-us 1 2 3 4 5 6 7 8 9 120 http://www.forrester.com/imagesV2/affiliates/logos/forrester.gif http://www.forrester.com/ http://www.forrester.com/rb/teleconference/wimax_in_us_complement%2C_substitute%2C_or_irrelevant/q/id/6113/t/1 After years of anticipation and temptation, true WiMAX has officially arrived in the US. The "new" Clearwire is focusing hard on major markets to take advantage of consumers' growing interest in on-the-go broadband. Competitive carriers be warned: When WiMAX comes to town, things will be different. A WiMAX market launch brings as many as three new players into the market, each with unique product offerings, customer relationships, and/or market positions. This teleconference addresses who's doing what in the market today, as well as the $64,000 question: How will consumers react to these new services? Our data shows that most consumers have no idea what WiMAX is. Yet despite their lack of familiarity with the technology, they do understand the benefits it can deliver. We look at consumer interest in WiMAX as a substitute for and a complement to fixed broadband and look at how WiMAX product strategy professionals should use this data to make their products succeed in the market. Marketing & Advertising Fri, 20 Nov 2009 05:00:00 GMT "Doug Williams" <resourcecenter@forrester.com> http://www.forrester.com/rb/teleconference/wimax_in_us_complement%2C_substitute%2C_or_irrelevant/q/id/6113/t/1 http://www.forrester.com/go?docid=55737&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55737 At the same time that online quantitative research has taken off, dubiousness abounds about the representation of the online panel sample. Buyers ask: Are panels representative of the markets researchers use them for? What can we do about the moral hazard (greatly increased for B2B tech) that leads bad actors to take surveys inappropriately? A wide variety of approaches have been percolating in the market ranging from "it's not really a problem" to various comprehensive solutions. Buyers are finally pushing back. Major buyers — such as Microsoft and Proctor & Gamble — are making very specific panel quality demands for their research vendors, and many of the major full-service research vendors and panel providers are taking note. The end result? Three years of equally competing solutions with no clear direction for buyers. This means market research professionals must be very specific about demanding high quality panel for all of your research needs, or risk having your findings undercut when your internal customers ask: "Is this analysis really representative of our market?" B2B Sales & Marketing eBusiness/eCommerce Sourcing & Procurement High-Tech Fri, 20 Nov 2009 05:00:00 GMT "Brad Bortner" <resourcecenter@forrester.com> http://www.forrester.com/go?docid=55737&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55737 http://www.forrester.com/go?docid=55724&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55724 For years, Forrester has written about the evolution of information technology (IT) into business technology (BT) — an idea that is rooted in Forrester's view that technology is becoming more relevant and strategic to business processes. This trend, which has accelerated over the past decade, has only increased in importance in 2009's difficult economic environment, as more companies rein in their IT spending and only projects with immediate business value are approved. Marketing and strategy professionals at IT service providers must prepare for 2010 with a deep understanding of a diverse range of IT and business stakeholders in the services purchasing process. In this document, we highlight the role of nine stakeholders across IT, business, and procurement/legal roles, with data from our recent Business Data Services survey of IT buyers. B2B Sales & Marketing IT Management Sourcing & Procurement High-Tech Fri, 20 Nov 2009 05:00:00 GMT "Chris Andrews" <resourcecenter@forrester.com> http://www.forrester.com/go?docid=55724&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55724 http://www.forrester.com/go?docid=55697&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55697 The proliferation of high-resolution screens that well surpass 1024 x 768 adds a new layer of complexity to site design. Not only is there no standard resolution to design for, but higher-resolution screens pose usability challenges for sites that were designed for lower-resolution displays. Designers can combat usability challenges for high-resolution users by ensuring legibility with text resizing tools, controlling the use of white space, and creating a clear visual hierarchy that prioritizes essential content and function. Customer Experience IT Infrastructure & Operations Fri, 20 Nov 2009 05:00:00 GMT "Ron Rogowski" <resourcecenter@forrester.com> http://www.forrester.com/go?docid=55697&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55697 http://www.forrester.com/go?docid=55056&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55056 Dashboards allow Customer Intelligence (CI) professionals to better influence marketing strategy and drive corporate activities beyond marketing. But many firms don't use them. Absent a culture of sharing, sufficient resources, and clean data, dashboard projects stall or falter. By setting simple goals for dashboard projects and using readily available resources, CI professionals can begin to share insights across organizational silos and gain entrance to the executive boardroom. Marketing & Advertising Fri, 20 Nov 2009 05:00:00 GMT "Julie M. Katz" <resourcecenter@forrester.com> http://www.forrester.com/go?docid=55056&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55056 http://www.forrester.com/go?docid=55055&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55055 Despite Forrester's four-part engagement definition, many Customer Intelligence professionals struggle to find the best way to measure engagement. When Channel 4 (C4), a media outlet in the UK, shifted its teen programming from TV to online, it needed a concrete way to demonstrate the impact of its new approach. Traditional measures, such as reach, didn't tell a complete story, so C4 turned to iCrossing, an interactive agency, which created a framework that merged traditional and novel measurement tactics. The advantage of measuring engagement? C4 can now easily modify marketing and product development and continually learn about its audience. Additionally, its approach to measuring engagement is adaptable, which allows C4 to incorporate engagement measurement into a variety of projects. Marketing & Advertising Media & Entertainment Fri, 20 Nov 2009 05:00:00 GMT "Julie M. Katz" <resourcecenter@forrester.com> http://www.forrester.com/go?docid=55055&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55055 http://www.forrester.com/go?docid=54168&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-54168 The Web is becoming a bigger part of health plans' member service and member communication strategies, but health plans struggle to drive adoption. Forrester recently interviewed customer experience professionals responsible for member service Web sites at 17 health plans and learned that registration levels and measurement approaches vary widely — even as security practices converge. To improve the value of their online efforts, health plan customer experience professionals should analyze administrative and medical savings from online members and capture email addresses during the enrollment process. Customer Experience Healthcare & Life Sciences Fri, 20 Nov 2009 05:00:00 GMT "Elizabeth Boehm" <resourcecenter@forrester.com> http://www.forrester.com/go?docid=54168&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-54168 http://www.forrester.com/rb/teleconference/enterprise_carbon_and_energy_management_systems/q/id/6104/t/1 Corporate requirements for monitoring and managing energy consumption and carbon emissions are creating a new market for software companies that Forrester calls enterprise carbon and energy management (ECEM). We are completing our first Market Overview research report that outlines the customer requirements, motivations, and competitive landscape of this emerging market. B2B Sales & Marketing Thu, 19 Nov 2009 05:00:00 GMT "Christopher Mines" <resourcecenter@forrester.com> http://www.forrester.com/rb/teleconference/enterprise_carbon_and_energy_management_systems/q/id/6104/t/1 http://www.forrester.com/go?docid=55702&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55702 Gen Y is four times more likely to visit a social networking site at home than they are to use one for work purposes. But if they are unable to bring their Social Computing habits and sensibility to work, Gen Yers can at least use their personal mobile phones to text to stay in touch with friends and communicate with colleagues. In fact, mobility is the defining difference of Gen Y at work: They are much more likely than their older colleagues to use smartphones for work purposes. Customer Experience Enterprise Mobility Information & Knowledge Management Thu, 19 Nov 2009 05:00:00 GMT "Ted Schadler" <resourcecenter@forrester.com> http://www.forrester.com/go?docid=55702&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55702 http://www.forrester.com/go?docid=55492&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55492 Successfully engaging with consumers on Twitter requires both the right overarching strategy and a series of small best practices. Interactive marketers must ensure that consumers can find their brands' accounts, confirm that they are legitimate, and easily identify who is tweeting. Marketers must also provide a mixture of promotional and non-promotional content and decide how often — and in what ways — they will directly engage with consumers. To extract the greatest value possible from Twitter, balance department-level control of different accounts with a broad view of how your various accounts work together to reach users. Customer Experience Marketing & Advertising Automotive Financial Services Media & Entertainment Retail Travel Thu, 19 Nov 2009 05:00:00 GMT "Nate Elliott" <resourcecenter@forrester.com> http://www.forrester.com/go?docid=55492&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55492 http://www.forrester.com/go?docid=55158&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55158 Market research online communities (MROCS) are the next wave in qualitative research, due to their combination of new qualitative research capabilities and ability to provide cheaper faster results. There is, however, buyer confusion about what type of MROC provider to use. Too many companies see the price for a full-service MROC and stop there. They don't realize that there are all sorts of variations of cost-effective, scalable, self-service MROCs (or full-service market research vendors) providing services on an à la carte basis. Larger firms (often with a B2B component to their business), with the resources to decide whether to outsource or insource market research labor, have multiple options in this space. Over the next few years, the ubiquitous emergence of self-service MROC solutions will drive prices down and make the decision to use them far more straightforward. Until then, understanding your service-level needs, cost constraints, and the volume of your research needs can help you make an effective MROC provider decision today. B2B Sales & Marketing Customer Experience Marketing & Advertising Packaged Applications Sourcing & Procurement High-Tech Thu, 19 Nov 2009 05:00:00 GMT "Brad Bortner" <resourcecenter@forrester.com> http://www.forrester.com/go?docid=55158&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55158 http://www.forrester.com/go?docid=55143&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55143 When one of the world's largest defense contractors says, "We need to move from a culture of 'need to know' to a culture of 'need to share,'" you stop and listen. Competing in an industry driven by the mantra "loose lips sink ships," BAE Systems has identified a greater threat: failing to tap the collective wisdom and actions of its people. Smart organizations are looking to tap into the full power of the enterprise and beyond to drive better and faster decisions and to foster innovation that will keep them at the forefront of the changing economy. One approach that's top of mind for business technology leaders is the use of social networks to drive communities that span traditional organizational structures, or a Facebook for the enterprise. The types of organizations that are leading the trend may well surprise you. Customer Experience Information & Knowledge Management Aerospace & Defense Healthcare & Life Sciences Thu, 19 Nov 2009 05:00:00 GMT "Rob Koplowitz" <resourcecenter@forrester.com> http://www.forrester.com/go?docid=55143&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55143 http://www.forrester.com/go?docid=55701&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55701 For the past four years, Forrester has been tracking consumers' online and offline behavior in Asia Pacific. This is a dedicated report about Asia Pacific consumers' online behavior aimed at understanding the changes in this emerging medium. This year's data shows a vast diversity among Asia Pacific markets when it comes to the amount of time consumers spend with online media, adoption of social activities, and the increasing uptake of mobile Internet. Customer Experience eBusiness/eCommerce Consumer Technology Media & Entertainment Wed, 18 Nov 2009 05:00:00 GMT "Olesia Klevchuk" <resourcecenter@forrester.com> http://www.forrester.com/go?docid=55701&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55701 http://www.forrester.com/go?docid=55683&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55683 As you continue to consolidate your server infrastructure and make it more cloudlike, a key hurdle you and most enterprises must overcome is the sharing of physical infrastructure between business units (BUs). While some organizations have a centralized IT budget that makes this easier, most have to wade through political waters to accomplish this objective. The enterprises that have successfully achieved a shared infrastructure did so through a combination of executive mandates and proof-before-production phased implementation. IT service catalogs can play a key marketing function as well. Here's how you can do it too. IT Infrastructure & Operations IT Management Wed, 18 Nov 2009 05:00:00 GMT "James Staten" <resourcecenter@forrester.com> http://www.forrester.com/go?docid=55683&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55683 http://www.forrester.com/go?docid=53332&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-53332 This document provides enterprise highlights of an extensive data set collected via Forrester's Enterprise And SMB Global IT Budgets And Spending Survey, Q2 2009. The survey covers budget trends and priorities from 2009 through the first half of 2010 across North America; Latin America; Western Europe; Asia Pacific; Emerging Asia; and the Middle East, Africa, and Russia (MEA/Russia). As expected, the global recession has tightened IT budgets across the globe. But bright spots do exist: 21% of respondents from Emerging Asia expect IT operating budgets to increase, and 18% expect IT capital budgets to increase in 2009 through the first half of 2010. In this environment, IT budget decision-makers tell us that they are focused on improving IT efficiency, although paths to getting there differ across regions. Responses to the economic crisis reflect market conditions such as the costs of labor, capital, and energy. Budget breakdowns across IT categories look similar across regions; globally, we see a trend toward more outsourcing in 2009. IT Infrastructure & Operations IT Management IT Services IT Spending & Budgeting Packaged Applications High-Tech Professional Services Wed, 18 Nov 2009 05:00:00 GMT "Jennifer Belissent, Ph.D." <resourcecenter@forrester.com> http://www.forrester.com/go?docid=53332&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-53332 http://www.forrester.com/rb/teleconference/forrester_wave%26trade%3B_full-service_market_research_online_community/q/id/6117/t/1 Market research online communities (MROCs) are opening up new ways of reaching consumer groups and gleaning insights in ways that were traditionally only possible in offline focus groups or ethnographic studies. Yet many market researchers don’t know exactly how to use these communities or which vendors to turn to for guidance. Marketing & Advertising Tue, 17 Nov 2009 05:00:00 GMT "Tamara Barber" <resourcecenter@forrester.com> http://www.forrester.com/rb/teleconference/forrester_wave%26trade%3B_full-service_market_research_online_community/q/id/6117/t/1 http://www.forrester.com/go?docid=55564&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55564 As more and more traditionally nonconsumer brands begin to move online, questions abound: How do we sell online? What do we sell to — or how do we service — our customers online? How do we organize to optimize the channel? The good news is that B2B companies have many best practices to learn, and adapt, from B2C firms, many of which are running mature or established online sales operations. The first step: Recognize that the online channel won't be successful as a pet project or a silo. The Web presence needs to be a hub for sales and service, buttressed by a business plan, customer insight, a strong organization, and a clearly defined technology strategy. B2B Sales & Marketing eBusiness/eCommerce Tue, 17 Nov 2009 05:00:00 GMT "Carrie Johnson, Elizabeth Davis" <resourcecenter@forrester.com> http://www.forrester.com/go?docid=55564&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55564 http://www.forrester.com/go?docid=54503&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-54503 A new liability is coming onto the collective balance sheet of companies around the world: carbon. In the context of increasing awareness of the business and societal risks of climate change, corporate carbon emissions (and the energy consumption that creates them) are being scrutinized as a crucial indicator of business performance. And the spreadsheet data that most companies use to estimate their carbon footprint will not withstand that scrutiny from customers, regulators, and shareholders — enterprises need a new system of record based on verifiable data and automated processes, hence the advent of enterprise carbon and energy management (ECEM) systems. We expect that ECEM will be a mainstream element of corporate software backbones over the next five years. Enterprise IT organizations will come to the fore as the principle buyers of such systems, and, while we expect the big enterprise software suppliers to dominate the market, there will be plenty of opportunity for innovative smaller players. B2B Sales & Marketing IT Infrastructure & Operations IT Spending & Budgeting Security & Risk Government High-Tech Retail Tue, 17 Nov 2009 05:00:00 GMT "Christopher Mines" <resourcecenter@forrester.com> http://www.forrester.com/go?docid=54503&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-54503 http://www.forrester.com/go?docid=55748&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55748 Microsoft's Team Foundation Server (TFS) has proven very popular with .NET developers but not so much with Eclipse developers. This presents a problem for Microsoft, because many of its largest customers develop for both .NET and Java and want a consolidated application life-cycle management (ALM) solution that will support development teams regardless of what platform they use. Over the past few years, Microsoft has pointed to a partner's product — SourceGear's Teamprise Client Suite — as its recommended solution to the heterogeneity problem. This has proven unsatisfactory to many customers, so after a long internal debate, Microsoft has acquired the Teamprise code base. Microsoft will release an updated version of Teamprise as part of its Visual Studio 2010 release train and will reduce the new solution's overall per-developer cost. The resulting product combination will prove much more attractive to large enterprises, which will now have the option of a lower-cost ALM solution for all the platforms they use, supported by the full force of Microsoft. Application Development B2B Sales & Marketing IT Infrastructure & Operations High-Tech Mon, 16 Nov 2009 05:00:00 GMT "Jeffrey S. Hammond" <resourcecenter@forrester.com> http://www.forrester.com/go?docid=55748&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55748 http://www.forrester.com/go?docid=55451&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55451 Consumers and marketers have contradictory impressions of the value marketers provide in exchange for the consumer data they collect. Marketers claim they deliver more relevant products, services, and ads based on the consumer information they capture. But consumers just don't see it. What can marketers do? Start by making relevance more explicit to the consumer and engage the consumer in further improving relevance — at an absolute minimum, stop doing nothing. Marketing & Advertising Security & Risk Mon, 16 Nov 2009 05:00:00 GMT "Dave Frankland" <resourcecenter@forrester.com> http://www.forrester.com/go?docid=55451&src=RSS_CustomFeed&cm_mmc=Forrester-_-RSS-_-Document-_-55451