Scenario C: Organizations find it challenging to adapt to a fixed-capacity model. While you shouldn’t use a fully fixed-capacity model, a key tenet of effective product management is to plan and manage work within the persistent team — not to continuously roll on and off new resources, depending on needs.

Introducing The Forrester Revenue Operations Range Of Responsibilities Model Sales And Marketing Operations: Can We Talk? Pillar Four: Capacity Model the human resources required to achieve your stated organizational objectives by assessing your organization’s current capacity and bandwidth and identifying where you need additional internal and/or external resources to optimize performance.

Pillar Four: Capacity Model the human resources required to achieve the stated organizational objectives by assessing the organization’s current capacity and bandwidth and identifying where additional internal and/or external resources are needed to optimize performance.

In Forrester’s Marketing Survey, 2026, 67% of B2C marketing decision-makers indicated that they plan to increase spending on loyalty and relationship marketing in 2026; a further 26% plan to maintain their level of investment. As loyalty programs evolve from tactical point-based schemes into enterprisewide customer engagement engines, brands increasingly rely on external expertise from loyalty services providers to design, modernize, and operationalize their strategies.

Most Email Marketing Budgets Will Increase This bar graph shows the percentage that B2C marketing decision-makers plan to increase or decrease their email marketing budgets by in 2025. Zero percent plan to decrease by more than 10%, 1% plan to decrease by 5% to 10%, 8% plan to decrease by 1% to 4%, 26% plan to have the same budget, 33% plan to increase by 1% to 4%, 23% plan to increase by 5% to 10%, and 9% plan to increase by more than 10%.

Among customers who feel confident in their provider, 83% plan to stay with the brand, 74% are likely to purchase additional products or services, and 72% would recommend the brand. Feeling disappointment was the leading factor in customer attrition. Among customers who feel disappointed, just 26% plan to stay with the brand, a mere 7% would consider purchasing additional products and services from the brand, and only 10% would recommend the brand.

Capacity-based models, ranging from simple staff augmentation to so-called “defined capacity,” have always been popular among outsourcing customers to limit the damage possible in open-ended staff augmentation engagements without incurring the overhead needed for fixed-price, defined scope constructs. Managed capacity models emerged with agile development.

Figure 18 Sales Performance Management (SPM) The SPM category is moving toward end-to-end revenue planning and execution, with the strongest platforms enabling continuous optimization instead of annual, static planning cycles. Though slower in AI adoption compared to other categories, SPM vendors are increasingly using AI and real-time data to optimize sales capacity models, dynamically rebalance territories, and recommend quota adjustments based on market potential and historical performance.

Without automation and self-service options, CS teams operate with an unsustainable capacity model, which stretches resources too thin to effectively support all customers. This approach limits scalability and forces teams to prioritize high-value accounts while neglecting the long tail of smaller customers. CS becomes increasingly unprofitable as the cost of human-driven interactions outweighs the revenue they generate.

In Forrester’s Marketing Survey, 2024, 26% of B2C marketing decision-makers said that their organization currently uses an influencer marketing platform; 26% plan to use one in the next 12 months. In the same survey, 55% of respondents said that their organization completely or partially outsources influencer marketing to a service provider.