Technology and innovation leaders who want to make the case for investing in product lifecycle management (PLM) must build an ROI model. First, they must estimate the benefits and determine the costs of PLM transformation. They can then use this information to create a model of the business impact of improving supply chain management. The ROI Calculation Tool For Product Lifecycle Management helps PLM leaders analyze Forrester’s assessment of the ROI of modern PLM solutions — specifically those that help manufacturers unify and control operational processes and accelerate the launch of new products — to calculate the ROI of their PLM efforts over a three-year period.

Product lifecycle management (PLM) transformation accelerates the pace of successful product innovation and promotes growth in market share, revenue, and margin. However, it requires investments in technology, training, and services. Technology and innovation leaders who want to accurately model the ROI of a PLM transformation must estimate the size of required investments and expected benefits, as well as when those will occur. This report shows how to build an ROI model that can power a business case, including where to look for benefits, how to quantify them, and how to estimate PLM transformation costs.

Supply chain management (SCM) leaders who want to make the case for investing in SCM must build an ROI model. To do that, they need to estimate the benefits and determine the costs of SCM transformation. Using this information, they can create a model of the business impact of improving SCM. In this report, SCM leaders will find a business case tool that they can download, update with the correct data and assumptions for their organization, and then use to calculate the ROI of their SCM efforts over a three—year period.

Supply chain management (SCM) transformation efforts bring benefits like increased customer retention and greater cross-sell opportunity. But they also require investments in technology and services. SCM transformation leaders who want to accurately model the ROI of an SCM transformation must estimate the size of required investments and expected benefits as well as when those will occur. This report shows SCM transformation leaders how to build an ROI model that can power a business case, including where to look for benefits, how to quantify them, and how to estimate SCM transformation costs.

The chaotic conditions of 2020 have increased demand to optimize employee's work-from-home experience. Forrester Total Economic Impact™ (TEI) studies have shown that the most important benefit of virtual desktop infrastructure (VDI) is enhanced productivity.

Business cases can provide clarity and confidence in purchase decision making. Marketing and sales teams should use this fact to build a competitive advantage for their companies.

CEOs at major technology companies are publicly touting cloud solutions as a significant source of organic growth and consequently subjecting their company's cloud offerings to intense scrutiny. Although technology providers are able to sell almost anything with a "cloud" label, buyers are widely dissatisfied because of unmet expectations. In this webinar, Forrester outlines a methodology built for sales enablement professionals to take an outside-in approach to lining up solutions with both buyers' stated demands and buyers' unstated, but critical, underlying needs. Agenda: Creating successful cloud offerings is becoming vital. Recognize the risks of unmet customer expectations. Build accurate perspectives of buyers' needs and expectations. Frame your go-to-market approach using outside-in perspectives.

To accelerate the work of sales enablement professionals in overhauling sales battle cards, Forrester organized a group of experienced practitioners who helped create Forrester’s battle card standards. Forrester’s battle card standards cover four areas of focus with a total of 18 standards attributes that make battle cards relevant for sales reps. This workbook explains each of those standards and how sales enablement professionals can use the standards to accelerate their company’s change to building battle cards that help sales teams.

Corporate teams create many different kinds of tools for sales reps — whitepapers, case studies, battle cards, or return on investment (ROI) calculators — with the intent of streamlining the conversations between sales teams and customers. In recent months, Forrester researched ways to get more value from sales tools by speaking to the consumers — sales reps — and the suppliers — product, industry, or marketing groups. Sales reps are frustrated by a cacophony of sales tools with random purposes and inconsistent quality; corporate teams want to provide more valuable tools to sales reps, but they don't have a road map that shows where or how to create that value. In this webinar, Forrester outlines a new methodology for overcoming the problems thwarting sales tools. Agenda: Create sales tools that line up to how sales reps engage with customers. Understand how each sales tool helps advance customers in the sales cycle. Determine the degree of change required to standardize each sales tool. Outline your journey to encourage and reinforce internal change.

To justify your investment, sales battle cards must help sales outmaneuver competitors and ultimately increase their overall win rate in competitive deals. Given the siloed way competitive insight is developed at most companies, and despite their best intentions, the product managers or marketing teams that build battle cards lack enough insight into the reality of sales conversations to capture or convey the content reps need to successfully preempt or counter competitors. To accelerate the work of sales enablement professionals in transforming sales battle cards, Forrester organized a group of experienced practitioners who helped create Forrester's battle card standards. This report introduces those standards and outlines a plan for sales enablement professionals to shape the practices of groups that create battle cards and the sales reps who use them.