Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
, Technographics
s
W
e
i
g
h
t
i
n
g
50%
15%
25%
15%
5%
5%
5%
10%
20%
50%
40%
20%
40%
0%
80%
10%
10%
3.28
3.42
3.67
3.00
3.70
2.67
1.00
4.34
2.98
2.79
2.80
3.00
2.67
1.50
1.00
3.00
4.00
3.15
4.16
2.19
0.72
3.60
4.77
3.00
5.00
4.00
4.02
3.60
4.25
4.32
3.67
3.40
5.00
4.50
3.93
3.78
4.61
3.82
4.10
3.67
3.00
3.66
3.66
3.13
3.20
3.25
3.00
2.10
2.00
2.00
3.00
4.27
3.88
4.16
4.44
4.10
4.53
5.00
5.00
3.98
4.48
4.60
4.50
4.34
2.56
2.20
5.00
3.00
2.97
2.82
2.76
2.34
3.10
3.05
2.00
3.66
3.64
2.81
2.80
3.75
2.34
1.53
1.60
1.00
1.50
4.04
4.80
3.54
3.88
2.95
4.50
5.00
5.00
3.64
4.46
4.60
3.75
4.67
3.32
3.40
4.00
2.00
3.10
3.74
2.98
0.90
3.70
3.47
4.00
3.66
3.66
3.97
3.40
3.75
4.66
1.60
1.00
5.00
3.00
S
A
P
C
R
M
Z
e
n
d
e
s
k
3.28
4.16
2.55
1.18
2.00
3.79
5.00
5.00
4.00
2.95
3.20
3.00
2.67
1.87
1.40
3.00
4.50
3.69
3.02
3.20
2.88
4.70
3.19
5.00
5.00
4.32
3.23
3.20
3.75
3.00
2.63
2.60
3.00
2.50
All scores are based on a scale of 0 (weak) to 5 (strong).
THE RESULTS: VENDOR PROFILES
Leaders
Oracle Service Cloud delivers strong support for B2C companies. Oracle Service Cloud is
a key asset in Oracles customer experience management portfolio. It provides a fexible, easily
confgurable customer service solution and is particularly strong in delivering consistent cross-
channel customer service experiences. It has strong multichannel capabilities: very strong
cobrowse and forum capabilities; strong chat, email response management, social customer
service, and knowledge management; and sound social listening, backed by very strong
reporting. It gets high marks for usability and provides sound case management capabilities.
Te solution ofers quick time-to-value due to its SaaS deployment model. It has an average
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deployment size of fewer than 250 agents, and customer service organizations use it as a
companywide customer service solution, as a standalone solution to support its digital and
social channels, or in a hybrid deployment to extend the digital capabilities of an on-premises
customer service solution.
Tis product came to Oracle via its 2012 acquisition of RightNow Technologies. Since the
acquisition, the product team has continued to execute on a robust road map of enhancements,
many of which focus on tighter integrations to other solutions in Oracles customer experience
product portfolio. It benefts from Oracles mature practices for implementation, user adoption,
and support. However, Forrester clients tell us frequently that they have lost some of their
personalized touch that preceded its acquisition. Oracle Service Cloud is best suited for midsize
B2C teams that ofer robust web self-service and multichannel customer service to their
customers and that emphasize the value of customer experiences.
Salesforce extends its reach into customer service with clear vision and sound execution.
Te salesforce vision is one of a connected customer, where customers control the interactions
that they have with enterprises. To support this vision, salesforce provides pervasive social and
collaboration capabilities in Service Cloud. In addition, salesforce provides very strong case
management capabilities, social customer service, and social listening. It has a sound knowledge
base, overall sound multichannel capabilities, strong reporting, but very weak business analysis
tools relying on its AppExchange partners to complement its product ofering. All capabilities
are delivered via intuitive interfaces at a sound cost structure. It has a strong architecture and
platform, and, with an average deployment size of 200 agents and a range of packaging and
pricing options, it is suitable for midsize teams.
Salesforce is adopting an increasingly vertical strategy. It currently focuses on a handful of
key verticals (fnancial services, media, government, healthcare, retail, and automotive), and it
relies on strategic partnerships for deeper vertical oferings. It has also segmented its sales and
support functions into two business units one dedicated to enterprise accounts and one to
midsize accounts, which helps better support each type of account. Salesforces diferentiated
vision and aggressive product road map has allowed it to rapidly increase its footprint of
customer service deployments both large and small. Salesforce best suits organizations
looking for a SaaS-based, easy-to-use, rapidly deployable customer service application with
strong social capabilities.
Microsof ofers a fexible, cost-efective customer service solution. Te primary buyers of
Microsof Dynamics CRM are upper midmarket and enterprise customers that require easy-to-
use, fexible customer service solutions that yield productivity gains for their customer service
organizations. As a result, Microsofs strategy focuses on delivering these results across a choice of
deployment options (on-premises, cloud, partner-managed, or hybrid), payment options (license,
subscription, or fnancing), and access points (mobile, Outlook client, browser, or SharePoint
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site). Microsof Dynamics CRM provides strong customer service capabilities delivered via a
robust, scalable platform and architecture and gets high marks for usability (based on the familiar
Ofce user interface [UI] look and feel). It ofers very strong support for native business process
management and provides strong support for case management for phone agents.
However, Microsof Dynamics CRM relies on its recent acquisition of Parature to provide
support for multichannel customer service, knowledge management, and social customer
service. Microsof Dynamics CRM relies on its Netbreeze acquisition to provide social listening
capabilities. It has a broad range of industry templates for vertical solutions, which complement
those available from an extensive partner network. Microsof ofers an attractively priced solution
compared with other vendors, especially when the solution is bundled with the Microsof Ofce
suite and with its recent Parature acquisition. Te company also has a solid product road map
and vision for future enhancements. Microsof Dynamics CRM is best suited for B2B companies
that have made a commitment to the Microsof technology stack and that require integration
with other Microsof solutions such as Microsof Ofce, SharePoint, and Lync.
Strong Performers
eGain excels at knowledge-powered digital customer engagement. eGain solutions have been a
mainstay in the multichannel customer service space for over a decade. eGain provides a customer
engagement hub: multichannel capabilities that access a common knowledge base and a common
case management framework, backed by solid reporting. Tis enables eGain to deliver consistent
service experiences across digital channels and to support customers in their cross-channel
journeys. eGain has overall strong multichannel capabilities, but has a dated UI. It has very strong
email response management, page push, and cobrowse; strong chat, including very strong video
chat; and sound social customer service and social listening. eGain has very strong knowledge
management and virtual agent capabilities that include the ability to guide the user to the best
answer. Companies deploy eGain as a suite or for a subset of channels (for example, email, chat,
and knowledge) or as a singular channel (for example, email, chat, knowledge). eGain has large
suite deployments ranging upward of 20,000 agents, as well as single-channel deployments. With
an average agent seat size of over 500 agents, eGain may be too heavyweight for smaller teams.
eGain has a sound cost structure, ofering fexible investment options based on agent seats,
volume of self-service sessions, or volume of sales ofers, as well as tiered cloud and on-premises
investment options. It also has packaged pricing for jumpstart options. eGain has a long-
standing relationship with Cisco Systems, which is the original equipment manufacturer (OEM)
for eGains email and chat products for its Unifed Contact Center Enterprise product. Cisco
also resells the entire eGain solution. Although eGains solution is comprehensive from a feature
perspective, the company relies on customer and partner feedback and organic growth to evolve
its products as opposed to a strong vision. eGain is best suited for B2C buyers that need robust
engagement solutions with advanced knowledge capabilities to support a breadth of channels or
a single digital channel.
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SAP Cloud for Service complements and extends the SAP CRM solutions. In recent
years, SAP has released an end-to-end cloud customer engagement solution portfolio, which
includes cloud oferings for CRM, fnance, enterprise resource planning (ERP), human capital
management (HCM), procurement, and social collaboration. SAP Cloud for Service is a new
addition (released in 2013) to SAPs cloud ofering for CRM (SAP Cloud for Customer solution,
which includes sales, marketing, service, and collaboration products). SAP built all these cloud
solutions on a common architecture using SAP Hana as its platform, and it leverages common
application services such as reporting and analytics, security, integration, and collaboration.
SAP Cloud for Service is positioned as a separate product, but it can also be deployed in a
hybrid mode to complement and extend the native capabilities of SAP CRM.
SAP Cloud for Service has a sound architecture and platform, strong integration, sound
customization and confguration, and very strong security capabilities. It also has a solid set of
predefned key performance indicators (KPIs), reports, and dashboards for customer service.
Its multichannel and knowledge capabilities are varied in maturity. It has sound email and
social customer service capabilities. It does not have native chat, social listening, or knowledge
management capabilities; instead, it leverages SAP Business Communication Management
for customer-to-agent chat, SAP Social Media Analytics by NetBase for social listening, and
MindTouch for knowledge management. It has few deployments to date, with an average
deployment size of fewer than 100 agents. However, the product is strengthened by SAPs strong
vision for customer service, its sound application ownership experience, and SAPs very strong
corporate strategy. SAP Cloud for Service is best suited for companies that are committed to
SAP, that need to rapidly deploy customer service solutions to its customer base or that are
looking to augment the capabilities of SAP CRM.
Moxie Sofware allows customers and employees to connect for service. Moxie ofers two
interconnected solution suites: Customer Engagement Spaces, a digital customer interaction
hub, which provides multichannel customer service, and Community Spaces, which allows
collaboration within and outside of the enterprise. Tese solutions bring customer and
employee engagement together making it easier to capture and share knowledge and service
customers. Moxies Customer Engagement Spaces ofers very strong multichannel capabilities:
very strong email response management, social listening, page push, and cobrowse and
strong chat, including very strong video chat and social customer service. Moxie has a strong
knowledge base and sound forum support. It also has very strong reporting for customer
service. Companies ofen deploy Moxie sofware as a suite, for a subset of channels (for example,
email, chat and knowledge) or for a single channel (for example, email, chat, knowledge).
Moxie has a strong architecture and platform and an average deployment size of 500 agents.
However, it has weak business process and workfow tools. Moxie has a sound cost structure and
attractive pricing for very small teams starting at 20 agents or 100 knowledge articles. Moxie has
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a sound cost structure, vision for solving customer facing problems, and application ownership
experience. Moxie is best suited for customer service or sales buyers needing support for high-
volume digital interactions.
Zendesks mobile-frst mindset delivers highly usable customer service solutions. Zendesk
targets its mobile-frst customer service solution to customer service teams with between 10
and 250 agents. Its simplicity, usability, and application ownership has garnered it over 40,000
customers since its inception in 2007. Zendesk ofers a straightforward solution with sound,
simple case management and multichannel management and knowledge base capabilities. It has
very strong reporting and dashboarding, enabling teams to track correlations between related
key performance indicators. In addition, Zendesk allows users to compare their KPIs to their
peers. KPIs are available by industry, audience, and company size and help users understand the
level of service that they deliver. It has a sound architecture and platform that is robust enough
to support large implementations of over 5,000 agents.
Zendesk is a SaaS solution that typically requires no implementation. Small teams can sign
up for the service and confgure the sofware themselves. For larger deployments, Zendesk
uses a network of partners who can assist with more complex implementations, including
customizations, design, and data migrations. It ofers very strong support, with boot camps
for best practice training in customer service. Zendesk has an aggressive product road map,
solid business vision, a clear focus on its target market, and strong revenue growth. Zendesk is
best suited for small customer service teams looking for a modern, mobile-frst multichannel
solution and a company to help them understand best practices for service.
SugarCRM ofers the customization fexibility of an open source platform. SugarCRM
ofers a fexible platform built on open source components and open standards, which allows
organizations to take a basic CRM platform application and build upon it using their own
technology management resources or add-on modules that are available through SugarCRMs
partner and developer communities. SugarCRM provides a sound architecture and platform
with very strong integration support and security and strong support for customization and
confguration. It has very strong usability. It also ofers strong case management capabilities
and social listening capabilities, but it has weak support for business process and workfow
tools. However, SugarCRM provides weak support for most other customer service capabilities,
including multichannel capabilities, knowledge base, and social customer service.
SugarCRM has a sound product strategy and vision and a sound application ownership
experience. Te product is available as an on-premises or SaaS deployment via private cloud,
public cloud, and partner cloud deployments. Its average deployment size is 20 agents, however,
customer-service-led deals are much larger, resulting in SugarCRM emerging on the radar as a
viable option for both small and large organizations. SugarCRM best suits organizations needing
phone-based customer support and seeking fexible pricing options with deep customization
fexibility in a packaged CRM application.
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Kana Express balances cost of operations with customer experience. Kana Express is a
SaaS-product that Kana Sofware acquired in 2012 from Trinicom. It is a straightforward
multichannel product with strong usability and a rapid time to value. It has sound case
management capabilities and a sound knowledge base and virtual agent. It also has sound
multichannel capabilities: sound chat, email response management, and social customer
service capabilities. It has weak social listening capabilities and very weak forum capabilities.
Kana targets this product to small customer service teams with an online focus within midsize
businesses and divisions and subsidiaries of larger enterprises, and it has an average deployment
size of between 20 and 50 agents. Full implementation, including typical integrations with
telephony and back-ofce systems, usually takes a few weeks.
Kana Express has a small global footprint of 250 customers, with a very small presence outside
of the Benelux region and in North America. Although Kana has a sound business vision for the
solution, and the product has a sound application ownership experience, Kanas recent acquisition
by Verint, a company focused on enterprise buyers, puts the long-term emphasis of this product in
question. Kana Express best suits small organizations focused on delivering multichannel service
with sound knowledge management to their customers using a rapidly deployed solution.
Parature balances agent productivity with customer experience. With an average deployment
size of 45 agents, Parature ofers a breadth, but not depth, of multichannel capabilities to
over 3,000 customer service teams. It has sound chat, email response management, and social
customer service capabilities as well as usability. It ofers a simple knowledge base with strong
knowledge retrieval capabilities and solid knowledge authoring and publishing workfows. It has
very weak forum capabilities and lacks social sentiment analysis and virtual agent capabilities.
It ofers a fexible portal structure to allow single teams of customer service agents to support
separate brands. It also ofers strong reporting capabilities, with a breadth of customer service
reports to allow organizations to monitor their operations.
Microsof acquired Parature in January 2014. Microsof will continue to ofer Parature as a
standalone product. Microsof will also leverage Paratures chat and knowledge capabilities to fll
in the gaps in its product ofering. It currently ofers prepackaged connectors from Dynamics
CRM to Parature, which will be strengthened in 2014 as well as attractive bundled pricing to
enhance the Parature footprint within the Dynamics CRM installed base. Parature is best suited
for small teams looking to deploy a multichannel solution with an emphasis on web self-service.
Contenders
Astute Solutions delivers agent productivity with a focus on select industries. With an
average deployment size of fewer than 100 agents, Astute Solutions focuses on midsize teams
more than on small teams in the consumer packaged goods, retail, restaurant, and airline
industries. Its ePC product ofers solid, across-the-board capabilities, which are enhanced by
other products in the Astute portfolio. ePC ofers sound incident management capabilities, with
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solid scripting and strong workfow. It has sound multichannel capabilities: sound customer-to-
agent chat, but weak chat supervisor tools; strong email response management; and sound social
customer service. Te core product has very weak native social listening capabilities, instead
leveraging the strong capabilities of the Astute social relationship management (SRM) product.
It has sound knowledge base and very strong virtual agent capabilities, which are integrated into
its core knowledge management solution. Astute ePC has very weak reporting. Full reporting
capabilities including dashboarding, advanced data visualization, and advanced are provided
by the Astute Insights solution. It has sound integration, customization, and confguration, but
weak security and usability.
Astute has a small customer base, which it supports with basic user adoption and support
methodologies. Astute continually assesses and optimizes the economic value that customers
realize, building strong loyalty within its customer base. Te company has a weak business
vision for the product, which is centered on simplifying the agent experience by building simple,
integrated tool sets in order to deliver better customer service. However, Astute has a sound
vision for solving customer-facing problems. Its focus on a handful of industries has allowed it
to be proftable and experience strong revenue growth year over year. Astute best suits midsize
teams in consumer-focused companies with knowledge management needs, which can utilize
the breadth of the Astute portfolio to complement core capabilities of its ePC solution.
SUPPLEMENTAL MATERIAL
Online Resource
Te online version of Figure 5 is an Excel-based vendor comparison tool that provides detailed
product evaluations and customizable rankings.
Data Sources Used In This Forrester Wave Evaluation
Forrester used a combination of several data sources to assess the strengths and weaknesses of each
solution:
Vendor surveys. Forrester surveyed vendors on their capabilities as they relate to the evaluation
criteria. Once we analyzed the completed vendor surveys, we conducted vendor calls and
briefngs where necessary to gather details of vendor qualifcations.
Customer reference survey. To validate product and vendor qualifcations, Forrester also
conducted a survey of some vendors current customers.
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The Forrester Wave Methodology
We conduct primary research to develop a list of vendors that meet our criteria to be evaluated
in this market. From that initial pool of vendors, we then narrow our fnal list. We choose these
vendors based on: 1) product ft; 2) customer success; and 3) Forrester client demand. We eliminate
vendors that have limited customer references and products that dont ft the scope of our evaluation.
Afer examining past research, user need assessments, and vendor and expert interviews, we develop
the initial evaluation criteria. To evaluate the vendors and their products against our set of criteria,
we gather details of product qualifcations through a combination of lab evaluations, questionnaires,
demos, and/or discussions with client references. We send evaluations to the vendors for their review,
and we adjust the evaluations to provide the most accurate view of vendor oferings and strategies.
We set default weightings to refect our analysis of the needs of large user companies and/or
other scenarios as outlined in the Forrester Wave document and then score the vendors based
on a clearly defned scale. Tese default weightings are intended only as a starting point, and we
encourage readers to adapt the weightings to ft their individual needs through the Excel-based
tool. Te fnal scores generate the graphical depiction of the market based on current ofering,
strategy, and market presence. Forrester intends to update vendor evaluations regularly as product
capabilities and vendor strategies evolve. For more information on the methodology that every
Forrester Wave evaluation follows, go to http://www.forrester.com/marketing/policies/forrester-
wave-methodology.html.
Integrity Policy
All of Forresters research, including Forrester Wave evaluations, is conducted according to our
integrity policy. For more information, go to http://www.forrester.com/marketing/policies/integrity-
policy.html.
ENDNOTES
1
Forrester data confrms the strong relationship between the quality of a frms customer experience (as
measured by Forresters Customer Experience Index) and loyalty measures such as willingness to consider
the company for another purchase, likelihood to switch business, and likelihood to recommend. See the
July 7, 2011, The Business Impact Of Customer Experience, 2011 report.
2
To help customer experience professionals prove the business value of a better enterprise customer
experience, we built simple models that show how revenue increases when a companys Customer
Experience Index (CxPi) score goes up. Our models show that the benefts are signifcant across all 11
industries we looked at. Wireless carriers and airlines have the largest potential upside: more than $2 billion.
Customer experience professionals should use the interactive models in this report to estimate the range
of benefts their frm might see. Tat data combined with customers verbatim comments and customer
experience stories will help customer experience leaders make a powerful case for change. See the June
10, 2013, The Business Impact Of Customer Experience, 2013 report.
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3
When consumers switch from the Web to the phone, email, or chat, a companys cost to serve them goes up
dramatically. Forrester built models to add up the unnecessary cost that a retailer might incur as a result of
missed self-service opportunities. Calculations showed an extra $22,567,967 in sales and service costs that
could have been avoided if the website had enabled users to complete their goals. See the January 13, 2011,
2011 Will Challenge The Status Quo Of eBusiness Online Customer Service report.
4
For the seventh consecutive year, Forrester asked more than 7,500 consumers to rate the experiences they
had with 175 brands across 14 industries. One-tenth of the brands we asked about earned scores in the
poor or very poor categories. See the January 21, 2014, The Customer Experience Index, 2014 report.
5
Over half of US online consumers are likely to abandon their online purchase if they cannot fnd a quick
answer to their questions, and three-quarters say that valuing their time is the most important thing a
company can do to provide them with good service Source: North American Technographics Customer
Experience Survey, 2013.
For more data on the efects of customer experience, see the March 11, 2013, Understand Communication
Channel Needs To Craft Your Customer Service Strategy report.
6
Source: North American Technographics Customer Experience Online Survey, 2013.
7
Accenture Global Consumer Pulse Survey measured the experiences of 12,867 customers in 32 countries
and across 10 industries to gain insight into the changing dynamics of todays nonstop customers and
assess consumer attitudes toward marketing, sales, and customer service practices. Te survey included
1,256 US customers. Source: Global Consumer Pulse Research, Accenture (http://www.accenture.com/
microsites/global-consumer-pulse-research/Pages/home.aspx).
8
Tis data was derived from the North American Technographics Customer Experience Online Survey, Q4
2012 (US), which asked US customers what communication channels they had used to receive customer
service in the past 12 months.
9
Forrester asked 7,506 US online consumers what communication channels they had used to receive
customer service in the past 12 months. Source: North American Technographics Customer Experience
Online Survey, Q4 2012 (US).
10
With a 67% overall average adoption rate across generations, help and FAQ sections are the most
commonly accessed online customer service channel, and usage of this communication channel has
increased by 10 percentage points in the past three years. But with a 58% satisfaction rate, this channel has
one of the lowest-reported satisfaction ratings. Tis is the result of few companies having solid knowledge
management programs in place to optimize content based on content usage data, search term analysis, and
customer satisfaction ratings. See the March 11, 2013, Understand Communication Channel Needs To
Craft Your Customer Service Strategy report.
11
Salesforces ambitions are to help clients create Internets of customers through anytime, anywhere,
intelligent interactions and services. Salesforce1 helps unify the weak integration between its various
platforms and tools. See the November 26, 2013, Quick Take: With Salesforce1, Finally, An Integrated
Cloud Platform report.
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12
For a detailed evaluation of these solutions for enterprise organizations, see the April, 7, 2014, The
Forrester Wave: Customer Service Solutions For Enterprise Organizations, Q2 2014 report.
13
Eleven vendor solutions suitable for enterprise customer service organizations are evaluated in our
evaluation of customer service solutions for enterprise organizations. See the April 7, 2014, The Forrester
Wave: Customer Service Solutions For Enterprise Organizations, Q2 2014 report.
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industry through independent fact-based insight, ensuring their business success today and tomorrow. 113657
Forrester Focuses On
Application Development & Delivery Professionals
Responsible for leading the development and delivery of applications
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technology and architecture while managing people, skills, practices,
and organization to maximize value. Forresters subject-matter expertise
and deep understanding of your role will help you create forward-thinking
strategies; weigh opportunity against risk; justify decisions; and optimize
your individual, team, and corporate performance.
ANDREA DAVIES, client persona representing Application Development & Delivery Professionals
About Forrester
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