Introducing The Forrester Wave™: Digital Experience Service Providers

Sarah Sikowitz
Coauthored by Anjali Yakkundi
“We can improve your digital customer experience with our strategy, design, and technical chops.” Does this pitch sound familiar? Digital agencies, consultancies, and technical services firms are all racing to be your digital customer experience partner. They have merged, acquired, and built new practices to meet the multidisciplinary needs of both technology and marketing leaders. 
Anjali and I evaluated this market — the digital experience services market — to find which vendors are best suited to help marketing and technology buyers deliver digital customer experiences. The result was two reports, one written for technology leaders and one written for marketing leaders. In both, we evaluated the top 11 vendors — Accenture Interactive, Deloitte Digital, DigitasLBi, IBM Interactive Experience, Infosys, Isobar, MRM//McCann, Razorfish Global, SapientNitro, VML, and Wipro — and probed into their strategy and customer traction. Our criteria spanned three main areas: 
  • Digital customer experience strategic consulting offerings.
  • User experience and design offerings. 
  • Digital experience platform implementation and integration offerings. 
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Introducing The Forrester Wave: Digital Experience Service Providers

Anjali Yakkundi

Co-authored by Sarah Sikowitz

“We can improve your digital customer experience with our strategy, design, and technical chops.” Does this pitch sound familiar? Digital agencies, consultancies, and technical services firms are all racing to be your digital customer experience partner. They have merged, acquired, and built new practices to meet the multidisciplinary needs of both technology and marketing leaders.


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The Data Digest: Opt Out Of Reading This Post

Anjali Lai

I always love this time of year. Here in Cambridge, Mass., we’re at a turning point: With the close of the World Series and the start of daylight savings, we face the reality that evenings are colder, nights come faster, and the holidays are imminent. With summer escapes behind us and holiday shopping ahead of us, recent media stories made me think about one phenomenon that does not change with the seasons: the relentless efficacy of advertising.

For example, REI’s latest ad, which urges consumers to forego Black Friday, may look like commercial suicide at first glance, but don’t underestimate the effects of an unexpected message. Forrester’s Consumer Technographics® data shows that while ads may not directly spark a purchase, they immediately enhance awareness and can spark consumer behavior that subsequently drives consumption:

And this data only quantifies the advertising effects of which consumers are aware; more often than not, advertising has a deeper, subconscious impact on consumer behavior and attitudes.

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Atos’ Acquisition Of Unify Offers The Potential For A New Enterprise Collaboration Platform

Dan Bieler

French IT service provider Atos has reached an agreement to acquire Unify, a provider of integrated communication solutions, from The Gores Group and Siemens for an enterprise value of €590 million, of which €340 million is cash. Unify’s 5,600 employees generated an estimated €1.2 billion in revenue in 2014. Atos, 12% of which is owned by Siemens, hopes to finalize the deal in the first quarter of 2016.

Over the past few years, Unify has managed to transform its portfolio from traditional PBX products to robust, scalable, and carrier-grade solutions for IP voice, web collaboration, video conferencing, mobility, and advanced messaging; clients can add these to existing communication infrastructure to enhance business processes and productivity. However, this transformation wasn’t always easy for Unify’s customers, as it brought disruption and often meant integration and transition assistance. What can Unify’s customers expect should the Atos deal materialize? We believe that the deal will:

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Uncover Your Customers' Mobile Pathways To Win In Mobile Moments

Jennifer Wise

We all know it: Consumers are glued to thier mobile devices, glancing at them hundreds of times in a day, and spending almost 67 hours on apps and sites in a month. These glances -- anytime you pull out your phone to do something --  are what we call "mobile moments." What could this moment be? To set an alarm. To browse Facebook. To check your email. To go to your favorite retailer's site to shop. To do seemingly anything you wish.

The meaning of these multiplying mobile moments to brands and marketers is clear: You need a mobile strategy. But what should this strategy be? How can you win in your customers' mobile moments?

To help answer this, Forrester has launched a new report: Master Your Customers' Mobile Pathways. A collaboration with Ted Schadler and Nicole Dvorak , it presents a new type of data analysis: Mobile Pathways. So, what is this data and how can you use it? Here are some key things to know:

  • What is mobile pathway analysis? Mobile pathway analysis is defined as: Charting the immediate path customers take to and from your brand's mobile moments.
  • Where does mobile pathways data come from? We’ve been tacking mobile sessions in the US and UK to learn about how people use their phones – what sites they visit, what apps they go to, and what string of actions they take in a mobile session.
  • What does mobile pathway analysis tell you? In mobile pathways analysis, we aim to help answer 5 pressing questions:
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Master Your Customers' Mobile Pathways

Ted Schadler

I'm excited about a new report for Forrester customers called Master Your Customers' Mobile PathwaysNicole Dvorak and I spent months examining the data, Jennifer Wise helped us bring a marketing point of view, Xiaotong Duan brought the beauty of graphics to the project, and Reineke Reistma shepherded it across the finish line.

We've been tracking how people use their smartphones and tablets in the US and UK: every mobile moment, every session, every brand, every website. This data gives us deep insight into consumers' mobile lives. If you have questions about who, what, which, when, how often, and for how long consumers visit you and your competitors, we can answer it. Here's a picture and excerpt from that report. Look at how much time, how few brands, and how many mobile sites consumers visit on their smartphones and tablets every month. It's your customers' mobile world -- you just live in it!


With our Consumer Technographics behavior tracking data, we have created a new analytic framework we call mobile pathway analysis, which we define as:

Charting the immediate path customers take to and from your brand's mobile moments.

In this analysis, we answer five mobile pathway questions:

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Examine Mobile Pathways To Understand The Context Of Your Customers’ Mobile Moments

Nicole Dvorak

An alarm sounds. My phone is telling me to get up. I move through my morning routine; I check my email app, then my weather app. Finally, I get out of bed. As I walk to work, I browse the mobile Web for nearby bakeries. I need to order some cupcakes for my friend’s birthday party . . . tonight. I get side-tracked when I find a bakery that offers maple donuts – I love maple donuts. I suddenly remember that I’m tasked with bringing breakfast for our family Thanksgiving this year. I put a reminder on my calendar app.


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Privacy & Personalization: two globally important initiatives, one tremendous opportunity

Fatemeh Khatibloo

I'm just back from two weeks in Hong Kong, where I'd been invited to give a keynote at the 10th anniversary conference of the Business Information Industry Association. Since I was there, I took the time to meet with some fantastic Forrester clients in industries ranging from travel to insurance to retail to consulting. In nearly every discussion, whether I was speaking to a BT or a marketing exec, we eventually got to the topic of the "privacy-personalization paradox."

This is an issue I've explored extensively, and have written about before. It's a challenge that marketers in the US dabble with when they're considering investments in tools like retail beacons and cross-device identity resolution. But it was enlightening to hear about the challenges that firms in APAC face: antiquated privacy laws, a dearth of third-party consumer data, and even the incredible difficulty of compiling a single customer view across their own first party data. Interestingly, though, the solution in both markets is similar: preference management

I've just published a report about enterprise preference management, which Forrester defines as:

The business practice of systematically collecting, managing, and utilizing explicit customer preferences — about frequency, channel, content, interests, and intent — in outbound communications.

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Maximizing Your Investment In Cyberthreat Intelligence Providers

Rick Holland

I just published my latest research on threat intelligence: Vendor Landscape: S&R Pros Turn To Cyberthreat Intelligence Providers For Help. This report builds upon The State Of The Cyberthreat Intelligence Market research from June. In the new research, I divide the threat intelligence space into four functional areas: 1) Providers 2) Platforms 3) Enrichment 4) Integration. This research is designed to help readers navigate the crowded threat intelligence provider landscape and maximize limited investment resources. In this report, we looked at 20 vendors providing a range of tactical, operational, and strategic threat intelligence.

When developing threat intelligence capabilities, one of the most important requirements is to collect and develop your own internal intelligence. Nothing will be as relevant to you as intelligence gathered from your own environment, your own intrusions. Before you invest six figures (or more) in 3rd party threat intelligence, make sure you are investing in your internal capabilities. Relevancy is one of the most important characteristics of actionable intelligence; check out "Actionable Intelligence, Meet Terry Tate, Office Linebacker" for more details on the traits of actionable intelligence.

In the report, I use the traditional intelligence cycle as a framework to evaluate threat intelligence providers. The intelligence cycle consists of five phases:

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IBM And Teradata — A Tale Of Two Vendors’ Struggle With Disruption

Brian  Hopkins

I said that 2015 would be a tough year for enterprise data and analytics vendors in my spring report, "Brief: Turning Big Data Into Business Insights, 2015." I thought two things would happen. First, open source would drag on vendors’ revenues as demand for big expensive products declined. Second, the cloud would create revenue headaches. Turns out, I was right. Teradata's midyear earnings were down 8%, and IBM reported that Q2 revenue was down 12% from a year ago. As further proof, consider the rash of data management vendors running for private equity (e.g. Dell/EMC, Informatica, and TIBCO). It’s been tough times indeed, even though most vendors are keeping their messaging positive to reassure buyers and investors.

Over the past two weeks, I attended Teradata Partners in Anaheim and IBM Insight in Las Vegas — giving me a firsthand look at how two giants of the data and analytics industry are handling disruption. What I saw was a tale of two vendors that couldn’t be any more different:

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