Forrester's Consumer Forum Theater Presentations highlight Forrester’s extensive data capabilities. Data is critical to the Consumer Product Strategy teams, and we work closely with our colleagues on the data team to produce our research. Forrester analysts will share highlights from our global benchmark survey data, as well as our forecast data, examining technology-driven trends in consumer behavior. These demonstrations will be hosted in the International Ballroom at The Fairmont Chicago.
You should check out Forrester analyst Lisa Bradner's post todayover at our Marketing Leadership Blog. Her concept of adaptive brand marketing helps companies re-think their approach to brand management in a world where brand messages are no longer a one-way push, but in fact are shaped by consumers as they interact with and react to brands.
CPS pros should take away the point that marketers and consumer product teams (which might have marketers of their own, or not) need to coordinate their efforts in lockstep to make sure the brand and the organization are prepared for instant feedback from consumers. Because, right now, most organizations are ill-equipped to handle this new world of "always-on" marketing.
We're hoping that you're getting as excited as we are about the upcoming Consumer Forum on October 27th and 28th in Chicago. Many attendees come back from the event raving about and asking for more information on our extensive consumer data that we highlight at the event and in our research. Here are some opportunities at the event to get more information on our data.
Forrester’s Consumer ForumTheater
Presentations highlight Forrester’s extensive
data capabilities. Forrester analysts will share highlights from our global
benchmark survey data, as well as our forecast data, examining
technology-driven trends in consumer behavior. These demonstrations will be
hosted in the International Ballroom at The Fairmont Chicago.
We've been flogging the media industries for years at Forrester. So much so that we sometimes assume that people remember all the ways we've warned, cajoled, and exhorted for more than a decade. But based on the things we're seeing the pundits finally say, it's clear that "the end is near" is a pressingly recent recognition on the part of many. For examples, see Malcolm Gladwell's review of Chris Anderson's book Free; Mark Bowden's lament over the loss of journalism ethics in The Atlantic; or programmer/essayist Paul Graham's thoughtful reflection on Post-medium Publishing.
Don't get me wrong: we welcome these and more voices to a conversation we've been trying to start for some years now. (If you think I'm just posturing, I direct your attention to former Forrester VP Mary Modahl's July 1994 piece entitled Publications Get Wired where she first blew up the "print isn't going away" myth.) But there are some very fundamental things that are getting lost in most of the discussions we are hearing. Namely, people are stuck on processes, historical reinterpretation, future prognostications, and personal feelings at the passing of an era.
In the end, however, none of that will matter as the fundamental economics of digital media assert themselves. Basically, it's now cheaper to make, distribute, and consume media. That changes everything.
Forrester Principal Analyst, Randy Heffner is currently conducting research on how enterprise architects should incorporate cloud computing into their organizations’ IT strategies and architectures. He is looking for enterprise architects to interview — architects that have experience with evaluating Cloud offerings, if not actually using them. In the research, Randy is considering three broad categories of cloud computing offerings: Software-as-a-Service (SaaS), Platform-as-a-Service (PaaS), and Infrastructure-as-a-Service (IaaS).
Because the term “cloud computing” refers to quite diverse types of services and products, architects need to analyze and build multiple cloud strategies. Although there are potentially strong benefits, the costs, risks, and best usage scenarios are not necessarily clear. At minimum, adopting cloud-based offerings requires changes in IT’s planning, cost management, solution design, and production operations. To predict and manage the impact, architects must examine cloud options to determine the impact on their architecture plans and strategies. This report will analyze how interviewees see cloud computing’s effect on their organization’s:
Many innovative start-ups have pioneered mobile social networking in the last few years: BuzzCity, Peperoni, Fring, Nimbuzz, eBuddy, Zyb, Plazes, Loopt, Foursquare and many others demonstrated the potential of the market.
In the last few months, a bunch of announcements clearly showed that the convergence between mobile and social computing is gaining traction and attracting the largest stakeholders:
I have just come back from our own Business Technology Forum
in Chicago where my colleagues presented about the concept of “lean production”
to an audience of application development and business process professionals:
how the IT industry, including enterprise IT, must now finally address and
improve its R&D and production processes, just as other industries have
In the first three quarters of 2009, I’ve had an increasing number of discussions with Forrester clients about the state of mobile development and what technologies they should be evaluating. These conversations usually start with the statement “mobility is a mess…” What I mean by that statement is that we’re in the midst of a sea change in the technology options that IT shops have at their disposal when it comes to building custom mobile applications. The frenetic pace of evolution makes mobile development one of the Top 15 Technology Trends and it warrants careful attention on the part of enterprise architects and application development professionals.By the end of 2010, you’ll have at least five distinct mobile applications architectures to choose from, including:
Now that solutions are finally available to "clean up" panels, will buyers at last insist that providers use them, or will a myopic focus on price continue to be the rule when on-line sample is used?
The use of online panels for market research was highly contentious at one time. Traditional researchers thought that they would be prone to the same problems as traditional off-line panels: filled with respondents that are not representative of the general population motivated by the desire to earn money taking surveys.
Despite these misgivings, online panels have taken off in the US (and are coming on strong in Europe.) Why? Because they allowed research to be conducted in one third the time at one fifth the cost. This allowed buyers to say to themselves, "ok, maybe its not quite as project-able, but give the savings it's worth it." Also, many panel vendors claimed to be doing something special to ensure that their panels were better, and indeed several of them did.