Forrester analysts will host a Tweet Jam on March 24, 2010, from 1:00 – 3:00 PM USA ET (6 to 8 PM GMT) to answer questions from business and IT executives about the top challenges they face in orchestrating customer-facing business processes to drive top-line growth. During this interactive Jam session, Forrester analysts will share results of our latest research into the topics of: customer experience management, CRM technologies and vendor trends, social media, and business process management.
Key questions we will tackle during this Tweet Jam include:
What are the key trends you need to take into account in planning CRM initiatives in 2010?
How do you know if you are delivering a differentiated customer-experience, and does it make a difference to the bottom line?
Social CRM: The real deal, or blogger hype?
How do CRM vendor solutions stack-up, and which ones are really delivering results?
Does business process management (BPM) “lean-thinking” have a place in CRM strategies?
Drowning in (bad) customer data: What to do about it?
How to take advantage of next-generation Business Intelligence tools for deeper customer insights?
Who should lead your customer management process improvement efforts?
What are the best ways to drive user adoption of CRM technologies?
What change management strategies and skills are needed to succeed?
What are the right metrics for success?
CRM pitfalls: What are they, and are there new ones to worry about?
#SCRM (the hash our group uses to communicate on Twitter) group embodies the very essence of what social media is about: genuine authentic, direct and real conversations. Being a participant and a practitioner, I thought I would share my observations and thoughts... not just at this conference, but what I have seen in the actions and behaviors of this group over the past year or more... And these foreshadow a world that is being created right now as you are reading this...
Here now is the broader conceptual model that I promised in the prior blog post. As I said, I built conceptual hooks in my decision support ROI model to address broader requirements for decision automation and decision management.
I’m developing a return on investment (ROI) calculator for data warehousing (DW) appliances, using the Forrester Total Economic Impact methodology.
At the heart of that is a conceptual ROI model that can be applied to any decision support infrastructure, not just DW appliances (though indeed high-quality decision support is the raison d’etre for DW appliances).
That said, and not wanting to bog down forthcoming syndicated TEI study with a lot of this conceptual material, here are the core principles of this conceptual model , plus a discussion of how, net-net, they map to the key benefits of a DW appliance: