By now, you’ve probably heard about Forrester’s Playbooks. These amazing how-to guides are showing a variety of professionals how to go from vision to best practice to optimization of key Forrester big ideas. And the good news is . . . we’re working on a playbook for market insights professionals!
We’ve been listening to you and have heard your challenges with gaining influence, linking insights to strategic decisions that drive business value, and being able to show how much value market insights add. We know that market insights are a crucial value-add for the business and can help drive smart business decisions — and we’re in the process of creating a playbook to show you just how to do that.
The Insights to Business Value Playbook will walk you through Forrester’s vision for the next-generation market insights organization and then show you, step by step, how to get there. As this is a major evolution of our role, the details will be laid out in 12 separate reports which will allow you to:
Discover what a cutting-edge market insights organization is. The first three reports will walk you through the Vision for the next-generation market insights organization, show the Landscape of how far organizations have evolved toward this goal, and help you make the Business case to gain the funding you need to move your organization forward.
Eighteen months ago, when I started down the path of what would become our body of Personal Identity Management (PIDM) research, there were only a few customer intelligence professionals who gave much credence to the picture we were painting. What a difference a year makes. Today, privacy, data governance, consumer empowerment, and understanding "the creepy factor" are core to the conversations I have with CI pros in both marketer and vendor organizations.
At the center of those conversations is often the question, "Who are the players in tomorrow's consumer data ecosystem?" We've just published a report, Making Sense of a Fractured Consumer Data Ecosystem, that reviews the strengths and weaknesses of four existing vendor categories plus three emergent business models. These include:
Consumer data giants: Companies, like Acxiom, Epsilon, Experian, and Infogroup, that have an opportunity to become consumer-friendly data managers but are at greatest regulatory risk
Reputation management providers: Companies, like Intelius and Reputation.com, that could help consumers manage data access but need to focus on their B2C business models to do so
Online services giants: Companies, like Google, MSN, and Yahoo, that already have access to highly personal data but serve too many masters