For the past eight years, business leaders have used Forrester's eBusiness and digital marketing assessments to mature their firms toward excellence. In 2013, we introduced a comprehensive digital maturity model that consolidated our interactive marketing and eBusiness maturity models.Two years applying the model with clients have helped hone and focus it even further. Our latest report, the Digital Maturity Model 4.0 updates our 2014 digital maturity model into a single set of scoring criteria that today's cross-functional digital leaders can use to benchmark how well they use digital to drive competitive strategy, enable superior customer experiences, and create operational agility.
Digital maturity demands cross-functional collaboration. Digitally mature firms do so much more than deliver great technology. They understand that digital execution demands the rightculture, organization, technology and insights. That’s why we define digital maturity across those four key dimensions. Our assessment outlines key best practices for how firms drive a digital culture, how they organize and resource digital teams, how they invest in technology and how they steer their strategy and execution with customer-driven insight.
Don’t worry: I’m not here to support your New Year’s resolution with work-out advice. But if you want to review the six requirements for planning a mature enterprise marketing strategy, then keep reading.
Real-time, contextually relevant customer experiences require a significant investment in enterprise marketing technologies. However, customer insights (CI) professionals often struggle with defining marketing technology requirements to match business objectives. It’s difficult because you must balance multiple stakeholders, accommodate channel-specific processes, and integrate products from different vendors to align with your firm’s enterprise-wide business technology (BT) agenda.
To support CI pros with requirements planning, Forrester offers a self-service assessment tool to help you determine how your firm stacks up using our enterprise marketing maturity model. We believe that customer-focused enterprise marketing initiatives rely on improved capabilities across six core competencies. The first three – strategy, resources, and processes – focus on organizational readiness. The remaining three – data, analytics and measurement, and technology – underscore the importance of the right tools to enable successful execution.
There are more than a few loyalty-esque proverbs that float around marketing departments and boardrooms everywhere: "repeat customers spend more," "it costs five times more to acquire a customer than to retain a customer," "80% of your revenue is driven by 20% of your customer base." If you are reading this blog post, chances are that you have uttered at least one of these phrases at some point in your career. But, if you've ever tried to put your money where your mouth is, you also know that achieving true customer loyalty requires strategic alignment, deliberate planning, and financial and cultural commitments. Loyalty is both behavioral and emotional, and companies that really want to compete for their customers’ loyalty need an evolved approach that extends beyond the program.
To help you understand where your loyalty strategy stacks up, Forrester has developed new self-assessments that examine loyalty from two points of view: the business' and the member's:
Early this year, on January 15, I published our first research on testing for the Agile and Lean playbook. Connected to that research, my colleague Margo Visitacion and I also published a self-assessment testing toolkit. The toolkit helps app-dev and testing leaders understand how mature their current testing practices and organization are for Agile and Lean development.
The Agile Testing Self-Assessment Toolkit
So what are the necessary elements to assess Agile testing maturity? Looking to compromise between simplicity and comprehensiveness, we focused on the following:
Testing team behavior. Some of the questions we ask here look at collaboration around testing among all roles in the Scrum teams. We also ask about unit testing: Is it a mandatory task for developers? Are all of the repeititive tests that can be run over and over at each regression testing automated?
Organization. In our earlier Agile testing research, we noticed a change in the way testing gets organized when Agile is being adopted. So here we look at the role test managers are playing: Are they focusing more on being coaches and change agents to accelerate adoption of the new Agile testing practices? Or are managers still operating in a command-and-control regime? Is the number of manual testers decreasing? Are testing centers of excellence (TCOEs) shifting to become testing practice centers of excellence (TPCOEs)?