Forrester Research, Inc. · NASDAQ:FORR
Forrester Research — Investor Day (June 2009)
133 slides from Forrester Research's investor day presentation, Jun 16, 2009
Slide 1: Making Leaders Successful Every Day
Making Leaders Successful Every Day
Slide 2: Agenda
Agenda 9:00 - 9:05 Welcome Mike Doyle Chief Financial Officer 9:05 - 9:35 Forrester Overview and Strategy George F. Colony CEO 9:35 - 10:00 Financials Mike Doyle Chief Financial Officer 10:00 - 10:30 Forrester Operating Strategy Charles Rutstein COO 10:30 - 10:45 Break
Slide 3: Agenda
Agenda 10:45 - 11:10 M&S Client Group Dennis van Lingen Managing Director 11:10 - 11:35 IT Client Group Julie Meringer Managing Director 11:35 - 12:00 Tech Industry Client Group Mark Nemec Managing Director 12:00 - 12:30 Panel Discussion and Q&A (CEO, COO, CFO, MD's) 12:30 - 2:00 Lunch and Q&A with
Slide 4: Safe Harbor
Safe Harbor This presentation may contain projections or other forward-looking statements regarding future events or the future financial performance of the Company. These projections or statements are only predictions. Actual events or results may differ materially from those in the projections or
Slide 5: Forrester Strategy And Overview
Forrester Strategy And Overview George F. Colony CEO Forrester Research June 16, 2009
Slide 6: Organization
Organization George Colony CEO Charles Rutstein COO Michael Doyle CFO George Orlov CIO Dwight Griesman CMO Gail Mann CLO
Slide 7: Agenda
Agenda Forrester summary and investment highlights Roles and market opportunity Buildup to breakthrough M&A Economic outlook
Slide 8: Forrester summary
Forrester summary Independent research company Founded in 1983, IPO 1996; secondary in 2000 23.6 million shares outstanding 993 employees in 26 global locations as of 03.31.09 Strong balance sheet: $270 million in cash and securities as of 03.31.09; no debt 2,585 client companies as of 03.31.09, inc
Slide 9: Investment highlights
Investment highlights Attractive business model Recurring revenue model Demonstrated track record of accelerating revenue growth, expanding margins Healthy cash flow Strong balance sheet with over $11/share in cash and securities Large, global, market opportunity: 25,000 companies Primarily an organ
Slide 10: Agenda
Agenda Forrester summary and investment highlights Roles and market opportunity Buildup to breakthrough M&A Economic outlook
Slide 11: Forrester is role based
Forrester is role based LAF RN
Slide 12: What it means to be role based
What it means to be role based Research teams dedicated to roles Research portfolios for each role Role-specific channels - e.g., dedicated Web sites and blogs
Slide 13: Advantages of roles
Advantages of roles Higher relevancy Deeper client relationships Differentiation from competitors Resulting in: Stronger renewal rates Higher new business win rates
Slide 14: Addressable market for Forrester's roles
Addressable market for Forrester's roles 4 million executives $9 billion To date, we are less than 5% penetrated.
Slide 15: Agenda
Agenda Forrester summary and investment highlights Roles and market opportunity Buildup to breakthrough M&A Economic outlook
Slide 16: We are now navigating from buildup to breakthrough
We are now navigating from buildup to breakthrough Moving to a new stage of role based . . .
Slide 17: Getting to breakthrough is where our destiny lies
Getting to breakthrough is where our destiny lies . . . Making the turn from the buildup stage to breakthrough will lead to the next stage of change and innovation.
Slide 18: Breakthrough means innovation for...
Breakthrough means innovation for . . . The research process . . . to continually increase relevance Compensation . . . to drive productivity Organization . . . to align more sharply to the roles Products . . . to bring more value to the roles Sales process and structure . . . to increase roles per
Slide 19: Agenda
Agenda Forrester summary and investment highlights Roles and market opportunity Buildup to breakthrough M&A Economic outlook
Slide 20: Acquisition history
Acquisition history Four acquisitions prior to 2008 - three very successful Largest was Giga in 2003 for $60 million Acquired Jupiter Research in 2008 for $23 million.
Slide 21: Acquisition criteria
Acquisition criteria Roles - looking for more content for existing roles or new roles Gaps - filling a geographical or product need Cultural fit High Q Growth and margin The economic downturn is creating a number of buying opportunities. Note: We are highly selective.
Slide 22: Acquisition integration
Acquisition integration A proven track record successfully integrating acquisitions We are organizationally prepared for acquisitions Changes to RoleView(tm) enable the company to better monetize acquisitions.
Slide 23: Agenda
Agenda Forrester summary and investment highlights Roles and market opportunity Buildup to breakthrough M&A Economic outlook
Slide 24: Forrester's economic forecast
Forrester's economic forecast Worldwide tech spending in US dollars for 2009: -10.5% Worldwide tech spending in US dollars for 2010: +4% Tech will lead the world out of the recession in 2010 and 2011.
Slide 25: Thank you
Thank you George F. Colony +1.617.613.5715 gcolony@forrester.com www.forrester.com
Slide 26: Financial Overview
Financial Overview Michael Doyle CFO Forrester Research June 16, 2009
Slide 27: Financial overview
Financial overview Growth drivers Forrester's five-year performance 2009 year to date and guidance 2010 and beyond
Slide 28: Growth drivers
Growth drivers Technology continues to change at a rapid rate. Large market: 4 million executives in the roles we service $9 billion dollars of market opportunity Consolidation of major players Barriers to entry Attractive business model
Slide 29: Financial overview
Financial overview Growth drivers Forrester's five-year performance 2009 year to date and guidance 2010 and beyond
Slide 30: Historical revenue growth
Historical revenue growth ($ millions) 2002 2003 2004 2005 2006 2007 2008 East 96.9 126 137.624 151.4 181.5 212.1 240.9 West 30.6 38.6 34.6 31.6 North 45.9 46.9 45 43.9 '04 to '08 CAGR: 15%
Slide 31: Pro forma operating income and margin
Pro forma operating income and margin 2002 2003 2004 2005 2006 2007 2008 East 11 14 18.2 20.2 29.7 36.8 45.6 West 30.6 38.6 34.6 31.6 North 45.9 46.9 45 43.9 2004 2008 East 0.133 0.189 West 34.6 North 45 '04 to '08 CAGR: 26%
Slide 32: Operating cash flow
Operating cash flow 2002 2003 2004 2005 2006 2007 2008 East 5.6 4.1 18 23.9 45.8 38.1 43.652 West 30.6 38.6 34.6 31.6 North 45.9 46.9 45 43.9 2004 2008 East 0.8 1.848 West 34.6 North 45 *Share = diluted weighted average share outstanding '04 to '08 CAGR: 25% '04 to '08 CAGR: 23%
Slide 33: Strong financial performance has resulted in a healthy balance sheet
Our strong financial performance has resulted in a healthy balance sheet ($ Millions) 12/31/2004 12/31/2008 Cash and securities Accts receivable Prepaids and other current Total current assets Long-term investment Fixed assets Goodwill, intangibles, and other Total assets Current liabilities Deferre
Slide 34: Financial overview
Financial overview Growth drivers Forrester's five-year performance 2009 year to date and guidance 2010 and beyond
Slide 35: 2009 performance and guidance
2009 performance and guidance 2008 continued positive financial trends of the past years - accelerating revenue growth, expanding margins. 2009 will be challenging as a result of the global economic downturn: 2009 performance will deviate from historical performance levels. We have taken actions to
Slide 36: First-quarter 2009 results
First-quarter 2009 results ($ Millions) Q1 2008 actual Q1 2009 actual Growth Guidance Revenue $55.0 $56.4 3% $52M to $56M Pro forma operating income $8.1 $9.2 14% Pro forma operating margin 14.6% 16.3% 11% 10% to 13% Pro forma net income $6.2 $6.3 2% Pro forma EPS $0.26 $0.27 4% $0.15 to $.019
Slide 37: 2009 outlook
2009 outlook Revenues of $215 million to $235 million Pro forma operating margin of 15% to 17% Pro forma earnings per share of $0.88 to $1.11 Operating cash flow between $20 million to $30 million
Slide 38: Financial overview
Financial overview Growth drivers Forrester's five-year performance 2009 year to date and guidance 2010 and beyond
Slide 39: Summary
Summary Despite the global economic downturn Forrester has a . . . Clear long-term growth path and strategy. Attractive business model Large market opportunity. Forrester is well positioned financially to be opportunistic in a difficult economic environment: We continue to provide our customers full
Slide 40: Thank you
Thank you Michael Doyle +1 617.613.6181 mdoyle@forrester.com www.forrester.com
Slide 41: Appendix: GAAP to pro forma reconciliation
Appendix: GAAP to pro forma reconciliation Forrester believes that pro forma financial results provide investors with consistent and comparable information to aid in the understanding of Forrester's ongoing business. Our pro forma presentation excludes reorganization costs, amortization of intangibl
Slide 42: Appendix: GAAP to pro forma reconciliation
Appendix: GAAP to pro forma reconciliation ($ Millions) 2004 2008 GAAP income from continuing operations $4.3 $38.0 Realized gain on securities and non-marketable investments $- $1.5 Other income, net $4.2 $5.4 Pre-tax income from continuing operations $8.5 $44.8 Income tax provision $2.9 $15.6 Net
Slide 43: Appendix: GAAP to pro forma reconciliation
Appendix: GAAP to pro forma reconciliation ($ Millions) Q1 2008 Q1 2009 GAAP income from operations $6.5 $3.2 Realized gain on securities and non-marketable investments $0.5 $- Other income, net $2.1 $1.3 Pre-tax income from operations $9.1 $4.5 Income tax provision $4.1 $1.8 GAAP net income $5.0 $2
Slide 44: Forrester's Operations
Forrester's Operations Charles Rutstein COO Forrester Research June 16, 2009
Slide 45: Agenda
Agenda Forrester's product portfolio Forrester's operating structure Innovation in the recession Value 360
Slide 46: Proprietary sources and products
Proprietary sources Products Products Boards Data Research Consulting Events Research services Advisory and other 8,350 vendor briefings per year 19,000 client inquiries per year 275,000 consumer surveys 14,000 large company surveys
Slide 47: Research services: 64% of 2008 revenues
Research services: 64% of 2008 revenues Research: 40% of total revenue Boards: 19% of total revenue Data: 5% of total revenue
Slide 48: RoleView
Marketing & Strategy RoleView(tm) IT RoleView Technology Industry RoleView Research A RoleView seat includes: Access to more than 12,000 research units. Daily conference calls. Attendance at a Forrester Event. Unlimited Analyst Inquiry.
Slide 49: Why three RoleView products?
Why three RoleView products? Sharpened relevance for individual roles Product flexibility: Clients pay for just what they need Price to the market by customer segment Sets the stage for further acquisitions Increased sales and research specialization
Slide 50: Forrester Leadership Boards
Forrester Leadership Boards Launched in 2002 +/- $36,000 per Forrester Leadership Boards seat 15 boards 1,554 members at the end of Q1, 2009
Slide 51: Data
Data Surveys consumers' attitudes toward and adoption of technology Covers 70% of the world's GDP Second longest-running proprietary survey on this topic in the US
Slide 52: Advisory Services and other: 36% of 2008 revenues
Advisory Services and other: 36% of 2008 revenues Consulting: 31% of total revenue Events: 5% of total revenue
Slide 53: Consulting
Consulting 50% are one- and two-day projects 50% are larger, multiweek projects A "nobody on the beach" model
Slide 54: Events
Events 14 Events worldwide in 2009 Approx. $1,995 per seat 300 to 1,500 attendees per Event
Slide 55: Agenda
Agenda Forrester's product portfolio Forrester's operating structure Innovation in the recession Value 360
Slide 56: Forrester's operating structure
Forrester's operating structure Charles Rutstein COO Dennis van Lingen MD, M&S Julie Meringer MD, IT Mark Nemec MD, Tech Industry Paul Terry VP, Global Markets Elizabeth Lemons Chief People Officer Craig Gould VP, Global Events Kelley Hippler SVP, Shared Services Forrester's operating structure
Slide 57: How we operate the business
How we operate the business Operate globally Standardized processes, technologies, metrics Well-defined strategy; not simply flag planting Data driven Quantitatively sophisticated Numbers override gut instinct. Outside in Customer insight drives innovation. Customer feedback is our scorecard. Compen
Slide 58: Three operational imperatives
Three operational imperatives Completing the build-out of role based ("R") Growing our sales platform Increasing the quotient of syndicated business ("Q")
Slide 59: Syndication (Q)
Syndication (Q) Product P&L analysis revealed that syndicated products: Are our most profitable. Often have other attractive elements, like renewability. . . . leading us to make changes in sales compensation: We now reward salespeople disproportionately for syndicated, renewable bookings. . . . res
Slide 60: Agenda
Agenda Forrester's product portfolio Forrester's operating structure Innovation in the recession Value 360
Slide 61: A recession is a great time to plant seeds
A recession is a great time to plant seeds In 2001-2002, we launched an innovation initiative called MTS. From that initiative sprung: Project Consulting. Forrester Leadership Boards. In 2009, we will similarly plant new seeds - focused around "white space."
Slide 62: The opportunity within the role
The opportunity within the role Consider the daily diary of a CMO. Forrester helps with many issues: Understanding online consumer behavior Defining a world-class customer experience Aligning with exec peers But not with many others: Benchmarking compensation Managing media buys Etc. . . .
Slide 63: Our innovation program: the White Space Challenge
Our innovation program: the White Space Challenge Forrester is tapping into the wisdom of its crowd. The White Space Challenge: Designed to generate ideas for new Forrester offerings Focus on syndication (Q), white space, and fast growth Currently assessing more than 130 ideas generated Domains of i
Slide 64: Agenda
Agenda Forrester's product portfolio Forrester's operating structure Innovation in the recession Value 360
Slide 65: Social media is changing the world
Social media is changing the world
Slide 66: Consumers who regularly use the Web for the following activities
Consumers who regularly use the Web for the following activities: Gen Y Gen X (18-27) (28-41) Use Web-based email 73% 65% Use instant messaging 56% 33% Send photos by email 41% 40% Use social networking sites 42% 17% Play online games alone 39% 31% Download music 36% 22% Purchase products 36% 45% Us
Slide 67: Value 360: how social relates to our business
Value 360: how social relates to our business In the beginning, Forrester provided only our perspective: perhaps 90 degrees of value. FLB taught us that customers need more - the perspective of: Their peers Other experts Competitors Etc. We're now fixated on delivering 360 degrees of value.
Slide 68: Examples of Forrester's embrace of social media: Client Choice
Examples of Forrester's embrace of social media "Client Choice"
Slide 69: Examples of social media: most popular research
Examples of Forrester's embrace of social media Most popular research, voted by clients
Slide 70: Examples of social media: workshops
Examples of Forrester's embrace of social media Workshops on understanding social media
Slide 71: Examples of social media: online community
Examples of Forrester's embrace of social media Online community
Slide 72: Forrester is leading in social media
Forrester is leading in social media Groundswell has sold more than 65,000 copies. We practice what we preach: We have 15 role-specific blogs, with more than 15,000 feeds. More than 17,000 followers on Twitter; nearly 3,000 on Facebook Widespread use of internal social collaboration tools
Slide 73: Ready for the future
Ready for the future . . . In the coming years, we will use social to improve: How we sell. How we conduct research. How we deliver research. How clients consume research. Our competitive position. . . . and much, much more.
Slide 74: Summary
Summary Our product portfolio and organizational structure set us up for continued success. We're innovating around the "white space" - helping to make our clients successful every day. Social will change some fundamentals of our business - and we're leading our industry.
Slide 75: Thank you
Thank you Charles Rutstein +1 617.613.6116 crutstein@forrester.com www.forrester.com
Slide 76: Forrester Investors Day: Marketing & Strategy Client Group
Forrester Investors Day: Marketing & Strategy Client Group Dennis van Lingen Managing Director June 16, 2009
Slide 77: Agenda
Agenda Overview of the M&S client group The roles we serve How we are different The opportunity
Slide 78: M&S client group by the numbers (2008)
M&S client group by the numbers (2008) Revenue: $58.8m % of Forrester revenue: 24% Employee count: 243
Slide 79: M&S organization augmented by Jupiter acquisition
M&S organization augmented by Jupiter acquisition Acquired Jupiter Research 8/1/08 Integration completed 1/17/09, 22 week cycle One integrated organization, one research team, one sales team, one brand, one web site, all internal systems migrated Added breath and depth to all 7 M&S Roles, 43 researc
Slide 80: The M&S Client Group Management Team
The M&S Client Group Management Team Dennis van Lingen Managing Director, M&S Amsterdam Cliff Condon M&S Research Amsterdam Sangita Patel M&S Sales Americas Cambridge Raffaele Falcone M&S Sales Europe Florence, Italy Jill Chiara M&S Data Cambridge Victoria Bough M&S Leadership Boards Foster City And
Slide 81: Agenda
Agenda Overview of the M&S client group The roles we serve How we are different The opportunity
Slide 82: The 7 roles we serve
Marketing Leadership Professional Consumer Product Strategy Professional Interactive Marketing Professional Customer Experience Professional eBusiness & Channel Strategy Professional Customer Intelligence Professional Consumer Market Research Professional The 7 roles we serve
Slide 83: The roles map to marketing's key functions
Channel The roles' map to marketing's key functions Executive Team Product Promotion Market Research Marketing Leadership (CMO) Consumer Product Strategy Customer Experience Consumer Market Research eBusiness & Channel Strategy Interactive Marketing Customer Intelligence
Slide 84: Agenda
Agenda Overview of the M&S client group The roles we serve How we are different The opportunity
Slide 85: What makes us uniquely valuable to clients?
In marketing & strategy, what makes us uniquely valuable to clients? Data-driven insight to help understand the impact of changing consumer behavior Forward-looking research and analysis to guide decisions and actions Objective advice on which tools and technologies will best allow customer connecti
Slide 86: Deep consumer insight
Deep consumer insight Global consumer insights, tracking how consumers adopt and use technology and how technology and the Internet are changing the way that consumers: Shop, bank, learn, get services, and consume media Spend time, interact, communicate, and entertain themselves Are motivated by tec
Slide 87: Consumer Technographics
Consumer Technographics(r) - analyzing the impact of technology on consumers North America 1997 Europe 1999 Asia Pacific 2006 Hispanic 2005 2008: 275,000 completed responses to 38 surveys in 15 countries 2009: Expansion to Latin America (2 countries) Latin America 2009 Serving:
Slide 88: Providing thought-leadership in social technologies
Providing thought-leadership in social technologies 65,000 books sold Advertising Age "Books You Should Have Read In 2008" BusinessWeek "Best Innovation & Design Books Of 2008" Fortune's "Three Best Web Books Of 2008" Forbes "Books To Get Rich By" Strategy + Business magazine's "Best Books In 2008"
Slide 89: Enabling peer-to-peer connections
Enabling peer-to-peer connections 6 M&S Leadership Boards, 280 Members Started the Customer Experience council in Q1, 2009
Slide 90: Agenda
Agenda Overview of the M&S client group The roles we serve How we are different The opportunity
Slide 91: The World Has Changed Dramatically For Marketing & Strategy Professionals
The World Has Changed Dramatically For Marketing & Strategy Professionals Marketing & Strategy Professionals Marketing & Strategy Professionals Time, December 25, 2006 - January 1, 2007
Slide 92: Social content is going mainstream
Base: Online adults Social content is going mainstream Social Technology Participation, Europe - US 44% 48% 25% 12% 25% 18% 25% 69% 35% 19% 37% 21% 0% 20% 40% 60% 80% Inactives Spectators Joiners Collectors Critics Creators 2008 2007 53% 40% 13% 7% 19% 10% 43% 50% 18% 9% 20% 14% 80% 60% 40% 20% 0%
Slide 93: Brand Loyalty Has Dropped
0% 10% 20% 30% 40% 50% 60% 70% 2002 2003 2004 2005 2006 2007 Price is for me more important than brand names When I find a brand I like, I stick to it Source: Forrester's European Technographics Benchmark Survey, 2002, 2003, 2004, 2006, 2007 and 2008 Brand Loyalty Has Dropped 2008
Slide 94: Only 3% Provide A Compelling Experience
Only 3% Provide A Compelling Experience 2006-2007 2004-2005 2002-2003 1999-2001 11% 38% 37% 11% - -3% 10% 34% 40% 12% - -4% 9% 31% 43% 13% - -4% 14% 56% 27% 3%-1% Web Sites: Improvement stalled after 2003 Base: 1,107 Web Site Reviews completed between 11/99 and 12/07 (percentages may not total 100 b
Slide 95: M&S professionals increasingly turn to us for advice
$0.0 $2.0 $4.0 $6.0 $8.0 $10.0 $12.0 $14.0 $16.0 Q1 Q2 Q3 Q4 2007 2008 2009 M&S professionals increasingly turn to us for advice Q1 '09 +18.6% M&S client group revenue
Slide 96: Our opportunity: 1,006m leaders, $2.2B
CARL ERICKSON CLAIRE MULLEY CHRISTOPHER POWELL CHARLES IVERSON ILEANA MENDEZ ERIC CHANG MELISSA LAKEN Customer Experience Professional 79,000 $175M Consumer Market Reseasrch Professional 101,800 $181M Consumer Product Strategy Professional 135,000 $300M Customer Intelligence Professional 200,000 $44
Slide 97: Our role penetration is low
Our role penetration is low: less than 3% Going broader (number of roles/account) Going deeper (more bookings/role) Competition does not have the breath & depth we offer In 4 out of 10 deals we see no direct competition Competition fragmented, differs by role Digital insights & strategy are critical
Slide 98: Thank you
Thank you Dennis van Lingen +31 20 305.4370 dvlingen@forrester.com www.forrester.com
Slide 99: Forrester Investors Day: Information Technology Client Group
Forrester Investors Day: Information Technology Client Group Julie Meringer Managing Director - IT Forrester Research June 16, 2009
Slide 100: Agenda
Agenda Overview of the IT client group The roles we serve How we are different The opportunity
Slide 101: IT client group by the numbers (2008)
IT client group by the numbers (2008) Revenue: $99.9 million % of Forrester revenue: 41% Employee count: 308
Slide 102: The IT client group management team
The IT client group management team Julie Meringer Managing Director HQ Greg Nelson VP, EMEA Sales London Roseanne McCauley VP, NA Sales NJ Tom Pohlmann VP, Research Ohio Paul Warren VP, Consulting HQ Nigel Fenwick VP, FLB HQ Jeanne Strepacki Director, Product Marketing IL The IT client group manage
Slide 103: Agenda
Agenda Overview of the IT client group The roles we serve How we are different The opportunity
Slide 104: The eight IT roles we serve
CIO Sourcing & Vendor Management Professional Enterprise Architecture Professional Business Process & Applications Professional Infrastructure & Operations Professional Information & Knowledge Management Professional Application Development & Program Management Professional Security & Risk Professio
Slide 105: Agenda
Agenda Overview of IT client group The roles we serve How we are different The opportunity
Slide 106: How we are different
How we are different The Forrester Experience Personalized Relevant Dedicated
Slide 107: Personalized to role needs
Personalized to role needs Personalized Role based Information access is organized according to your role's research priorities. Success Imperatives Research priorities based on feedback directly from our customers Better, faster access To help you make smarter decisions, more quickly
Slide 108: Success Imperative example
How we are different: Success Imperative example Enterprise Architecture Professional Success Imperative: Create a high-impact EA program built on metrics, communications, and governance. Personalized Consulting Services Optimizing EA Program Relevant Research "Best Practices: Improving EA Effective
Slide 109: Relevant and actionable
Relevant and actionable Personalized Role based Information access is organized according to your role's research priorities. Success Imperatives Research priorities based on feedback directly from our customers Better, faster access To help you make smarter decisions, more quickly Relevant Business
Slide 110: Research methods align with role decisions
"What long-term options do I need to be aware of?" TechRadar(tm) How we are different: Research methods align with role decisions "What are the costs, benefits, and risks of a technology investment or decision?" Total Economic Impact(tm) "What best practices and common pitfalls do I need to know?" B
Slide 111: Dedicated to role success
Dedicated to role success Personalized Role based Information access is organized according to your role's research priorities. Success Imperatives Research priorities based on feedback directly from our customers Better, faster access to help you make smarter decisions, more quickly Relevant Busine
Slide 112: Leadership Boards by role
Seven Boards with more than 950 members $1 billion-plus businesses Top decision-makers in each business who are short of time and ambitious How we are different: Leadership Boards by role
Slide 113: Agenda
Agenda Overview of the IT client group The roles we serve How we are different The opportunity
Slide 114: The opportunity: IT roles face many challenges
The opportunity: IT roles face many challenges Lean software Cloud computing Tech Populism From IT to BT Millennials Consumerization Self-provisioned IT Bloatware Fit-to-purpose s/w Lean thinking Public to private Hosted cloud XaaS
Slide 115: The opportunity: 3 million leaders, $6.7 billion
ANDREA DAVIES BRAIN PORTER CAROL ITO ERIC ADAMS IRIS KENDALL IAN OLIVER SEAN RHODES STEFAN VALENTI Application Development & Program Management Professional Business Process & Apllications Professional CIO Enterprise Architecture Professional Information & Knowledge Management Professional IT Infras
Slide 116: Thank you
Thank you Julie Meringer +1 617.613.6565 jmeringer@forrester.com www.forrester.com
Slide 117: Forrester Investors Day: Tech Industry CG
Forrester Investors Day: Tech Industry CG Mark R. Nemec, Ph.D. Managing Director - TI Forrester Research June 16, 2009
Slide 118: Agenda
Agenda Overview of the TI client group The roles we serve How we are different The opportunity
Slide 119: TI client group by the numbers (2008)
TI client group by the numbers (2008) Revenue in 2008: $69.6 million % of Forrester revenue: 29% Employee count: 208
Slide 120: Tech Industry's operating structure
Tech Industry's operating structure Mark Nemec Managing Director Cambridge, MA Brad Holmes VP, Research Cambridge, MA Mike Kasparian VP, Syndicated Products Cambridge, MA Dan Klein VP, Consulting Cambridge, MA Eric Lobel VP, FLB New York, NY Lucy McCarthy VP, Global Sales Cambridge, MA Tech Industry
Slide 121: Agenda
Agenda Overview of the TI client group The roles we serve How we are different The opportunity
Slide 122: Tech Industry is focused on four roles
Tech Industry is focused on four roles Vendor Strategist B2B Market Researcher Analyst Relations Professional Tech Product Mgmt. & Marketing Professional Tech Industry is focused on four roles
Slide 123: Agenda
Agenda Overview of TI client group The roles we serve How we are different The opportunity
Slide 124: How we are different
How we are different. Traditionally, we have helped tech vendors: Understand their customers. Size their markets. Assess their competition. These represent only part of their life cycle.
Slide 125: How we are different
How we are different Now, we also help specific individuals within those tech vendors: Take action on market insight. Elevate their own performance.
Slide 126: Understanding the Technology Product Management & Marketing professional
How we are different: understanding the world of the Technology Product Management & Marketing professional Shift from art to science Landscape more complex New channels and partners
Slide 127: A Success Imperative example
How we are different: a Success Imperative example Tech Marketer Product Management & Marketing Professional Success Imperative: Boost leads and productivity through an integrated marketing mix. Taking action Research: "The Social Technographics(r) Of Business Buyers: How Technology Buyers Engage Wi
Slide 128: Agenda
Agenda Overview of the TI client group The roles we serve How we are different The opportunity
Slide 129: Tech Industry opportunity: fueled by uncertainty
Tech Industry opportunity: fueled by uncertainty New Buyers New Channels New Delivery TI Roles Cloud computing Consumerization Self-provisioned IT Rise of business buyer Next-gen tech buyer Globalization Social media Partnerships Sales force disruption
Slide 130: Tech Industry current opportunity: $538M
ANGELA RICHARDSON BARRY MORGAN TRAVIS MARTIN VICTOR SCOTT Analyst Realtions Professional B2B Market Research Professional Technology Product Management & Marketing Professional Vendor Strategy Professional 9,600 54,835 24,000 165,000 $21M $97M $53M $367M Tech Industry current opportunity: $538M
Slide 131: Thank you
Thank you Mark R. Nemec, Ph.D. +1 617.613.6431 mnemec@forrester.com www.forrester.com
Slide 132: Panel Discussion and Q&A
Panel Discussion and Q&A
Slide 133: Thank you
Thank you