Webinar with Forrester: Transforming Insights into Business Impact

My name is Carolyn Woods, and I am a member of the MarketLogic team here to just MC the event. But we have a lot of exciting speakers here today, so I will not take too long up top as we get into the content itself. So into the agenda, again, we have a lot of speakers. We are gonna be starting things off with Beth Caplow from Forrester. Beth is a strategic market leader who has helped companies develop new business opportunities and bring differentiated products to market for more than twenty years, and she has a special focus on CMI, competitive and market intelligence. So she is a great person to have with us today. Afterwards, we will hear from MarketLogic’s very own CEO, Dirk Wolf. He has over thirty years of global business strategy helping both MarketLogic and our wide range of clients achieve transformational growth and innovation through always on insights. And lastly, we will be getting to the, Forrester report itself and the results, which will be spearheaded by Jan Sythoff from Forrester. He is a principal principal consultant with Forrester’s European consulting practice with a focus on the total economic impact, studies. He works with, Forrester’s clients to measure and articulate the business value and financial impact of technology and investment decisions. So there’s a lot of good data that we will be uncovering with these three speakers. So give a wave, everyone. But to take it away, let’s begin with Beth, and I will be back at the end of the session for the q and a. Thank you, guys. Thanks, Caroline. Hi. I wanna talk today about just the overview of CMI or competitive market intelligence. Sometimes we call it Market and competitive intelligence. We first reverse those. We’re gonna just talk about approaches for collecting and analyzing this information, how AI underpins most of those capabilities, and how organizations leverage these intelligence areas and analyses. Joe, first I wanted to just talk about why there’s an increasing need for Market competitive intelligence. What we’re seeing is because of the increased volatility and uncertainty in the business and political environment today, there’s a great deal of uncertainty and people are looking for something where they can get more information about what’s going on in their environment, both with markets and competitors. There’s also a fast pace of change, as we can see with AI and constantly growing AI capabilities, ubiquitous amount of in information and content on the Internet. And with these new capabilities that we’ve had for low code development and with new generative AI, there’s new competitive threats as, companies can spin up new capabilities and enter markets very rapidly, providing sort of new entrant disruptions into existing markets. So with that, this is why we’re seeing a lot more interest in this space, and why this becomes so important to understand what are the available capabilities to you in this space. The way we talk about and define Market and competitive intelligence is with three different areas. Joe, market intelligence includes understanding the market categories and dynamics of that category, understanding your target market segments, usually vertical sectors, their sizes and growth rates, understanding segment issues and the business needs there, and macro technology and market trends. So, that’s sort of how we define market intelligence. Competitive intelligence includes understanding the competitive landscape, who all are the players that you’re competing against, what their market share and growth rates are, momentum, presence, all of those types of things, what their strengths and weaknesses are, doing win loss analysis to see how you’re doing against those competitors, and also doing looking at offering comparisons and including pricing, etcetera. The customer intelligence piece includes looking at the buyer personas that are buying your offerings and those buying groups, understanding those customer pain points, challenges, and needs, knowing the business drivers, the selection criteria, behaviors, and preferences, and even applying that to your account information. So as you can see, this is quite a lot of information to be always taking into your organization so that you can make better decisions. So how are organizations doing that today to collect all this information and and turn it into intelligence? So, we see three major options for how people are doing this, and today I see a lot of companies who are doing this somewhat in a siloed fashion where they might have different functional areas, and in those areas they might have one person, maybe even part time, doing the modest amount of market and competitive intelligence that they need for their specific area or function. And sometimes they have a market research group that might be a little bit more centralized, but often Market more often than not, it’s just very, like, sent separate in their different areas. This has caused, a little bit of problem. There might be duplication of efforts. It’s not very repeatable. Things can get out of date. It’s not a very scalable, motion for for keeping this information up to date and available for everyone. A second option that people use is creating a central repository team, and they might do something like build this out on a SharePoint site or some other insights that, other people in the organization have access to. So it’s more centralized and, they can centralize sources and have some small team dedicated to making sure that everything is up to date and organized. So they might this might be there some sort of file structure Software they’ve got market competitive intelligence players breaking down their competitors. And so they might include raw information that they’re getting, or third party sources, or their primary, surveys or intelligence that they’re capturing, as well as deliverables that they’re creating based on all that information. The third option that people have is investing in what we’re calling them, Market competitive intelligence platform. And these platforms, Market is an example of one, really are sort of the next level of automation and capabilities. So these platforms take in a vast amount of information from a wide variety of sources on the internet, but they can also take in information from internal sources, your primary research, from third party resources, etcetera, and they can do that on a near real time basis. So information is almost always very up to date, which is quite, difficult to do manually. The other thing on the, going going out on that from that site, this enables you to, allow searches, generative AI queries, and responses, so that you can find information very quickly from this huge amount of repository information here. And thirdly, it allows for the generation of content that can be disseminated to different people in the organization, newsletters, dashboards, alerts, as well as tailored or customized content based on templatized formats or custom formats that can be created for specific functional needs. And finally, it does tracking and measurement of usage and things like that. So this is really, sort of a step up. So we’ve looked at siloed, which has some, you know, out of date, non repeatable, attributes. Centralized, which helps better, create more centralized sourcing, easier to access across the company. But to have a single source of truth, you really need to invest in some sort of platform. Their, Market is one. We’ve seen one or two companies develop these themselves, but it takes a number of years to really get to this level. So this combination of internal and external sourcing, AI built into the system, automatic, distribution of content and tools really makes these systems very, very valuable. The other thing I wanna talk about is how automation and AI really fuels these platforms. So if we look at the process for how, these MNCI platforms work and how the overall market and competitive intelligence research process works. I’ve sort of created four different steps, so you’re sourcing the information, you’re curating it, making sure that you have everything, and that it’s tagged appropriately, organized effectively, And then you’re doing analysis to make sure that you can grab all that information, pull it together, synthesize it, and create actionable results from it. And then you activate it by providing different functional areas with the types of things that they need. And this is what it looks like in more detail where you’re sourcing that information from external sources as well as internal sources. You could be using paid external data sources or third party sources. The curation includes tagging and also recommendations to specific functions or individuals. The analysis that own these tools is can be very sophisticated from natural language processing, which is sort of the core capabilities to understand all that great, content and be able to put it into summarize summaries and things like that. Data visualizations, also clustering relationships, anomalies with sort of machine language or machine learning, and the Gen AI summarizations, of course, are really important. And now we’re seeing some deep research or Adjenic AI coming into some of these platforms. And then the activation is sort of the ability for AI to update reports automatically, distribution of deliverables automatically, and conversational AI where you can continue to have queries and responses coming from this platform, and based on all these rich resources of information that it has. And what it looks like this is synthesizing this raw information into intelligence and then useful deliverables. You have a number of sources from expert resources, which often called third party resources. You might be using internal intelligence, and that could be from salespeople, your CSMs, other client facing functions, as well as your internal data stores, your financial data, your CRM data, your win loss analysis. Then you might have intranet sources, and that could be your company websites, competitor websites, news, social media, user review and community sites, as well as primary research that you might be doing. Joe, surveys, interviews, advisory boards, or user groups information. You wanna synthesize all of that information into these those three buckets of market, competitive, and customer intelligence. And using those, you wanna create deliverables from market trends and shifts, market segments, opportunity assessments, competitive landscapes, win loss trends, offering comparisons, etcetera. How do we leverage this for broad impact? What we see as the sort of ten top use cases, and we see this from strategic down to tactical. And these this type of information, these types of systems and platforms are really becoming invaluable to being able to do these kinds of processes and activities. So developing and identifying business opportunities and developing those business cases, identifying acquisition and partnership Market. You wanna sort of span the whole horizon of what’s available and make sure you create, a strong, business case for those types of things. Understanding product innovation opportunities and, like, what might be most effective for your organization, making sure you’re investing in the top, ideas, doing market sizing and segmentation, understanding those markets becomes very important to understand which ones you really wanna go after. Doing market and competitive business response is really understanding what’s going on in the market and with your competitors so you can determine the best response. Go to market and campaign strategies definitely rely on what the market trends are and business needs, as well as what other competitors are doing. Pricing and packaging is really very much dependent on understanding your buyer needs, as well as what competitors are doing, what the market will bear, as well as messaging, competitive positioning, really looks to see what is resonating with your target customers and also what is differentiated from your from your competitors. And then down to sales tools, this has becomes very important for sales tools to salespeople to be able to deliver the right messages to their prospects. And we use that even in different for different functions. These are the top four functions that we see have taken the most value out of Market competitive intelligence. And you can see there’s a whole bunch of different areas that they can be useful. Everything from executives Market understanding their growth strategy, determining their strategic plans and big bets, and, what investments and acquisitions they wanna make, product, looking at their product gaps and looking deciding about their product road map and product releases and pricing. Marketing is understanding what market opportunities they need to go after, who they’re gonna target for their buyers and markets who have the strongest need and are really, have a strong product market fit with our offerings and doing positioning and messaging, and sales doing all of their qualification and proposals, as well as competitive positioning when they’re going to meet with prospects. The other thing that we wanna talk about with respect to how AI is really changing the nature of these platforms and the ability to do Market research and competitive research, the way that Market and competitive research teams used to work is almost like a center of excellence or a service bureau that they would be providing these sort of capabilities, general capabilities like newsletters to the whole organization and maybe very specific deliverables to these four different functional areas or however many they could serve depending on their resources. So it was more like an, you know, an internal service bureau. With the advent of AI, these, sort of more centers of excellence can move to a more self service model, where not just these four different areas can have access to great research and great deliverables, but now everyone can access this platform and be able to engage with the research and ask questions with the generative AI capability of answering questions, providing the links back to the original research API people can go and and look back at that and continue to sort of do their own research, as well as asking for help from the MNCI team. So this is really making this whole market and competitive intelligence area more available to the whole organization or democratizing the whole research area. And the way that we have seen success is quite broad and wanna just go through that really quickly, But we’ve seen results from better business decisions, improved deal and win rates, especially for salespeople who have the tools now to do better competitive positioning, informed investment decisions, stronger competitive strategies Joe that they can win against the competitors more frequently, higher productivity, and cost savings. And with that, I would like to hand it over to Durv, where he’s going to talk a little bit more about how this applies to market logic. Thank you very much. Thanks, Beth, for the overview and for, the guidance that Forrester provides, in these exciting times with rapidly evolving market shifts and a lot of opportunities in particular, caused with, the deploying of GenAI, agentic AI, providing tremendous opportunity for enterprises and, also for CMI leaders and their teams in particular. I think it’s very, very exciting. What I would like to do is I’d like to share a little glimpse on how we at MarketLogic, look at this at the moment, how we are currently, applying what’s become available, and how we are helping our customers to on that journey, providing tangible outcomes and really measurable, impact. Our view and vision, overlaps a lot with what Beth just shared. Back to to, Beth earlier point, we see a lot of enterprises struggling at the moment, responding, anticipating, market shifts, anticipating changes in consumer behavior and consumer expectations. While more data are available than ever, still more than forty percent of marketing and innovation decisions are made by gut feel. And this is mind blowing as the same executives, like over ninety percent of them that are responsible for making these decisions also articulate, that they believe, if they had more insights, at their fingertips. And, like, these insights would also improve, their decisions, they would absolutely utilize it. So for us, we believe it’s not a data problem. It’s hardly ever a data problem, these days, but it’s more an insights activation, problem. Meaning, getting relevant insights to, the point and the moment of a business decision. So we very often see that, there is tooling, but tools are fragmented, or disconnected, and teams then work in silos. As I mentioned earlier, we are convinced that at the moment, it’s a big, big opportunity for, in particular, for, CMI leaders and their teams to lead their impact and their perception, maybe from, at times, being perceived more the guardians of knowledge, really moving into, future shapers that have strategic impact. We believe there are a few steps that are needed, to support and enable the transformation. The first is, doubling down on the democratization of insights, enabling, self serve, but still providing, trustworthy data, trustworthy frameworks, and guiding with insights expert knowledge on how to derive the most meaningful and most relevant, data points and connecting the dots. In other words, providing insights at scale, twenty four seven, always on in a much, much more efficient way, than it has been, possible before, boosting ROI on the journey. The second step is really embracing and utilizing, a new system of augmented intelligence through GenAI and in particular through, special purpose AI agents. As a result, not just driving, bottom line impact for their businesses, but more and more also really growth. Another way to to look at it, what I just mentioned is is on that slide. So it’s not just about adding some AI here, some AI there, maybe a feature or a technology here and there really means, a conscious rethinking of the end to end process, how to connect the dots, rethinking from the perspective of technology, from process, and maybe the most important one from a change management perspective, really making sure, that the objective and, the result, is socialized and hits the business in a positive way cross functionally. We believe that looking, from a use case perspective is key, in our opinion, very much aligned also with, Beth, already mentioned earlier. The solution we see, at its core is a market intelligence and insights, platform that, provides a few crucial aspects. First, it provides special purpose always on applications. So what you see here on that slide on the upper layer, b, it connects to where people work anyway, being it, in Teams, being it in Google Chat, being it in other enterprise applications, and, see, automate at scale where it makes sense. What remains important and likely even gets more important, is doing this on a solid foundation that centralizes, unifies, and democratizes relevant in insights, on a scalable enterprise ready way, to transform insights into tangible impact. So connecting back to the topic of the of the webinar. What’s important is to be clear about the targeted outcomes, the targeted return on investment, and that also means be very clear, about current baseline. So measuring positive impact means I need to be, clear about my my baseline first. Sometimes we see that it’s not so easy for CMI teams to articulate the the tremendous value they’re already bringing today. So that’s why we, asked Forrester to provide, some guidance with the total economic impact study, which essentially measured the foundational elements that you see here on that slide and I just talked about. We’re convinced that with the applications on top and all was possible, now becoming possible and, is already there, partially with AI, that application level on the upper part will, systematically and massively improve, business impact further. What I also wanted to quickly touch on is, the terminology when we speak about agents because these days, pretty much everybody is talking about AI, Gen AI insights, and impact. So for us, at MarketLogic, we differentiate a little bit, in two systems. One is the always on agents that you see here on the left slide on the left part of that slide here. An example would be our DeepSights consumer trend agent. So that means, that agentic AI is, in that case, finding, evolving, consumer trends, category trends, so really providing an end end product without any human interference and then obviously for for pickup and and further usage. On the other side, on the right hand side, we call them on demand agent agents. An example is the innovation studio that we recently launched. So there, we see it Market, like, special purpose AI teams of AI agents that work in interrelated with the human specialist along an end to end process. So such a process could be an innovation process. It could be a concept generation, process. There, we absolutely don’t believe that AI should take over because at the end of the day, if it’s just AI, how would you protect your brand? How would you use the knowledge and Joe spectacular knowledge that you have, internally? If AI would do it, we would end up all with the same suggestions and the same innovations and the same products. So there, we believe, orchestrating, the interplay between the human expert and AI is key. I think what’s also important is that there is not, such transformation is not, one size fits all. It depends very much on the majority businesses have already from the start, to appropriately tackle these layers, that you see here. So we believe it’s too early to automate and go into agents if you haven’t ensured yet, that the relevant data are unified, that they are that they are available, and, the foundation is there, as I mentioned earlier, that these are trusted, insights and trusted data points, trusted vendors that you’re using there. So we at MarketLogic, we bring experience and best practices from working with, over a hundred, leading enterprises, how to get started on on various of these layers, how to scale, what to prioritize first, and to leverage the opportunity best. With that, I would, I think, hand over to to Jan. The the the webinar is about the total economic impact study, so it should have appropriate for me to, to. Thank you, Dirk, and, thank you everyone for making the time to join the webinar today. So, yeah, my name is Jan Sythoff, and I was the lead consultant on this study. Joe I’m gonna spend the next ten, fifteen minutes just going through, essentially, what is TEI, so what’s the methodology just to introduce you to that. And then spending most of the time on quantifying the benefits that we identified. I think as Beth and Dick both described, there are lots of different areas of benefit, but one of the challenges is really being able to quantify those. So I’ll take you through that and the the likely impact, the different metrics that we that we found from the research. So we quantified as many benefits as we could. There are a number of unquantified benefits on top of those as well, which I’ll share with you and, and then just take you through the summary and what that actually meant in terms of in terms of ROI. So just to start, total economic impact, TEI. So that is Forrester’s methodology for cost benefit analysis or return on investment ROI analysis. We want to capture all the different benefits, all the different costs that impact a technology investment. We want to quantify as many of those as we can. We also add flexibility. So flexibility is really the potential future impact of an investment today, and I will talk about that a little bit later. And then we apply risk across all of those. So we want to make this analysis as broadly applicable as possible. All organizations are different. They’re coming from a different place. They have different maturity levels, different skill levels. So we apply risk across these categories in order to essentially make the analysis more conservative and and as broadly applicable as we can. So that’s TEI. The actual process, so it’s a multi step process as you see here. We start with due diligence. So that’s really for Forrester to ingest as much information as we can. We need to understand the platform, the capability, what’s possible, what’s the typical journey. So we interview various experts within MarketLogic to get that, deep understanding. From there, we put together a customer interview guide, and then we undertake the customer interviews. So that’s really the core of the research, so finding out information from, in this case, for customer interviews, and I’ll talk more about that in a moment. Once we’ve done those interviews, we build what we call a composite organization, a representative fictional organization around which we build a three year financial model, so quantifying all the costs, quantifying all the benefits. And once the numbers are finalized, we write up the case study and and review and finalize around that. So that’s what we did. In terms of the primary findings, so what were the drivers to make the investment? What were the triggers that the customers we interviewed? What were the triggers that really made them look for a tool for for for a solution such as MarketLogic? And what we found was was really kind of very common, and I think, Beth already spoke about this. So it’s about siloed, information kept in different places. Surprisingly, we found often just on people’s personal devices, perhaps on on, shared content insights, but, you know, typically in different regions, in different parts of the organization. So lots of duplication of research, lots of fragmented sources of knowledge. So that also resulted in a lot of more effort in terms of trying to find that information and finding answers because it’s kept in lots of different places. And and that in turn results in slow decision making and and potentially lost opportunities and and even compliance issues, just because it’s it’s just difficult or or, takes a long time to find that information. So these are the kind of challenges that typically, a lot of organizations are struggling with when they’re starting to look for for a platform such as such as MarketLogic. Before we started the research, we looked at a number of the different areas of benefits, that the deep DeepSights platform can provide. And so we wanted to categorize these, understand them in a bit more detail, and then, of course, quantify them as much as we could. So first of all, we started with cost savings. So this is a a pretty basic one if you like. So what are the potential for cost savings? So legacy tools, perhaps there are some other tools that, that are being used that will no longer be used. So DeepSights might replace existing technology. Also duplication of market research, because I say as I said, because things are kept in different places, you know, it’s not being found, and therefore research is being done again and again. Secondly, increased efficiency. So because it’s difficult to find this information, it takes a lot of time to find it. That not only means there’s inefficiency, but it also means that it takes longer to to to get to these answers, and also innovation efforts. So there’s a lot of effort to to look for innovations. But, you know, if you delay that, then you might miss the opportunity to do that. Thirdly, knowledge management. So this is really just about being able to share and, democratize knowledge and two two areas for that. So first of all, for for new employees coming into the organization, so faster onboarding because they’re able to access that information, access those insights, get them up to speed that much faster, and also reduce knowledge loss. So people who are leaving the organization, are they taking that knowledge with them? Is that data on their laptop and they’re taking it with them? So so that’s another area of benefit. And then finally, business growth. So, you know, this is all about making decisions and being able to look for opportunities, find opportunities, act fast. So perhaps there are opportunities in terms of new geographies, adjacent markets, a competitor is doing something. So just having those insights and be able to act on those actually impacting the the the top line. And that’s a particularly interesting one because I think it’s a very challenging one to be able to quantify. Right? You might have the information, but, can you actually directly relate that back to to actual revenue growth? And we’ll we’ll come back to that, as I as I go through these. So those are the different areas that we we hypothesized. In terms of the actual research, so as I mentioned, there were four customers that we interviewed. They remain anonymous, but here’s just a high level description of each of them. So you can see they’re all mostly on the in the b to c space. They are all large organizations, twenty billion dollar revenue plus up to ninety billion, thirty four thousand employees up to four hundred thousand. So large enterprises, complex enterprises, global enterprises on in lots of different regions, in different, business segments. So typically with a lot of information in lots of different places. Also interesting to to just highlight the different roles, the different people that we actually interviewed. So there was a customer analytics project leader. There was a global digital commerce and shopper insights lead. There There was the director of business operations and the knowledge management team lead, and then a global v VP in terms of insights. So interesting to see how you know, where this sits in different, organizations. So we conducted those four interviews, and then as I mentioned, we put together a composite organization. So this is a fictitious representative enterprise, around which we build the financial model. So, specifically, this organization has thirty five billion dollars in revenue, sixty thousand employees, annually, ten thousand eight hundred insights requests. So it has an insights team that answers of of twenty FTEs in this case, and they specifically are there to answer requests typically from from from board level, but also from from different parts of the organization. Joe for them, getting information, easily and fast is, of course, crucial. But also DeepSights users, so it’s used more broadly, across the organization as as you see that grows from year one to five hundred from from five hundred in year one to to sixteen hundred in year three, so more and more users across the organization over time. And then the market research spend, thirty seven million. So these are all numbers that relate to the to the scale of the organization. So we have different numbers from those four, and then we scale it, and build this this composite organization. And then the financial model is built around this this, representative company. So So what did we find, and what could we quantify? So there were five areas of benefit that we were able to quantify as you can see here. And so the three largest ones, each representing roughly a a quarter of the impact. So first of all, the legacy solutions cost avoidance, then there was the market research cost savings, the speed to answer efficiency savings, twenty six percent, and then the business growth fifteen percent, and at the time to insight efficiency savings, another ten percent. So that’s the high level view of the different benefits that we were able to quantify. And then I’ll just spend the next few slides going into into more detail into each of these, and the different metrics that, that we found. So first of all, avoiding market research duplication costs. So it was became very clear from all the interviews that one of the the big impacts that they found was that they were able to reduce the amount they spent on on market research. And for this organization, as I mentioned, that’s thirty seven point five million dollars spent annually. That’s the baseline. Half of that was governed by the insights team, and then the average impact was twenty seven percent. So so half of that thirty seven and a half million was, was impacted by the insights was governed by the insights team, and there’s a twenty seven percent savings off that. And then twenty percent of that was attributed to to market logic. Joe, overall, that means just over one million dollar saving annually on on those market research duplication savings. And just to flesh that out, so a quote here, duplication of research efforts existed across business functions and geographical regions. We were also lacking iterative improvements or learning how to do things better and avoiding mistakes done in previous research projects. So very hard cost saving here in terms of the, avoiding that duplication. Secondly, speed to answer efficiency savings. So this is the impact on the insights team. So we haven’t gone into we haven’t shown all the detail here in terms of the numbers, but, essentially, what we did is we estimated the total time that the insights team took to find and respond to answers, and we broke those down into various different levels of of of requests. But the key finding here is this this percentage impact. So seventy eight percent reduction in that time in year one, growing to eighty seven percent in year two, and a huge ninety seven percent in year three. So that’s a a huge time saving for the for the insights team in being able to find this information, be very sure about its authenticity, particularly, you know, answering board level questions. They have to be a hundred percent sure that they are responding correctly and accurately. So that’s a huge impact here. And, again, just a a quote to to flesh that out. Before our investment into MarketLogic, a request on mark market trends would require one or two people working on it for a full day to be answered. Now it takes fifteen minutes. So that can show you really the impact that, that the tool can make. Moving on to the next benefit. So legacy solution cost avoidance. So pretty straightforward here. A lot of the organizations had tools in place that they could reduce their costs on. So this is typically things like content management solutions, perhaps some some other, shared sites, things like that where information will store that were no longer required. And so in this case, we found that, of that three and a half million dollar being spent on those, in the first year, fifteen percent of that could be saved, growing to thirty percent in year two and increasing again to, to fifty percent in year three. So significant savings on on these legacy tools. And, again, just to to flesh that out, we were spending about five million on a legacy tool. We have made fifty percent savings follow our investment into MarketLogic. So, again, a very solid, hard saving, that can be made in in in legacy tools. Then moving on to business growth. So this was, as I mentioned previously, one that we thought would be very challenging to be able to quantify. There were different ways in which the different customers talked about this. So one talked about the fact that they very quickly identified a competitor, making some different actions that they they weren’t expecting. So they knew about it much, much sooner, and they’ll be able to analyze it and, and act quickly to address that. The one we were able to quantify here was a situation where an organization, a developing region of an organization which didn’t have, access to insights previously with the implementation of Market Logic, had access to it, and was therefore able to identify an opportunity, analyze it, and actually launch some something, new in that market in order to, to actually create new revenue opportunities. And and so the impact here was, you know, this is again a a a very large thirty five billion dollar organization. Of that, only around two hundred million was in this particular region where that impact was found, and that impact, and that revenue growth was was two percent in year one, growing to three percent in in year three. And that that it that means in the end so you’ve got seven and a half million incremental revenue in year three, and so we apply a profit margin to that. So it’s nearly a million, dollars of of incremental profit. And, again, so in terms of the, the quote here, so our team in India has been able to drive growth, especially as they don’t have an insight team. By accessing the knowledge management platform from other markets, they were able to, to to, implement this this new opportunity to follow this new opportunity. And then the fifth and final benefit that we were able to quantify was time to insight efficiency savings. So this is the broader active users, rather than the insights team. So as as Beth described, lots of different types of users, executives, marketing, sales, etcetera. So as this grows or in the organization, so these users are able to make use of the tool and find, information much, much faster. And in this in this case, the impact in year one was a thirty five percent, percentage time saving, growing to forty five percent in year two and fifty five percent in year three. So, again, significant time savings for for an increasing number of users. And, again, the quote we have we save between fifty and seventy five percent of the time it takes in getting insight thanks to MarketLogic. So, again, just demonstrating that, you know, these are conservative numbers that we’re using, and we want to make this realistic and, and broadly applicable. So that’s the five benefits that we were able to quantify. As I mentioned, there are a number of benefits we were not able to quantify, so this is over on over and above what we’ve talked about. So faster onboarding for new hires, they’re being able to and this was, qualified by, again, the different customers that we spoke to. So able to onboard particularly high level new hires, getting that insight faster, bringing up speed faster, being able to, to deliver value sooner. Knowledge loss prevention, so avoiding that knowledge gets lost and perhaps, that that research has to get redone. Reduced innovation effort, being able to find opportunities for innovation that much sooner, that much more quickly with these insights. And then also flexibility benefits. So particularly as as Dirk talked about, you know, AI, AI agents, automation, new capabilities coming to the platform means additional benefits going forward. And as we saw with the benefits, they tend to grow over time. So as the tool is improved over time, as more people use them, as people become more comfortable with them, so so the benefits grow, so that value grows over time. So what does all that mean? So in terms of putting all those numbers together, this is, this is what the three year financial model came out with. So a return on investment of four hundred and eleven percent, so that is a very significant return on the initial investment. That means over seven million dollars in terms of net present value if you choose to make that investment today for this thirty five billion dollar organization. And I think a big part of that as you can see in the initial period, so that’s just the implementation cost. So the implementation is is quick and easy. There’s very limited training API people can get up to speed very quickly, and therefore, you know, that’s that’s a big driver of of that, you know, impressive return on investment. So that summarizes the project that we did. I encourage you to to to download the study. All the calculations are there in a lot of detail, all the assumptions we’ve made Joe you can you can go through those in, line by line, and hopefully be able to to apply that to your organization. And with that, I hand it back to Caroline. Yeah. Thank you so much, Jan, and I will invite Dirk and Beth to, turn on their cameras and join us for the, audience q and a. And in the meantime, I will just promote the, study that Joe just went through. You can follow that button to download it for yourself. But, yeah, let’s wrap up with a few questions. Obviously, there was a lot that we went through, a lot of statistics, very valuable ones. You know, proving ROI is always this elusive thing that that, enterprises, spend months and years trying to do. So thank you so much to the Forrester team for, helping us do just that. I think I will just you know, we’ll start with Jan and go backwards since you were the most recent. You provided a lot of information, about proving ROI and whatnot. But for someone who wants to take this TEI study and apply it to their own organization, where do you think, they should begin, or how best can they do that? Yeah. I think as I focused on those those percentage metrics, so those can be applied to different organizations. It’s just the baseline that changes. So if you if you input the numbers that, are relevant for your organization, then you can start putting those numbers together for you. And, you know, I would also encourage you to to discuss with with MarketLogic representatives to go through it in more detail with them, and applying this this analysis to to your organization. And just to to follow-up on that, obviously, you’ve done a lot of these TEI studies. So I was wondering if there was anything in particular about, doing this study that, was unexpected in the research or any any surprises in the findings? Yeah. I think I would I would just come back to the the business growth impact, because we we knew from the start that would be challenging to quantify, you know, for interviewees. You know, they were saying, yes. We see that. That’s you know, it’s definitely having an impact on that. But, you know, what’s what’s the actual impact from MarketLogic? There’s a lot of different things that go into, you know, impacting business growth. So it was just very, very interesting that there was, there was an organization who was able to say, look, if we didn’t have this, this wouldn’t have happened in this particular market, and we would not have delivered these additional revenue. So it was it was a very tangible, very clear connection, that, you know, that made us able to to quantify that benefit. Yeah. Understood. And, Beth, just working in the CMI sphere, do you have any recommendations or best practices when it comes into implementation of this kind of platform? Oh, yes. I do. There’s, there’s a lot. One of the things that I think we’ve seen, across different industries and organizations is it’s really critical to get executive sponsorship of sort of these investment as an ongoing kind of kind of critical strength of the organization. The market and competitive intelligence is really critical, and these platforms make a huge difference as you can see by the study that that Jan just completed with with you guys. And then the second part of that is to make this really work. It really does help to have that team work very closely with different functional groups to understand what their needs are and how they wanna work with that system to be and with GenAI, that’s becoming so much easier. But still to sort of say what sort of information do you need, what sort of sources do you need, how do you want the information delivered, things like that Joe it can be set up to the maximum efficiency and effectiveness for each organization. Yeah. And, Dirk, I assume that you might also have some perspective on best practices for implementation, obviously, from the MarketLogic perspective. Is there anything you would want to add? Yeah. I would I would reemphasize, but that’s just just that stakeholder management is is super important. The more you get the relevant stakeholders together, within the insights organization and within the business that is ultimately responsible, for instance, for innovation or responsible for a particular job to be done, The better to you align it, the more leverage, typically we see, across the function. And I tried to maybe also relating a little bit to what I touched on, in my section, the maturity of the business as such, like, starting in the appropriate way to have, like, time to value very quickly to to get the first, let’s say, positive milestones that you can that you can then also argue internally. We’ve achieved this even if it’s maybe not the most fundamental thing to begin with, but it’s it’s it’s extrapolating and, and helps. And that’s what we see with our customers also that, it grows, the moment you can also prove that it was worth the investment and then additional funding opportunity use cases are are typically come along the way. Yeah. Understood. Well, I think we will wrap up a few minutes early. There are a few other questions that we will respond to via email, but, I’m happy to give everyone, five minutes back. One final plug for the study itself. Obviously, we covered a lot in the last hour, but, trust me that there’s there’s a lot more to dive into here. And, again, that is accessible in the links, section in the bottom right hand corner. So, yeah, on behalf of MarketLogic and Forrester, thank you to Beth and Jan. You guys, were absolutely wonderful to work with, and your expertise is very much valued. And then, Dirk, thank you for joining and and providing the MarketLogic perspective. So, to everyone who joined and asked questions, we appreciate you, and we hope to see you at one of our future webinars. So thank you, everyone, and have a good rest of your day. You too. Take care.