Cross-channel campaign management is the practice of coordinating, executing, and measuring marketing activity across multiple channels from a unified platform, so that audience targeting, messaging, and budget allocation work together rather than in parallel silos. Forrester’s evaluation of vendors in this space gives marketers a structured way to assess which platforms genuinely integrate these capabilities…
Market research is necessary because it replaces assumption with evidence before you spend money on the wrong thing. It tells you who your customers are, what they care about, where competitors are positioned, and whether there is real demand for what you are planning to build or sell. Without it, you are making strategy from…
The Forrester Wave on marketing automation is a vendor evaluation framework that scores platforms across current offering, strategy, and market presence. It is one of the most referenced analyst reports in enterprise martech buying decisions, and it shapes shortlists, procurement conversations, and board-level technology discussions whether marketers realise it or not. But a Wave report…
A competitive landscape is a structured view of the market you operate in: who the other players are, what they offer, how they position themselves, and where they compete for the same customers you want. It is not a list of company names pulled from a Google search, and it is not a SWOT table…
SaaS is not dying because software got worse. It is dying because the business model that made it look like a sure thing for a decade was built on assumptions that no longer hold: cheap capital, infinite appetite for subscriptions, and buyers who would renew out of inertia. All three are gone. What we are…
The Abercrombie and Fitch rebranding is one of the most studied turnarounds in modern retail marketing, and for good reason. A brand that had built its identity on exclusion spent a decade quietly dismantling that identity and replacing it with something that could actually grow. What makes it worth examining is not that it worked,…
B2B SaaS purchasing decisions are rarely made by one person. In most organisations, a buying committee of three to ten people shapes the final outcome, each with different priorities, different risk tolerances, and different definitions of success. If your sales and marketing motion is built around a single decision maker, you are almost certainly losing…
A SWOT analysis separates into two distinct layers: internal factors (strengths and weaknesses) are conditions your organisation controls, while external factors (opportunities and threats) are conditions in the market that you cannot control but must respond to. Getting that distinction right is what makes the framework useful. Getting it wrong turns SWOT into a list…
Forrester’s 2025 predictions for B2B high tech companies point toward a market where growth is harder to manufacture and easier to lose. Buying committees are larger, sales cycles are longer, and the tolerance for generic outreach has dropped to near zero. The companies that will pull ahead are the ones that align their commercial teams…
The average ecommerce conversion rate sits somewhere between 1% and 4% depending on the sector, traffic source, and device type. That range is wide enough to be almost useless on its own, which is exactly why most benchmark articles miss the point. The number matters less than what drives it, and what drives it varies…
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