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FORRESTER’S MARKETING FORUM 2010ADAPTIVE MARKETING: HOW TO DESIGN A FLEXIBLE ORGANIZATION TO THRIVE ON CHANGEApril 22-23, 2010 n Hyatt Regency Century Plaza n Los Angeles

Forrester Research, Inc.400 Technology Square Cambridge, MA 02139

Dear Colleague,

In today’s markets, your customers are more empowered, connected, and dynamic than ever before. This fact increases both the pace and scope of change that marketers face every day. Unfortunately, most marketers are not equipped to react to these changes with quickness and precision — much less anticipate future changes lurking on the horizon. Why? Because market-ers are still entrenched in classic marketing practices that prioritize stability over flexibility, and consistency over fluidity.

To thrive in an environment where change and uncertainty are the norm, you need to make fundamental changes in your organizations. Enter adaptive marketing — a flexible approach in which marketers respond quickly to their environment to align customer and brand goals to maximize marketing results and return on brand equity.

At Forrester’s Marketing Forum 2010, we will explore how firms are embracing adaptive marketing practices today that will secure their business success for years to come. You’ll hear compelling keynote addresses from firms like Walt Disney Parks and Resorts, Nickelodeon/MTV Networks, and Mayo Clinic as they discuss how adaptive techniques, enabled by strong customer intelligence, are driving 21st century business strategies.

In addition to our tremendous line-up of guest speakers, Forrester will deliver a powerful combination of analyst keynotes, in-depth case studies, One-On-One Meetings with analysts, peer networking, and track sessions designed with your role in mind. You will take away from the Forum the actionable insights that you can hone to a competitive edge in 2010.

We hope to see you in April!

Christine Spivey Overby Vice President, Role Manager, Interactive Marketing

Carlton A. Doty Vice President, Research Director

www.forrester.com/marketingforum 3

FORRESTER’S MARKETING FORUM 2010ADAPTIVE MARKETING: HOW TO DESIGN A FLEXIBLE ORGANIZATION TO THRIVE ON CHANGEIf you’re like most marketers, your intention to react with quickness and quality outpaces

your ability. Building an adaptive marketing organization requires renewed investment in

technology and process change. To secure your brand’s long-term survival, you must adopt

an approach that allows you to quickly and accurately recalibrate campaigns, product

development, and go-to-market strategies.

Forrester’s Marketing Forum 2010 will explore how marketers are embracing adaptabil-ity through their organizations, business processes, and technologies through keynote speeches and tracks designed for the following roles:

n Customer Intelligence Professionaln Interactive Marketing Professionaln Market Research Professionaln Marketing Leadership Professionaln Technology Product Management & Marketing Professional

Join your peers in one of these five role-focused tracks, or select a curriculum that best suits your needs.

Why Attend?n Benefit from the unbiased expertise of Forrester analysts.n Keep up with rapidly-evolving marketing channels and metrics.n Separate hype from utility.n Meet one-on-one with Forrester analysts.n Network with peers in your role.n Meet leading marketing agencies and solutions providers.

EXPERT ADVICEDiscuss the unique marketing challenges facing your organiza-tion one-on-one with Forrester analysts. Forum attendees may schedule up to two One-On-One Meetings with the Forrester analysts of their choice, subject to availability.

PARTICIPATING FORRESTER ANALYSTS:Consumer Product Strategy ProfessionalJames L. McQuivey, Ph.D.,

Vice President, Principal Analyst

Customer Intelligence ProfessionalDave Frankland, Principal AnalystZach Hofer-Shall, ResearcherJulie M. Katz, AnalystSuresh Vittal, Vice President,

Principal Analyst

eBusiness & Channel Strategy ProfessionalZia Daniell Wigder, Senior Analyst

Interactive Marketing ProfessionalSean Corcoran, AnalystMichael Greene, ResearcherAugie Ray, Senior AnalystEmily Riley, Principal Analyst,

Research DirectorShar VanBoskirk, Vice President,

Principal Analyst

Market Research ProfessionalTamara Barber, Data AnalystEllen Daley, Vice President,

Role ManagerReineke Reitsma, Vice President,

Research Director

Marketing Leadership ProfessionalLisa Bradner, Vice President,

Principal AnalystDavid M. Cooperstein,

Vice President, Role ManagerSteven Noble, Senior Analyst

Technology Product Management & Marketing ProfessionalJennifer Belissent, Ph.D.,

Senior AnalystPeter Burris, Principal Analyst,

Research DirectorTom Grant, Ph.D., Senior AnalystPeter O’Neill, Vice President,

Principal AnalystLaura Ramos, Vice President,

Principal Analyst

Technology Sales Enablement ProfessionalScott Santucci, Senior Analyst

Vendor Strategy ProfessionalTim Harmon, Senior AnalystChristopher Mines, Senior Vice

President, Research Director

WHO ARE WE?

Forrester uses personas like us to represent clients in their professional roles and deliver a uniquely relevant and solution-oriented experience.

*Analyst participation is confirmed as of the date of this publication.

4 FORRESTER’S MARKETING FORUM 2010

KEYNOTE SESSIONSPOWERFUL CONTENT. EXCEPTIONAL INDUSTRY SPEAKERS

Know Me And Be Relevant: How Disney Creates Guest RelationshipsTom Boyles, SVP, Global Customer Managed Relationships, Walt

Disney Parks and ResortsWalt Disney is one of the most widely recognized brands on the globe. One of the keys to its success is how the firm can turn mountains of guest data into strategic insight that drives memorable, relevant guest interactions at every turn. This key-note will explore the successes of Disney’s information-driven, technology-enabled, and highly adaptive marketing practices. Attendees will learn how Disney uses guest knowledge to:n Drive highly relevant interactions at any time and place.

n Anticipate the needs of its guests.n Create competitive differentiation and strategic advantage.

Adapting To The Needs Of 21st-Century PatientsJohn La Forgia, CMO and Chair, Enterprise Dept. of Marketing and Public Affairs, Mayo Clinic

Mayo Clinic has been putting the needs of patients first since its inception more than a century ago. Today, it remains one of the most recognizable and respected brands in medicine across the globe. Attendees will learn how this $8 billion healthcare organization remains nimble enough to thrive in a market undergoing dramatic change by:n Using scientific marketing practicesto drive Mayo Clinic’s strategy for the 21st century.

n Using Customer Intelligence to identify new business opportunities.

n Leveraging emerging interactive channels to learn and respond to patients’ needs.

Know Thy Customer:How Customer Intelligence Becomes A Strategic WeaponDave Frankland, Principal Analyst, Forrester Research

The more you know about your customers and prospects, the greater the competitive advantage. A strategic customer intelli-gence (CI) organization provides the insightnecessary to proactively address your customers’ personalized needs before com-petitors do. Forrester believes firms must

elevate CI within their organizations now to thrive in tomorrow’s highly dynamic markets. This keynote will explore:n Why CI must become a command center for successful marketing organizations.

n How successful firms use CI to fuel adaptive marketing practices.

n How you can build a strategic CIorganization in your firm.

Social Sigma: Using Social Channels To Create Great Products And ServicesGeorge F. Colony, Chief Executive Officer, Forrester Research

Social networks represent a key opportunity for your company: You have the chance to tap into a knowledgeable, empowered, and motivated customer base that can (and will) help your business adapt. Social Sigma is your opportunity to use customer feedback from social networks to adapt your strategy — from products to promo-tions. George Colony will further define Social Sigma, provide advice on how to talk about it to your CEO, and explore its four key benefits:n More speed.n More ideas.n Better products and marketing programs.n Cheaper research and development.

Adaptive Marketing:Rethinking Marketing Methods In The Digital AgeLisa Bradner, Vice President, Principal Analyst, Forrester Research

The rise of two-way digital communication, the social Web revolution, and the com-plex realities of a global marketplace are making traditional marketing models less effective. To thrive in this ever-changing environment, marketers must embrace adaptive marketing: a flexible approach in which marketers respond quickly to their environment to align customer and brand goals to maximize return on brand equity. This keynote will address:n The evolution of marketing from push to pull.

n The case for adaptive marketing.n How to make adaptive marketing a reality in your role and across your organization.

What Impact Will Adaptive Changes Have On B2B Mark eting? A Panel DiscussionChris Bradshaw, SVP and CMO, AutodeskJames K. Cornell, SVP and CMO, Prudential RetirementLaura Ramos, Vice President, Principal Analyst, Forrester ResearchThe aftermarket delivery of B2B products and services is becoming

more digital and social. As customers rely more on each other and online channels to address business issues, how should B2Bmarketers alter their missions, processes, people, and operational investment to drive greater adaptability and create a more strategic role for marketing? This keynote will explore:n How marketing organizations are adapting to changes in buyer behavior.

n How technology affects your ability to adjust campaigns and go-to-market strategies on the fly.

n How adaptive approaches will helpmarketing emerge as a strategic discipline.

ALSO FEATURING:Pamela Kaufman, CMO, Nickelodeon/MTVN Kids and Family GroupA pioneer in the ever-changing kids’ marketing

space, Pamela Kaufman has created new and innovative marketing pro-grams that have helped position the number-one entertainment network for kids for 14 consecutive years. Ms. Kaufman is responsible for all of the marketing efforts for the many businesses of Nickelodeon and works closely with Nickelodeon International to bring the best mar-keting practices to the rest of the company on a global basis.


EVENT AGENDATHURSDAY, APRIL 22, 2010

7:30-8:30 a.m. EVENT REGISTRATION AND CONTINENTAL BREAKFAST

8:30–8:40 a.m. WELCOME AND SETTING THE STAGECarlton A. Doty, Vice President, Research Director, Forrester ResearchChristine Spivey Overby, Vice President, Research Director, Forrester Research

8:40–9:10 a.m. SOCIAL SIGMA: USING SOCIAL CHANNELS TO CREATE GREAT PRODUCTS AND SERVICESGeorge F. Colony, Chief Executive Officer, Forrester Research

9:10–9:55 a.m. ADAPTIVE MARKETING: RETHINKING MARKETING METHODS IN THE DIGITAL AGELisa Bradner, Vice President, Principal Analyst, Forrester Research

9:55–10:40 a.m. INDUSTRY KEYNOTE: NICKELODEON/MTVN KIDS AND FAMILY GROUP

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10:40–11:25 a.m. MORNING NETWORKING BREAK IN THE SOLUTIONS SHOWCASE

11:25 a.m.–12:05 p.m. PLATINUM SPONSOR KEYNOTE: MERKLE

12:05–12:50 p.m. ADAPTING TO THE NEEDS OF 21ST-CENTURY PATIENTSJohn La Forgia, CMO and Chair, Enterprise Dept. of Marketing and Public Affairs, Mayo Clinic

12:50–2:05 p.m. LUNCH AND DESSERT IN THE SOLUTIONS SHOWCASE

2:05–2:50 p.m. TRACK SESSIONSTrack A Track B Track C Track D Track E

2:50–3:05 p.m. INTERMISSION

3:05–3:35 p.m. GUEST EXECUTIVE FORUMSAutonomy Interwoven Blast Radius Covario infoGROUP

3:35–4:15 p.m. AFTERNOON BREAK IN THE SOLUTIONS SHOWCASE


5:00–5:15 p.m. INTERMISSION

5:15–6:00 p.m. WHAT IMPACT WILL ADAPTIVE CHANGES HAVE ON B2B MARKETING? A PANEL DISCUSSIONChris Bradshaw, SVP and CMO, AutodeskJames K. Cornell, SVP and CMO, Prudential RetirementLaura Ramos, Vice President, Principal Analyst, Forrester Research

6:00–7:30 p.m. NETWORKING RECEPTION IN THE SOLUTIONS SHOWCASE SPONSORED BY IMC2

FRIDAY, APRIL 23, 20107:30–8:30 a.m. BREAKFAST PRESENTATION BY UNICA REGISTRATION AND CONTINENTAL BREAKFAST

8:30–8:40 a.m. DAY TWO OPENING REMARKSCarlton A. Doty, Vice President, Research Director, Forrester ResearchChristine Spivey Overby, Vice President, Research Director, Forrester Research

8:40–9:25 a.m. KNOW THY CUSTOMER: HOW CUSTOMER INTELLIGENCE BECOMES A STRATEGIC WEAPONDave Frankland, Principal Analyst, Forrester Research

9:25–10:10 a.m. KNOW ME AND BE RELEVANT: HOW DISNEY CREATES GUEST RELATIONSHIPSTom Boyles, SVP, Global Customer Managed Relationships, Walt Disney Parks and Resorts

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10:55–11:40 a.m.. INDUSTRY KEYNOTE TBA

11:40–11:55 a.m. INTERMISSION

11:55 a.m.–12:25 p.m. GUEST EXECUTIVE FORUMSHarte-Hanks Targetbase Teradata

12:25–1:45 p.m. LUNCH AND DESSERT IN THE SOLUTIONS SHOWCASE

1:45–2:30 p.m.. TRACK SESSIONSTrack A Track B Track C Track D Track E

2:30–2:45 p.m.. INTERMISSION


3:30 p.m. EVENT ENDS

*Event agenda is confirmed as of the date of this publication.


CHARLES IBRAHIMCustomer Intelligence Professional

IN-DEPTH TRACKSSELECT AND ATTEND VALUE-RICH SESSIONS.

TRACK A: CUSTOMER INTELLIGENCE PROFESSIONALAPPLYING MARKETING SCIENCE AND TECHNOLOGY TO DRIVE AN ADAPTIVE STRATEGY

To successfully adopt adaptive marketing practices, firms must obsess about aggregating, analyzing, and acting

upon the information they collect about customers. In the Customer Intelligence track, Forrester analysts

will uncover the scientific tools and processes that will turn insights into action for tomorrow’s adaptive

marketing organizations.

Technology Strategies To Optimize Cross-ChannelCustomer InteractionsSuresh Vittal, Principal AnalystChange is the one constant factor in today’s marketing environment that is

driving the need for businesses to adopt adaptive marketing practices. As marketers rush to embrace the next hot new channel, they must not forget the lessons and failures of the past. In this session, we will share the key technology strategies that will guide marketers during periods of future change and enable adaptive practices.

THIS SESSION WILL ANSWER:

n Where is marketing automation technology headed?

n What must marketers consider as they embrace new technologies?

n What skills should marketers develop to ensure success?

How Marketing Mix Models Differ In Adaptive OrganizationsJulie M. Katz, AnalystModels of marketing effectiveness and spend take a long time to develop. Once they’re built, the behemoth models are difficult to change in response to market

conditions, and, in many cases, experimentation is nearly impossible. A new class of marketing models is emerging to allow marketers to simulate different schemes of budget allocation and alter their marketing plans more readily.

THIS SESSION WILL COVER:

n How agent-based modeling differs fromtraditional econometric approaches.

n What the advantages of simulating marketing spend are.

n Who can help execute a flexible, adaptive measurement approach.

Transforming Web Analytics Into Web Intelligence To Inform Multichannel StrategyCarlton A. Doty, Vice President, Research DirectorMarketers have no shortage of Web data. But turning that online data into

actionable intelligence about how to respond to customer behavior is another story. Few marketers have progressed beyond an overwhelming number of metrics that do little to provide real business insight. To become more adaptive, marketers need to translate mountains of Web analytics data into Web intelligence that informs a multichannel marketing strategy.

THIS SESSION WILL EXPLORE:

n A new paradigm for Web data collection.n The most common applications of Web data.n A Web intelligence maturity model.

Adapt To Customers’ Online Discussion Through Social IntelligenceZach Hofer-Shall, ResearcherSocial media enables customers to instantly and publicly share their opinions to a trusted network of peers. Savvy marketers know well the power of listening

to online discussions, but how can Customer Intelligence professionals derive actionable insight from the constantly expanding channels and immense volume of social media data? By effectively leveraging social intelligence tools and services, marketers will be better equipped to adapt to constantly changing customer behavior.


n What is social intelligence?n How can marketers keep up with the real-time nature of social media?

n How should marketers adapt to their customers’ online discussion?

TRACK B: INTERACTIVE MARKETING PROFESSIONALA CHANGE AGENT FOR ADAPTIVE MARKETING

Digital channels by their very nature are adaptive. Thus Interactive Marketing professionals — those responsible

for these channels — bear a dual responsibility of advancing their own adaptive effort while teaching other parts

of the organization key adaptive techniques. This session will share strategies and best practices for becoming

a change agent, both for your own interactive team and the broader marketing organization.

ILEANA MENDEZInteractive Marketing Professional


Creating An Interactive Organizational Structure To Support Adaptive MarketingShar VanBoskirk, Vice President, Principal AnalystAs interactive marketing is inherently adaptive, your interactive marketing or-

ganization is at the forefront of the transition of adaptive marketing. This session will look at how B2B and B2C firms should organize in order to best leverage digital resources across their business functions.


n How are most companies organized tosupport interactive marketing today?

n What skills and staff do they need in order to be adaptive?

n What organizational structure should interactive marketers pursue?

Energizing Word Of Mouth Through Social MediaAugie Ray, Senior AnalystSocial media is one of the driving forces of adaptive marketing. Through the groundswell, people are now able to connect with each other to share power ful

word of mouth (WOM) information that is now transparent to everyone. This session will address how interactive marketers should incorporate online WOM marketing in theiroverall adaptive marketing strategy.


n How do you approach key influencers so that positive WOM is generated?

n What are the ways to get social initiators to energize your WOM?

n How do you create mass-scale WOM among enough consumers with small networks?

Display Media Buying Madness — What To Make Of The New Media Buying Options?Michael Greene, ResearcherEmily Riley, Senior AnalystMarketers and agencies are making the move to cut out the middleman, creating new media buying centers that enable rapid adaptation to audience and media fluctuations and that claim to have optimization and targeting techno logy to rival the best ad networks. At the same time, new companies have

popped up to help marketers buy on ad exchanges using “real-time bidding” technology.


n What do these changes mean for marketers’ display media options?

n Who has the most effective solution?n What will the display marketing ecosystem look like in the near term?

The Role Of Digital Agencies In An Adaptive Marketing WorldSean Corcoran, AnalystAs media fragments and marketers become adaptive, the skill sets of the agencies and firms that interactive marketers rely on are changing. Agency models were

built on the outdated model of push marketing, and they must now evolve quickly. This session will look at the role of digital agencies and how B2B and B2C interactivemarketers should build and manage agency portfolios.


n How should interactive marketers think about their agency relationships?

n How are agencies evolving to meet the challenge?n What is the future role of digital agencies?

TRACK C: MARKET RESEARCH PROFESSIONALDEFINING A RESEARCH FRAMEWORK THAT SUPPORTS REAL-TIME MARKETING

With the broad uptake of interactive and social media, the need for marketing to quickly understand customers’

needs, wants, and satisfaction has increased significantly. This track will deliver insight and practical advice to

help Market Research professionals redefine their company’s research framework and methodologies to support

this growing need for real-time, high-quality customer insights.

Online Panel Improvements Accelerate Improved Business ResponseReineke Reitsma, Vice President, Research DirectorDramatic cost efficiencies have made online panels the mainstay of market research today. However, the dirty secret is that quality improvements have

not kept up with the cost and speed advancements — until now. The advent of new approaches to online panels, such as MarketTools’ TrueSample and Relevant ID’s machine fingerprinting, finally promises higher trust in online research.

DURING THIS SESSION, ATTENDEES WILL:

n Understand where the challenges are with online sample today — and how it affects adaptability.

n Hear what major market intelligence buyers of sample are demanding.

n Learn what leading solutions exist today.

Understanding Changing Consumer Needs Around The GlobeZia Daniell Wigder, Senior AnalystConsumers around the globe are adopting new technologies but at very different rates. Market researchers must identify shifts in consumer behavior in areas

such as social media and mobile in order to react to the changing informa tion needs of global marketing and product development departments. This session will include data from Forrester’s North American, European, and Asia Pacific Technographics® surveys.


n How adoption and usage of technology trends differ by country and region.

n How trends like Facebook and YouTube are changing consumer behavior globally.

n How consumers around the globe shop online and how marketers can adapt their campaigns to win over buyers.

MAYA ROBERTSMarket Research Professional


Elevating Market Research Through Real-Time Community InsightTamara Barber, Data AnalystMarket research online communities (MROCs) offer continuous, real-timeinsights into the voice of the customer but require a lot of dedication in order

to make the investment pay off. This session will uncover best practices in managing research within an MROC, strategies for socializing the community internally, andexamples of how communities have supported the adaptive decision-making process within organizations.


n What are best practices and pitfalls when managing an MROC?

n How can market researchers efficiently harnessthe community by getting timely insights on the desks of senior executives?

n How can MROCs help elevate the voice of market research within an organization?

High-Quality B2B Customer Satisfaction Studies Power AdaptabilityReineke Reitsma, Vice President, Research DirectorYour business customers’ satisfaction is critical to your success. But often, B2B customer satisfaction studies misstep by: asking about issues that are of more

interest to your company than to your customers; focusing only on a single buyer and not the set of stakeholders that affect the perception of your firm; and failing to tie sat-isfaction metrics to business results. When done correctly, customer satisfaction research will help drive adaptability in marketing and service.

THIS SESSION WILL HELP YOU:

n Understand why a well-designed, actionable approach to customer satisfaction measurement drives marketing adaptability.

n Define the key elements required for success and revenue enhancement.

n Learn the key elements of a stakeholder value chain in B2B that are necessary for success.

TRACK D: MARKETING LEADERSHIP PROFESSIONALADAPTING HOW YOU APPROACH YOUR END CUSTOMER

Customers are finding their voice through social media, technology is making the world smaller, and media is

fragmenting into thousands of niches. To adapt to this changing world, marketing leaders have to rethink the

way they approach their audience — both directly through outbound communication and indirectly via the media

and sales channels that they interact through. This track will help marketing leaders adapt their thinking with new

approaches to gain mindshare and drive sales.

Adapting Your Marketing Organization: A Case StudyDavid M. Cooperstein, Vice President, Research DirectorOrganizations have had to make fast changes to adapt to a world where consumer input happens fast, especially because organizations are structured in

silos that no longer define communications patterns. David Cooperstein will review how companies are dealing with the changes that are being thrown at marketing organ izations and will interview a marketing leader about how to rethink the structure of the organiza-tion to adapt to these new requirements.


n How do companies manage complexity today?n What models exist for a global, digitalorganization?

n How do these organizational issues impact performance?

Adapting To A Fragmented Media LandscapeJames L. McQuivey, Ph.D., Vice President, Principal AnalystWhen there were three TV networks and a handful of newspapers andmagazines, share of voice was an attainable goal. But the media landscape has

become the Wild West, with new outlets showing up almost daily. As the media in-dustry struggles through this change, this session will tell you how marketing leaders should take advantage of these changes.


n How will changes in the media business affect marketers?

n Where does the media audience spend its time?

n When will the media business stabilize?

Getting B2B Marketing And Sales To Adapt TogetherLaura Ramos, Vice President, Principal AnalystScott Santucci, Senior AnalystCompanies suffer a disconnect between marketing and sales: Marketing tries to get sales to understand the message and communicate it, while sales feels underserved when it comes to supporting client needs and more leads. Laura Ramos and Scott Santucci will debate these issues in “she said, he said” format to help each side see the other’s point of view.

THIS SESSION WILL PROVIDE:

n An understanding of the gap in mindset between marketing and sales.

n Reasons why marketing and sales have to align more than ever.

n The impact of alignment in marketing and sales.

MELISSA LAKENMarketing Leadership Professional


Adapting Your Marketing For A Global AudienceSteven Noble, Senior AnalystBrands no longer exist solely in the geography chosen by the brand manager. Interactive marketing, social media, and other sharing platforms spread

images and video across the globe instantly, forcing companies to face branding challenges whether they like it or not. This session will explore how marketing leaders manage brand efforts with global support and local execution.


n How do global marketers manage theirbrands across geographies?

n What strategies exist for maintainingglobal brands?

n Which companies manage globalbrands best?

TRACK E: TECHNOLOGY PRODUCT MANAGEMENT & MARKETING PROFESSIONALADAPTING MARKETING TO HIGH-TECH REALITIES

How is adaptive marketing playing out in high-tech marketing? This track will look at advances in technology

product management, marketing strategy, integrated demand management, and sales enablement in the tech

industry, from traditional to social, to provide key insights into the evolution of adaptive marketing in this leading

sector in B2B marketing.

Aligning Tech Marketing And Sales To Increase Productivity And Deliver GrowthLaura Ramos, Vice President, Principal AnalystScott Santucci, Senior AnalystAs the tech industry matures and ramps back up in the economic recovery, B2B tech CEOs are determined to increase marketing and sales productivity. To adapt to these new pressures and opportunities, marketers and sales lead-ers must align to deliver value at the level of markets and individual buyers.

This session will explore the practices that will better engage enterprise customers and drive business.


n How are social technologies altering marketing/selling interactions with customers?

n What tools and processes are key to an adaptive approach to more customer-focused marketing and sales?

n How will marketing and sales leaders measure their progress in this transformation?

Opening Channels To Agile Engagement: Adaptive ProductManagement For SMB Tech MarketsTom Grant, Ph.D., Senior AnalystTim Harmon, Senior AnalystThe enterprise tech industry aspires to build great products with universal appeal. However, the same product becomes a different offering when moved through disparate channels to unique customers — especially small and medium-size business (SMB) customers. Channel managers have to catalyze

Agile engagement practices in channel partners to expand SMB market success.


n How are the needs of SMB customers altering tech product requirements?

n How does Agile engagement work and how can product managers factor in the impacts of channels?

n What must channel managers do to build adaptive demand chains in global SMB markets?

From Market Strategy To Field Execution: Adaptive Marketing For Global CustomersJennifer Belissent, Ph.D., Senior AnalystPeter O’Neill, Vice President, Principal AnalystIn most B2B tech companies, market strategy focuses on high-level marketassumptions and competitive abstractions while field marketing performs mar-keting’s dirty work. However, as customers gain market power, firms must blend market strategy and field execution to help rapidly acquire customers, routinely

adapt to customer needs, and sustain long-term, profitable customer compmitments.


n How can field marketing stream reality back into market strategy?

n How do emerging geographic markets alter field marketing and strategy?

n How are social tools and tactics altering mar-ket strategy in the field?

Community Marketing In High-Tech: Practicing Customer CentricityPeter Burris, Principal Analyst, Research DirectorChristopher Mines, Senior Vice President, Research DirectorCustomer centricity no longer can be aspirational in the B2B tech industry. Real market changes make it a matter of competitive survival. This session will use a case format to explore how evolved customer-centric B2B tech com-panies in the enterprise mobile market are coping with the shift in market power to customers.


n How B2B tech marketing is evolving to provide an outside-in pathway for customer engagement.

n How tech companies are designing services to complement products.

n Best practices marketing executives should adopt to catalyze deeper customer engagement.

TRAVIS MARTINTechnology Product Management & Marketing Professional


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ATTEND A PRE-FORUM WORKSHOP!For added value, join a small group of peers and work closely with Forrester analysts during a full day, hands-on Workshop.

Marketing Forum 2010 attendees receive a discounted rate.

Web Site Brand Review WorkshopApril 21, 2010 n 8:30 a.m.–4:30 p.m.Ron Rogowski, Principal AnalystAlthough brand enhancement is a top priority for compa-nies’ Web sites, few actively measure how their site’s brand-ing efforts affect usability and how they convey brand image. Forrester’s Web Site Brand Review methodology gives firms a framework for measuring how effectively their Web sites perform in key areas where branding disrupts usability and how well the site conveys brand positioning. This hands-on Workshop teaches participants the same objective techniques Forrester analysts use to evaluate how well B2B and B2C sites assist users and reinforce brand attributes.

Incorporating Social Media Into Your B2B Marketing MixApril 21, 2010 n 8:00 a.m.–5:00 p.m.Laura Ramos, Vice President, Principal AnalystIn this interactive full-day Workshop, learn how to use social media in your existing market ing strategy to build awareness, drive traffic, tap into real market issues, and energize your most loyal and enthusiastic customers. A solid social strategy — one that integrates both traditional and new digital approaches — helps B2B marketers improve the relationship between their firm and their buying communities to create better busi-ness outcomes. Forrester analyst Laura Ramos will teach you how to shift your marketing focus from traditional media to social media without losing ground.

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Event Registration Terms And Conditions

Payments: Payment in the form of a Member ticket, Service Units, company check, or credit card is due prior to the Event. Payment will be collected at the Event for all outstanding Event fees prior to allowing the attendee to enter the Event. Please Note: The client discount applies to any company retaining at least $15,000 in contract value in Forrester Research services. Pricing does not include cost of attendees’ travel or accommodations. Additional sales, use, or other taxes may apply.

Team Registration Discounts: When three colleagues from the same company register for an Event at the same time with payment, the fourth colleague may attend free. Subsequent cancellation of any paying member of the team will result in a charge for the free attendee. The “Fourth Person Free” discount applies to credit card or check payments only and does not apply to Member tickets or Service Units. Discount cannot be combined with other offers, including Early Bird and sponsor rates. For questions or information on Event registrations or for multiple seat discounts, please contact the Forrester Events Team.

Cancellations And Substitutions: Forrester must receive written notification from the participating company of any cancellation. If written notice of cancellation is received by Forrester more than four weeks prior to the date of the Event, Forrester will refund 100% of the fee to the participating company. If written notice of cancellation is received by Forrester less than four weeks but more than two weeks prior to the date of the Event, Forrester will refund 50% of the fee. If written notice of can-cellation is received by Forrester less than two weeks prior to the date of the Event, the participating company shall be liable for 100% of the fee. In accordance with the foregoing, cancellation less than two weeks prior to the date of the event or other nonattendance of the Event will result in participat-ing company’s forfeiture of the full fee, which may include without limitation Member tickets, FSeats, or Service Units (if used to cover the cost of the Event). Substitutions (Event Seat) may be made at any time to the start of the Event. Payment is due the earlier of: (1) net 30 days from the invoice date or, (2) the date of the Event. All payments must be made prior to attendance at the Event.

Event Ticket Usage Policy: Clients can use the Event ticket they receive with their paid subscription to attend a Forrester Event during the term of their subscription. In all cases, the ticket must be used during the subscription year within which it was issued by the individual to whom it was issued. Tickets received during one subscription year cannot be rolled over and used in subsequent subscription years. Tickets are not valid for Forrester Workshops.

Hotel Registration Information: Forrester has negotiated a group room rate at the Hyatt Regency Century Plaza for Event attendees. Room reservations received by April 5, 2010 will be eligible for the group rate of $179 per night plus applicable taxes for single or double occupancy. The group rate is subject to avail-ability and applies to reservations for April 20, 2010 through April 23, 2010. To receive the group rate, mention the Forrester Forum when making the reservation. The cost of accommodation and travel is not included in the Event registration price.

Hotel address: To make reservations:Hyatt Regency Century Plaza +1 310.228.12342025 Avenue of the StarsLos Angeles, CA 90067 Web site:United States http://centuryplaza.hyatt.com

I agree to the terms and conditions specified on this contract.

Signature: _______________________________________________

Date: __________________________________________________

Additional Attendees

Name: ______________________________________

Title: _______________________________________

Name: ______________________________________

Title: _______________________________________

Name: ______________________________________

Title: _______________________________________

Forrester Research, Inc.400 Technology Square Cambridge, MA 02139

VENUE INFORMATIONHyatt Regency Century Plaza 2025 Avenue of the Stars Los Angeles, CA 90067 +1 310.228.1234 http://centuryplaza.hyatt.com

Surround yourself with contemporary glamour and style at Hyatt Regency Century Plaza. Perfectly situated on the fashionable Westside, adjacent to Beverly Hills, this elegant Los Angeles hotel offers easy access to all the sights of this vibrant city. Set on seven lush acres, with 726 spacious newly renovated guestrooms, world-class spa and fitness center, this Los Angeles luxury hotel is a resort retreat in the midst of the city.

SPECIAL RATE INFORMATIONReserve your hotel room by April 5, 2010 to take advantage of the group rate of $179 plus applicable taxes for a single or double occupancy. The negotiated group rate is subject to availability and applies to reservations for April 20, 2010 through April 23, 2010. To receive the group rate, mention the Forrester Event when making the reservation.

*The cost of accommodations and travel is not included in the Event registration price.

SAVE 5% OFF THE LOWEST AVAILABLE FARE AT JETBLUE!

Use Forrester’s exclusive discount code FORMF10 when you book your flight at www.jetblue.com/promo. Discount is valid for travel to and from Los Angeles International Airport (LAX), Burbank-Glendale-Pasadena Airport (BUR), or Long Beach/Daugherty Field Airport (LGB) departing April 17, 2010 through April 22, 2010 and returning April 23, 2010 through April 26, 2010. Discount expires April 22, 2010.

UPCOMING…FORUMSCustomer Experience Forum June 29–30, 2010 n New York

Consumer Forum October 28–29, 2010 n Chicago

WORKSHOPSMaking B2B Marketing Work February 18, 2010 n Foster City, Calif.

Transforming Your Firm’s Customer Experience March 17, 2010 n San Francisco

*Visit www.forrester.com/events for additional event offerings.

forrester’s marketing forum 2010

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