The Forrester Wave™: Business - Accenture/media/Accenture/Conversion... · and the Scope of Bi Services the Strength of local delivery capabilities ... investment that BI service

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The Forrester Wave™: Business Intelligence Service Providers In Asia Pacific, Q4 2013by Michael Barnes and Frederic Giron, November 18, 2013

For: Sourcing & Vendor Management Professionals

Key TaKeaways

Local Market expertise and experience should Be a Primary Criterion For BI services

“Global” BI service providers do not necessarily have a strong presence in all -- or even most -- key markets in Asia Pacific. While access to global resources can be a clear differentiator, a strong physical presence in AP markets is essential to help ensure successful BI project delivery.

The Culture Of BI service Providers Is also CriticalVendors vary widely in their ability to drive internal collaboration across countries and regions, which is critical to ensuring effective knowledge transfer among BI experts in different geographies. Consider how strong the providers are at matching global resources, skills, and expertise with local knowledge and understanding.

Use Forrester’s Four-step approach To select The BI service Provider That Best Fits your NeedsUse the following battle-tested approach to select your BI service provider: 1) Short-list vendors using Forrester’s BI Service Provider Short-Listing Tool; 2) adjust the shortlist based on your unique circumstances; 3) tune our model based on your requirements; and 4) use our model to select the finalist.

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© 2013, Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. Forrester®, Technographics®, Forrester Wave, RoleView, TechRadar, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. To purchase reprints of this document, please email [email protected]. For additional information, go to www.forrester.com.

For Sourcing & Vendor ManageMent ProFeSSionalS

why Read ThIs RePORT

Business decision-makers in Asia Pacific (AP) are increasingly aware of the importance of business intelligence (BI) and broader analytics to business strategy and execution. However, lack of internal expertise is a potentially significant barrier to the success of BI projects in the region. BI service providers have responded by strengthening their regional and country-specific implementation capabilities in AP. In Forrester’s 53-criteria evaluation of BI service providers with in-region resources, we identified eight companies that offer strong capabilities and services for AP-based organizations seeking BI service support. In addition to reviewing these evaluation results, we recommend applying our evaluation methodology (the Forrester Wave™ model) to short-list your other BI service providers based on your specific and unique requirements.

table of contents

BI Projects are More Critical Than ever

The Role Of BI service Providers Is Changing

Leverage Our structured approach To Make The Best Choice

BI services evaluation Overview

evaluation criteria include client ratings, Scale, and the Scope of Bi Services

the Strength of local delivery capabilities greatly affected the Final rankings

BI service Providers’ asia Pacific Capabilities Vary widely

Bi Services Buyers: Weigh global reach against local delivery capabilities

Vendor Profiles

supplemental Material

notes & resources

Forrester conducted service evaluations in Q2 2013 and interviewed eight vendor companies and a number of user companies.

related research documents

evaluating Bi Services in asia PacificJuly 10, 2013

drive Business insight With effective Bi StrategyMay 14, 2013

the Forrester Wave™: Business intelligence Services Providers, Q4 2012october 18, 2012

The Forrester wave™: Business Intelligence service Providers In asia Pacific, Q4 2013the eight global Market leaders With Strong regional delivery capabilitiesby Michael Barnes and Frederic gironwith Boris evelson, liz Herbert, and rupika Malhotra

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the Forrester Wave™: Business intelligence Service Providers in asia Pacific, Q4 2013 2

© 2013, Forrester Research, Inc. Reproduction Prohibited November 18, 2013

BI PROjeCTs aRe MORe CRITICaL ThaN eVeR

Business intelligence has been consistently at or near the top of companies’ lists of IT priorities over the past four to five years.1 This is set to increase as more and more senior business decision-makers understand BI’s importance. Information access and data management are central to all four of the major market imperatives currently driving business strategy in the age of the customer (see Figure 1):2

■ Transforming the customer experience. Delivering a unified experience across all channels requires simplified access to customer data and, increasingly, real-time insight into processes and activities that span customers, employees, and partners. BI tools and technologies help drive data-driven decision-making, which is still not common practice in all AP markets but is key to continuous innovation, particularly in the customer channel.

■ Embracing the mobile mind shift. Consumers now expect any information or service to be available in their moment of need, usually via their smartphones. Existing BI approaches are typically closely tied to transaction-based business applications, which are not well-suited to supporting the real-time demands of mobile customers.3 To support emerging systems of engagement, BI strategies must evolve beyond static reporting and traditional data warehousing.4

■ Becoming a digital disruptor. To compete effectively in highly dynamic growth markets across the region, business leaders will increasingly seek ways to positively disrupt their own businesses. Positive disruption means driving innovations to stay ahead of local and global competitors. To do this effectively requires access to internal and external data: internal data to assess operational efficiency and business effectiveness and external (usually cloud-based) data to gauge market demand and opportunities.

■ Turning big data into business insights. Current approaches to data collection, integration, and access are not sufficient to meet rising customer demand or competitive pressure to better link information and insight with go-to-market strategies. BI technologies and approaches will continue to evolve to enable data discovery across an ever-increasing assortment of internal and external data sources.




Figure 1 Forrester’s Four Market Imperatives

The ROLe OF BI seRVICe PROVIdeRs Is ChaNgINg

Organizations in Asia Pacific need more than BI technology implementation support; BI service providers must also provide guidance on how to translate data access into actual insight and information into business value. This requires a strong understanding of local cultures, business practices, regulatory frameworks, and market dynamics. When evaluating providers, understand how their capabilities are likely to evolve across five categories:5

■ People. To minimize project risks, understand who will be the on-site business and technical leads on BI projects and how many successful implementations this staff has led in a similar industry and similar technical environment within the region. It’s then critical to ensure that the proposal lead and the actual project lead are in fact the same person.

Source: Forrester Research, Inc.92821

Embrace themobile mind shift.

Become adigital disruptor.

Turn big data intobusiness insights.

Transformthe customerexperience.

Age of thecustomer




■ Technical expertise. Heterogeneous market conditions and a shortage of BI-related skills within most AP organizations demand that service providers demonstrate in-region knowledge of the technical characteristics of various BI tools, platforms, architectures, and applications. Because most companies will not have all of the necessary skills on site, closely evaluate ease of access to remote staff from the service provider as well.

■ Market presence. BI-related project considerations can vary widely: country-specific reporting requirements, broad variations in business processes and practices, cultural differences, and the strong role of local partners in driving BI engagements. It’s important to evaluate the level of investment that BI service providers have made in local AP delivery capabilities.

■ Innovation. Most AP markets are dynamic and change extremely quickly. Closely monitor BI service providers’ flexibility; they should have a demonstrated ability to generate new insights and recommend business and technology solutions to keep pace with your specific and changing needs. For instance, is the provider prepared to bring new ideas and recommend approaches that you haven’t considered as part of the engagement, or is it simply doing what you’re telling it to do? Can it demonstrate potential approaches for mitigating challenges related to a lack of data governance and quality or disagreements over terminology within the organization?

■ Strategy. Service providers won’t just implement basic BI technologies and tools for you. Expect to seek guidance from providers as to how BI and broader analytics initiatives are likely to affect business transformation projects. Successful BI projects should deliver increased business value to your organization; confirm that the service provider also has repositories of best practices that it can leverage for the functions and business processes engaged in your BI project.

LeVeRage OUR sTRUCTURed aPPROaCh TO MaKe The BesT ChOICe

To help you navigate this crowded and continuously evolving landscape, we recommend using the following four-step approach (see Figure 2):

1. Create an initial list based on this Forrester Wave and the BI short-listing tool. If you already have a long list or shortlist in mind, great. If not, we recommend using this Forrester Wave evaluation and the BI Service Provider Short-Listing Tool to get started.6 The short-listing tool is a directory of nearly 100 BI service providers that we update every 18 months. We do not evaluate vendors in this directory, so you’ll only be creating the shortlist based on objective criteria such as company size, presence in a certain geographical region, and number of consultants trained on a particular BI tool.




2. Adjust the initial list based on conflicts of interest or prior experience with the vendors. Sanity-check the resulting long list or shortlist. For example, you may notice an advisory firm on the list that happens to be your auditor or a firm whose director is also on your board. These vendors may not be able to bid on your projects. Conversely, because this list is not exhaustive and likely does not include some local or regional AP vendors, consider adding firms you’d like to evaluate more formally.

3. Tune the Forrester Wave model to your specific requirements and use it to build an RFI/RFP. Each situation is unique. We recommend adjusting the Wave model weightings to fit your own requirements, corporate and IT culture, and industry and domain specifics. There are even a couple of unscored placeholders in the model for you to indicate and score whether a vendor already has a purchasing relationship with your firm and whether there are other potential conflicts of interest, such as working with your direct competitors. Once you’re done adjusting the model, use it as an input to broader and more detailed RFI or RFP documents.

4. Use the Forrester Wave model to pare down the shortlist and select the finalist. As you receive vendor proposals, map their responses to the Forrester Wave evaluation criteria. Even if you’re looking at a vendor that we’ve already evaluated in this Forrester Wave, we strongly recommend that you use our scores as starting point. Use the methodology, but rely primarily on your own evaluation.

Figure 2 Forrester’s Four-Step Approach To Navigating The Complex BI Services Landscape

BI seRVICes eVaLUaTION OVeRVIew

To assess the state of the BI services market and see how the vendors stack up against each other, Forrester evaluated the strengths and weaknesses of top global BI service vendors with AP delivery capabilities.

Source: Forrester Research, Inc.92821

1. Short-list vendors using Forrester’s BI Service Provider Short-Listing Tool.

2. Adjust the shortlist based on your unique circumstances.

3. Tune the Forrester Wave™ BI service provider model based on yourrequirements.

4. Use the Wave model to select the �nalist.

Four steps to selecting a BI vendor

Source: October 18, 2012, “The Forrester Wave™: Business Intelligence Services Providers, Q4 2012”Forrester report




evaluation Criteria Include Client Ratings, scale, and The scope Of BI services

In creating this evaluation, we pulled 39 criteria directly from the global Forrester Wave for BI service providers.7 We examined client inquiries, user needs assessments, and vendor and expert interviews, and then augmented our global criteria with a comprehensive set of AP-specific evaluation criteria that take AP market dynamics into account. We then created a model to best reflect the market dynamics in BI services and the common needs of AP-based BI services buyers around process expertise, consulting, and industry best practices. Along with the 39 criteria pulled directly from the global Forrester Wave, we evaluated vendors against 14 AP region-specific criteria. We grouped all 53 criteria into three high-level buckets:

■ Current offering. To analyze the providers’ current offerings in the BI services space, we evaluated a range of elements in BI service practices, including a documented ability to map technology and expertise to client requirements via RFP examples and client feedback. We also looked at information that providers supplied about their AP-specific BI implementation experience.

■ Strategy. To evaluate strategy, we interviewed executives at each firm and collected information to understand the scope and breadth of the service providers’ offerings in AP, including management consulting, application development, and post-implementation support.

■ Market presence. To analyze regional market presence, we evaluated overall financial and customer metrics. This includes an analysis of total and BI-specific AP revenues and headcounts where possible, as well as customer bases and partner alliances in the region.

The strength Of Local delivery Capabilities greatly affected The Final Rankings

Forrester included eight vendors in the assessment: Accenture, Capgemini, Deloitte, HP, IBM, PwC, TCS, and Wipro. Each of these vendors demonstrates (see Figure 3):

■ Significant traction in the global BI services market. All of the firms in this evaluation have a significant presence as a global provider of BI services.

■ A demonstrated presence in and commitment to Asia Pacific. All of the firms in this evaluation have more than 25 customers in the region, derive more than $50 million in revenues from BI, and have a physical presence in five or more AP countries. All of the firms have proven AP delivery capabilities based on region-specific revenue, practice size, growth, and number of AP-based BI customers and projects.




Figure 3 Evaluated Vendors: Vendor Information And Selection Criteria

BI seRVICe PROVIdeRs’ asIa PaCIFIC CaPaBILITIes VaRy wIdeLy

The global BI services market is heavily fragmented on both the buyer and the supplier sides. This is even more pronounced in Asia Pacific, where market maturity, IT adoption rates, and overall awareness of BI strategies, approaches, and value vary significantly between countries. These market variations are reflected in the criteria and final scoring we used to evaluate the AP market for BI service providers.

Source: Forrester Research, Inc.

Vendor

Accenture

Capgemini

Deloitte

HP

IBM

PwC

TCS

Wipro

Number of customersand BI projects in AP

More than 170 customers and projects

More than 50 projects; more than 25 customers

More than 525 projects; more than 260 customers

More than 60 customers

More than 1,000 projects;350 customers

More than 125 projects; more than 25 customers*

More than 100 customers; more than 750 projects

More than 100 projects;60 customers

BI-speci�crevenues in AP

More than $300 million*


Approximately $160 million



More than $40 million

More than $158 million

$105 million

BI employees or FTEs in AP

More than 2,000*

More than 300

More than 700

More than 700*

More than 2,000*

More than 400

More than 2,200

1,250

Vendor selection criteria

Signi�cant traction in the global BI services market. Forrester invited all 12 �rms evaluated in the global BI services Forrester Wave™ to participate in the Asia Paci�c evaluation. The eight providers listed above accepted the invitation; Cognizant, CSC, Infosys, and KPMG declined participation.

A presence in at least �ve Asia Paci�c countries. In addition to being some of the largest BI service providers in the region in terms of revenue, practice size, growth, and number of BI customers and projects, all �rms in this evaluation have a physical presence in at least �ve countries in Asia Paci�c.

*Forrester estimate




BI services Buyers: weigh global Reach against Local delivery Capabilities

Forrester’s evaluation of BI services in Asia Pacific uncovered a market in which (see Figure 4):

■ Accenture, Deloitte, and IBM offer the greatest depth and breadth across the region. These Leaders stand out from an elite pack, with deep and broad AP-centric market coverage and process knowledge across a wide range of industries and use cases. These Leaders all have extremely deep pockets and invest significantly in R&D and new business and technology innovation; they also boast strong in-region BI implementation experience. The three companies also have access to internal digital agencies — Accenture Interactive, Deloitte Digital, and IBM Interactive — that engage with and help chief marketing officers transform and digitally enable their organization’s front office.

■ Capgemini and PwC’s main BI strengths are concentrated in Australia and India. Capgemini has a presence in China, where it serves mainly manufacturing and utility clients; PwC has offices in Japan and China hosting BI and information management skills. But the large majority of these companies’ BI activities are based in Australia and in India, both in terms of physical presence and via their global delivery network locations in India. PwC, which serves a variety of industries including financial services and manufacturing, approaches BI projects mainly in terms of enterprise performance and risk management. Capgemini engages on both the technology level and the business level, including information strategy.

■ HP, TCS, and Wipro have a broad range of technology skills and wide geographic coverage. These engineering firms have built a strong pool of technology skills covering a broad spectrum of technology solutions and crafted a number of tools and frameworks to accelerate the delivery of their IT consulting and implementation services. However, they still lack strong business transformation capabilities in AP. Wipro is probably the most advanced from that perspective; acquisitions like that of Promax have helped the company build a portfolio of strong business solutions. Case in point: Wipro recently signed a multimillion-dollar BI-enabled marketing transformation deal with a large telecom service provider in ASEAN. Forrester expects that the business maturity of all three firms will continue to improve over time.




Figure 4 Forrester Wave™: Business Intelligence Services In Asia Pacific, Q4 ‘13


Go online to download

the Forrester Wave tool

for more detailed product

evaluations, feature

comparisons, and

customizable rankings.

RiskyBets Contenders Leaders

StrongPerformers

StrategyWeak Strong

Currento�ering

Weak

Strong

Market presence

Accenture

Capgemini

Deloitte

HPIBM

PwC

TCS

Wipro




Figure 4 Forrester Wave™: Business Intelligence Services In Asia Pacific, Q4 ‘13 (Cont.)

VeNdOR PROFILes

Asia Pacific is a newer market for most global service providers, so it’s not surprising to find discrepancies in their geographic coverage within the region. Most vendors have a reasonable presence in Australia, China, India, and Singapore. Coverage in markets like Japan, South Korea, and the ASEAN countries (including Indonesia, Malaysia, the Philippines, Thailand, and Vietnam) varies more widely and depends on the vendor’s growth history.

■ Accenture. With more than 2,000 BI specialists in the region, Accenture is one of the largest BI service providers in AP; it has a presence in every major developed and developing market in the region. The company delivers BI projects including large innovation initiatives for multinational corporations, data warehouse implementations for regional customers, and managed services engagements. One common thread: Accenture’s client strategy is driven by functions and/or industries to ensure that the insight-driven outcomes are relevant to the


Acce

ntur

e

Capg

emin

i

Del

oitt

e

HP

IBM

PwC

CURRENT OFFERING Competency Relationship Results

STRATEGY Non-client-facing R&D resources Level of importance Scope of o�erings Market knowledge Use of BI methodology within one’s business Knowledge of industry-vertical- speci�c business processes

MARKET PRESENCE Firm revenues and FTEs BI revenues and FTEs BI customers and projects Global presence Alliances

Forr

este

r’sW

eigh

ting

50%50%20%30%

50%20%

0%60%

0%20%

0%

0%20%20%20%20%20%

4.514.563.734.94

4.605.005.005.005.003.00

5.00

4.603.005.005.005.005.00

3.773.224.724.06

4.203.005.005.005.003.00

5.00

2.001.001.001.004.003.00

4.564.454.294.91

4.605.005.005.005.003.00

5.00

4.203.003.005.005.005.00

3.933.403.864.85

3.405.005.003.005.003.00

5.00

4.005.003.005.004.003.00

4.134.393.454.17

5.005.005.005.005.005.00

5.00

4.605.005.005.005.003.00

3.553.603.733.35

4.203.005.005.005.003.00

5.00

2.603.001.001.005.003.00

TCS

Wip

ro

4.554.234.724.97

3.003.005.003.005.003.00

5.00

4.203.003.005.005.005.00

4.244.003.884.88

4.404.005.005.005.003.00

5.00

3.803.003.003.005.005.00

All scores are based on a scale of 0 (weak) to 5 (strong).




business. In China, it is also successfully delivering an increasing number of deals that center on business outcomes. Productized data models, frameworks, and software assets also enable Accenture to respond efficiently to time- and cost-sensitive customers in Asia. Last but not least, its global information-sharing repository helps quickly deliver best practices from customers in different geographies to pan-Asian organizations from similar industries and with similar maturity levels.

■ Capgemini. Primarily targeting Australia, China, and India with its BI services capabilities, Capgemini has developed specialized business information management centers in Australia and India. Given its limited size, the company has developed a highly focused strategy in each market to bring business relevance to its customers. In Australia, the company targets utilities, retail, and financial services organizations, focusing on digital transformation and BI services that cover information strategy, performance optimization, data warehouse implementation, and data management. In China and India, the company focuses on human resources and customer relationship management analysis and enterprise performance analysis for engineering, automotive, utilities, real estate, and pharmaceutical firms. Capgemini also specifically targets the public sector in India.

■ Deloitte. As in Europe and in the US, Deloitte is a strong option in AP for delivering complex BI transformation projects that encompass strategy, design, technical architecture, and implementation services. The company has a strong AP growth focus and helps organizations there achieve performance and growth objectives in a fast-paced environment. Deloitte is involved in both short-term projects that drive business insights and larger, longer-term business transformation projects. Deloitte Australia recently signed a global alliance with Kaggle, a platform with access to 100,000 data scientists, to help its clients solve insight-related problems. Through Deloitte Digital, the company also focuses on developing talent like data artists, who help business stakeholders visualize data insights and link them to business value. Other recent AP investments include a center of excellence in South Korea; Deloitte now has analytics labs and innovation centers in Hong Kong, Melbourne, Seoul, Shanghai, Singapore, Sydney, and Tokyo.

■ HP. AP organizations looking to build and/or overhaul the technology foundations for their BI capabilities will find HP to be a strong choice. The company leverages a network of AP delivery centers in Australia, China, India, Malaysia, New Zealand, and the Philippines. HP’s main strengths are in implementation and outsourcing services for BI platforms. It has extended its global partnerships with leading platform vendors to Asia Pacific and also relies on its own software assets: Autonomy and Vertica. In the past two years, HP has delivered Transformation Experience Workshops across the region to help clients design information management strategies. The vendor is aware of the difficulty in finding BI skills in AP, so it relies on a global talent initiative that allows HP personnel from anywhere around the world with key competencies to relocate to certain AP countries for 12 to 18 months to support local and regional clients and transfer BI knowledge to local resources.




■ IBM. One of the largest BI service providers in AP, IBM takes a value-led approach to BI projects that centers on four key business themes: revenue growth, operational efficiencies, financial transformation and risk management. This makes the company’s Business Analytics and Optimization services highly relevant to AP-based business stakeholders. IBM’s BI capabilities span the entire services landscape from strategy and architecture design to implementation; they include application management services for leading BI platforms including those from Informatica, Microsoft, MicroStrategy, SAP, and SAS. A key regional differentiator for IBM is its asset-based strategy; It packages IBM Software Group intellectual property (including Emptoris, Cognos, and SPSS) with intellectual capital from IBM Global Business Services (including its CFO dashboard and StoneSoup) and cloud delivery models into Signature Solutions that deliver fast-tracked business outcomes to its clients. These solutions include next best action to increase customer retention; CFO performance insight to improve financial modeling; antifraud, waste, and abuse to reduce fraud and abuse; predictive asset optimization for industrial equipment; and risk management for credit life-cycle management.

■ PwC. With strong AP-based business transformation capabilities, PwC’s ability to engage C-level executives through strategy and management consulting engagements allows it to focus on what matters most in analytics projects: business objectives. The company then identifies the insights customers require to make data-driven business decisions and the technology requirements to get there. Beyond BI strategy definition, where it excels, PwC has strong AP-based program management skills and technology implementation capabilities, mostly in Australia and India. The company targets large AP-based organizations in sectors like manufacturing, financial services, healthcare, the public sector, and telecom.

■ TCS. Tata Consultancy Services (TCS) is the largest India-centric IT service provider in the world. It has grown significantly in Asia Pacific over the past five years and now provides IT consulting, implementation, and outsourcing services to clients across the region. TCS has several delivery centers — Australia, India, Japan, the Philippines, and Singapore — to support AP clients; it also has three BI centers of excellence in Australia, China, and Singapore. A firm with a strong engineering culture, TCS has developed a set of tools (MasterCraft) to accelerate BI project delivery. It also has prepackaged solutions (the ACE platform) that are tailored to specific industries; for example, Retail Analytics for Competitive Edge (rACE) aims to deliver insights faster in the retail trade.

■ Wipro. Wipro has BI consulting, systems integration, and application management service capabilities in all major AP countries. Recent large BI consulting and implementation contracts won in ASEAN also show that Wipro is rapidly becoming a key BI turnkey solution provider in AP. The company responded to AP customers’ requests for faster time-to-business-value by developing a portfolio of prepackaged business solutions, including customer analytics, risk and compliance, manufacturing process analytics, and telecom insights. These solutions drive business innovation, enhance the customer experience, and improve efficiency by applying




analytical approaches. Wipro also acquired Australia’s Promax, a BI software vendor helping consumer goods manufacturers understand the ROI of their promotional campaigns. Wipro has also made strategic investments in Opera Solutions (a leading global big data science company) and Axeda Corporation (a leading M2M platform provider) to build industry-specific big data analytics solutions. Wipro also has its own advanced analytics lab in Kolkata, India, with more than 300 statisticians and domain consultants.

sUPPLeMeNTaL MaTeRIaL

Online Resource

The online version of Figure 4 is an Excel-based vendor comparison tool that provides detailed product evaluations and customizable rankings.

data sources Used In This Forrester wave evaluation

Forrester used a combination of three data sources to assess the strengths and weaknesses of each solution:

■ Sample RFP responses. Forrester asked each vendor for a sample RFP response outlining its service provider capabilities. Forrester ranked vendors on the quality and relevance of the RFP response with respect to client profiles (e.g., industry, organization, and region).

■ Vendor surveys. Forrester questioned vendors about their capabilities as they relate to the evaluation criteria. Once we analyzed the completed vendor questionnaires, we conducted vendor calls where necessary to gather details of vendor qualifications.

■ Phone-based customer reference surveys. To validate product and vendor qualifications, Forrester also conducted phone-based surveys with current customers of each vendor.

The Forrester wave Methodology

We conduct primary research to develop a list of vendors that meet our criteria to be evaluated in this market. From that initial pool of vendors, we then narrow our final list. We choose these vendors based on: 1) product fit; 2) customer success; and 3) Forrester client demand. We eliminate vendors that have limited customer references and products that don’t fit the scope of our evaluation.

After examining past research, user need assessments, and vendor and expert interviews, we develop the initial evaluation criteria. To evaluate the vendors and their products against our set of criteria, we gather details of product qualifications through a combination of lab evaluations, questionnaires, demos, and/or discussions with client references. We send evaluations to the vendors for their review, and we adjust the evaluations to provide the most accurate view of vendor offerings and strategies.




We set default weightings to reflect our analysis of the needs of large user companies — and/or other scenarios as outlined in the Forrester Wave document — and then score the vendors based on a clearly defined scale. These default weightings are intended only as a starting point, and we encourage readers to adapt the weightings to fit their individual needs through the Excel-based tool. The final scores generate the graphical depiction of the market based on current offering, strategy, and market presence. Forrester intends to update vendor evaluations regularly as product capabilities and vendor strategies evolve. For more information on the methodology that every Forrester Wave evaluation follows, go to http://www.forrester.com/marketing/policies/forrester-wave-methodology.html.

Integrity Policy

All of Forrester’s research, including Forrester Wave evaluations, is conducted according to our integrity policy. For more information, go to http://www.forrester.com/marketing/policies/integrity-policy.html.

eNdNOTes1 Source: Forrsights Budgets And Priorities Tracker Survey, Q4 2012.

2 There is widespread recognition that the old way of marketing — driving awareness through push advertising — has sputtered and slowed in the wake of media fragmentation and the disruptive power of digital. Marketers need a new framework to align their marketing decisions to the customer’s experiences with the brand to define customer engagement, budget allocation, and organizational skills. By placing the customer at the center of marketing actions, companies will create value that explicitly links to the customer’s expectations at any given interaction. See the August 26, 2013, “Adopt The Customer Life Cycle To Win In The Age Of The Customer” report.

3 In mature markets and specific segments — Australia, New Zealand, South Korea, large MNCs in Singapore and Hong Kong — we’re seeing increased interest in dynamic reporting and real-time analytics that’s more tightly integrated into business processes, typically augmenting earlier static reporting approaches. But in less mature markets — like China, India, and most of ASEAN — BI spending still primarily focuses on improved, but still static, reporting. See the October 19, 2012, “The Future Of BI In Asia Pacific” report.

4 By 2016, smartphones and tablets will put power in the pockets of a billion global consumers. Mobile is not simply another device for IT to support with a shrunken website or a screen-scraped SAP application. Rather, mobile is the manifestation of a much broader shift to new systems of engagement. These systems of engagement help firms empower their customers, partners, and employees with context-aware apps and smart products. To remain vital in this business technology reformation, CIOs must step up and work with other executives to establish an “office of the chief mobility officer” to implement an enterprisewide mobile strategy. See the February 13, 2012, “Mobile Is The New Face Of Engagement” report.








5 Organizations in AP are increasing their investments in BI tools, technologies, and strategies. However, lack of internal expertise remains a significant barrier to adoption. Carefully evaluating and selecting external consultants with well-documented BI project experience in the region is therefore a critical success factor. Assessing the strengths and weaknesses of AP-based BI service providers requires a structured approach that measures all of the relevant factors affecting overall project success. See the July 10, 2013, “Evaluating BI Services In Asia Pacific” report.

6 Create a shortlist using our tool to find the right set of providers based on your technology requirements, industry, project size, and geographic scope. Eliminate or add partners based on factors such as your current strategic supplier list or past partner success or failure (and therefore image and reputation internally), plus references from peers. See the January 10, 2012, “Updated 2012: BI Service Provider Short-Listing Tool” report.

7 In the past few years, the BI services market has evolved significantly: advisory and management consulting firms have beefed up their implementation capabilities, while traditional development and outsourcing firms have rapidly acquired talent and built up management consulting and strategic advisory practices. In Forrester’s 53-criteria evaluation of BI services providers, we found 12 elite Leaders that all offer strong choices for BI services buyers: Accenture, Capgemini, Cognizant, CSC, Deloitte, HP, Infosys, KPMG, IBM, PwC, TCS, and Wipro. Numerous other options exist in this market that is in some ways very mature yet in other ways still evolving rapidly from global systems integrators to hundreds of second-tier midsize firms to thousands of boutiques. See the October 18, 2012, “The Forrester Wave™: Business Intelligence Services Providers, Q4 2012” report.







Forrester Research, Inc. (Nasdaq: FORR) is an independent research company that provides pragmatic and forward-thinking advice to global leaders in business and technology. Forrester works with professionals in 13 key roles at major companies providing proprietary research, customer insight, consulting, events, and peer-to-peer executive programs. For more than 29 years, Forrester has been making IT, marketing, and technology industry leaders successful every day. For more information, visit www.forrester.com. 92821

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