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Total Economic Impact
Cost Savings And Business Benefits Enabled By Brand Lift Solution
A FORRESTER TOTAL ECONOMIC IMPACT STUDY COMMISSIONED BY Happydemics, September 2025
Total Economic Impact
A FORRESTER TOTAL ECONOMIC IMPACT STUDY COMMISSIONED BY Happydemics, September 2025
Marketers rely on a variety of metrics to measure tactical and overall marketing performance. The new position of brand value — the monetary value of the brand — as a top five metric “reflects increasing pressure to build brands as sources of long-term financial impact.”1 Stronger alignment between measuring the impact of individual initiatives and long-term growth has become more critical over the past year.
Happydemics Brand lift enables adtech and media companies to offer a scalable key-in-hand solution to consistently and efficiently track and monitor marketers’ every campaign investment.
Happydemics commissioned Forrester Consulting to conduct a Total Economic Impact™ (TEI) study and examine the potential return on investment (ROI) enterprises may realize by deploying the cross-channel Brand lift solution.2 The purpose of this study is to provide readers with a framework to evaluate the potential financial impact of cross-channel Brand lift solution on their organizations.
To better understand the benefits, costs, and risks associated with this investment, Forrester interviewed four decision-makers with experience using Brand lift. For the purposes of this study, Forrester aggregated the experiences of the interviewees and combined the results into a single composite organization: a global digital adtech company with 5,000 customers and annual revenue of $250 million.
Interviewees said that prior to using Happydemics Brand lift, their organizations relied on fragmented, inconsistent, and costly measurement solutions. Prior attempts yielded limited success, making it difficult to scale measurement. These limitations led to missed opportunities for upgrading customer relationships and challenges in meeting advertiser expectations for outcome-based metrics.
After the investment in Brand lift, the interviewees reported a standardized, scalable, and cost-effective measurement offering that supported decision-making and client trust. Key results from the investment include broader adoption of brand measurement, decreased effort and costs, and increased client investment driven by improved insights and credibility.
Quantified benefits. Three-year, risk-adjusted present value (PV) quantified benefits for the composite organization include:
Incremental profit from high-value customers of $512,000. By consistently integrating Brand lift into strategic accounts, the organization increases trust and strategic alignment, leading to a 20% uplift in client investment.
Savings from standardizing and streamlining measurement of $254,000. The solution reduces internal setup time from 35 hours to 5.5 hours per study and lowers external costs from $5,000 to $1,700 per study.
Incremental profit from campaign upselling of $105,000. Bundling Brand lift into premium packages encourages midtier clients to increase spend to qualify for measurement.
Additional profit from new business of $54,000. Offering outcome-based measurement helps the composite organization win competitive pitches and attract new clients.
Unquantified benefits. Benefits that provide value for the composite organization but are not quantified for this study include:
Improved credibility and trust with advertisers. Third-party validation supports strategic conversations and builds confidence in campaign performance.
Increased differentiation in competitive pitches. Brand lift helps the organization stand out by offering outcome-based metrics.
Improved support for creative innovation and testing. Teams use Brand lift to validate new formats and messaging strategies.
Enhanced strategic planning and reporting. Insights are integrated into quarterly business reviews (QBRs) and annual planning.
Reinforced brand positioning. The solution supports the company’s premium, privacy-first positioning and helps maintain CPM rates.
Costs. Three-year, risk-adjusted PV costs for the composite organization include:
Happydemics platform access and Brand lift study credits costs of $485,000. This is based on study volume and average cost per credit.
Implementation, ongoing management, and support of $142,000. This includes training, vendor management, and internal enablement.
The financial analysis that is based on the interviews found that a composite organization experiences benefits of $925,000 over three years versus costs of $627,000, adding up to a net present value (NPV) of $298,000 and an ROI of 47%.
Return on investment (ROI)
Benefits PV
Net present value (NPV)
Payback
| Role | Industry | Region | Annual Revenue |
|---|---|---|---|
| Insights and research director | Data-driven advertising | Europe headquarters; global operations | $120 million to $150 million |
| Country manager | Video and advertising technology | Europe headquarters; European, Latin American, and US operations |
$75 million to $100 million |
| VP, global insights | Online media and streaming | Europe headquarters; global operations | $100 million to $200 million |
| Director, data partnerships | Advertising technology | North America headquarters; global operations | $50 million to $60 million |
Prior to adopting Happydemics Brand lift, interviewees described a fragmented and inefficient measurement environment. Their organizations relied on a mix of internal tools, ad hoc processes, and costly third-party providers to assess and measure the impact of their customers’ campaigns. These methods were often inconsistent across markets and channels, difficult to scale, and lacked the credibility of independent validation. As advertiser expectations shifted toward outcome-based metrics, these limitations became increasingly problematic.
Interviewees noted how their organizations struggled with common challenges, including:
Growing demand for outcome-based metrics. As advertisers became more sophisticated, they increasingly demanded proof of brand impact. Interviewees noted that their existing tools were insufficient to meet expectations, especially for upper- and mid-funnel campaigns where brand awareness and consideration were key objectives. And for any digital media inventory that was not interactive, typical media KPIs were not even available.
Time-consuming and unscalable measurement options. Interviewees described how ad hoc measurement studies required significant effort across multiple teams, including vendor selection, questionnaire design, campaign setup, and data analysis. This process was time-consuming and neither feasible at scale nor with the internal resources on hand as the number of campaigns increased and advertiser expectations evolved.
High costs that limited the reach of ad hoc survey studies. Custom measurement partners charged premium rates, making survey studies financially viable only for large campaigns. This created a barrier to entry for smaller clients and prevented organizations from offering measurement as a standard part of service.
Lack of standardization and third-party credibility. Measurement methodologies varied by market and partner, leading to inconsistent results and difficulty comparing performance across campaigns. Internal solutions lacked the independence needed to build trust with advertisers, particularly in privacy-first environments where traditional tracking was no longer possible.
The interviewees searched for a solution that could:
Standardize brand impact measurement across markets and channels. Interviewees needed a consistent methodology that could be applied globally across online, video, CTV, and noninteractive digital media campaigns to ensure comparability and reliability of results. The insights and research director at a data-driven advertising firm explained: “We didn’t run a formal RFP but consulted several research firms. Happydemics doesn’t use panels, which suited us.”
Reduce operational burden and improve potential scalability. Interviewees’ organizations sought a solution that would minimize internal effort and streamline setup, execution, and reporting of brand impact, enabling teams to scale measurement across more campaigns without increasing headcount.
Offer cost-effective measurement to support broader adoption. Interviewees required a pricing model that would allow them to include measurement in more campaigns, including midsize and test campaigns, without eroding margins or requiring additional client investment.
Provide third-party credibility and independence. To build trust with advertisers and agencies, interviewees prioritized a solution that would deliver independent, unbiased measurement results, especially in privacy-first environments where internal tracking was no longer possible. The insights and research director in data-driven advertising explained: “When we stopped tracking cookies, it became technically harder to find exposed audiences. We started relying more on third-party providers like Happydemics, especially for strategic clients or large investments. Using a third party adds credibility — it’s a neutral source.”
Support evolving advertiser expectations for outcome-based metrics. Interviewees looked for a partner that could help them meet growing demand for brand impact measurement, enabling them to demonstrate the effectiveness of creative and media strategies beyond traditional media KPIs.
Based on the interviews, Forrester constructed a TEI framework, a composite company, and an ROI analysis that illustrates the areas financially affected. The composite organization is representative of the interviewees’ organizations, and it is used to present the aggregate financial analysis in the next section. The composite organization has the following characteristics:
Description of composite. The composite organization is a global digital adtech company specializing in digital noninteractive media, including digital out-of-home (DOOH) and connected TV (CTV). The company is based in New York to be close to media companies, agencies, and large customers. It operates across North America, Europe, and parts of Asia, serving premium advertisers in verticals such as luxury, automotive, and consumer electronics.
The company differentiates itself through proprietary technology and a strong focus on brand-safe, high-attention environments. While global in reach, it maintains a niche positioning by focusing on curated placements and advanced targeting capabilities.
Measurement for brand campaigns is complicated given the noninteractive nature of the company’s media portfolio. The enterprise needs a consistent, scalable approach from a trusted third-party supplier to support its business development.
Deployment. The organization launched Brand lift in three phases:
In phase 1 (months 1 through 6), the team pilots Brand lift in the New York market to test client response, ease of use, and data quality. A small cross-functional team proposes and runs studies, concentrating on large, strategic clients while also refining workflows and gathering feedback.
During phase 2 (months 7 through 18), the company expands to other US markets and begins piloting in Europe. The firm also begins testing with smaller customers and during new business pitches. The composite trains broader teams, embeds Brand lift into sales playbooks and proposals, and bundles it into premium packages to drive upsell and new business opportunities.
By phase 3 (months 19 through 36), Brand lift is integrated into eligible campaigns. The composite completes its European rollout, while the operations team automates workflows using APIs and streamlined reporting. Client-facing teams use insights to support client strategy, QBRs, and sales enablement.
$250 million revenue
Digital noninteractive media specialist
110 customer-facing employees
5,000 customers
Deployed in the US and Europe
| Ref. | Benefit | Year 1 | Year 2 | Year 3 | Total | Present Value |
|---|---|---|---|---|---|---|
| Atr | Incremental profit from high-value customers | $89,100 | $181,764 | $374,220 | $645,084 | $512,375 |
| Btr | Savings from standardizing and streamlining measurement | $102,087 | $102,087 | $102,087 | $306,261 | $253,875 |
| Ctr | Incremental profit from campaign upselling | $19,238 | $35,269 | $77,591 | $132,098 | $104,932 |
| Dtr | Additional profit from new business | $0 | $24,300 | $44,550 | $68,850 | $53,554 |
| Total benefits (risk-adjusted) | $210,425 | $343,420 | $598,448 | $1,152,293 | $924,736 |
Evidence and data. Interviewees reported that consistently integrating Brand lift for their largest advertisers led to measurable profit gains. High-value customers (HVCs), which often invest more than $1 million annually, benefited from strategic account management supported by Brand lift insights. The VP global insights at an online media company described this as a “white-glove service.” Brand lift results reassured clients and enabled more consultative relationships between customers and sales teams. Interviewees also spoke of the following impacts:
Brand lift was used consistently across channels and markets by customers.
Offering Brand lift enabled better and more complete, consultative account management, built on real-time benchmarks and results. The insights and research director at data-driven advertising firm said: “We don’t run Brand lift for every campaign. We use it mostly with our top 5% to 10% of clients.”
The data partnerships director at an advertising technology company mentioned that his organisation’s high-value customers increased their investment by 20%.
Modeling and assumptions. Based on the customer interviews, Forrester estimates the following for the composite organization:
Three percent of the composite organization’s customers are HVCs, with an average spend of at least $1 million.
The top 3% to 5% of advertisers invest more than $1 million annually.
Clients increase their annual spend by 20%, driven by improved trust, proven value, and strategic alignment.
One-third (33%) of this uplift is attributable to Brand lift.
Customers deploy multiple studies.
Risks. Other organizations may realize different results due to the following variables:
Not all HVCs may respond equally to Brand lift insights.
Other factors (e.g., service quality or pricing) also influence spend.
Strategic alignment may take time to develop.
Results. To account for these risks, Forrester adjusted this benefit downward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $512,000.
Lift in customer spend
| Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|
| A1 | HVCs impacted | Composite | 10 | 17 | 30 | |
| A2 | Average revenue uplift per HVC | Interviews | $200,000 | $240,000 | $280,000 | |
| A3 | Incremental revenue from HVCs | A1*A2 | $2,000,000 | $4,080,000 | $8,400,000 | |
| A4 | Attribution to Brand lift | Interviews | 33% | 33% | 33% | |
| A5 | EBITDA margin | TEI methodology | 15% | 15% | 15% | |
| At | Incremental profit from high-value customers | A3*A4*A5 | $99,000 | $201,960 | $415,800 | |
| Risk adjustment | ↓10% | |||||
| Atr | Incremental profit from high-value customers (risk-adjusted) | $89,100 | $181,764 | $374,220 | ||
| Three-year total: $645,084 | Three-year present value: $512,375 | |||||
Evidence and data. Prior to implementing Brand lift, measurement at interviewees’ organizations was handled via costly third-party vendors and manual internal processes. Interviewees reported significant time and cost savings after adopting Brand lift.
Interviewees described their prior measurement studies’ process as manual and time-consuming prior to rolling out Brand lift. The insights and research director at a data-driven advertising company said, “We used to run Brand lift studies manually, which took hours and limited how many we could do.” He further highlighted the time savings obtained with Happydemics. He mentioned, “With Happydemics, setup takes 10 minutes, and we can scale it across markets.” Interviewees also said that their organizations would have been unable to deploy more in-house studies with their previous levels of teams and resources. The data partnerships director at an advertising technology firm said: “[Without Happydemics], we wouldn’t be able to do the volume we are doing now. Which means that we wouldn’t have the value proposition on our website through case studies, which in turn would lower confidence altogether.”
Modeling and assumptions. Based on the customer interviews, Forrester estimates the following for the composite organization:
The composite organization saves on two fronts by working with Happydemics: The time spent internally managing each study is less, and external, out-of-pocket cost of the studies are lower.
Before Brand lift, the composite deployed an average of 35 hours of senior insights time to develop and qualitatively manage one ad hoc research study. Studies took weeks to run and report.
With Brand lift, a streamlined system enables client and insights team members to manage setup and reporting in 5.5 hours. Results and recommendations arrive in clients’ hands in time to optimize or extend campaigns.
Before, outsourcing an ad hoc study cost an average of $5,000.
With Happydemics Brand lift, each study’s cost is $1,700.
Risks. Other organizations may realize different results due to the following variables:
Study volume will vary year to year.
Some studies may still require external support.
The training and profiles of those leveraging Brand lift for customers may vary.
Internal coordination costs may rise more with higher adoption of Brand lift.
Results. To account for these risks, Forrester adjusted this benefit downward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $254,000.
Reduction in time spent managing and measuring studies
| Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|
| B1 | Baseline study setup, management, and reporting time (hours per study, internal) | Interviews | 35 | 35 | 35 | |
| B2 | Fully burdened hourly rate for an insights director | Composite | $132 | $132 | $132 | |
| B3 | External costs per study | Interviews | $5,000 | $5,000 | $5,000 | |
| B4 | Baseline: internal and external costs per study | (B1*B2)+B3 | $9,620 | $9,620 | $9,620 | |
| B5 | Study setup, management, and reporting with Brand lift (hours per study) | Interviews | 5.5 | 5.5 | 5.5 | |
| B6 | Fully burdened hourly rate for client and insights team members | Composite | $65 | $65 | $65 | |
| B7 | External costs per study with Brand lift | Interviews | $1,700 | $1,700 | $1,700 | |
| B8 | Cost per study with Brand lift | B5*B6+B7 | $2,058 | $2,058 | $2,058 | |
| B9 | Total studies run per year | Composite | 15 | 15 | 15 | |
| Bt | Savings from standardizing and streamlining measurement | (B4-B8)*B9 | $113,430 | $113,430 | $113,430 | |
| Risk adjustment | ↓10% | |||||
| Btr | Savings from standardizing and streamlining measurement (risk-adjusted) | $102,087 | $102,087 | $102,087 | ||
| Three-year total: $306,261 | Three-year present value: $253,875 | |||||
Evidence and data. Interviewees noted that Brand lift studies encouraged clients to increase campaign budgets to qualify for measurement or to gain insights. This upsell effect was particularly strong for midtier clients and test campaigns. Bundling Brand lift into premium packages helped increase deal sizes at their organizations in two ways:
Interviewees noted that Brand lift helped to increase business with existing customers. The data partnerships director at an advertising technology organization said: “Brand lift is a door opener. … Repeat business among existing clients has been the biggest driver of growth. We’ve easily seen a 20% increase in business increase. In some cases, clients doubled their spend within six months.”
They also noted that demand for measurement insights drove upsell opportunities. The data partnerships director explained: “the benchmark capabilities are definitely one of the key reasons for using Happydemics.”
Modeling and assumptions. Based on the customer interviews, Forrester estimates the following for the composite organization:
The composite organization runs thousands of campaigns annually. During ramp-up, teams propose Brand lift for a small set of strategic or high-visibility brand campaigns that would benefit from the insights.
Offering Brand lift to customers beyond HVCs begins as a pilot. When it proves successful, the number of campaigns grows, and the offer is extended to other offices and regions.
Before Brand lift, the average value per campaign was $25,000.
Clients increase spend by 20% to qualify for and benefit from Brand lift.
The composite runs one study per campaign.
Positive results demonstrated by a Brand lift study enable 15% of customers to rapidly extend or restart campaigns, resulting in accelerated additional sales.
Forrester assumes that subsequent campaigns are at a similar level of investment as the first.
Risks. Other organizations may realize different results due to the following variables:
Not all clients may value Brand lift equally.
Budget increases may be constrained by external factors.
Other bundled services may contribute to upsell.
Results. To account for these risks, Forrester adjusted this benefit downward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $105,000.
Percentage of campaigns extended
| Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|
| C1 | Additional campaigns | Interviews | 15 | 25 | 50 | |
| C2 | Average baseline campaign value (existing customers) | Interviews | $25,000 | $27,500 | $30,250 | |
| C3 | Sales uplift percentage | Interviews | 20% | 20% | 20% | |
| C4 | Sales uplift | C2*C3 | $5,000 | $5,500 | $6,050 | |
| C5 | Average campaign value | C2+C4 | $30,000 | $33,000 | $36,300 | |
| C6 | Sales acceleration | Interviews | 15% | 15% | 15% | |
| C7 | Incremental campaign upsell revenue | (C1*C4)+(C1*C5*C6) | $142,500 | $261,250 | $574,750 | |
| C8 | EBITDA margin | TEI methodology | 15% | 15% | 15% | |
| Ct | Incremental profit from campaign upselling | C6*C7 | $21,375 | $39,188 | $86,213 | |
| Risk adjustment | ↓10% | |||||
| Ctr | Incremental profit from campaign upselling (risk-adjusted) | $19,238 | $35,269 | $77,591 | ||
| Three-year total: $132,098 | Three-year present value: $104,932 | |||||
Evidence and data. Interviewees cited Brand lift as a differentiator in competitive pitches, helping them to win new clients. They said that offering outcome-based measurement helped close deals, especially with brand-focused advertisers. According to the VP of global insights at an online media organization: “Brand lift gives our sales team a differentiator. It’s helped us win more competitive pitches.”
Interviewees noted that including Brand lift in proposals increased credibility and accelerated decision-making during new-business pitches. The insights and research director at a data-driven advertising firm described how Happydemics contributes to increased credibility. He said: “It’s a simple, scalable tool that supports our positioning as a premium media partner.” The data partnerships director at an advertising technology organization highlighted the impact of Happydemics on winning new clients. He said: “We’ve seen a 30% increase with companies that started to do business with us because of the research.”
Modeling and assumptions. Based on the customer interviews, Forrester estimates the following for the composite organization:
Brand lift is offered to a limited number of high-potential and visible new customers as a pilot starting in Year 2. The number of campaigns grows as the offer is extended to other offices.
Before Brand lift, the average value per campaign for new customers was $15,000.
New clients increase spend by 20% so they can access a Brand lift study to better understand the impact of the new channel or media impact on their campaign.
Forrester assumes that the composite conducts one Brand lift study per campaign.
Half of the new customers who benefit from Brand lift rapidly reengage with an extended or new campaign. The study provides results and insights that reassure new customers about the effectiveness of the channel.
The second campaign plans for a similar level of investment as the first.
Risks. Other organizations may realize different results due to the following variables:
The organization’s internal resources to acquire new clients.
Results. To account for these risks, Forrester adjusted this benefit downward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $54,000.
Percentage of new clients who reengage
| Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|
| D1 | Additional campaigns from new customers | Interviews | 0 | 15 | 25 | |
| D2 | Average baseline campaign value for new customers | Interviews | $0 | $15,000 | $16,500 | |
| D3 | Sales uplift percentage | Interviews | 0% | 20% | 20% | |
| D4 | Sales uplift | D2*D3 | $0 | $3,000 | $3,300 | |
| D5 | Average campaign value | D2+D4 | $0 | $18,000 | $19,800 | |
| D6 | Sales acceleration rate | Interviews | 0% | 50% | 50% | |
| D7 | Total additional campaign revenue from new customers | (D1*D4)+(D1*D5*D6) | $0 | $180,000 | $330,000 | |
| D8 | EBITDA margin | TEI methodology | 0% | 15% | 15% | |
| Dt | Additional profit from new business | D7*D8 | $0 | $27,000 | $49,500 | |
| Risk adjustment | ↓10% | |||||
| Dtr | Additional profit from new business (risk-adjusted) | $0 | $24,300 | $44,550 | ||
| Three-year total: $68,850 | Three-year present value: $53,554 | |||||
Interviewees mentioned the following additional benefits that their organizations experienced but were not able to quantify:
Improved credibility and trust with advertisers. By using a third-party measurement provider, the composite organization enhances its credibility with clients and agencies. This independence helps validate campaign performance and supports strategic conversations with senior stakeholders.
Increased differentiation in competitive pitches. Brand lift enables the composite organization to stand out in RFPs and sales conversations by offering outcome-based measurement. This is particularly valuable when competing against large platforms or when pitching to brand advertisers.
Boosted support for creative innovation and testing. The ability to measure impact allows the composite organization to test and validate new creative formats, messaging strategies, and audience segments. This supports internal innovation and provides insights that can help clients optimize their campaigns over time.
Enhanced strategic planning and reporting. Brand lift results are used in QBRs, annual planning, and cross-functional reporting. This helps internal teams align on performance metrics and supports more data-driven decision-making.
Reinforced brand positioning as a premium media partner. Offering Brand lift measurement aligns with the composite organization’s positioning as a high-quality, privacy-first media platform. It signals a commitment to transparency, accountability, and long-term brand building, and it contributes to the company maintaining its CPM rates.
The value of flexibility is unique to each customer. There are multiple scenarios in which a customer might implement Brand lift and later realize additional uses and business opportunities, including:
Creative testing and optimization. The composite organization uses Brand lift to compare the performance of different creatives, formats, and messages. In addition to data-driven creative and product development, Brand lift supports A/B testing strategies, particularly for high-investment campaigns.
Support for new business models and premium packaging. Brand lift is used to develop new pricing and offerings, such as bundling measurement into premium campaign tiers, or as part of a series of campaigns. This enables media companies to articulate and differentiate their services
Cross-market and cross-channel measurement. As the organization expands into new regions and channels, Brand lift provides consistent measurement that can be scaled across markets and media. Global alignment simplifies comparison and reporting for multinational clients.
Strategic insights for product and format innovation. Brand lift data is used to validate the impact of new ad formats or targeting strategies, helping internal teams prioritize innovation efforts and demonstrate the value of proprietary offerings to clients.
Integration into broader measurement ecosystems. The composite organization leverages opportunities to integrate Brand lift into its broader analytics stack, including dashboards, QBRs, and client-facing reporting tools.
| Ref. | Cost | Initial | Year 1 | Year 2 | Year 3 | Total | Present Value |
|---|---|---|---|---|---|---|---|
| Etr | Happydemics platform access and Brand lift study credits | $0 | $93,500 | $187,000 | $327,250 | $607,750 | $485,413 |
| Ftr | Implementation, ongoing management, and support | $18,757 | $42,746 | $48,374 | $58,510 | $168,386 | $141,554 |
| Total costs (risk-adjusted) | $18,757 | $136,246 | $235,374 | $385,760 | $776,136 | $626,967 |
Evidence and data. Interviewees reported that Happydemics was their largest research expense but that it was justified by its value. They said they spent 176,000 to $243,000 annually on Happydemics credits. Interviewees explained that pricing was based on credit volume and varied by region and usage. The global insights VP at an online media company noted: “We negotiated a global contract to support our scale. The pricing is competitive compared to other providers.”
Modeling and assumptions. Based on the customer interviews, Forrester estimates the following for the composite organization:
The composite completes 50 studies in Year 1, 100 in Year 2, and 175 in Year 3.
The average cost per credit is $1,700.
The composite does not incur any additional platform access costs.
Risks. Other organizations may realize different results due to the following variables:
Credit usage may fluctuate.
Additional credits may be necessary for multicreative or multichannel studies.
Pricing may vary by region or contract renewal terms.
Results. To account for these risks, Forrester adjusted this cost upward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $485,000.
Average cost per study
| Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 |
|---|---|---|---|---|---|---|
| E1 | Happydemics platform access and Brand lift study credits | Composite | $0 | $85,000 | $170,000 | $297,500 |
| Et | Happydemics platform access and Brand lift study credits | E1 | $0 | $85,000 | $170,000 | $297,500 |
| Risk adjustment | ↑10% | |||||
| Etr | Happydemics platform access and Brand lift study credits (risk-adjusted) | $0 | $93,500 | $187,000 | $327,250 | |
| Three-year total: $607,750 | Three-year present value: $485,413 | |||||
Evidence and data. Interviewees reported that onboarding was straightforward and required minimal training.
Onboarding required 2 to 4 hours per person, typically delivered via webinars or internal training sessions. The country manager at a video and advertising technology firm said: “We did a few hours of training per team. It was easy to adopt, and the platform is intuitive.” The insights and research director at a data-driven advertising firm noted: “We created internal documentation and FAQs to support onboarding. After running a few studies, teams are autonomous.”
Training was scalable across regions for the interviewees’ organizations.
Modeling and assumptions. Based on the customer interviews, Forrester estimates the following for the composite organization:
Two members of the insights team dedicate 20% of their time to managing Brand lift, training and supporting users in understanding, presenting, and applying results and insights gleaned. Responsibilities include training, managing the vendor, and supporting teams with research and measurement expertise.
Rollout begins in the New York region and expands to cover all US and European markets over three years. In Year 1, the composite pilots the platform in New York. In Year 2, the company rolls out the platform in the US and tests it in Europe. In Year 3, the full European rollout takes place.
The average fully burdened hourly rate for an insights team member tasked with implementation, management, and support is $70.
The composite trains 85 employees from sales, operations, and customer success.
Risks. Other organizations may realize different results due to the following variables:
Training time may vary by role and region.
Results. To account for these risks, Forrester adjusted this cost upward by 15%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $142,000.
Reduction in time needed for a Brand lift study
| Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 |
|---|---|---|---|---|---|---|
| F1 | Platform onboarding and optimization time, including relationship management, training delivery, and reporting effort (hours) | Interviews | 173 | 416 | 466 | 522 |
| F2 | FTEs requiring training | Composite | 15 | 20 | 20 | 30 |
| F3 | Annual training time per employee (hours) | Interviews | 4 | 4 | 4 | 4 |
| F4 | Total training time (hours) | F2*F3 | 60 | 80 | 80 | 120 |
| F5 | Additional support and onboarding (hours) | Composite | 0 | 35 | 55 | 85 |
| F6 | Average fully burdened hourly rate for an insights team member | Composite | $70 | $70 | $70 | $70 |
| Ft | Implementation, ongoing management, and support | (F1+F4+F5)*F6 | $16,310 | $37,170 | $42,064 | $50,878 |
| Risk adjustment | ↑15% | |||||
| Ftr | Implementation, ongoing management, and support (risk-adjusted) | $18,757 | $42,746 | $48,374 | $58,510 | |
| Three-year total: $168,386 | Three-year present value: $141,554 | |||||
| Initial | Year 1 | Year 2 | Year 3 | Total | Present Value | |
|---|---|---|---|---|---|---|
| Total costs | ($18,757) | ($136,246) | ($235,374) | ($385,760) | ($776,136) | ($626,967) |
| Total benefits | $0 | $210,425 | $343,420 | $598,448 | $1,152,293 | $924,736 |
| Net benefits | ($18,757) | $74,179 | $108,046 | $212,688 | $376,157 | $297,769 |
| ROI | 47% | |||||
| Payback | <6 months |
The financial results calculated in the Benefits and Costs sections can be used to determine the ROI, NPV, and payback period for the composite organization’s investment. Forrester assumes a yearly discount rate of 10% for this analysis.
These risk-adjusted ROI, NPV, and payback period values are determined by applying risk-adjustment factors to the unadjusted results in each Benefit and Cost section.
The initial investment column contains costs incurred at “time 0” or at the beginning of Year 1 that are not discounted. All other cash flows are discounted using the discount rate at the end of the year. PV calculations are calculated for each total cost and benefit estimate. NPV calculations in the summary tables are the sum of the initial investment and the discounted cash flows in each year. Sums and present value calculations of the Total Benefits, Total Costs, and Cash Flow tables may not exactly add up, as some rounding may occur.
From the information provided in the interviews, Forrester constructed a Total Economic Impact™ framework for those organizations considering an investment in Cross-channel Brand lift solution.
The objective of the framework is to identify the cost, benefit, flexibility, and risk factors that affect the investment decision. Forrester took a multistep approach to evaluate the impact that Cross-channel Brand lift solution can have on an organization.
Interviewed Happydemics stakeholders and Forrester analysts to gather data relative to Cross-channel Brand lift solution.
Interviewed four decision-makers at organizations using Cross-channel Brand lift solution to obtain data about costs, benefits, and risks.
Designed a composite organization based on characteristics of the interviewees’ organizations.
Constructed a financial model representative of the interviews using the TEI methodology and risk-adjusted the financial model based on issues and concerns of the interviewees.
Employed four fundamental elements of TEI in modeling the investment impact: benefits, costs, flexibility, and risks. Given the increasing sophistication of ROI analyses related to IT investments, Forrester’s TEI methodology provides a complete picture of the total economic impact of purchase decisions. Please see Appendix A for additional information on the TEI methodology.
Benefits represent the value the solution delivers to the business. The TEI methodology places equal weight on the measure of benefits and costs, allowing for a full examination of the solution’s effect on the entire organization.
Costs comprise all expenses necessary to deliver the proposed value, or benefits, of the solution. The methodology captures implementation and ongoing costs associated with the solution.
Flexibility represents the strategic value that can be obtained for some future additional investment building on top of the initial investment already made. The ability to capture that benefit has a PV that can be estimated.
Risks measure the uncertainty of benefit and cost estimates given: 1) the likelihood that estimates will meet original projections and 2) the likelihood that estimates will be tracked over time. TEI risk factors are based on “triangular distribution.”
The present or current value of (discounted) cost and benefit estimates given at an interest rate (the discount rate). The PV of costs and benefits feed into the total NPV of cash flows.
The present or current value of (discounted) future net cash flows given an interest rate (the discount rate). A positive project NPV normally indicates that the investment should be made unless other projects have higher NPVs.
A project’s expected return in percentage terms. ROI is calculated by dividing net benefits (benefits less costs) by costs.
The interest rate used in cash flow analysis to take into account the time value of money. Organizations typically use discount rates between 8% and 16%.
The breakeven point for an investment. This is the point in time at which net benefits (benefits minus costs) equal initial investment or cost.
Total Economic Impact is a methodology developed by Forrester Research that enhances a company’s technology decision-making processes and assists solution providers in communicating their value proposition to clients. The TEI methodology helps companies demonstrate, justify, and realize the tangible value of business and technology initiatives to both senior management and other key stakeholders.
1 Source: The State Of B2C Marketing Measurement, 2024, Forrester Research, Inc., March 12, 2025.
2 Total Economic Impact is a methodology developed by Forrester Research that enhances a company’s technology decision-making processes and assists solution providers in communicating their value proposition to clients. The TEI methodology helps companies demonstrate, justify, and realize the tangible value of business and technology initiatives to both senior management and other key stakeholders.
Readers should be aware of the following:
This study is commissioned by Happydemics and delivered by Forrester Consulting. It is not meant to be used as a competitive analysis.
Forrester makes no assumptions as to the potential ROI that other organizations will receive. Forrester strongly advises that readers use their own estimates within the framework provided in the study to determine the appropriateness of an investment in Cross-channel Brand lift solution. For any interactive functionality, the intent is for the questions to solicit inputs specific to a prospect's business. Forrester believes that this analysis is representative of what companies may achieve with the cross-channel Brand lift solution based on the inputs provided and any assumptions made. Forrester does not endorse Happydemics or its offerings. Although great care has been taken to ensure the accuracy and completeness of this model, Happydemics and Forrester Research are unable to accept any legal responsibility for any actions taken on the basis of the information contained herein. The interactive tool is provided ‘AS IS,’ and Forrester and Happydemics make no warranties of any kind.
Happydemics reviewed and provided feedback to Forrester, but Forrester maintains editorial control over the study and its findings and does not accept changes to the study that contradict Forrester’s findings or obscure the meaning of the study.
Happydemics provided the customer names for the interviews but did not participate in the interviews.
Mary Kemp
September 2025
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© 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, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies.
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