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Total Economic Impact
Cost Savings And Business Benefits Enabled By Jasper
A FORRESTER TOTAL ECONOMIC IMPACT STUDY COMMISSIONED BY Jasper, August 2025
Total Economic Impact
A FORRESTER TOTAL ECONOMIC IMPACT STUDY COMMISSIONED BY Jasper, August 2025
Marketing organizations today face mounting pressure to produce high volumes of high-quality content at speed and scale, often with fewer resources. Teams are constrained by content bottlenecks, inconsistent brand voice, and underutilized talent, all of which hinder their ability to respond to market opportunities in real time. This study explores how leading enterprises are addressing these challenges through AI-driven content solutions that streamline workflows, enhance brand consistency, and unlock new levels of productivity and agility across marketing operations.
Jasper is a specialized platform that brings artificial intelligence into every part of a marketing team’s work. It uses flexible technology and built-in brand and company knowledge, as well as marketing best practices, to help teams scale high-quality, on-brand content and automate time-consuming workflows. By working directly within existing processes and systems, Jasper helps teams move faster, stay on brand, and get more done with less effort.
Jasper commissioned Forrester Consulting to conduct a Total Economic Impact™ (TEI) study and examine the potential return on investment (ROI) enterprises may realize by deploying Jasper.1 The purpose of this study is to provide readers with a framework to evaluate the potential financial impact of Jasper on their marketing organizations.
To better understand the benefits, costs, and risks associated with this investment, Forrester interviewed decision-makers at four organizations with experience using Jasper. For the purposes of this study, Forrester aggregated the experiences of the interviewees and combined the results into a single composite organization. This composite represents a global enterprise operating across diverse industries, with headquarters in both the United States and Europe. The organization generates $46 billion in annual revenue, employs 53,000 people, and has 300 active Jasper users. It is characterized by an efficiency-driven transformation strategy, a strong focus on ROI, an AI-forward marketing culture, and a content-driven operational model. Each year, the organization produces a total of 31,200 content pieces, 30,000 of which are created internally by employees, while 1,200 are outsourced to external agencies.
Interviewees said that prior to using Jasper, their organizations relied heavily on manual content creation, disconnected tools, and overburdened teams. Previous attempts to improve these processes had limited success, resulting in inconsistent messaging, slow campaign execution, and a heavy dependence on external vendors. These challenges made it difficult to scale marketing efforts, meet deadlines, and maintain quality and brand consistency.
After the investment in Jasper, the interviewees described a shift toward more efficient, consistent, and scalable marketing operations. Key results from the investment include faster content production, reduced reliance on outside agencies, and improved productivity that led to organizational scale. The marketing director at a financial services organization said, “Jasper has made the process much more efficient. The people working on content creation can handle more. Jasper is giving them a 75% head start.”
Quantified benefits. Three-year, risk-adjusted present value (PV) quantified benefits for the composite organization include:
Annual time savings due to optimized content creation, worth $2.2 million over three years. Jasper enables the composite’s marketing teams to accelerate the creation of content by automating repetitive and time-consuming writing tasks. With widespread adoption across the composite organization, users can produce a high volume of content more efficiently. This time savings allows teams to shift their focus from routine production to more strategic, creative, and impactful work, ultimately enhancing productivity and campaign velocity.
Avoided cost of hiring agencies to produce content pieces, worth $1.1 million over three years. Prior to adopting Jasper, the composite organization relied on external agencies to produce a significant portion of its content. With Jasper, its marketing teams are now able to generate this content internally, maintaining both quality and speed. This shift reduces the need for outsourcing, improves turnaround times, and gives the composite organization greater control over messaging and brand alignment.
Accelerated campaign timelines through reducing review cycles by increasing content quality and consistency, worth $148,000 over three years. Jasper helps the composite organization enforce brand standards across teams and regions, reducing inconsistencies and the need for rework. By aligning content with predefined brand voices and templates, Jasper minimizes the number of revisions typically required during the review process. This not only improves the quality and consistency of brand-sensitive content but also streamlines approvals, allowing teams to move faster and with greater confidence in the final output.
Unquantified benefits. Benefits that provide value for the composite organization but are not quantified for this study include:
Improved content quality and brand alignment. Jasper helps the composite’s teams maintain consistency across brand tone, terminology, style, and messaging by training the platform on organization-specific brand guidelines. This ensures content reflects brand standards across teams and regions, resonates with target audiences, and reduces variability in messaging.
Empowered nonwriters to contribute effectively to content creation. Jasper empowers the composite’s nonwriters, such as project managers and junior marketers, to contribute high-quality, on-brand content. This reduces bottlenecks, eases the burden on copywriting resources, and expands the composite organization’s content capacity without requiring additional headcount.
Increased team agility and operational resilience. Jasper supports continuity at the composite during resource gaps, such as onboarding new team members, by enabling others to step in and maintain campaign momentum. This prevents burnout, shortens ramp time for new hires, and ensures consistent delivery — even during peak periods.
Fostered a culture of AI adoption and literacy. The composite organization builds a “next-generation” marketing culture through Jasper, supported by internal champions, AI councils, and training programs. This fosters enterprisewide AI literacy and positions teams for long-term innovation.
Enabled marketing professionals to focus on higher-impact, strategic work.
Jasper reduces time spent on repetitive content tasks, allowing marketing professionals at the composite to concentrate on strategic initiatives. This shift enhances team effectiveness, supports long-term planning, and improves alignment with business goals.
Costs. Three-year, risk-adjusted PV costs for the composite organization include:
Initial setup and implementation of $53,000. The composite organization incurs a one-time implementation cost to deploy Jasper. This includes 120 hours of internal labor from five marketing professionals to configure the platform, integrate it into workflows, and onboard users. While relatively low, this upfront investment is essential to ensure a smooth rollout and early adoption success. The cost is risk-adjusted to reflect potential delays in adoption and integration challenges.
Annual subscription fees of $671,000. The composite organization licenses Jasper for 300 users. This subscription grants access to the platform’s full suite of AI-powered content tools. As usage scales and new features are introduced, the composite organization anticipates modest cost increases. This line item represents the largest share of total costs and is critical to sustaining ongoing value from the solution.
Ongoing labor and management of $50,000. Minimal internal effort is required to manage Jasper post-deployment. A mid-level marketing or operations lead spends approximately 2 to 3 hours per week on administrative tasks such as monitoring usage, managing licenses, and coordinating with Jasper’s support team. This low overhead reflects the platform’s ease of use and strong vendor support with costs adjusted to account for potential increases in oversight as adoption grows.
The financial analysis that is based on the interviews found that a composite organization experiences benefits of $3.4 million over three years versus costs of $774,000, adding up to a net present value (NPV) of $2.6 million and an ROI of 342%.
Improved report production time
Return on investment (ROI)
Benefits PV
Net present value (NPV)
Payback
| Role | Industry | Headquarters | Geographical Focus | Annual Revenue | Number Of Employees |
|---|---|---|---|---|---|
|
Global head of emerging technology AI program lead |
Real estate | United States | Global | $10B | 50,000 |
| Marketing director | Financial services | United States | Global | $70B | 40,000 |
|
Senior vice president of product marketing Generative AI marketing manager |
Technology | United States | Global | $100B | 100,000 |
| Director of digital marketing | Information services | The Netherlands | Global | $5B | 21,000 |
Interviewees noted how their organizations struggled with common challenges, including the following:
Time to market was too slow. The interviewees’ organizations found it difficult to respond quickly to market opportunities or support sales teams in real time. In some cases, entire campaign windows were missed due to delays in content production and approvals.
Brand voice and messaging were inconsistent. Without centralized tools or templates, content varied widely in tone and terminology across teams and regions at the interviewees’ organizations. Maintaining a consistent brand voice required multiple rounds of review and revision, which slowed delivery and increased the risk of off-brand messaging.
General-purpose AI tools failed to deliver impact. Some interviewees said their teams experimented with horizontal AI tools like chat assistants or copilots, but these solutions often produced inconsistent outputs and lacked integration with brand standards or workflows. As a result, they did not meaningfully improve efficiency or content quality.
Content bottlenecks delayed execution. Teams at the interviewees’ organizations frequently had strong strategies in place but were unable to execute them on time due to delays in content creation. Campaigns were often stalled and, in some cases, go-to-market timelines were missed entirely because content simply wasn’t ready.
Manual content creation was time-consuming and inefficient. Interviewees reported that their marketers spent hours writing emails, social posts, landing pages, and other assets from scratch. This slowed down production and made it difficult to keep up with growing content demands, especially as campaign volume increased.
Teams lacked scalability. With limited headcount and tighter budgets, marketing teams at the interviewees’ organizations struggled to meet the volume of content needed to support their initiatives. Even high-priority campaigns were sometimes delayed or deprioritized due to bandwidth constraints.
AI adoption lacked structure and governance. Many interviewees said their organizations had not formalized their AI programs, leading to fragmented experimentation without clear goals, measurement, or oversight. This limited the ability to scale AI use and realize its full potential across the marketing function.
Skilled professionals were underutilized. According to interviewees, high-value team members were spending too much time on repetitive, low-impact tasks such as formatting documents or writing meta descriptions. This limited their ability to focus on strategic work and contributed to inefficiency and burnout.
The interviewees searched for a solution that could:
Support faster campaign execution and product launches. Interviewees emphasized the need to reduce time to market for new campaigns and product rollouts. Jasper enabled their teams to move from strategy to execution more quickly, helping them capitalize on market opportunities and meet internal SLAs.
Accelerate content production without sacrificing quality. According to interviewees, their organizations needed to reduce the time required to create and publish content. The global head of emerging technology at a real estate firm reported reducing the production time for 1,700 reports created in a year from three weeks to one week. The senior vice president of product marketing at a technology company said, “We’ve gone from writing a blog in six weeks to two days. Jasper is a major part of that.”
Ensure brand consistency across teams and regions. Interviewees emphasized the need for a solution that could enforce brand voice, tone, and style at scale. The director of digital marketing at an information services company said they trained Jasper on over 25 brand voices to ensure content aligned with internal standards and compliance requirements.
Reduce reliance on external agencies and freelancers. Several interviewees reported their organizations aimed to bring more content creation in-house to reduce the need for freelance copywriters, lower other costs, and improve turnaround times. The director of digital marketing at an information services company said, “We don’t need to have a translation agency. Jasper’s helping us.”
Integrate seamlessly into existing marketing workflows. Interviewees looked for a solution that could embed into their organizations’ current systems and processes, supporting campaign execution, personalization, and performance tracking without disruption.
Support scalable operations with limited headcount. With shrinking teams and growing content demands, the interviewees’ organizations needed a solution that could help them do more with less.
Empower nonwriters to contribute to content creation. The interviewees’ teams sought a tool that would allow project managers, strategists, and junior marketers to create high-quality content without relying on overburdened copywriters. This helped reduce bottlenecks and expand content capacity.
After a request for proposal (RFP) and business case process evaluating multiple vendors, the interviewees’ organizations chose Jasper and began deployment.
One organization began with 20 to 30 licenses and then scaled to 150 users within a year, expanding from marketing and research to additional business units.
Another organization deployed Jasper to approximately 125 users across marketing, communications, and product teams, with plans to expand further.
Most organizations took a phased approach, starting with pilot groups and scaling based on demonstrated value and internal demand.
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 enterprise with a strong brand presence and a centralized marketing function. It operates across multiple regions and business units, serving a large and diverse customer base. The organization is content-driven, with a high volume of marketing campaigns and a growing need for scalable, brand-consistent content production.
Deployment characteristics. The composite organization began using Jasper in Year 1 following a short pilot phase with a small group of marketing and communications users. After demonstrating early success, the composite organization expands usage to additional teams including product marketing, customer marketing, and operations. The deployment scales significantly over time, with license volume growing by more than five times within the first 18 months and adoption extending across geographies and functions.
$46 billion in annual revenue
53,000 employees
300 active Jasper users across marketing, communications, and product teams
31,200 content assets created annually across global campaigns
| Ref. | Benefit | Year 1 | Year 2 | Year 3 | Total | Present Value |
|---|---|---|---|---|---|---|
| Atr | Annual time savings due to optimized creation of content pieces | $884,000 | $884,000 | $884,000 | $2,652,000 | $2,198,377 |
| Btr | Avoided agency costs for content production | $432,000 | $432,000 | $432,000 | $1,296,000 | $1,074,320 |
| Ctr | Accelerated campaign timelines with reduced brand review cycles | $59,670 | $59,670 | $59,670 | $179,010 | $148,390 |
| Total benefits (risk-adjusted) | $1,375,670 | $1,375,670 | $1,375,670 | $4,127,010 | $3,421,087 |
Evidence and data. Interviewees consistently reported that prior to adopting Jasper, content creation was a time-consuming and manual process. Teams spent hours drafting emails, blog posts, landing pages, and other assets from scratch. After implementation, they experienced time savings.
A global head of emerging technology at a real estate firm shared, “We produce 1,700 reports per year. ... Each one of those took around three weeks to produce. We took a three-week process and took it down to a week.”
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
The composite organization has 300 regular Jasper users who create content as part of their roles.
Each user produces an average of two content pieces per week, resulting in 31,200 content pieces annually.
Jasper saves an average of 80 minutes per content piece.
The average fully burdened hourly rate for Jasper users is $50.
Following TEI methodology, Forrester applies a 50% productivity recapture rate to reflect time that can be redirected to other high-value tasks.
Risks. The value of this benefit can vary across organizations due to the following:
The actual time saved per content piece may vary depending on content type, complexity, and team maturity.
Not all time saved may be recaptured as productive time, especially in organizations with less structured workflows.
Adoption rates and usage consistency across teams may impact the overall volume of content created using Jasper.
Results. To account for these risks, Forrester adjusted this benefit downward by 15%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $2.2 million.
Reduction in time spent on content creation, editing, and approvals
| Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|
| A1 | Jasper users regularly creating content | Composite | 300 | 300 | 300 | |
| A2 | Content pieces created per week per person | Composite | 2 | 2 | 2 | |
| A3 | Subtotal: Total content pieces per year | A2*A1*52 | 31,200 | 31,200 | 31,200 | |
| A4 | Average time saved creating each content piece (minutes) | Interviews | 80 | 80 | 80 | |
| A5 | Fully burdened hourly rate for a Jasper user | Research data | $50 | $50 | $50 | |
| A6 | Productivity recapture rate | TEI methodology | 50% | 50% | 50% | |
| At | Annual time savings due to optimized creation of content pieces | A3*A5*A6*A4/60 | $1,040,000 | $1,040,000 | $1,040,000 | |
| Risk adjustment | ↓15% | |||||
| Atr | Annual time savings due to optimized creation of content pieces (risk-adjusted) | $884,000 | $884,000 | $884,000 | ||
| Three-year total: $2,652,000 | Three-year present value: $2,198,377 | |||||
Evidence and data. Interviewees shared that prior to adopting Jasper, their organizations frequently relied on external agencies and freelancers to meet content production needs. This was especially true for high-volume or time-sensitive campaigns, as internal teams lacked the bandwidth to keep up.
A marketing director at a financial services firm noted, “We lost personnel, which was basically far more expensive than having an AI tool. ... Jasper filled that gap.”
A director of digital marketing at an information services company said, “We don’t need to have this translation agency do it for us. Jasper’s helping us.”
A senior vice president of product marketing at a technology company explained that Jasper enabled junior marketers to produce content internally, reducing the need for outsourced support.
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
Prior to adopting Jasper, the composite organization outsourced approximately 1,200 content pieces annually to external agencies.
The average cost per outsourced content piece is $400 based on interviewee estimates and market benchmarks.
With Jasper, the composite organization produces these pieces internally, avoiding the need for external spend while maintaining quality and speed.
Risks. The value of this benefit can vary across organizations due to the following:
The actual cost per outsourced content piece may vary depending on content type, agency rates, and contract terms.
Some organizations may still choose to outsource specialized or high-stakes content, limiting the total volume of avoided spend.
Internal capacity and training may affect how quickly teams can fully replace agency support with AI-assisted workflows.
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 $1.1 million.
Avoided annual agency fees
| Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|
| B1 | Content pieces outsourced to agencies annually before Jasper | Composite | 1,200 | 1,200 | 1,200 | |
| B2 | Average agency cost per content piece | Interviews | $400 | $400 | $400 | |
| Bt | Avoided agency costs for content production | B1*B2 | $480,000 | $480,000 | $480,000 | |
| Risk adjustment | ↓10% | |||||
| Btr | Avoided agency costs content production (risk-adjusted) | $432,000 | $432,000 | $432,000 | ||
| Three-year total: $1,296,000 | Three-year present value: $1,074,320 | |||||
Evidence and data. Interviewees shared that prior to adopting Jasper, maintaining a consistent brand voice across teams, regions, and content types was a persistent challenge. Without centralized tools or templates, content often required multiple rounds of review and revision to align with brand standards. With Jasper’s brand guardrails in place, the interviewees’ teams experienced increased speed and consistency as reduced review cycles and minimized rework enabled faster campaign execution.
A director of digital marketing at an information services company said, “Jasper was trained on our brand, on our voice. ... [Other AI tools] didn’t have that.”
A senior vice president of product marketing at a technology company noted, “The scale at which you can turn that piece into 20 other artifacts ... multiplies the scale and speed tremendously.”
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
The composite organization produces 2,652 content pieces annually.
With Jasper, it reduces rework on 50% of those pieces due to improved brand consistency.
Each avoided rework instance saves approximately 2 hours of effort.
The average fully burdened hourly rate for Jasper users is $50.
Following TEI methodology, Forrester applies a 50% productivity recapture rate to reflect time that can be redirected to other tasks.
Risks. The value of this benefit can vary across organizations due to the following:
The percentage of content requiring rework may vary depending on the organization’s size, structure, and brand governance maturity.
Teams with less formalized brand guidelines may see less impact from AI-driven consistency.
The benefit may be lower in organizations that already had centralized content review processes or templated workflows in place.
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 $148,000.
Reduction in number of content pieces reworked due to improved brand consistency and alignment
| Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|
| C1 | Content pieces requiring brand reviews and revisions | A3*8.5% | 2,652 | 2,652 | 2,652 | |
| C2 | Time required for brand rework or revision for each content piece before Jasper (minutes) | Composite | 120 | 120 | 120 | |
| C3 | Reduction in brand rework and revision time due to improved consistency enabled by Jasper | Interviews | 50% | 50% | 50% | |
| C4 | Fully burdened hourly rate for a Jasper user | A5 | $50 | $50 | $50 | |
| C5 | Productivity recapture rate | TEI methodology | 50% | 50% | 50% | |
| Ct | Accelerated campaign timelines with reduced brand review cycles | C1*C2/60*C3* C4*C5 | $66,300 | $66,300 | $66,300 | |
| Risk adjustment | ↓10% | |||||
| Ctr | Accelerated campaign timelines with reduced brand review cycles (risk-adjusted) | $59,670 | $59,670 | $59,670 | ||
| Three-year total: $179,010 | Three-year present value: $148,390 | |||||
Interviewees mentioned the following additional benefits that their organizations experienced but were not able to quantify:
Improved content quality and brand alignment. Interviewees reported that Jasper helped ensure content consistently reflected brand tone, terminology, and compliance standards. The director of digital marketing at an information services company explained that Jasper was trained on dozens of brand voices, which enabled teams to generate content that aligns with specific product lines and business units. This reduced the need for manual edits and helped avoid common brand compliance issues. They said, “Employee feedback on whether content has improved since using Jasper has been very positive.”
Empowered nonwriters to contribute effectively to content creation. Interviewees said that Jasper enabled nonwriters, such as project managers and junior marketers, to contribute to content development. At a financial services firm, the marketing director shared that Jasper allowed strategists to independently create short-form content, reducing reliance on professional copywriters. The generative AI marketing manager at a technology company added that Jasper custom apps have helped junior marketers increase the quality and consistency of their contributions, saying, “More junior marketing resources now have the best practices at their fingertips.”
Increased team agility and operational resilience. Interviewees described how Jasper supported continuity during resource gaps. At a financial services firm, the marketing director explained that when a team member was out sick, Jasper allowed others to step in and keep projects moving. Similarly, the director of digital marketing at an information services company noted that Jasper helped reduce burnout by enabling teams to manage workloads more effectively during peak periods.
Fostered a culture of AI adoption and literacy. Several interviewees said their organizations use Jasper as a catalyst to build AI fluency across their marketing teams. At an information services firm, the director of digital marketing described leading a cross-functional AI council and conducting roadshows to promote adoption. The marketing director at an information services company highlighted the creation of internal champions and training programs that helped embed Jasper into daily workflows and fostered a “next-generation” marketing mindset, explaining, “We started a community to discuss ideas and use a monthly call as office hours that people can join and ask questions.”
Enabled marketing professionals to focus on higher-impact, strategic work.
Interviewees shared that Jasper helped reduce time spent on repetitive tasks like writing meta descriptions or formatting content, allowing skilled team members to redirect their efforts toward more strategic initiatives. This shift not only improved individual focus but also enhanced the overall effectiveness of marketing operations.
The value of flexibility is unique to each customer. There are multiple scenarios in which a customer might implement Jasper and later realize additional uses and business opportunities, including the following:
Unlocked new business opportunities beyond marketing. The global head of emerging technology said their real estate firm expanded Jasper’s use from marketing to procurement, bid management, and valuations, enabling automation of case studies and 150-page valuation reports.
Supported scalable content operations and improved SLA adherence. The director of digital marketing said their information services company increased SLA compliance from 30% to a target of 60%+ by accelerating content creation and reducing bottlenecks.
Supported long-term strategic growth. Multiple interviewees said their organizations plan to expand Jasper usage across business units, integrate with tech stacks, and adopt advanced features like Jasper Studio and Canvas to support agentic workflows and metadata-driven content delivery.
Shifted organizational mindset toward AI-first operations. A director of digital marketing described building a “next-gen marketer” culture with executive support, internal champions, and AI councils driving adoption and innovation.
Enabled proactive content delivery at scale. The senior vice president of product marketing at a technology company envisioned using Jasper to pregenerate content tagged by persona, funnel stage, and industry, allowing sales teams to instantly access tailored assets without waiting on marketing.
Accelerated growth enablement. The global head of emerging technology at a real estate firm projected a $5.1-million benefit over three years from using Jasper to streamline campaign asset creation and generate 10 times more derivative content from a single piece of thought leadership, enabling faster, broader campaign execution across 150 users.
Enabled faster campaign launches and broader market coverage. Interviewees reported that Jasper allowed their organizations to reduce campaign development timelines, enabling them to launch more campaigns in parallel and respond more quickly to market opportunities. The global head of emerging technology said their real estate firm reduced report production time from three weeks to one, while the senior vice president of product marketing a technology company said they scaled a single content asset into 20+ derivative pieces, dramatically increasing campaign velocity.
Supported expansion into new product lines and geographies. Interviewees described how Jasper’s scalable workflows and brand voice enforcement enabled them to support more product launches and regional campaigns without increasing headcount.
Unlocked capacity to support more campaigns with the same team. A marketing director at a financial services firm noted that Jasper helped fill gaps left by reduced personnel, allowing the remaining team members to handle a higher volume of campaign work without sacrificing quality or speed.
Flexibility would also be quantified when evaluated as part of a specific project (described in more detail in Total Economic Impact Approach).
| Ref. | Cost | Initial | Year 1 | Year 2 | Year 3 | Total | Present Value |
|---|---|---|---|---|---|---|---|
| Dtr | Initial setup and implementation | $52,800 | $0 | $0 | $0 | $52,800 | $52,800 |
| Etr | Annual subscription fees | $0 | $270,000 | $270,000 | $270,000 | $810,000 | $671,450 |
| Ftr | Ongoing labor and management | $0 | $19,965 | $19,965 | $19,965 | $59,895 | $49,650 |
| Total costs (risk-adjusted) | $52,800 | $289,965 | $289,965 | $289,965 | $922,695 | $773,900 |
Evidence and data. According to the interviewees, initial Jasper setup was straightforward and required limited internal effort. Teams typically focused on configuring the platform, onboarding users, and integrating Jasper into existing workflows. Most interviewees’ organizations began with a small group of users and expanded over time.
Modeling and assumptions. Based on interview insights, we modeled a one-time internal labor cost for setup and onboarding. This included 120 hours of effort across five team members, each with a fully burdened hourly rate of $80.
Risks. This cost can vary across organizations due to the following:
Teams may require more time to get up to speed with Jasper depending on their familiarity with AI tools.
Coordinating setup across departments may take longer in more complex organizational structures.
Integrating Jasper with existing systems could introduce additional setup time.
Some teams may need more training and support to ensure successful early adoption.
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 $53,000.
| Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 |
|---|---|---|---|---|---|---|
| D1 | Internal labor hours for setup and implementation | Composite | 120 | 0 | 0 | 0 |
| D2 | Fully burdened hourly salary for a marketing FTE | Research data | $80 | $0 | $0 | $0 |
| D3 | Marketing FTEs | Composite | 5 | 0 | 0 | 0 |
| Dt | Initial setup and implementation | D1*D2*D3 | $48,000 | $0 | $0 | $0 |
| Risk adjustment | ↑10% | |||||
| Dtr | Initial setup and implementation (risk-adjusted) | $52,800 | $0 | $0 | $0 | |
| Three-year total: $52,800 | Three-year present value: $52,800 | |||||
Evidence and data. Interviewees reported their organizations maintained consistent license volumes year over year, with some indicating plans to expand usage as adoption increased. Pricing may vary. Contact Jasper for additional details.
Modeling and assumptions. Forrester assumes the composite organization maintains 300 active Jasper users each year. Jasper provided subscription fee data to inform this analysis.
Risks. The value of this cost can vary across organizations due to the following:
Subscription costs may rise if more users are added over time.
Jasper may change its pricing model, affecting long-term cost predictability.
Organizations may choose to purchase additional features or support, increasing total costs.
Results. To account for these risks, Forrester adjusted this cost upward by 0%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $671,000.
| Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 |
|---|---|---|---|---|---|---|
| E1 | Jasper subscription fees | Composite | $270,000 | $270,000 | $270,000 | |
| Et | Annual subscription fees | E1 | $0 | $270,000 | $270,000 | $270,000 |
| Risk adjustment | ||||||
| Etr | Annual subscription fees (risk-adjusted) | $0 | $270,000 | $270,000 | $270,000 | |
| Three-year total: $810,000 | Three-year present value: $671,450 | |||||
Evidence and data. Interviewees described ongoing management as minimal. In most cases, a single marketing or operations lead was responsible for monitoring usage, managing licenses, and coordinating with Jasper’s support team. This typically required 2 to 3 hours per week.
Modeling and assumptions. Forrester assumed one mid-level manager spends 165 hours annually on Jasper-related administration at a fully burdened hourly rate of $110.
Risks. The value of this cost can vary across organizations due to the following:
If Jasper usage expands significantly, more time may be needed to manage licenses and support a growing user base.
If key internal champions leave, it may take time to rebuild knowledge and maintain momentum.
If new features are introduced, additional training or administrative oversight may be required to support adoption.
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 $50,000.
| Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 |
|---|---|---|---|---|---|---|
| F1 | Annual hours required for managing Jasper | Composite | 165 | 165 | 165 | |
| F2 | Fully burdened hourly salary of marketing director responsible for Jasper | Research data | $110 | $110 | $110 | |
| Ft | Ongoing labor and management | F1*F2 | $0 | $18,150 | $18,150 | $18,150 |
| Risk adjustment | ↑10% | |||||
| Ftr | Ongoing labor and management (risk-adjusted) | $0 | $19,965 | $19,965 | $19,965 | |
| Three-year total: $59,895 | Three-year present value: $49,650 | |||||
| Initial | Year 1 | Year 2 | Year 3 | Total | Present Value | |
|---|---|---|---|---|---|---|
| Total costs | ($52,800) | ($289,965) | ($289,965) | ($289,965) | ($922,695) | ($773,900) |
| Total benefits | $0 | $1,375,670 | $1,375,670 | $1,375,670 | $4,127,010 | $3,421,087 |
| Net benefits | ($52,800) | $1,085,705 | $1,085,705 | $1,085,705 | $3,204,315 | $2,647,187 |
| ROI | 342% | |||||
| 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 Jasper.
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 Jasper can have on an organization.
Interviewed Jasper stakeholders and Forrester analysts to gather data relative to Jasper.
Interviewed four decision-makers at organizations using Jasper 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 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 Jasper 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 Jasper. 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 Jasper based on the inputs provided and any assumptions made. Forrester does not endorse Jasper or its offerings. Although great care has been taken to ensure the accuracy and completeness of this model, Jasper 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 Jasper make no warranties of any kind.
Jasper 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.
Jasper provided the customer names for the interviews but did not participate in the interviews.
Roger Nauth
August 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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