The Total Economic Impact™ Of Esko WebCenter

Cost Savings And Business Benefits Enabled By Esko WebCenter

A FORRESTER TOTAL ECONOMIC IMPACT ™ STUDY COMMISSIONED BY ESKO, OCTOBER 2024

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Study Data

What is your organization's annual revenue?

What is your organization's net profit margin?

How many employees are involved in the product packaging development process?

How many days does a product packaging development process take on average?

What is the average product value?

Your Organization

What is the name of your organization?

What is your organization's annual revenue?

What is your organization's net profit margin?

How many employees are involved in the product packaging development process?

How many days does a product packaging development process take on average?

What is the average product value?

Speed to market while maintaining compliance requirements for packaging is a crucial standard that CPG and life sciences organizations must meet to stay ahead in a competitive landscape. Without a standardized, transparent, governed workflow supporting artwork management and packaging development processes, optimal quality control can fall through the gaps, and CPG and life sciences organizations can waste time and money.

Esko WebCenter is a packaging and artwork management solution that allows organizations to control the quality and accuracy of packaging and label assets from a single source throughout the lifecycle of the artwork creation and distribution — from briefing to print-ready file.

Esko commissioned Forrester Consulting to conduct a Total Economic Impact™ (TEI) study and examine the potential return on investment (ROI) enterprises may realize by deploying WebCenter.¹ The purpose of this study is to provide readers with a framework to evaluate the potential financial impact of WebCenter on their organizations.

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Return on investment (ROI)

240%240%

Net present value (NPV)

$3.6M$3.6M

To better understand the benefits, costs, and risks associated with this investment, Forrester interviewed five representatives of four organizations with experience using Esko WebCenter. For the purposes of this study, Forrester aggregated the interviewees’ experiences and combined the results into a single composite organization that is a $10 billion CPG organization focused on selling household goods and personal care items. It operates globally with 60,000 employees, of which 250 employees are involved globally in product packaging and artwork processes. On average, the organization runs 2,000 product packaging development projects annually.

has an annual revenue of . employees are involved globally in product packaging and artwork processes. Custom results are based on user inputs and the TEI case study.

Interviewees said that prior to using WebCenter, their organizations’ packaging development and artwork management processes were manual and fragmented with loose governance in place. Projects were susceptible to a loss of momentum with a lack of workflow visibility and limited root cause identification heavily contributing to delays and bottlenecks.

Typically, the organizations lacked control over the packaging development process due to the involvement of multiple external suppliers and the siloed contributions of internal stakeholders, all of which was underpinned by the use of different solutions that further exacerbated fragmentation. These limitations not only engendered packaging development processes without a central asset repository and common KPIs, but they also led to environments without the data needed to help optimize the process to circumvent common delays.

Interviewees said that after the investment in WebCenter, their organizations achieved unparalleled understanding of the packaging workflow and artwork management process. They explained that WebCenter enabled the introduction of a visible accountability framework that subsequently provided governance and transparency into the packaging process.

Key results from the investment include efficiency gains in the product development process underpinned by stakeholder productivity gains that contributed to increased speed to market. Interviewees’ organizations were also able to consolidate their vendor footprints as they relate to packaging, which led to financial savings. Overall, the organizations benefitted from avoiding delays and reducing the probability of recalls.

Key Findings

Quantified benefits. Three-year, risk-adjusted present value (PV) quantified benefits for the composite organization include:

Productivity gains of 30% for core team members of the packaging process worth $2.5 million. The composite organization’s graphic designers and project managers become 30% more productive, leading to increased speed of delivering projects. Over three years, the shorter development cycle is worth more than $2.5 million to the composite organization.

For , this benefit might be worth over three years.

Productivity gains of 40% for supporting team members of packaging process worth $506,000. Stakeholders involved in the composite’s packaging development process (e.g., regulatory specialists, marketers, lawyers) make productivity gains of 40% through using WebCenter. Over three years, the shorter development cycle is worth more than $506,000 to the composite organization.

For , this benefit might be worth over three years.

Revenue gains of $1.8 million due to increased speed to market. Because Esko WebCenter streamlines the packaging development process, the composite organization increases its speed to market. This gives the composite the opportunity to make more sales, contributing to $1.8 million in revenue gains across three years.

For , this benefit might be worth over three years.

Cost savings of nearly $289,000 through vendor consolidation. Deploying Esko WebCenter globally enables the composite organization to remove software and consolidate its vendor footprint. This saves the composite nearly $289,000 across three years.

For , this benefit might be worth over three years.

Unquantified benefits. Benefits that provide value for the composite organization but are not quantified for this study include:

Elevated execution of packaging development and artwork management process. Esko WebCenter increases the visibility and governance of the packaging development process, which improves the composite organization’s ability to manage volume and scale. As a result, those responsible for the process create consistency in quality because the solution becomes the single source of truth due to its centralized documentation, information, and asset management repository. This improved execution of the packaging development process contributes to fewer errors and delays.

Reduced risk of recalls and quality incidents. Having increased visibility and governance over the packaging workflow gives those responsible for the process the confidence that outputs are right first time (RFT). Having fewer errors reduces the risk of recalls and quality incidents which pre-emptively saves the organization time and money.
Improved ability to manage volume and scale. Interviewees said WebCenter offers a standardization of process and workflow visibility specific to packaging that has enabled their organizations to better manage higher workloads. An interviewee from the CPG industry gave an example that their organization was able to accommodate a request to change 300 SKUs within four weeks rather than a much longer period of time without the solution. They said this not only saved the organization time, but also money.
Improved analytics, insights, and reporting. The dashboard functionality in Esko WebCenter gives responsible stakeholders at the composite organization the ability to follow workflows and subsequently identify sources of delays. They are also empowered to deploy better resource allocation across projects, enabling them to move employees to different product categories when needed.

Integration capabilities. The composite can integrate Esko WebCenter with other solutions’ APIs, which can help improve the reliability of data and information.

Costs. Three-year, risk-adjusted PV costs for the composite organization include:

Licensing costs. The composite organization purchases 70 concurrent licenses, leading to present value costs of nearly $986,000 over three years.

For , these costs could represent over three years.

Implementation costs. The composite organization’s implementation costs consist of an implementation fee and the internal effort for the deployment of the solution. Implementing Esko WebCenter over six months costs the composite a total of $419,000.

For , these costs could represent over three years.

Onboarding costs. The composite organization pays $20,000 over three years in onboarding costs that represent the cost of training people on the WebCenter solution.

For , these costs could represent over three years.

Ongoing costs. The composite pays ongoing costs of $92,000 over three years to remove redundant software, hardware, and services.

For , these costs could represent over three years.

The representative interviews and financial analysis found that a composite organization experiences benefits of $5.15 million over three years versus costs of $1.52 million, adding up to a net present value (NPV) of $3.64 million and an ROI of 240%.

might experience benefits of over three years versus costs of , adding up to an NPV of and an ROI of 0%.

“Esko has a monopoly in the market as [WebCenter] goes beyond other workflow tools and is software specific to the packaging industry. There is nothing else out there like it.”

Commodities category manager, CPG

Key Statistics

Return on investment (ROI)

240%240%

Benefits PV

$5.2M$5.2M

Net present value (NPV)

$3.64M$3.64M

Payback

<6 months<6 months

Benefits (Three-Year)

Productivity gains for core team members for packaging process Productivity gains for supporting team members for packaging process Opportunity for revenue gain due to increased speed to market Cost savings through removal of processes and and vendor consolidation

TEI Framework And Methodology

From the information provided in the interviews, Forrester constructed a Total Economic Impact™ framework for those organizations considering an investment in Esko WebCenter.

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 Esko WebCenter can have on an organization.

Due Diligence

Interviewed Esko stakeholders and Forrester analysts to gather data relative to WebCenter.
Interviews

Interviewed five representatives at four organizations using WebCenter to obtain data about costs, benefits, and risks.
Composite Organization

Designed a composite organization based on characteristics of the interviewees’ organizations.
Financial Model Framework

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.
Case Study

Employed four fundamental elements of TEI in modelling 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.

Disclosures

Readers should be aware of the following:

This study is commissioned by Esko 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 WebCenter. For the interactive functionality using Configure Data/Custom Data, 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 WebCenter based on the inputs provided and any assumptions made. Forrester does not endorse Esko or its offerings. Although great care has been taken to ensure the accuracy and completeness of this model, Esko 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 Esko make no warranties of any kind.

Esko 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.

Esko provided the customer names for the interviews but did not participate in the interviews.

Consulting Team:

Ashleigh Cohen

Salma Hamdani

Drivers leading to the WebCenter investment

Interviews

Role	Industry	Region	Revenue
Commodities category manager	CPG	HQ: US Region: Global	$1B-$2B
User project manager Packaging development manager	Life sciences	HQ: France Region: Global	$3B
Senior manager, packaging graphics team	CPG	HQ: US Region: Global (Esko WebCenter use in US only)	$40B
Global graphics director	CPG	HQ: US Region: Global	$50B

Key Challenges

Interviewees reported their organizations had manual, fragmented packaging development and artwork management processes that were often susceptible to delays due to the opaque nature of the workflows. Because stakeholders who contributed to packaging development often worked in silos, the creation of artwork was vulnerable to errors, and there were limited opportunities to expedite the process in the absence of well-governed, transparent workflows.

The interviewees noted how their organizations struggled with common challenges, including:

Delayed projects with minimal visibility into bottlenecks. Projects were susceptible to a loss of momentum with a lack of workflow visibility and limited root-cause identification heavily contributing to delays and bottlenecks.
Inconsistent assets needing multiple revisions. The fragmented nature of the process, including the presence of multiple siloed stakeholders and solutions, contributed to errors in output and extra time spent on corrections. In extreme cases, errors that went to market led to quality incidents and product recalls, resulting in large losses of time and money.
A lack of control over the process. The organizations’ packaging development processes had wide vendor footprints with various external suppliers owning different parts of the processes.

Investment Objectives

The interviewees’ organizations searched for a solution that could:

Streamline artwork management and packaging development processes.
Assist with avoiding delays and recalls.
Provide them with ownership over the packaging development process.
Consolidate artwork vendor footprints.

“We had a time-critical change for 300 SKUs that, without Esko [WebCenter], would have required effort that would [have resulted] in spending millions of dollars. With WebCenter, we could eliminate approvers from the process because we were able to use the compare function. In total, it took an unprecedented four weeks.”

Senior manager, packaging graphics team, CPG

“Esko WebCenter has allowed us to harmonize processes globally across different product categories [and] allowed us to reuse a lot of our best practices in workflow building.”

Global graphics director, CPG

Composite Organization

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 five interviewees, 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 $10 billion CPG organization is primarily focused on selling household goods and personal care items. It has a worldwide operation supported by 60,000 employees, of which 250 are involved globally in product packaging development and artwork management processes. Annually, the organization averages 2,000 product packaging development projects.

has an annual revenue of . employees are involved globally in product packaging and artwork processes.

Deployment characteristics. The composite organization begins using the solution in Year 1 following a six-month implementation period. The rollout covers 100% of the 250 employees involved in product development and artwork management through the use of 70 concurrent licenses. In the first year, there’s a ramp-up period, and the organization achieves optimal use of the solution by Year 2.

Key Assumptions

$10 billion revenue
60,000 employees
250 employees in product packaging development
2,000 product packaging development projects annually

Quantified benefit data as applied to the composite

The following table shows custom results for .

Total Benefits

Ref.	Benefit	Year 1	Year 2	Year 3	Total	Present Value
Atr	Productivity gains for core team members for packaging process	$1,020,600 $1,020,600	$1,020,600 $1,020,600	$1,020,600 $1,020,600	$3,061,800 $3,061,800	$2,538,081 $2,538,081
Btr	Productivity gains for supporting team members for packaging process	$203,553 $203,553	$203,553 $203,553	$203,553 $203,553	$610,659 $610,659	$506,206 $506,206
Ctr	Opportunity for revenue gain due to increased speed to market	$732,329 $732,329	$732,329 $732,329	$732,329 $732,329	$2,196,986 $2,196,986	$1,821,193 $1,821,193
Dtr	Cost savings through removal of processes and vendor consolidation	$60,000 $60,000	$120,000 $120,000	$180,000 $180,000	$360,000 $360,000	$288,956 $288,956
	Total benefits (risk-adjusted)	$2,016,482 $2,016,482	$2,076,482 $2,076,482	$2,136,482 $2,136,482	$6,229,445 $6,229,445	$5,154,436 $5,154,436

Productivity Gains For Core Team Members For Packaging Process

Evidence and data. Interviewees shared that one of the most notable benefits of using the Esko WebCenter platform is the productivity gains experienced by those heavily involved in the packaging development process. In particular, they said graphic designers and project managers (i.e., individuals whose responsibilities for the most part lie within the packaging development process) became up to 60% more efficient in their roles through the use of Esko WebCenter. Interviewees reported that such productivity gains in the packaging development cycle — from briefing to print-ready file — arose from:

A reduced number of revisions. Interviewees shared that launching Esko WebCenter as an enterprise solution enabled their organizations to have a consolidated process for artwork management and a single source of truth for all assets and related documentation. Subsequently, responsible parties were able to implement version control through a governed process, hence removing the common occurrence of duplicative effort that engendered multiple errors.

An interviewee from the CGP organization industry said their organization saw an average of three or four revisions in the prior environment reduce to generally fewer than two revisions, noting that the 50% improvement impacted more than 400 products. Interviewees said Esko WebCenter helped their organizations and the teams responsible for packaging development move the needle on KPIs such as the RFT metric regarding quality management.
Automated prioritization capabilities. An interviewee from the life sciences organization shared that Esko WebCenter removed the need for weekly prioritization meetings that involved up to 72 people. Instead, meetings were only required for exception handling. Interviewees shared that with Esko WebCenter, their organizations were able to tailor their expertise to their packaging workflows and that the automated capabilities in the solution flag action items to the responsible parties, which led to expedited review times. They explained that team members involved in the artwork management process were not only able to pivot gained time to more critical tasks, but that WebCenter’s prioritization capabilities also provided transparency on the source of bottlenecks so they could be dealt with swiftly.

Overall, each interviewee shared that the productivity gains achieved through Esko WebCenter resulted in shorter packaging development cycles. One interviewee from the CPG industry shared that their organization’s process went from 12 weeks prior to Esko WebCenter to three to four weeks with WebCenter. And another highlighted that through Esko WebCenter, their organization was able to remove two whole working weeks from its process. A representative from the life sciences organization shared that Esko WebCenter facilitated the reduction of their organization’s packaging development cycle from six months to four, resulting in time savings of 30%.

Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:

The composite’s core team involved with the packaging development process is comprised of graphic designers and project managers who respectively spend 60% and 75% of their working hours on tasks within or related to this process.
Calculations are based on an average of seven working hours per day and 20 working days per month.
Esko WebCenter facilitates productivity gains of 30% on average for the composite’s graphic designers and project managers.
The fully burdened hourly salary for a graphic designer is $35.
The fully burdened hourly salary for a project manager is $50.
Forrester applied a productivity recapture rate of 50% because the composite’s teams do not always repurpose the time saved through productivity gains to value-add activities.

Risks. The extent to which an organization realizes this benefit can vary due to the level of effort the organization required in its previous environment to carry out the artwork management and development process.

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 $2.5 million.

For , this benefit may have a three-year, risk-adjusted total PV of .

30%

Productivity gain for core team members

“We have reduced the rounds of revisions required due to the flexibility and expedited process Esko WebCenter has facilitated. In total, we removed two weeks out on the project process.”

Senior manager, packaging graphics team, CPG

The following table shows custom results for .

Productivity Gains For Core Team Members For Packaging Process

Ref.	Metric	Source	Year 1	Year 2	Year 3
A1	Total internal people involved in product packaging development process	CompositeComposite	250250	250250	250250
A2	Graphic designers involved in product packaging development process	A1*50%	125125	125125	125125
A3	Monthly time graphic designers spent on product packaging development projects pre-Esko WebCenter (hours)	Assumption	8484	8484	8484
A4	Reduction in time taken for product packaging process due to Esko WebCenter	Interviews	30%30%	30%30%	30%30%
A5	Productivity recapture rate	Assumption	50%50%	50%50%	50%50%
A6	Fully burdened hourly salary for a graphic designer	TEI standard	$35 $35	$35 $35	$35 $35
A7	Subtotal: Productivity gains for graphic designers on product packaging development due to Esko WebCenter	A2A3A4A5A6* 12	$661,500 $661,500	$661,500 $661,500	$661,500 $661,500
A8	Project managers involved in product packaging development process	A1*20%	5050	5050	5050
A9	Monthly time project managers spent on product packaging development projects pre-Esko WebCenter (hours)	Assumption	105105	105105	105105
A10	Fully burdened hourly salary for a project manager	TEI standard	$50 $50	$50 $50	$50 $50
A11	Subtotal: Productivity gains for project managers on product packaging process due to Esko WebCenter	A8A9A10A4A5 *12	$472,500 $472,500	$472,500 $472,500	$472,500 $472,500
At	Productivity gains for core team members for packaging development process	A7+A11	$1,134,000 $1,134,000	$1,134,000 $1,134,000	$1,134,000 $1,134,000
	Risk adjustment	↓10%
Atr	Productivity gain for core team members for product packaging process (risk-adjusted)		$1,020,600 $1,020,600	$1,020,600 $1,020,600	$1,020,600 $1,020,600
Three-year total: $3,061,800 $3,061,800		Three-year present value: $2,538,081 $2,538,081

Productivity Gains For Supporting Team Members For Packaging Process

Evidence and data. Interviewees said benefits from Esko WebCenter extended beyond graphic designers and project managers to team members who support the packaging development process. Regulatory specialists, marketers and in-house lawyers all experienced productivity gains in relation to the work attributed to the packaging development process, and interviewees said these roles became up to 40% more efficient during the process due to:

Consolidated workflow and asset management. Interviewees highlighted that as a result of Esko WebCenter being an enterprise-wide platform for all artwork management and packaging development tasks, key roles that support this process were able to access the solution and benefit from version control. An interviewee from the CPG industry shared that due to Esko WebCenter’s version-comparison capabilities, the time needed for tasks went from 90 minutes to 15 minutes. As a result, team members (e.g., regulatory specialists, marketers, in-house lawyers) gained the ability to review, edit, and advise on spec adjustment with the confidence that the changes would be applied to the correct version due to the global consistency the solution provided.
Structured governance and accountability framework. Esko WebCenter enabled team members to visibly identify sources of delays through a transparent view of the packaging development workflow that proactively flagged pending action. Team members supporting the process were informed of tasks requiring their attention, and they were able to access a single source that housed the latest assets for review and related documentation. As a result, supporting members benefitted from efficiency gains through removing the need to use email to find the right information and/or version, and utilizing WebCenter functionality that supported approvals; version comparison; and color, content, and asset management.
A shift from a sequential to parallel approval process. An interviewee from the CPG industry shared that Esko WebCenter helped evolve their organization’s end-to-end packaging development process by enabling process participants to review and approve assets simultaneously. The process was no longer encumbered by sequential reviews that limited the opportunity to expedite. Instead, regulatory specialists, marketers, graphic designers, and project managers were able to work on assets in parallel, which contributed to reducing the number of review cycles and revisions required. One of the CPG interviewees said this removed two weeks from their organization’s artwork management process.
Succinct and swift onboarding. An interviewee from the CPG industry shared that prior to adopting Esko WebCenter, the impact of employee turnover in supporting functions had a significant impact the on their organization’s artwork management process. They explained that the quality and cadence of the process often depended on tenure and knowledge of staff but that Esko WebCenter provides standardization and expertise that relieves the dependency on retention. New starters who support the artwork management process can learn as they go with the help of Esko WebCenter in terms of their required actions and next steps. An interviewee from a CPG organization also shared that training now takes 2 hours instead of 10.

Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:

The composite’s supporting team members within the packaging development process is comprised of regulatory specialists, marketers, and in-house lawyers who respectively spend 25%, 10%, and 5% of their working hours on tasks within or related to this process.
On average, Esko WebCenter facilitates productivity gains of 40% for the composite’s supporting team members.
The fully burdened hourly salary for a regulatory specialist is $50.
The fully burdened hourly salary for a marketer is $45.
The fully burdened hourly salary for an in-house lawyer is $75.
Forrester applied a productivity recapture rate of 50% because the composite’s teams do not always repurpose the time saved through productivity gains to value-add activities.

Risks. The extent to which an organization realizes this benefit can vary due to the following factors:

The level of effort the organization required in its previous environment to carry out the artwork management and development process.
Whether or not teams repurpose the time saved through productivity gains to value-add activities.

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 $506,000.

For , this benefit may have a three-year, risk-adjusted total PV of .

40%

Productivity gain for supporting team members

“WebCenter has provided an unprecedented transparency for issue management, escalation management and it has lowered the overall cost of these workflows for the corporation.”

Global graphics director, CPG

The following table shows custom results for .

Productivity Gains For Supporting Team Members For Packaging Process

Ref.	Metric	Source	Year 1	Year 2	Year 3
B1	Total people involved in product packaging development process	CompositeComposite	250250	250250	250250
B2	Regulatory specialists involved in product packaging development process	B1*15%	37.537.5	37.537.5	37.537.5
B3	Monthly time regulatory specialists spent on product packaging development projects pre-Esko WebCenter (hours)	Assumption	3535	3535	3535
B4	Reduction in time taken for product packaging process due to Esko WebCenter	Interviews	40%40%	40%40%	40%40%
B5	Productivity recapture rate	Interviews	50%50%	50%50%	50%50%
B6	Fully burdened hourly salary for a regulatory specialist	TEI standard	$50 $50	$50 $50	$50 $50
B7	Subtotal: Productivity gains for regulatory specialists on product packaging process pre-Esko WebCenter	B2B3B4B5B6* 12	$157,500 $157,500	$157,500 $157,500	$157,500 $157,500
B8	Marketing team members involved in product packaging development process	B1*10%	3535	3535	3535
B9	Monthly time marketing team members spent on product packaging development projects pre-Esko WebCenter (hours)	Assumption	1414	1414	1414
B10	Fully burdened hourly salary for a marketing team member	TEI standard	$45 $45	$45 $45	$45 $45
B11	Subtotal: Productivity gains for marketing team members for product packaging process pre-Esko WebCenter	B8B9B10B4B5 *12	$52,920 $52,920	$52,920 $52,920	$52,920 $52,920
B12	In-house lawyers involved in product packaging development process	B1*5%	12.512.5	12.512.5	12.512.5
B13	Monthly time team members from the legal department spent on product packaging development projects pre-Esko WebCenter (hours)	Assumption	77	77	77
B14	Fully burdened hourly salary for a legal team member	TEI standard	$75 $75	$75 $75	$75 $75
B15	Subtotal: Productivity gains for in-house lawyers for product packaging process pre-Esko WebCenter	B10B11B12B4 B5*12	$15,750 $15,750	$15,750 $15,750	$15,750 $15,750
Bt	Productivity gains for supporting team members for packaging process	B7+B11+B15	$226,170 $226,170	$226,170 $226,170	$226,170 $226,170
	Risk adjustment	↓10%
Btr	Productivity gains for supporting team members for packaging process (risk-adjusted)		$203,553 $203,553	$203,553 $203,553	$203,553 $203,553
Three-year total: $610,659 $610,659		Three-year present value: $506,206 $506,206

Opportunity For Revenue Gain Due To Increased Speed To Market

Evidence and data. Interviewees said Esko WebCenter’s contribution to expediting the packaging development process has led to the opportunity for revenue gains for their organizations. They expressed that WebCenter has a direct impact on reducing delays within the development process and that this, in turn, has an incremental impact on getting products to market faster. This subsequently provides the opportunity to make more product sales.

Interviewees said that in their organizations’ prior environments, it was not uncommon that the packaging development process could be delayed for weeks or months due to a lack of visibility. Both the life sciences and CPG interviewees expressed that the deadline and prioritization feature in Esko WebCenter that triggers an escalation of delays of more than two days has led to significantly reducing delays and is a powerful feature for quality control. As a result, teams gained the ability to consistently meet deadlines and expedited the overall process.
A CPG interviewee highlighted that 10% to 20% of their organization’s product portfolio was often subject to delays due to required content or design changes to the packaging. The interviewee said WebCenter’s specific functionality enables team members to make swift changes such as version comparison that contributes to the timely delivery of print-ready files and reduces the occurrence of delays.
Both the life sciences and CPG interviewees shared the sentiment that “every delay is a missed opportunity in sales” and that the role of Esko WebCenter in streamlining the product packaging development process has the potential to shorten time to market and lead to greater market shares. Of course, they did acknowledge that the packaging development process is only a small part of a much larger process, so other delays occurring elsewhere in the production process can affect the realization of increased revenue.

Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:

With Esko WebCenter, the composite sees 30% productivity gains in the product packaging development process. However, not all time gains translate into extra days in market to make additional sales.
Forrester applied a factor of 15% to the time gains as representative of how many possible added days in market the composite has to make additional sales.
The composite’s average product value is $10.
Previously, 10% of the composite’s product portfolio was affected by delays.

Risks. The extent to which an organization realizes this benefit can vary due to the following factors:

The organization’s average product value.
Whether or not time gains enabled by Esko WebCenter translate into a shorter time to market and the ability to make additional sales.
The organization’s speed to market, which is influenced by a multitude of factors (e.g., product development, shipping, transportation).

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 $1.8 million.

For , this benefit may have a three-year, risk-adjusted total PV of .

The following table shows custom results for .

Opportunity For Revenue Gain Due To Increased Speed To Market

Ref.	Metric	Source	Year 1	Year 2	Year 3
C1	Average time taken for product packaging development process pre-Esko WebCenter (days)	CompositeComposite	6060	6060	6060
C2	Time reduction in product packaging development process due to Esko WebCenter	Interviews	30%30%	30%30%	30%30%
C3	Time gained in product packaging development process due to Esko WebCenter (days)	C1*C2	1818	1818	1818
C4	Factor by which time saved in product packaging development process translates to additional days to sell product	Interviews	15%15%	15%15%	15%15%
C5	Average product value	CompositeComposite	$10.0 $10.0	$10.0 $10.0	$10.0 $10.0
C6	Average number of products sold per day	CompositeComposite	2,739,726.02,739,726.0	2,739,726.02,739,726.0	2,739,726.02,739,726.0
C7	Percentage of products involved in product packaging development process previously affected by delays	Interviews	10%10%	10%10%	10%10%
C8	Average number of products involved in product packaging development process previously affected by delays	C6*C7	273,972.6273,972.6	273,972.6273,972.6	273,972.6273,972.6
C9	Profit margin	AssumptionAssumption	11%11%	11%11%	11%11%
Ct	Opportunity for revenue gain due to increased speed to market	C3C4C5C8C9	$813,699 $813,699	$813,699 $813,699	$813,699 $813,699
	Risk adjustment	↓10%
Ctr	Opportunity for revenue gain due to increased speed to market (risk-adjusted)		$732,329 $732,329	$732,329 $732,329	$732,329 $732,329
Three-year total: $2,196,986 $2,196,986		Three-year present value: $1,821,193 $1,821,193

18 days

Time saved during the packaging development process

“The opportunity cost was massive due to delays with getting products to market. It was our single biggest hurdle. Esko WebCenter halved our concept to production path.”

Commodities category manager, CPG

Cost Savings Through Removal Of Processes And Vendor Consolidation

Evidence and data. Interviewees said deploying Esko WebCenter as an enterprise solution to cover all artwork management and packaging development processes enabled their organizations to make cost savings by removing redundant tools and software.

One interviewee from a large CPG organization shared that due to adopting Esko WebCenter, their company is in the process of removing up to 50 tools globally that had supported the packaging development process. They said this will save their company between $5 million and $10 million over six years. The redundant tools covered solutions for licensing, technical platforms, workflow software, and some hardware and services.

Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:

The composite removes up to 10 tools that previously supported the packaging development process.
The composite requires more than three years to remove tools due to licensing contracts and the effort required to decommission them.

Risks. The extent to which an organization realizes this benefit can vary due to the number of tools and services utilized in the prior environment to support artwork management and packaging development.

Results. To account for these risks, Forrester adjusted this benefit downward by 20%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $289,000.

For , this benefit may have a three-year, risk-adjusted total PV of .

The following table shows custom results for .

Cost Savings Through Removal Of Processes And Vendor Consolidation

Ref.	Metric	Source	Year 1	Year 2	Year 3
D1	Redundant tools due to Esko WebCenter	CompositeScaled for	1010	1010	1010
D2	Average licensing cost for tools	Assumption	$30,000 $30,000	$30,000 $30,000	$30,000 $30,000
D3	Value realization	Interviews	25%25%	50%50%	75%75%
Dt	Cost savings through removal of processes and vendor consolidation	D1D2D3	$75,000 $75,000	$150,000 $150,000	$225,000 $225,000
	Risk adjustment	↓20%
Dtr	Cost savings through removal of processes and vendor consolidation (risk-adjusted)		$60,000 $60,000	$120,000 $120,000	$180,000 $180,000
Three-year total: $360,000 $360,000		Three-year present value: $288,956 $288,956

Tools removed as a result of the Esko WebCenter investment

“Esko WebCenter has helped us to consolidate and drive centralization and, with that, [it’s] really allowed us to eliminate other solutions.”

Global graphics director, CPG

Unquantified Benefits

Interviewees mentioned the following additional benefits that their organizations experienced but were not able to quantify:

Elevated execution of packaging development and artwork management process. Esko WebCenter increases the visibility and governance of the composite organization’s packaging development process, which improves its ability to manage volume and scale. As a result, those responsible for the process create consistency in quality because the solution becomes the single source of truth due to its centralized documentation, information, and asset management repository. This improved execution of the packaging development process contributes to fewer errors and delays.

Reduced risk of recalls and quality incidents. Interviewees shared that WebCenter’s capabilities elevate quality control and engendered fewer errors, subsequently reducing the likelihood of product recalls and quality incidents. An interviewee from a CPG organization said having a solution that allows accountability in decision-making visible per asset helps with operations and quality control. Interviewees explained that the serious implications of recalls and quality incidents means that WebCenter’s contribution to error reduction could lead to savings of between thousands and millions of dollars, depending on the level of compliance infraction.
Improved ability to manage volume and scale. Interviewees said WebCenter offers a standardization of process and workflow visibility specific to packaging that has enabled their organizations to better manage higher workloads. An interviewee from the CPG industry gave an example that their organization was able to accommodate a request to change 300 SKUs within four weeks rather than a much longer period of time without the solution. They said this not only saved the organization time, but also money.
Improved analytics, insights, and reporting. Interviewees said Esko WebCenter provides transparency into packaging workflows, further bolstered by the dashboard functionality. They explained that having consolidated data points on a single dashboard enabled their organizations to identify and track delays, have visibility on upcoming actions, and better allocate resources. Anecdotally, one CPG interviewee said this has been especially helpful for their organization that is affected by seasonal change. Better resource allocation enabled the organization to have a tighter grip on contractor expenses with estimated future savings between $800,000 and $1 million.
Integration capabilities. One interviewee shared that Esko WebCenter is fully integrated with their organization’s environment and other solutions and that this has helped improved the reliability of data and information.

“Chasing approvals was very time-consuming. Now, Esko WebCenter allows us to better manage complex change and activity.”

Global graphics director, CPG

Flexibility

The value of flexibility is unique to each customer. There are scenarios in which a customer might implement WebCenter and later realize additional uses and business opportunities, including:

Having a repository of templated guides. An interviewee from the CPG industry said their organization used Esko WebCenter to introduce a number system whereby templated guides that each have a unique number for ease of reference are housed. This is used as a blueprint for all process participants.

Flexibility would also be quantified when evaluated as part of a specific project (described in more detail in Appendix A).

“Esko WebCenter has eliminated a lot of the confusion and the multiple conversations that happened during [the artwork management] cycle.”

Commodities category manager, CPG

Quantified cost data as applied to the composite

The following table shows custom results for .

Total Costs

Ref.	Cost	Initial	Year 1	Year 2	Year 3	Total	Present Value
Etr	Licensing costs	$0 $0	$206,250 $206,250	$506,000 $506,000	$506,000 $506,000	$1,218,250 $1,218,250	$985,847 $985,847
Ftr	Implementation costs	$419,166 $419,166	$0 $0	$0 $0	$0 $0	$419,166 $419,166	$419,166 $419,166
Gtr	Onboarding costs	$20,125 $20,125	$0 $0	$0 $0	$0 $0	$20,125 $20,125	$20,125 $20,125
Htr	Ongoing costs	$0 $0	$37,066 $37,066	$37,066 $37,066	$37,066 $37,066	$111,197 $111,197	$92,177 $92,177
	Total costs (risk-adjusted)	$439,291 $439,291	$243,316 $243,316	$543,066 $543,066	$543,066 $543,066	$1,768,738 $1,768,738	$1,517,315 $1,517,315

Licensing Costs

Evidence and data. Licensing costs are determined by the volume of required concurrent user licenses. The costs varied greatly for interviewees’ organizations. Pricing may vary. Contact Esko for additional details.

Modeling and assumptions. Forrester assumes the following about the composite organization:

The composite is a CPG organization that specializes in household goods and personal care items.
The composite’s annual revenue is $10 billion.
Globally, 250 employees are involved in the artwork management and packaging development process. However, the organization requires 70 concurrent licenses from Esko.
Pricing for the composite reflects a ramp-up period in Year 1 before full pricing occurs in years 2 and 3.

Risks. The impact of this cost can vary due to the following:

The size of the organization.
The number of concurrent licenses required.

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 $986,000.

For , these costs may have a three-year, risk-adjusted total PV of . Please note that these licensing costs are based on high-level estimates and do not constitute a quote.

“Our costs for the first year was fairly low.”

Commodities category manager, CPG

The following table shows custom results for .

Licensing Costs

Ref.	Metric	Source	Initial	Year 1	Year 2	Year 3
E1	Licensing costs	EskoScaled for		$187,500 $187,500	$460,000 $460,000	$460,000 $460,000
Et	Licensing costs	E1		$187,500 $187,500	$460,000 $460,000	$460,000 $460,000
	Risk adjustment	↑10%
Etr	Licensing costs (risk-adjusted)		$0 $0	$206,250 $206,250	$506,000 $506,000	$506,000 $506,000
Three-year total: $1,218,250 $1,218,250			Three-year present value: $985,847 $985,847

Implementation Costs

Evidence and data. Implementation costs consist of a professional services fee and the internal effort required to deploy Esko WebCenter.

Interviewees shared that implementation of Esko took an average of between three and nine months.
Typically, interviewees’ organizations implemented the solution product category by product category.
Internal roles involved in the implementation of Esko WebCenter typically included project managers, graphic designers, department leads, and those from marketing, IT, and regulatory functions.

Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:

The composite completes implementation over the course of six months.
Resources involved in implementation are from the following teams: project management, graphics/packaging, marketing, regulatory, and IT.
The composite pays a one-time professional services fee.

Risks. The impact of this cost can vary due to the following factors:

The deployment cadence of the solution and subsequent change management and data governance requirements.
The agility of the organization and the pace at which it moves during technology implementations.
The average hourly rates of implementation team members.

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 $419,000.

For , these costs may have a three-year, risk-adjusted total PV of .

6 months

Implementation time

“We would recommend having Esko implement WebCenter.”

Senior manager, packaging graphics team, CPG

The following table shows custom results for .

Implementation Costs

Ref.	Metric	Source	Initial	Year 1	Year 2	Year 3
F1	Professional services fee	EskoScaled for	$282,000 $282,000
F2	Project managers	InterviewsScaled for	1.01.0
F3	Time spent on project management per FTE (hours)	Interviews	840840
F4	Fully burdened hourly salary for a project manager	TEI standard	$50 $50
F5	Packaging/graphics team members	InterviewsScaled for	1.01.0
F6	Time spent on implementation by packaging/graphics team members (hours)	Interviews	420420
F7	Fully burdened hourly salary for a graphics team member	TEI standard	$35 $35
F8	Marketing team members	InterviewsScaled for	1.01.0
F9	Time spent during implementation by marketing team members (hours)	Interviews	4848
F10	Fully burdened hourly salary for a marketing team member	TEI standard	$45 $45
F11	Regulatory team members	InterviewsScaled for	1.01.0
F12	Time spent during implementation by regulatory team members (hours)	Interviews	4848
F13	Fully burdened hourly salary for a regulatory team member	TEI standard	$50 $50
F14	IT developers	InterviewsScaled for	2.02.0
F15	Time spent on implementation by IT developers (hours)	Interviews	210210
F16	Fully burdened hourly salary for an IT developer	TEI standard	$90 $90
Ft	Implementation costs	F1+(F2F3F4)+ (F5F6F7)+ (F8F9F10)+ (F11F12F13)+ (F14* F15* F16)	$381,060 $381,060	$0 $0	$0 $0	$0 $0
	Risk adjustment	↑10%
Ftr	Implementation costs (risk-adjusted)		$419,166 $419,166	$0 $0	$0 $0	$0 $0
Three-year total: $419,166 $419,166		Three-year present value: $419,166 $419,166

Onboarding Costs

Evidence and data. The onboarding costs are reflective of the internal effort taken to train those using WebCenter.

An interviewee from a CPG organization mentioned that training staff on Esko WebCenter was relatively quick and took an average of 2 hours per person.
Another interviewee mentioned that making the transition from email communication in their organization’s prior environment to fully utilizing Esko WebCenter could be a big change for some individuals. Adopting a train the trainer model helped with change management and unlocking the full potential of the platform.

Modeling and assumptions. Forrester assumes the following about the composite:

The composite trains all 250 people involved in artwork management and packaging development process on Esko WebCenter.
The fully burdened hourly salary for an employee who requires training is $35.

Risks. The impact of this cost can vary due to the following factors:

The number of people who require training on Esko WebCenter.
The fully burdened salaries for those who require training.

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 $20,000.

For , these costs may have a three-year, risk-adjusted total PV of .

2 hours

Training time for Esko WebCenter

“Esko WebCenter makes employee turnover and training [new hires] a lot less distressing. We save a lot of time because the process is now preset. All [the new hire] has to do is execute their task.”

Senior manager, packaging graphics team, CPG

The following table shows custom results for .

Onboarding Costs

Ref.	Metric	Source	Initial	Year 1	Year 2	Year 3
G1	People who require training for Esko WebCenter	CompositeComposite	250250
G2	Training time (hours)	Interviews	22
G3	Average fully burdened hourly salary for a team member	TEI standard	$35 $35
Gt	Onboarding costs	G1G2G3	$17,500 $17,500	$0 $0	$0 $0	$0 $0
	Risk adjustment	↑15%
Gtr	Onboarding costs (risk-adjusted)		$20,125 $20,125	$0 $0	$0 $0	$0 $0
Three-year total: $20,125 $20,125		Three-year present value: $20,125 $20,125

Ongoing Costs

Evidence and data. The ongoing costs are reflective of the internal effort taken to remove redundant software, hardware, and services as a result of the investment in Esko WebCenter.

An interviewee from a large CPG organization shared that their company has removed approximately 80% of its redundant tools six years into its Esko WebCenter investment and that they expect to remove 50 tools in total.

Modeling and assumptions. Forrester assumes the following about the composite:

The composite removes 75% of the 10 redundant tools over a three-year period.
IT resources spend 20% of their working hours removing the tools.
The fully burdened hourly salary for an IT resource is $45.

Risks. The impact of this cost can vary due to the following factors:

The number of IT resources assigned to decommission tools.
The number of redundant tools as a result of using Esko WebCenter.

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 $92,000.

For , these costs may have a three-year, risk-adjusted total PV of .

The following table shows custom results for .

Ongoing Costs

Ref.	Metric	Source	Initial	Year 1	Year 2	Year 3
H1	IT resources assigned to decommission previous tools	AssumptionScaled for		33	33	33
H2	Time spent decommissioning tools (hours)	Assumption		250250	250250	250250
H3	Average fully burdened hourly salary for an IT resource	Assumption		$45 $45	$45 $45	$45 $45
Ht	Ongoing costs	H1H2H3		$33,696 $33,696	$33,696 $33,696	$33,696 $33,696
	Risk adjustment	↑10%
Htr	Ongoing costs (risk-adjusted)		$0 $0	$37,066 $37,066	$37,066 $37,066	$37,066 $37,066
Three-year total: $111,197 $111,197		Three-year present value: $92,177 $92,177

Consolidated Three-Year Risk-Adjusted Metrics

Cash Flow Chart (Risk-Adjusted)

Total costs Total benefits Cumulative net benefits Initial Year 1 Year 2 Year 3

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 following table shows custom results for .

Cash Flow Analysis (Risk-Adjusted Estimates)

	Initial	Year 1	Year 2	Year 3	Total	Present Value
Total costs	($439,291)($439,291)	($243,316)($243,316)	($543,066)($543,066)	($543,066)($543,066)	($1,768,738)($1,768,738)	($1,517,315)($1,517,315)
Total benefits	$0 $0	$2,016,482 $2,016,482	$2,076,482 $2,076,482	$2,136,482 $2,136,482	$6,229,445 $6,229,445	$5,154,436 $5,154,436
Net benefits	($439,291)($439,291)	$1,773,166 $1,773,166	$1,533,416 $1,533,416	$1,593,416 $1,593,416	$4,460,707 $4,460,707	$3,637,121 $3,637,121
ROI						240%240%
Payback						<6 months<6 months

Appendix A: Total Economic Impact

Total Economic Impact is a methodology developed by Forrester Research that enhances a company’s technology decision-making processes and assists vendors in communicating the value proposition of their products and services to clients. The TEI methodology helps companies demonstrate, justify, and realize the tangible value of IT initiatives to both senior management and other key business stakeholders.

Total Economic Impact Approach

Benefits represent the value delivered to the business by the product. The TEI methodology places equal weight on the measure of benefits and the measure of costs, allowing for a full examination of the effect of the technology on the entire organization.
Costs consider all expenses necessary to deliver the proposed value, or benefits, of the product. The cost category within TEI captures incremental costs over the existing environment for 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. Having 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.”

PRESENT VALUE (PV)

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.
NET PRESENT VALUE (NPV)

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.
RETURN ON INVESTMENT (ROI)

A project’s expected return in percentage terms. ROI is calculated by dividing net benefits (benefits less costs) by costs.
DISCOUNT RATE

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%.
PAYBACK PERIOD

The breakeven point for an investment. This is the point in time at which net benefits (benefits minus costs) equal initial investment or cost.

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.

Appendix B: Endnotes

¹ Total Economic Impact is a methodology developed by Forrester Research that enhances a company’s technology decision-making processes and assists vendors in communicating the value proposition of their products and services to clients. The TEI methodology helps companies demonstrate, justify, and realize the tangible value of IT initiatives to both senior management and other key business stakeholders.

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Customize These Results

Customize These Results

Executive Summary

Registration Required To Continue

Key Findings

Table Of Contents

Key Statistics

240%240%

$5.2M$5.2M

$3.64M$3.64M

<6 months<6 months

Benefits (Three-Year)

TEI Framework And Methodology

Due Diligence

Interviews

Composite Organization

Financial Model Framework

Case Study

Disclosures

The Esko WebCenter Customer Journey

Drivers leading to the WebCenter investment

Interviews

Key Challenges

Investment Objectives

Composite Organization

Key Assumptions

Analysis Of Benefits

Quantified benefit data as applied to the composite

Total Benefits

Productivity Gains For Core Team Members For Packaging Process

Productivity Gains For Core Team Members For Packaging Process

Productivity Gains For Supporting Team Members For Packaging Process

Productivity Gains For Supporting Team Members For Packaging Process

Opportunity For Revenue Gain Due To Increased Speed To Market

Opportunity For Revenue Gain Due To Increased Speed To Market

Cost Savings Through Removal Of Processes And Vendor Consolidation

Cost Savings Through Removal Of Processes And Vendor Consolidation

Unquantified Benefits

Flexibility

Analysis Of Costs

Quantified cost data as applied to the composite

Total Costs

Licensing Costs

Licensing Costs

Implementation Costs

Implementation Costs

Onboarding Costs

Onboarding Costs

Ongoing Costs

Ongoing Costs

Financial Summary

Consolidated Three-Year Risk-Adjusted Metrics

Cash Flow Chart (Risk-Adjusted)

Cash Flow Analysis (Risk-Adjusted Estimates)

Appendixes

Appendix A: Total Economic Impact

Total Economic Impact Approach

PRESENT VALUE (PV)

NET PRESENT VALUE (NPV)

RETURN ON INVESTMENT (ROI)

DISCOUNT RATE

PAYBACK PERIOD

Appendix B: Endnotes

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