A Forrester Total Economic Impact™ Study Commissioned By Salesforce, February 2024
Retailers need to create commerce sites that are fast, flexible, and adaptable to changing consumer preferences. Salesforce Commerce Cloud Composable Storefront decouples the front- and back-ends of e-commerce solutions, creating a more modular and scalable architecture. This allows developers to operate more effectively and offers digital teams and shoppers improved storefront performance. The Composable Storefront gives retailers a headless front-end and the ability to deliver consistent experiences across different channels and devices, create sites that drive better conversion, and reduce technical debt.
Salesforce Commerce Cloud Composable Storefront supports organizations that want to improve their digital experiences and create a headless digital storefront. Composable Storefront enables developers to innovate, experiment, and create experiences that drive higher conversion. Composable Storefront uses progressive web application (PWA) architecture for a flexible and efficient front-end that decouples the customer-facing presentation layer from the backend e-commerce functionalities. Decoupling these layers enables organizations with choice to independently select best-in-breed vendors for creating the user interface (UI) and user experience (UX) across various digital touchpoints or leverage native Commerce Cloud capabilities. Composable Storefront is the newest B2C storefront framework offering, improving on previous SiteGenesis and Storefront Reference Architecture (SFRA) front ends. Organizations can leverage any Commerce Cloud storefront independently or blend multiple storefronts together in a single site using a hybrid methodology. There are no additional licensing costs to adopt Composable Storefront.
Salesforce commissioned Forrester Consulting to conduct a Total Economic Impact™ (TEI) study and examine the potential return on investment (ROI) enterprises may realize by deploying Composable Storefront.1 The purpose of this study is to provide readers with a framework to evaluate the potential financial impact of Composable Storefront on their organizations.
Return on investment (ROI)
271%
Net present value (NPV)
$7.46M
To better understand the benefits, costs, and risks associated with this investment, Forrester interviewed four representatives with experience using Composable Storefront. For the purposes of this study, Forrester aggregated the interviewees’ experiences and combined the results into a single composite organization.
Interviewees said that they adopted Composable Storefront to improve their ability to adapt to changing customer expectations, reduce storefront maintenance costs, improve site performance, and have more options with a modular architecture.
After the investment in Composable Storefront, the interviewees said their organizations’ development teams were able to do more without increasing headcount, improved site performance, improved customer experience and conversion rates, and reduced technical debt costs.
Quantified benefits. Three-year, risk-adjusted present value (PV) quantified benefits for the composite organization include:
Unquantified benefits. Benefits that provide value for the composite organization but are not quantified for this study include:
Costs. Three-year, risk-adjusted PV costs for the composite organization include:
Results. The representative interviews and financial analysis found that a composite organization experiences benefits of $10.21 million over three years versus costs of $2.75 million, adding up to a net present value (NPV) of $7.46 million and an ROI of 271%.
“We want to build lifetime value with our customers. We want to continually listen to them and react to what they’re telling us and what they’re showing us by their shopping behaviors. And [Salesforce Composable Storefront] gives us that ability.”
Head of e-commerce, footwear
Return on investment (ROI)
Benefits PV
Net present value (NPV)
Payback
From the information provided in the interviews, Forrester constructed a Total Economic Impact™ framework for those organizations considering implementing Salesforce Composable Storefront.
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 Salesforce Composable Storefront can have on an organization.
Interviewed Salesforce stakeholders and Forrester analysts to gather data relative to Composable Storefront.
Interviewed four representatives at organizations using Composable Storefront 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.
Readers should be aware of the following:
This study is commissioned by Salesforce 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 Composable Storefront.
Salesforce 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.
Salesforce provided the customer names for the interviews but did not participate in the interviews.
Consulting Team:
Veronica Iles
Kara Luk
Role | Retail Type | Region | Revenue | Employees |
---|---|---|---|---|
Chief technology and logistics officer | Workwear apparel | US HQ and operations | $653 million | ~2,500 |
Product manager | Cosmetics | US HQ; global operations | 578 million | 340 |
Global EVP of technology and innovation | Apparel | US HQ; global operations | $45 million | ~100 |
Head of e-commerce | Footwear | US HQ and operations | $1.2 billion | 5,400 |
Before adopting Salesforce Composable Storefront, the interviewees’ organizations built their commerce sites using a templated, full-stack approach with SiteGenesis or Storefront reference architecture (SFRA), and one organization outsourced their commerce front end. The interviewees noted how their organizations struggled with common challenges, including:
Salesforce presented Composable Storefront as a new modern storefront solution for B2C Commerce, and the existing customers chose to adopt it with the following goals:
“It was paramount to us [when adopting Composable Storefront] to continue to adapt and to respond quickly to changing business conditions.”
Head of e-commerce, footwear
“Why go Composable? It gives you the modular components — because we don’t know what e-commerce will look like two or three years from now. It gives us the ability to do more with marketplaces. It gives us the ability to put commerce wherever we want. And it gives us more flexibility to change brand experience and have more content-oriented pages as we continue to push in that direction.”
Global EVP of technology and innovation, apparel
“The main reason we went fully headless was that it allows us to be more scalable and obviously improves our performance.”
Product manager, cosmetics
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 four 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 composite organization is a retailer that is headquartered in the United States and has global operations. It generates $700 million in annual revenues, 60% of which are derived from online sales. There are 1,500 employees worldwide. The average order value (AOV) is $110.
Deployment characteristics. The e-commerce team includes eight developers. The composite organization adopts Composable Storefront with the initial goal of applying it to customer-facing experiences like product landing pages. By the third year of the investment, 100% of the front-end site is composable. This incremental approach allows the composite to iterate at its own speed, begin to realize value, and increase skills of the internal e-commerce development team.
Ref. | Benefit | Year 1 | Year 2 | Year 3 | Total | Present Value |
---|---|---|---|---|---|---|
Atr | Increased developer capacity | $1,020,000 | $1,173,000 | $1,275,000 | $3,468,000 | $2,854,621 |
Btr | Improved conversion profit | $2,851,200 | $2,851,200 | $2,851,200 | $8,553,600 | $7,090,512 |
Ctr | Legacy technology savings | $81,000 | $108,000 | $135,000 | $324,000 | $264,320 |
Total benefits (risk-adjusted) | $3,952,200 | $4,132,200 | $4,261,200 | $12,345,600 | $10,209,453 | |
Evidence and data. Headless commerce architecture allows developer teams to make quick changes to their customer experiences without having to deploy those changes along with the entire back-end commerce engine, i.e., they avoid painful upgrades to deliver new features.2 After adopting Salesforce Composable Storefront, interviewees measured a positive impact on their front-end development teams. Interviewees shared several ways that Salesforce Composable Storefront improved the capacity of their development teams:
1X to 1.25X
Added developer capacity
“We can change a homepage module in Composable within a day, whereas before we wouldn’t even make a change because it was too prohibitive from lack of time.”
Global EVP of technology and innovation, apparel
“In less than 45 days, we’ve seen our ability to push out changes and to get things in and out of the pipeline faster than it’s ever been. Instead of talking about weeks, months, and quarters to deliver things, we’re literally delivering them in minutes, hours, and days.”
Head of e-commerce, footwear
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
Risks. Forrester recognizes that these results may not be representative of all experiences. The impact of this benefit will vary depending on the following:
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 $2.85 million.
Ref. | Metric | Source | Year 1 | Year 2 | Year 3 |
---|---|---|---|---|---|
A1 | Size of development team | Composite | 8 | 8 | 8 |
A2 | Capacity of developers in prior environment | Interviews | 100% | 100% | 100% |
A3 | Capacity of developer team with Salesforce Composable storefronts | Interviews | 200% | 215% | 225% |
A4 | Burdened cost of developer | Composite | $150,000 | $150,000 | $150,000 |
At | Increased developer capacity | A1*(A3-A2)*A4 | $1,200,000 | $1,380,000 | $1,500,000 |
Risk adjustment | ↓15% | ||||
Atr | Increased developer capacity (risk-adjusted) | $1,020,000 | $1,173,000 | $1,275,000 | |
Three-year total: $3,468,000 | Three-year present value: $2,854,621 |
Evidence and data. Forrester’s research finds that people spend the bulk of their mobile time in just four apps.3 So, while a mobile app may be important, its adoption is probably lower than e-commerce leaders would like. But anyone can discover and visit a website on their phone. E-commerce teams need to create seamless online and mobile experiences and mobile is ripe with opportunities to increase conversion. On average, conversion rates on mobile are about one-third of those on the desktop web. By decoupling the front end, businesses can expand their reach to various digital touchpoints and ensure a consistent brand presence and shopping experience wherever customers are.
Interviewees found that when they built their commerce sites using Composable Storefront, they created better customer experiences and consequently measured increased conversion rates. Interviewees shared several ways that Salesforce Composable Storefront drove increased conversion:
“[Composable Storefront] gives us a platform to attack our competitors and serve our customers with greater speed securely, safely, and reliably.”
Head of e-commerce product, footwear
“We were previously a 100% outsourced solution before going to a headless environment in the US. The third-party controlled the front-end experience. If we needed merchandising, they had to do everything. We were running a horrific conversion rate. Since we went live on Composable with a completely new design, we’ve seen anywhere from a 2.5% to 3% conversion rate."
Global EVP of technology and innovation, apparel
“If you look at the speed of the site, it’s maybe 40% faster right out the box.”
Chief technology and logistics officer, workwear apparel
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
Risks. Forrester recognizes that these results may not be representative of all experiences. The impact of this benefit will vary depending on the following:
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 $7.09 million.
20%
More revenue over three years
“When people hit the site, they’re liking what they see, and engage and interact. They’re viewing more pages. We can watch these behaviors and see on aggregate that customers are shopping more. We’re seeing a 20%-plus increase in the amount of time that people are spending on the site.”
Head of e-commerce, footwear
“It’s a much faster site experience for our customers, which had an improving effect on conversion. Our customer satisfaction scores also went up as a result. “
Chief technology and logistics officer, workwear apparel
Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | ||
---|---|---|---|---|---|---|---|
B1 | Monthly impressions | Composite | 8,000,000 | 8,000,000 | 8,000,000 | ||
B2 | Blended conversion rate in prior environment | Interviews | 2.5% | 2.5% | 2.5% | ||
B3 | Point improvement to conversion rate with Composable Storefront | Interviews | 5 | 5 | 5 | ||
B4 | Blended conversion rate with Composable Storefront | B2+B3/1,000 | 3.0% | 3.0% | 3.0% | ||
B5 | Average order value | Composite | $110 | $110 | $110 | ||
B6 | Additional revenue driven with Composable Storefront | B1*(B4-B2)*B5*12 months | $52,800,000 | $52,800,000 | $52,800,000 | ||
B7 | Attribution to Composable Storefront | Composite | 50% | 50% | 50% | ||
B8 | Income margin | Composite | 12% | 12% | 12% | ||
Bt | Improved conversion profit | B6*B7*B8 | $3,168,000 | $3,168,000 | $3,168,000 | ||
Risk adjustment | ↓10% | ||||||
Btr | Improved conversion profit (risk-adjusted) | $2,851,200 | $2,851,200 | $2,851,200 | |||
Three-year total: $8,553,600 | Three-year present value: $7,090,512 |
Evidence and data. Digital business leaders tell Forrester they struggle with the costs of replacing legacy, customized, long-standing systems with modern technology.4 Many find it more affordable to continue to pay licensing fees for the legacy system plus subscription fees for cloud components. They then carve out pieces of the monolith to replace with components, evolving iteratively.
The interviewees’ organizations realized savings related to their prior environment once they moved to Composable Storefront. Interviewees shared the following examples:
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
Risks. Forrester recognizes that these results may not be representative of all experiences. The impact of this benefit will vary depending on the following:
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 $264,000.
Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | ||
---|---|---|---|---|---|---|---|
C1 | Technical debt to support prior environment front end | Composite | $600,000 | $600,000 | $600,000 | ||
C2 | Percent of prior environment decommissioned | Interviews | 15% | 20% | 25% | ||
Ct | Legacy technology savings | C1*C2 | $90,000 | $120,000 | $150,000 | ||
Risk adjustment | ↓10% | ||||||
Ctr | Legacy technology savings (risk-adjusted) | $81,000 | $108,000 | $135,000 | |||
Three-year total: $324,000 | Three-year present value: $264,320 |
Interviewees mentioned the following additional benefits that their organizations experienced but were not able to quantify:
The value of flexibility is unique to each customer. There are multiple scenarios in which a customer might implement Composable Storefront and later realize additional uses and business opportunities, including:
Flexibility would also be quantified when evaluated as part of a specific project (described in more detail in Appendix A).
“I’m confident of how quickly we can plug and play [vendors] because I have that much confidence, not only in the platform and its architecture, but also in our engineers’ confidence. We feel more equipped, better supported, and more knowledgeable on how to do some of the things.”
Head of e-commerce, footwear
Ref. | Cost | Initial | Year 1 | Year 2 | Year 3 | Total | Present Value |
---|---|---|---|---|---|---|---|
Dtr | External licensing and hosting costs | $0 | $440,000 | $440,000 | $440,000 | $1,320,000 | $1,094,215 |
Etr | Implementation costs | $1,501,500 | $0 | $0 | $0 | $1,501,500 | $1,501,500 |
Ftr | Ongoing training and management | $76,032 | $32,569 | $32,569 | $32,569 | $173,738 | $157,026 |
Total costs (risk-adjusted) | $1,577,532 | $472,569 | $472,569 | $472,569 | $2,995,238 | $2,752,741 | |
Evidence and data. Interviewees incurred no external costs for the licensing of Salesforce Composable Storefront and no additional costs for hosting their headless site. Interviewees chose to integrate add-on products to support their front-end experiences. Additional information about these cost categories includes the following:
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
Risks. Forrester recognizes that these results may not be representative of all experiences. The impact of this cost will vary depending on the number of additional products integrated with the site. In addition to a CMS and search tool, organizations might consider integrating tools for data asset management (DAM), a digital experience platform (DXP), marketing and automation tools, product information management (PIM), testing and automation, personalization, search and search and merchandising.8
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 $1.09 million.
Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 | |
---|---|---|---|---|---|---|---|
D1 | Licensing costs for Composable Storefronts | Composite | $0 | $0 | $0 | $0 | |
D2 | Hosting fees | Composite | $0 | $0 | $0 | $0 | |
D3 | Licensing costs for add-ons | Composite | $0 | $400,000 | $400,000 | $400,000 | |
Dt | External licensing and hosting costs | D1+D2 | $0 | $400,000 | $400,000 | $400,000 | |
Risk adjustment | 10% | ||||||
Dtr | External licensing and hosting costs (risk-adjusted) (risk-adjusted) | $0 | $440,000 | $440,000 | $440,000 | ||
Three-year total: $1,320,000 | Three-year present value: $1,094,215 |
Evidence and data. The interviewees’ organizations incurred external and internal costs in the following categories as part of their Composable Storefront implementations:
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
Risks. Forrester recognizes that these results may not be representative of all experiences. The impact of this cost will vary depending on the following:
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 $1.50 million.
Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 |
---|---|---|---|---|---|---|
E1 | Number of months for implementation | Interviews | 9 | |||
E2 | Number of technical resources involved with implementation | Composite | 8 | |||
E3 | Average percent of time spent on implementation | Composite | 75% | |||
E4 | Burdened monthly cost of technical resource | $150,000/12 months | $12,500 | |||
E5 | Number of business resources involved with implementation | Composite | 5 | |||
E6 | Average percent of time spent on implementation | Composite | 20% | |||
E7 | Burdened monthly cost of business resource | $120,000/12 months | $10,000 | |||
E8 | Subtotal: Internal labor costs for implementations | (E1*E2*E3*E4)+ (E1*E5*E6*E7) | $765,000 | $0 | $0 | $0 |
E9 | System integrator costs | Interviews | $600,000 | |||
Et | Implementation costs | E8+E9 | $1,365,000 | $0 | $0 | $0 |
Risk adjustment | ↑10% | |||||
Etr | Implementation costs (risk-adjusted) | $1,501,500 | $0 | $0 | $0 | |
Three-year total: $1,501,500 | Three-year present value: $1,501,500 |
Evidence and data. As part of the Composable Storefront investment, the interviewees’ organizations dedicated internal labor to training and the ongoing management of the solution.
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
Risks. Forrester recognizes that these results may not be representative of all experiences. The impact of this cost will vary depending on the following:
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 $157,000.
Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 | |
---|---|---|---|---|---|---|---|
F1 | Salesforce administrators | Composite | 1 | 1 | 1 | ||
F2 | Percent of time dedicated to Composable Storefront | Composite | 25% | 25% | 25% | ||
F3 | Burdened annual cost of Salesforce administrator | Composite | $100,000 | $100,000 | $100,000 | ||
F4 | Number of technical resources receiving training | Composite | 8 | 8 | 8 | 8 | |
F5 | Number of hours of training | Interviews | 120 | 8 | 8 | 8 | |
F6 | Burdened hourly cost of technical resource | $150,000/2,080 hours | $72 | $72 | $72 | $72 | |
Ft | Ongoing training and management | (F1*F2*F3)+ (F4*F5*F6) | $69,120 | $29,608 | $29,608 | $29,608 | |
Risk adjustment | ↑10% | ||||||
Ftr | Ongoing training and management (risk-adjusted) | $76,032 | $32,564 | $32,564 | $32,564 | ||
Three-year total: $173,738 | Three-year present value: $157,026 |
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.
Initial | Year 1 | Year 2 | Year 3 | Total | Present Value | |
---|---|---|---|---|---|---|
Total costs | ($1,577,532) | ($472,569) | ($472,569) | ($472,569) | ($2,995,238) | ($2,752,741) |
Total benefits | $0 | $3,952,200 | $4,132,200 | $4,261,200 | $12,345,600 | $10,209,453 |
Net benefits | ($1,577,532) | $3,479,631 | $3,659,631 | $3,788,631 | $9,350,362 | $7,456,712 |
ROI | 271% | |||||
Payback | <6 months | |||||
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.
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.”
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.
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.
Related Forrester Research
“The Future Of Commerce Technology: Commerce Platforms End With An Ecosystem On FIRE,” Forrester Research, Inc., July 14, 2023.
“Executive Guide: Commerce,” Forrester Research, Inc., July 18, 2023.
“Join The Progressive Web App Movement,” Forrester Research, Inc., August 11, 2021.
“Digital Experience FAQ: Do I Need To Move To Headless Commerce?,” Forrester Research, Inc., July 20, 2020.
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.
2 Source: “The Future Of Commerce Technology: Commerce Platforms End With An Ecosystem On FIRE,” Forrester Research, Inc., July 14, 2023.
3 Source: “Digital Experience FAQ: Do I Need To Move To Headless Commerce?,” Forrester Research, Inc., July 20, 2020.
4 Source: “Executive Guide: Commerce,” Forrester Research, Inc., July 18, 2023.
5 Source: Forrester’s Digital Business Strategy Survey, 2023.
6 Ibid.
7 Source: “Firms Prioritize Accessibility To Win New Customers,” Forrester Research, Inc., February 21, 2023.
8 Source: “Firms Prioritize Accessibility To Win New Customers,” Forrester Research, Inc., February 21, 2023.
Forrester provides independent and objective research-based consulting to help leaders deliver key transformation outcomes. Fueled by our customer-obsessed research, Forrester’s seasoned consultants partner with leaders to execute on their priorities using a unique engagement model that tailors to diverse needs and ensures lasting impact. For more information, visit forrester.com/consulting.
© 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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