Inputs
By answering the questions below, you will receive free access to a high-level estimate of the Total Economic Impact of Sprinklr Social (registration is required).
Sprinklr Social is a unified solution for effective social media management throughout the customer lifecycle. Powered by AI, Sprinklr Social eliminates silos within workflows, teams, and technology, and ultimately enhances customer experiences, optimizes costs, mitigates risks, and uncovers new revenue opportunities.
This interactive model is based upon the Forrester Consulting study, The Total Economic Impact of Sprinklr Social, commissioned by Sprinklr. Working with Sprinklr customers, Forrester identified and quantified key benefits of investing in Sprinklr Social including:
- Time savings from social content creation
- Paid media savings enabled by employee advocacy programme
- Reporting and analytics productivity gains
- Incremental profit enabled by social media monitoring
- Incremental profit attributed to Sprinklr Social Commerce
To use, move sliders or enter values to receive a high-level estimate of the economic impact based on your specific business environment. Default input values represent data from the case study.
Exchange rate:1.0000
$6,978,044 $6,978,044
$6,978,044 7.0MYour estimated three-year net present value (NPV)
327% 327%
Your estimated three-year return on investment (ROI)
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Results
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To contact or learn more about Sprinklr Social, visit sprinklr.com.
Financial Summary (risk-adjusted estimates)
ROI | Payback period (months) | Total benefits (PV) | Total costs (PV) | Net present value |
---|---|---|---|---|
327% | <6 | $9,109,080 | ($2,131,036) | $6,978,044 |
Cash flow analysis (risk-adjusted estimates)
Initial | Year 1 | Year 2 | Year 3 | Total | Present Value | |
---|---|---|---|---|---|---|
Total costs | ($105,695) | ($814,152) | ($814,438) | ($814,724) | ($2,549,009) | ($2,131,036) |
Total benefits | $0 | $3,018,164 | $3,684,228 | $4,419,557 | $11,121,950 | $9,109,080 |
Net benefits | ($105,695) | $2,204,012 | $2,869,790 | $3,604,833 | $8,572,941 | $6,978,044 |
ROI | 327% | |||||
Payback period (months) | <6 | |||||
Payback period (months) | #NULL! | |||||
$0K | $3.0M | $3.7M | $4.4M | |||
$106K | $814K | $814K | $815K | |||
Cumulative total costs | $105,695 | $919,847 | $1,734,285 | $2,549,009 | ||
Cumulative total benefits | $0 | $3,018,164 | $6,702,393 | $11,121,950 | ||
Cumulative net benefits | ($105,695) | $2,098,318 | $4,968,108 | $8,572,941 | ($105,695) | |
Cumulative total benefits PV | $0K | $2.7M | $5.8M | $9.1M | ||
Cumulative total costs PV | $106K | $846K | $1.5M | $2.1M | ||
Payback period (interim calculations) | 0.6 | 0.0 | 0.0 | 0.6 | <6 |
Three-year Risk-Adjusted Financial Summary
$8.6M
$7.0M
Benefits
Total Benefit
Ref. | Benefit | Initial | Year 1 | Year 2 | Year 3 | Total | Present Value |
---|---|---|---|---|---|---|---|
Atr | Time savings from social content creation | $0 | $1,993,774 | $2,092,287 | $2,198,092 | $6,284,153 | $5,193,143 |
Btr | Paid media savings enabled by employee advocacy programme | $0 | $368,640 | $564,019 | $767,117 | $1,699,776 | $1,377,605 |
Ctr | Reporting and analytics productivity gains | $0 | $389,844 | $582,080 | $609,178 | $1,581,102 | $1,293,146 |
Dtr | Incremental profit enabled by social media monitoring | $0 | $127,507 | $234,090 | $557,188 | $918,785 | $728,001 |
Etr | Incremental profit attributed to Sprinklr Social Commerce | $0 | $138,400 | $211,752 | $287,982 | $638,134 | $517,185 |
Total benefits (risk-adjusted) | $0 | $3,018,164 | $3,684,228 | $4,419,557 | $11,121,950 | $9,109,080 |
$11.1M
$9.1M
Time savings from social content creation
Managing social content creation activities in one unified platform enabled significant time savings during the publishing and approval of social media posts. Before adopting Sprinklr Social, social media teams had to manage content creation, publishing, and approval across multiple platforms, which led to time-consuming back-and-forth communication.
The unification of the digital asset lifecycle with Sprinklr has significantly improved the management and discovery of content assets. Content assets were accessible and organized in one unified platform, which prevented the duplication of assets across teams. Existing digital assets could be reused or repurposed rather than recreated. Additionally, users could easily locate assets on the Sprinklr Social platform with keywords or tags, collectively reducing the time required for asset discovery.
Sprinklr Social has also streamlined the workflow process for content approval. An interviewee highlighted that this was particularly beneficial for their global teams, who previously handled approvals via separate email threads with regional and country leads. With Sprinklr Social, global managers now had full visibility of all assets to approve in one centralized platform, saving time with consolidated workflows.
Click to show/hide calculation details
Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 | Total | Present Value |
---|---|---|---|---|---|---|---|---|
A1 | Number of social media posts to be created per day | User Input YoY: 2% |
420 | 428 | 437 | |||
A2 | Amount of time each social media specialist saves per day finding assets to create each social media post (mins) | TEI Case Study | 30 | 30 | 30 | |||
A3 | Amount of time each social media specialist saves per day tagging each social media post (mins) | TEI Case Study | 3 | 3 | 3 | |||
A4 | Subtotal: Amount of time social media specialists save per year when creating and publishing social media posts(hours) | [(A2+A3)/60]*A1*260 | 60,060 | 61,204 | 62,491 | |||
A5 | Amount of time each social media manager saves on approving each social media post (mins) | TEI Case Study | 15 | 15 | 15 | |||
A6 | Subtotal: Amount of time social media managers save per year on approving social media posts (hours) | A5/60*A1*260 | 27,300 | 27,820 | 28,405 | |||
A7 | Average fully burdened hourly cost of a social media specialist | TEI Standard YoY: 2% |
$32 | $33 | $34 | |||
A8 | Average fully burdened hourly cost of a social media manager | TEI Standard YoY: 2% |
$37 | $38 | $39 | |||
A9 | Productivity recapture rate | TEI Standard |
80% | 80% | 80% | |||
At | Time savings from social content creation | A9*[(A4*A7)+(A6*A8)] | $0 | $2,345,616 | $2,461,514 | $2,585,991 | $7,393,121 | $6,109,581 |
Risk adjustment | 15% | |||||||
Atr | Time savings from social content creation (risk-adjusted) | $0 | $1,993,774 | $2,092,287 | $2,198,092 | $6,284,153 | $5,193,143 | |
Atr | Three-year total | $6,284,153 | ||||||
Atr | Three-year present value | $5,193,143 | ||||||
$5.2M | $6.3M | $5.2 million |
Paid media savings enabled by employee advocacy programme
According to Forrester’s research, enhancing influence and expanding brand reach is a priority for organizations. Employee advocacy can be viewed as an enabling approach that enhances campaign performance by improving awareness, perception, and preference.
Prior to adopting Sprinklr Social, an interviewee’s organization relied on distributing generic content to employees via email. With Sprinklr Social, employee advocacy participation improved significantly due to Sprinklr’s centralized asset repository and its capability to curate highly-personalized and relevant content for employees to discover and distribute through their social networks. Employees were empowered to access and share content directly from a dedicated directory, leveraging user-generated content and asset suggestions. Additionally, the platform enabled targeted dissemination and provided more personalized content based on individual interests, thus encouraging greater employee participation.
Click to show/hide calculation details
Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 | Total | Present Value |
---|---|---|---|---|---|---|---|---|
B1 | Number of employees in the organization | User Input YoY: 2% |
80,000 | 81,600 | 83,232 | |||
B2 | Percentage of key influencers actively promoting organization's content on social media before Sprinklr Social's advocacy programme | TEI Case Study | 8% | 8% | 8% | |||
B3 | Percentage of key influencers actively promoting organization's content on social media after Sprinklr Social's advocacy programme | TEI Case Study | 12% | 14% | 16% | |||
B4 | Increase in number of key influencers actively promoting organization's content on social media after Sprinklr Social's advocacy programme | (B3-B2)*B1 | 3,200 | 4,896 | 6,659 | |||
B5 | Average number of social media posts for key influencers to post across all channels per year | TEI Case Study | 48 | 48 | 48 | |||
B6 | Average views for each post through the programme per year | TEI Case Study |
250 | 250 | 250 | |||
B7 | Total average annual views per key influencer | B5*B6 | 12,000 | 12,000 | 12,000 | |||
B8 | Increase in annual views achieved by employee advocacy progamme through Sprinklr Social | B4*B7 | 38,400,000 | 58,752,000 | 79,908,000 | |||
B9 | Average paid spend to achieve the same organic reach without employee advocacy programme | B8*0.012 | $460,800 | $705,024 | $958,896 | |||
Bt | Paid media savings enabled by employee advocacy programme | B9 | $0 | $460,800 | $705,024 | $958,896 | $2,124,720 | $1,722,006 |
Risk adjustment | 20% | |||||||
Btr | Paid media savings enabled by employee advocacy programme (risk-adjusted) | $0 | $368,640 | $564,019 | $767,117 | $1,699,776 | $1,377,605 | |
Btr | Three-year total | $1,699,776 | ||||||
Btr | Three-year present value | $1,377,605 | ||||||
$1.4M | $1.7M | $1.4 million |
Reporting and analytics productivity gains
Before using Sprinklr Social, interviewees noted that collating data and generating reports on social media performance and customers' social media preferences was a highly time-consuming process. Data analysts had to consolidate data from multiple social media profiles and platforms, making it difficult to extract insights promptly due to the large amount of data. Interviewees also found it challenging to reconcile differing performance metrics and methodologies across various analytics tools, leading to inconsistencies in benchmarking and analyzing content performance.
Sprinklr Social equipped interviewees' organizations with a unified dashboard capable of assessing and analyzing the impact of both organic and paid content across various social platforms. This provided them with the visibility needed to refine their social media mix and content strategy. Additionally, Sprinklr Social integrated social media metrics with other pertinent data sources such as customer sentiment and competitor benchmarks, which produced more comprehensive analytical outputs. Sprinklr Social also simplified the process of generating and sharing reports, enabling users to effortlessly distribute data-rich reports to team members across the organization with just a few clicks.
Click to show/hide calculation details
Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 | Total | Present Value |
---|---|---|---|---|---|---|---|---|
C1 | Number of reports created annually | User Input | 60 | 60 | 60 | |||
C2 | Time spent compiling, downloading, charting and analysing data per social media account per report before Sprinklr (mins) | TEI Case Study | 65 | 65 | 65 | |||
C3 | Time spent compiling, downloading, charting and analysing data per social media account per report after Sprinklr (mins) | TEI Case Study | 30 | 15 | 15 | |||
C4 | Time saved compiling, downloading, charting and analysing data per social media account per report after Sprinklr (mins) | C2-C3 | 35 | 50 | 50 | |||
C5 | Total time saved compiling, downloading, charting and analysing data across all social media accounts for all reports after Sprinklr (hours) | C4/60*C1*A1 | 14,700 | 21,400 | 21,850 | |||
C6 | Average fully burdened hourly cost of a social data analyst | TEI Standard YoY: 2% |
$39 | $40 | $41 | |||
C7 | Productivity recapture rate | TEI Standard | 80% | 80% | 80% | |||
Ct | Reporting and analytics productivity gains | C5*C6*C7 | $0 | $458,640 | $684,800 | $716,680 | $0 | $0 |
Risk adjustment | 15% | |||||||
Ctr | Reporting and analytics productivity gains (risk-adjusted) | $0 | $389,844 | $582,080 | $609,178 | $1,581,102 | $1,293,146 | |
Ctr | Three-year total | $1,581,102 | ||||||
Ctr | Three-year present value | $1,293,146 | ||||||
$1.3M | $1.6M | $1.3 million |
Incremental profit enabled by social media monitoring
Prior to Sprinklr Social, interviewees noted that they monitored social media conversations and mentions related to their organization in a primarily manual fashion. This involved assigning dedicated team members to monitor social media accounts and manually review and respond to interactions. Teams struggled to sift through the ever-expanding number of interactions to extract meaningful signals with these methods. Interviewees also found it challenging to gauge customer sentiment holistically based on the limited interactions that their teams managed to respond to.
Sprinklr Social enabled these organizations to efficiently scan through social media interactions and engage with audiences across multiple social and messaging channels. Sprinklr Social's AI-driven automated inbound triaging also helps teams categorize and prioritize interactions based on intent and sentiment. This allowed teams to cut through the noise and spend less time on irrelevant interactions, focusing on truly critical conversations. Additionally, Sprinklr Social's automation capabilities enabled users to respond promptly to customers with predefined responses and automated routing workflows, allowing social media teams to respond to and redirect customers swiftly.
Click to show/hide calculation details
Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 | Total | Present Value |
---|---|---|---|---|---|---|---|---|
D1 | Number of unique inbound customer social messages received annually | User Input YoY: 2% |
1,000,000 | 1,020,000 | 1,040,400 | |||
D2 | Percentage of inbound customer social messages received with a negative sentiment | TEI Case Study | 40% | 40% | 40% | |||
D3 | Number of inbound customer social messages received with a negative sentiment annually | D1*D2 | 400,000 | 408,000 | 416,160 | |||
D4 | Percentage of inbound negative customer social media being addressed before Sprinklr Social annually | TEI Case Study | 1% | 1% | 1% | |||
D5 | Number of inbound negative customer social media messages being addressed before Sprinklr annually | D3*D4 | 4,000 | 4,080 | 4,162 | |||
D6 | Average response time taken to address messages for resolution before Sprinklr Social (hours) | TEI Case Study | 2 | 2 | 2 | |||
D7 | Average response time taken to address messages for resolution after Sprinklr Social (hours) | TEI Case Study | 0.75 | 0.50 | 0.25 | |||
D8 | Number of inbound negative customer social media addressed with Sprinklr Social annually | D5*D6/ D7 | 10,667 | 16,320 | 33,296 | |||
D9 | Increase in number of inbound negative customer social media addressed engaged with Sprinklr Social per year | D8-D5 | 6,667 | 12,240 | 29,134 | |||
D10 | Reduction in likelihood of disaffected customer to churn | TEI Case Study | 15% | 15% | 15% | |||
D11 | Average yearly order value | TEI Case Study | $150 | $150 | $150 | |||
D12 | Average annual purchase frequency | TEI Case Study | 10 | 10 | 10 | |||
D13 | Operating margin | TEI Case Study | 10% | 10% | 10% | |||
Dt | Incremental profit enabled by social media monitoring | D9*D10*D11*D12*D13 | $0 | $150,008 | $275,400 | $655,515 | $1,080,923 | $856,472 |
Risk adjustment | 15% | |||||||
Dtr | Incremental profit enabled by social media monitoring (risk-adjusted) | $0 | $127,507 | $234,090 | $557,188 | $918,785 | $728,001 | |
Dtr | Three-year total | $918,785 | ||||||
Dtr | Three-year present value | $728,001 | ||||||
$728K | $919K | $728,001 |
Incremental profit attributed to Sprinklr Social Commerce
Forrester’s 2023 Retail Topic Insights Survey found that over one-third (39%) of US respondents under 25 years old directly purchased items via social media at least once a week. This type of purchase behavior, also known as social commerce, is made possible through the increased integration of shopping and purchase processes (e.g., digital product catalogs, payments, and order confirmation) into social media platforms. However, social commerce experiences are often fraught with problems, including out-of-sync inventory feeds, poorly maintained social storefronts, and limited customer support.
Interviewees noted that Sprinklr Social allowed organizations to address these challenges in several ways. Firstly, through integrations with other data sources like CRM systems and inventory as well as order management systems — Sprinklr Social enabled social media teams to provide customers with up-to-date product catalogs. Interviewees also noted that prebuilt AI models allowed social media teams to accurately flag purchase intent, guiding interactions with personalized responses.
Click to show/hide calculation details
Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 | Total | Present Value |
---|---|---|---|---|---|---|---|---|
E1 | Number of inbound customer social messages received per year | D1 YoY: 2% |
1,000,000 | 1,020,000 | 1,040,400 | |||
E2 | % of messages requesting related to a possible E-commerce selling opportunity | TEI Case Study | 20% | 20% | 20% | |||
E3 | Number of messages related to a possible E-commerce selling opportunity | E1*E2 | 200,000 | 204,000 | 208,080 | |||
E4 | Improvement in purchase abandonment rate after Sprinklr Social commerce | TEI Case Study | 5% | 7.5% | 10% | |||
E5 | Increase in e-commerce transactions enabled by Sprinklr social commerce | E3*E4 | 10,000 | 15,300 | 20,808 | |||
E6 | Average order value before Sprinklr | TEI Case Study | $150 | $150 | $150 | |||
E7 | Increase in average order value after Sprinklr social commerce | TEI Case Study | 15% | 15% | 15% | |||
E8 | Average order value after Sprinklr | E6*(1+E7) | $173 | $173 | $173 | |||
E9 | Incremental revenue attributed to Sprinklr Social Commerce | E5*E8 | $1,730,000 | $2,646,900 | $3,599,784 | |||
E10 | Operating margin | TEI Case Study | 10% | 10% | 10% | |||
Et | Incremental profit attributed to Sprinklr Social Commerce | E9*E10 | $0 | $173,000 | $264,690 | $359,978 | $797,668 | $646,482 |
Risk adjustment | 20% | |||||||
Etr | Incremental profit attributed to Sprinklr Social Commerce (risk-adjusted) | $0 | $138,400 | $211,752 | $287,982 | $638,134 | $517,185 | |
Etr | Three-year total | $638,134 | ||||||
Etr | Three-year present value | $517,185 | ||||||
$517K | $638K | $517,185 |
Costs
Total Cost
Ref. | Cost | Initial | Year 1 | Year 2 | Year 3 | Total | Present Value |
---|---|---|---|---|---|---|---|
Ftr | Sprinklr Social license and professional service costs | $0 | $805,000 | $805,000 | $805,000 | $2,415,000 | $2,001,916 |
Gtr | Total internal costs for deployment, data migration and training | $105,695 | $9,152 | $9,438 | $9,724 | $134,009 | $129,120 |
Total costs (risk-adjusted) | $105,695 | $814,152 | $814,438 | $814,724 | $2,549,009 | $2,131,036 |
$2.5M
$2.1M
Sprinklr Social license and professional service costs
Each of the interviewee’s organizations incurred annual recurring licensing and professional services fees for Sprinklr Social. Professional services are typically incurred for the deployment of the solution. The total annual fees depended on the organization’s use cases, features, and capabilities. For an accurate quote on the license and professional services fees, please contact Sprinklr.
Click to show/hide calculation details
Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 | Total | Present Value |
---|---|---|---|---|---|---|---|---|
F1 | Number of licenses | User Input | 260 | 260 | 260 | |||
F2 | Annual license fee per seat | TEI Case Study | $2,500 | $2,500 | $2,500 | |||
F3 | Annual licensing cost | F1*F2 | $650,000 | $650,000 | $650,000 | |||
F4 | Professional service cost | TEI Case Study | $50,000 | $50,000 | $50,000 | |||
Ft | Sprinklr Social license and professional service costs | F3+F4 | $0 | $700,000 | $700,000 | $700,000 | $2,100,000 | $1,740,796 |
Risk adjustment | 15% | |||||||
Ftr | Sprinklr Social license and professional service costs (risk-adjusted) | $0 | $805,000 | $805,000 | $805,000 | $2,415,000 | $2,001,916 | |
Ftr | Three-year total | $2,415,000 | ||||||
Ftr | Three-year present value | $2,001,916 | ||||||
$2.0M | $2.4M | $2.0 million |
Total internal costs for deployment, data migration and training
A typical implementation process incurs costs and effort across solution deployment, data migration, and training, which are based on the complexity and size of the user team, implementation approach, data source, data destination, technical specifications, and training method.
Click to show/hide calculation details
Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 | Total | Present Value |
---|---|---|---|---|---|---|---|---|
G1 | Number of program managers required for solution deployment | TEI Case Study | 1 | 0 | 0 | 0 | ||
G2 | Number of social media managers required for solution deployment | TEI Case Study | 2 | 0 | 0 | 0 | ||
G3 | Percentage of time spent on solution deployment | Assumption | 20% | 0% | 0% | 0% | ||
G4 | Months spent on solution deployment | TEI Case Study | 1 | 0 | 0 | 0 | ||
G5 | Total hours program managers spent on solution deployment | G1*G3*(G4/12)*2080 | 35 | 0 | 0 | 0 | ||
G6 | Total hours social media managers spent on solution deployment | G2*G3*(G4/12)*2080 | 69 | 0 | 0 | 0 | ||
G7 | Average fully burdened hourly cost of a program manager | TEI Standard YoY: 2% |
$49 | $49 | $50 | $51 | ||
G8 | Average fully burdened hourly cost of a social media manager | TEI Standard YoY: 2% |
$37 | $37 | $38 | $39 | ||
G9 | Subtotal: Solution deployment costs | (G5*G7)+(G6*G8) | $4,268 | $0 | $0 | $0 | ||
G10 | Number of social media data analyst required for data migration | TEI Case Study | 1 | 0 | 0 | 0 | ||
G11 | Percentage of time spent on data migration | Assumption | 20% | 0% | 0% | 0% | ||
G12 | Months spent on data migration | TEI Case Study | 4 | 0 | 0 | 0 | ||
G13 | Total person hours spent on data migration | G10*G11*(G12/12)*2080 | 139 | 0 | 0 | 0 | ||
G14 | Average fully burdened hourly cost of a data engineer | TEI Standard YoY: 2% |
$62 | $62 | $63 | $64 | ||
G15 | Subtotal: Data migration costs | G13*G14 | $8,618 | $0 | $0 | $0 | ||
G16 | Number of employees trained on Sprinklr social | F1 | 260 | 26 | 26 | 26 | ||
G17 | Time spent in training each day (hours) | TEI Case Study | 1 | 1 | 1 | 1 | ||
G18 | Number of training days for employees | TEI Case Study | 10 | 10 | 10 | 10 | ||
G19 | Total person hours spent on solution deployment | G16*G17*G18 | 2,600 | 260 | 260 | 260 | ||
G20 | Average fully burdened hourly cost of a social media specialist | TEI Standard YoY: 2% |
$32 | $32 | $33 | $34 | ||
G21 | Subtotal: Training costs | G19*G20 | $83,200 | $8,320 | $8,580 | $8,840 | ||
Gt | Total internal costs for deployment, data migration and training | G9+G15+G21 | $96,086 | $8,320 | $8,580 | $8,840 | $121,826 | $117,382 |
Risk adjustment | 10% | |||||||
Gtr | Total internal costs for deployment, data migration and training (risk-adjusted) | $105,695 | $9,152 | $9,438 | $9,724 | $134,009 | $129,120 | |
Gtr | Three-year total | $134,009 | ||||||
Gtr | Three-year present value | $129,120 | ||||||
$129K | $134K | $129,120 |
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Methodology
Background
This interactive model is based upon the Forrester Consulting study, The Total Economic Impact of Sprinklr Social, commissioned by Sprinklr. Working with Sprinklr customers, Forrester identified and quantified key benefits of investing in Sprinklr Social including:
- Time savings from social content creation
- Paid media savings enabled by employee advocacy programme
- Reporting and analytics productivity gains
- Incremental profit enabled by social media monitoring
- Incremental profit attributed to Sprinklr Social Commerce
Default input values represent data from the case study.
The following Sprinklr customers were interviewed for the study.
INDUSTRY | REVENUE | INTERVIEWEE | REGION |
---|---|---|---|
Automotive Manufacturing | $6.5B | Social Media CX Manager | U.S. |
Technology | $102B | Consultant | Global |
Professional Services | $65B | Global Brand & Marketing Technology Manager | Global |
Retail (Cosmetics) | $40B | Global Consumer Experience Director | Global |
Tool Methodology
Forrester used the following methodology to develop this tool:
- Forrester gathered data from existing Forrester research relative to Sprinklr Social and the market in general.
- Forrester interviewed Sprinklr marketing and strategy personnel to fully understand the value proposition of Sprinklr Social.
- Forrester interviewed Sprinklr Social customers as the basis for the data in this model.
- Forrester constructed a financial model.
- Forrester constructed this calculator based on the model in the associated study and in accordance with Forrester and TEI standards. Forrester’s aim is to clearly show all calculations and assumptions used in the analysis.
Disclaimer
Sprinklr commissioned Forrester Consulting to develop this business case model in June 2024 using its proprietary Total Economic Impact™ methodology. The intent is for Sprinklr to guide prospects through the questionnaire in order to solicit inputs specific to their business. Sprinklr is not permitted to change the calculations or equations. Forrester believes that this analysis is representative of what companies may achieve based on the inputs provided and any assumptions made. Forrester does not endorse Sprinklr or its offerings.
Although great care has been taken to ensure the accuracy and completeness of this model, Sprinklr and Forrester Research are unable to accept any legal responsibility for any actions taken on the basis of the information contained herein. The tool is provided ‘AS IS,’ and Forrester and Sprinklr make no warranties of any kind.
Disclosures
The reader should be aware of the following:
- This interactive tool is commissioned by Sprinklr and delivered by the Forrester Consulting group.
- Sprinklr reviewed and provided feedback to Forrester, but Forrester maintains editorial control over the calculator and its equations and did not accept changes that contradicted Forrester’s findings or obscured the meaning of the calculations.
- The customer names for the interviews in the associated study were provided by Sprinklr.
- Forrester makes no assumptions as to the potential return on investment that organizations will receive. See the Disclaimer section.
- This interactive tool is not meant to be used as a competitive product analysis.
TEI methodology
TEI not only measures costs and cost reduction (areas that are typically accounted for within IT) but also weighs the enabling value of a technology in increasing the effectiveness of overall business processes. For this calculator, Forrester employed four fundamental elements of TEI in modeling the financial impact of producing a TEI study: 1) cost and cost reduction, 2) benefits to the entire organization, 3) risk, and 4) flexibility. Given the increasing sophistication of IT investment cost analyses, Forrester’s TEI methodology serves an extremely useful purpose by providing a complete picture of the total economic impact of purchase decisions.
Glossary
Financial discount rate | The interest rate used in cash flow analysis to take into account the time value of money. Companies set a discount rate based on their business and investment environment. Forrester assumes a yearly discount rate of 10% for this analysis. Organizations typically use discount rates between 8% and 16% based on their current environment. Readers are urged to consult their respective organization to determine the most appropriate discount rate to use in their own environment. |
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. |
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 net present value of cash flows. |
Return on investment (ROI) | A measure of a project’s expected return in percentage terms. ROI is calculated by dividing net benefits (benefits minus costs) by costs. |
Risk-adjusted | Forrester risk-adjusts cost and benefit estimates to better reflect the level of uncertainty that exists in real-life business scenarios but not necessarily captured in traditional business cases. If a risk-adjusted ROI still demonstrates a compelling business case, it raises confidence that the investment is likely to succeed because the risks that threaten the project have been taken into consideration and quantified. In general, risks affect costs by raising the original estimates, and they affect benefits by reducing the original estimates. |
Payback period | The breakeven point for an investment. The point in time at which net benefits (benefits minus costs) equal initial investment or cost. |
Variables
A Forrester Total Economic Impact™ Tool Commissioned By Sprinklr
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