Forrester Research, Inc Recognizes Tredence as a Strong Performer in Customer Analytics

Last Updated: August 5, 2020By

Tredence, the first of its kind analytics services company that focuses on last mile analytics adoption, announced that Forrester Research, Inc, has featured Tredence as a “Strong Performer” among Customer Analytics Service Providers (CASPs) in Forrester Research’s recent report, “The Forrester Wave™: Customer Analytics Service Providers, Q2 2019.”

Based on Forrester’s comprehensive set of 33 evaluation criteria, Tredence scored 4 out of 5 in the Insights to action and Future viability criteria and was among the Top 4 of all the evaluated vendors in the current offering category. Download the report here (access requires purchase or subscription).

In the report, Forrester notes, “About a quarter of Tredence’s delivery teams consist of technologists focused on building custom solutions to bridge the gap between insights and action. For clients, these solutions may be mobile apps to get the right insights to decision makers in real time or content optimization solutions using natural language generation for personalization. Internally, its solution focus has yielded the AI Data Cleanser, which takes a lot of the pain out of data preparation using innovative techniques like phonetic entity matching. Tredence was also one of the only providers in this evaluation with real experience using graph analytics to map relationships between customers.”

The report also highlighted that Tredence’s client references were highly likely to recommend the provider to others. One client, a senior manager of data science and analytics at a large technology company, said of Tredence’s work, “Our stakeholders were all blown away and that opened up more doors for us.”

Forrester also adds, “Tredence is a good bet for companies seeking custom analytically driven solutions”.

“Customer analytics is a key focus area for Tredence. We have invested in innovative accelerators and domain-centric capabilities to deliver business value and reduce time to market,” said Shub Bhowmick, CEO of Tredence. He added, “This is the first time we have been featured in Forrester’s Customer Analytics Service Providers report and we are pleased to be recognized as a strong performer.”

latest video

news via inbox

Nulla turp dis cursus. Integer liberos  euismod pretium faucibua

To achieve better sales and profits, most companies could be doing more to cultivate business from their existing customers. However, enthusiasm for customer-retaining strategies must not endanger sound customer-getting efforts. How companies balance the two is the big question. To intensify reaching old customers while still seeking new ones, for many firms, will mean changes in market analysis, planning systems, management incentives, and marketing and/or operations organization. In the rush toward growth, consumer marketers have tended to regard success as stemming from obtaining new customers while unwittingly minimizing the importance of satisfying old ones. It is time for more companies to distinguish between their getting and retaining functions, to assess the balance between them, and to remedy any deficiencies in customer retention. This process requires management to value the potential of current customers and to treat them in special ways to get them to keep coming back. Several major elements should be part of the new marketing mix for customer retention: Product extras Keeping customers frequently requires giving them more than the basic product that initially attracted them. Product extras for individual customers over time can play a sales-expansive role. Reinforcing promotions Product promotion works better when aimed at existing customers. If a marketer knows who these customers are, benefits can be obtained by giving them reinforcing communications. Sales force connections The sales force can play a decisive role in the customer-retention function. At a retail or service counter the salesperson is the focal point of the company's strategy and is the firm to the customer. Post-purchase communication A company must anticipate that some customers will encounter either minor or serious problems after purchasing. If the firm is not ready to hear and correct these difficulties, the customer may not repurchase  or may cancel the the relationship. Whether company or customer is at fault, standby post-purchase activities can be instrumental in saving these customers.

you might also like

    lets see

    lets see

    lets see