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In order to make wise decisions and build competitive advantage, organizations of all kinds need actionable information - that is, data placed in context so it can support decision-making.
Managing performance effectively requires that a company be able to provide executives, managers and employees with accurate, timely information and make it possible for them to work interactively with that information – to see the numbers behind the numbers.
Data is a critical asset for business, but many business professionals have difficulty in getting to the data they need in a timely fashion. The inability to access data and prepare it for effective business use can impede efficiency in making decisions, acting on them, and maintaining compliance with regulations.
Performance management consists of the strategy, methodologies and processes to manage the performance of an organization and its business network to achieve an agreed-upon set of goals and objectives.
Data is fuel for today’s businesses; they cannot run without it. Like other types of fuel, it must be processed and made ready to use.
Analytic discovery technology enables exploratory analysis that spans multiple data sets of various sizes and structures. It is similar to data science in that both use computer science and statistical techniques
Profitable long-term relationships with customers depend on providing superior customer service; which is to a large extent shaped by how companies engage with customers throughout the customer journey. However; for many years the goal of both the d
By itself data isn't useful for business. It requires analytics to transform data into actionable information. Analytics of one sort or another has long been a core competence of finance departments; applied to balance sheets; income statements or c
"Data is an essential asset of all organizations. Its use impacts every aspect of a business not least of all its profitability. Today's data comes from an array of often incompatible sources including disparate in-house systems cloud-based enviro...
Today the need to process and analyze the ever larger volumes of data being generated is causing many businesses to consider expanding the capabilities of their business intelligence (BI) systems.
Customer behavior has changed. Customers today use significantly more channels of communication to interact with companies. When they shop; the convenience of online access has led them to be more demanding because they can go elsewhere with a few c
CIOs and senior IT leaders such as directors of global applications and enterprise architects constantly face the challenge of reducing technology costs while continuing to deliver consistent value to the business. The IT organization must always be seeking opportunities to automate the infrastructure and processes used throughout the enterprise to improve efficiency.
Even when it is handled well, talent acquisition is an increasingly costly process in today’s job market. Hiring the wrong people or in the wrong positions wastes time, money and effort. The intense competition for scarce talent makes mistakes more damaging – you may not get a second chance to hire the right person.
"The purpose of sales forecasting is to anticipate and facilitate sales activities and help representatives identify opportunities, reach quotas and achieve the maximum potential of their accounts and territories. We find that sales forecasting is of,,,,,,,
"Launching and running a sales program without careful planning is a recipe for failure. Effectiveness in sales starts with planning. To be successful, planning must involve a range of stakeholders from various roles, use a systematic process, incorp,,,,,
In today’s intensely competitive markets, managers can’t rely on decisions based completely on gut feelings without running the risk of making wrong decisions that are costly in terms of both money and expertise. Instead they need high-quality information about their workforces that guides them in recruiting and retaining the best people and maximizing the productivity of all their employees.
Our benchmark research on next-generation customer engagement shows that customers interact with companies through as many as 17 communication channels, most of which are electronic. These interactions produce large volumes of speech and text data. Until recently it required extensive manual effort to extract information and insights from this mass of data.
It’s generally accepted that companies should be able to close their books within a week of the period end, whether monthly, quarterly or semiannually. Yet our recent benchmark research shows that only half of participating organizations accomplish this within five or six business days in their monthly close; even fewer – just 38 percent – can do it for their quarterly or semiannual close.
Many CFOs and controllers find themselves in a bind. They look for ways to give the finance department a more strategic role in their company, yet they cannot provide the resources finance would need to be able to handle core functions quickly and efficiently. Our benchmark research “Trends in Developing the Fast, Clean Close” found that some companies are actually taking longer to close than they did at the time of our previous research on this topic.
Performance management is a strategy and a set of methodologies and processes for managing the performance of the organization and its business network; its purpose is to achieve a common set of goals and objectives. At its core, then, performance management is about aligning day-to-day processes and activities with organizational strategy. This makes it of obvious value to savvy executives and finance professionals: It communicates to all stakeholders an agreed-upon strategy and helps align the organization around it.
Healthcare performance management is a strategy and a set of methodologies and processes for managing the performance of the organization and its doctors, nurses, caregivers and provider network; its purpose is to achieve a common set of patient and business outcomes. Functionally, then, performance management is about aligning day-to-day processes and activities with the goals and objectives of the healthcare organization.
Unfortunately, they’re unlikely to be able to do so by relying on the spreadsheets that our benchmark research into analytics in manufacturing finds are being used in almost two-thirds of organizations (63%). A substantial majority (92%) use them universally or regularly, yet the research found that doing so leads to analytics that take longer to generate and are less accurate.
Business analytics today involves far more than reports and spreadsheets. But despite significant investments in business intelligence (BI) software, many midsize banks continue to operate with a limited set of analytic capabilities, focused largely on querying and reporting.
Business analytics goes beyond query and reporting; but despite significant investments in business intelligence (BI) software many organizations continue to operate with a limited set of analytic capabilities. Query and reporting; until recently th
Performance management is a strategy and a set of methodologies and processes that can be used for managing performance in financial services organizations. Its purpose is to achieve a common set of goals and objectives in the most efficient manner. Functionally, performance management is about aligning day-to-day processes and activities
The employee experience is comprised of the interactions that employees have with their organization over the duration of their employment. Innovative organizations are focusing on employee experience management to help all employees excel at their
In order for an organization to run efficiently and effectively it must actively manage its performance. Corporations, small businesses, government entities and nonprofits all must be able to set objectives, plan and budget, and review and evaluate their operations in a timely fashion to address
Human capital is a business’s most important asset. Most of the time it also is the largest operating expense, and thus can have a major impact on profitability and overall success. To keep employees engaged and productive, companies must of course compensate them appropriately – while not overpaying them and running the risk of eroding the bottom line.
Benchmark research carried out by Ventana Research shows that contact center executives and managers are under pressure to provide the best possible customer service while staying within tight operational budgets. At the same time centers must handle increased volumes of inbound calls and respond to other types of interactions such as email messages and chat sessions.