Forrester Ansoff Matrix
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Dive Deeper Into the Growth Paths Behind the Analysis
This Forrester Amsoff Matrix Analysis gives a clear view of the company's growth options across market penetration, market development, product development, and diversification. The page already shows a real preview of the actual analysis, so you can review the content and format before buying. Purchase the full version to get the complete ready-to-use report.
Market Penetration
Grow renewals across the installed base
Forrester Research's subscription-led model makes renewals the fastest market-penetration lever, because keeping existing enterprise clients is cheaper than winning new logos. The 4-service portfolio of research, data, consulting, and events lets Forrester Research lift contract value inside the installed base with little added delivery cost. In a mature information market, higher renewal rates usually protect recurring revenue better than one-time sales.
Bundle 4 services into larger accounts
Bundle 4 services into larger accounts so Forrester Research can turn one-off buyers into multi-product clients. Existing customers already know the brand, so the sales cycle is usually shorter than a cold start, and a 2025 account plan can lift average revenue per client. Bundles also make price-only rivals less useful because buyers compare total value, not a single report or event.
Expand advisory seats in current clients
Forrester Research can grow wallet share by adding analyst time, workshops, and executive guidance to the same enterprise client, especially in digital transformation, customer experience, and B2B marketing. This works best in large accounts with multiple buying centers, where faster decisions often lift advisory attach rates. In 2025, the play is low-risk: deepen one client before chasing a new one.
Use flagship events to deepen wallet share
Forrester Research can use flagship conferences, roundtables, and virtual summits to deepen wallet share by showing the value of its subscription research in live use cases. These events add more touchpoints across 12-month buying cycles, which helps sales spot renewal risk early and re-engage dormant accounts before they lapse. That makes events both a retention tool and an upsell channel.
Target higher-value industries already served
Forrester Research can deepen penetration in technology, financial services, healthcare, and retail, where its insights already fit buyer needs. That matters because selling more into existing accounts costs less than chasing new ones, and category trust shortens the sales cycle. The move fits market penetration: raise share of wallet in familiar sectors instead of opening a new market. In practice, more depth in current clients is the fastest path to higher revenue per client.
Forrester's 2025 Growth Play: Deepen Wallet Share, Not New Logos
Forrester Research's 2025 market penetration play is deeper wallet share in current accounts, not broad new-logo chase. Its 4-service mix lets it bundle research, data, consulting, and events into one renewal motion, raising contract value inside the installed base. This is the lowest-friction path to more revenue per client.
| Lever | 2025 use |
|---|---|
| Renewals | Fastest growth |
| Bundles | 4 services |
| Focus | Installed base |
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Market Development
Localize delivery for EMEA and APAC growth
Forrester Research can push growth into 2 clear lanes, EMEA and APAC, by local sales coverage and region-specific content. Because the core product is digital, it can scale into new markets without rebuilding the business from scratch, and localization matters more than physical expansion. This is a low-capex move: in 2025, the play is to sell the same research with local language, timing, and buyer fit.
Reach mid-market buyers with digital access
Mid-market buyers are attractive because they make up 99.9% of U.S. employer firms, so lighter digital offers can widen Forrester Research's funnel without heavy service costs. Digital delivery also cuts onboarding time and lets the same research engine serve smaller accounts with less friction. That fit matters when strategic insight is needed, but enterprise-level buying is a barrier.
Sell to CISO, CIO, and CMO buyers
Forrester can grow by selling beyond its core strategy and tech base into 3 high-value buyers: CISO, CIO, and CMO. That matters because 2025 enterprise buying is still committee-led, so each added decision maker creates another path into the same account. Security, data, and AI leaders need fast benchmarks and clear guidance, which supports multi-line subscriptions and deeper wallet share.
Use partners to scale into new channels
Forrester Research can scale faster by working with systems integrators, consultancies, and technology vendors. This channel model puts Forrester Research into accounts that would take longer and cost more to win directly, especially where buyers want packaged advice plus implementation help. It also extends reach without a big local footprint, which keeps fixed costs lower while broadening market access.
Grow inside regulated and data-heavy sectors
Forrester Research can grow in healthcare, financial services, and the public sector by selling the same core research and tuning the message for each buyer. These sectors pay for independent insight because one breach can cost millions; IBM put the average healthcare breach at $10.93 million and financial services at $6.08 million in 2024. That makes compliance, customer experience, and tech risk a clear pain point. The model broadens the addressable market without bloating costs.
Forrester's Next Growth: New Markets, Same Research
Forrester Research's market development is about taking the same digital research into new geographies, buyer groups, and regulated sectors, so growth comes from reach, not product rebuilds. In 2025, U.S. employer firms were 99.9% small businesses, which supports lighter offers for mid-market accounts. Healthcare and finance stay strong targets because IBM put average breach costs at $10.93 million and $6.08 million in 2024.
| Move | Why it works |
|---|---|
| EMEA/APAC | Local fit |
| Mid-market | Low-capex scale |
| Healthcare/finance | High risk spend |
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Product Development
Launch more AI-guidance products
Forrester Research can launch AI governance, AI strategy, and operating-model products to turn its research into repeatable tools, not just commentary. Gartner said global generative AI spend will reach $644 billion in 2025, so buyers are already funding practical AI guidance. This fits 2026 budget plans and gives Forrester Research a fresh reason to renew subscriptions.
Buyers want frameworks they can use fast, and packaged guidance is easier to buy than custom advice.
Turn research into benchmark data tools
Forrester Research can turn proprietary scores, benchmarks, and diagnostics into decision tools that go beyond reading research. That shifts value from insight to action, because buyers can compare performance in a repeatable way and track change over time. Benchmark products also support premium pricing when they guide executive choices, since leaders pay more for tools that make hard calls faster and clearer.
Build role-based subscription bundles
In 2025, Forrester Research can sharpen its 4-service subscription mix by packaging role-based bundles for marketing, technology, and customer experience leaders. That makes the offer easier to buy and more relevant to each buyer's job, which can improve conversion and renewal. It also lets Forrester Research price by use case, not just by seat count, a strong product-development move in subscriptions.
Expand executive events into paid experiences
Forrester Research can turn executive events into paid workshops, briefings, and peer forums, giving clients faster access to insight and more live interaction. This fits the 2025 product development play: the same event can become a higher-margin offer while deepening client ties. It also makes the research brand more actionable, so the event works as both product and relationship engine.
Add workflow support for business teams
Forrester Research can add workflow support that helps teams apply recommendations in planning cycles, budget reviews, and vendor evaluations. In Ansoff terms, this is a product development move: it extends the current offer into a more usable toolset, not a new market. It fits buyer demand for faster execution, and it can raise stickiness by making Forrester Research part of the weekly workflow, not just a source of advice.
This also helps Forrester Research compete with broader advisory platforms that already bundle insights with task support and decision tools.
Forrester's AI Tools Bet Targets the $644B GenAI Wave
Forrester Research's product development move is to package AI governance, benchmarks, and workflow tools into paid, role-based products. Gartner forecasts global generative AI spend at $644 billion in 2025, so demand for practical guidance is already funded. Turning research into tools can lift renewals, premium pricing, and daily use.
| 2025 signal | Why it matters |
|---|---|
| GenAI spend $644B | Supports paid product demand |
Diversification
Enter paid training and certification
Forrester Research can diversify into paid training and certification by selling skills programs to client teams, creating a new product in a new buyer setting while using its brand and analyst know-how. This fits 2026 demand for measurable capability-building, since firms want proof of skill lift, not just reports. It is an adjacent move with recurring revenue potential, and Forrester Research can bundle it with existing advisory work.
Monetize software-enabled decision tools
Forrester Research can diversify by monetizing software-enabled decision tools that let clients compare, score, and rank actions in a repeatable workflow. In 2025, that shift matters because buyers keep moving budget from static content to tools that cut time and support faster decisions. It also widens the buyer base beyond research teams and creates more scalable, subscription-like revenue than one-off reports.
Build sponsored communities and marketplaces
Forrester Research can diversify by building sponsored communities around AI, CX, and security, where vendors, buyers, and experts trade practical advice. That model can add revenue beyond subscriptions and consulting through event sponsorship, paid access, and media-style ads. In 2025, peer-led B2B communities are a strong fit because trust and domain expertise drive buying decisions more than broad content alone.
Offer implementation support through partners
Forrester Research can widen beyond classic research by partnering with delivery firms that handle implementation support. That is diversification: it serves a new need with a new service layer, while keeping Forrester Research out of full consulting. Clients often need 6 to 18 months to turn strategy into execution, so partner-led delivery can capture that gap.
Package domain IP into new channels
Forrester Research can package its 2025 IP into new channels by licensing frameworks, methods, and analytics as embedded content, white-label tools, or partner-led products. This broadens reach beyond direct subscriptions and gives Forrester Research a lower-capital way to grow. It is a measured diversification move that still plays to its core IP strength and can lift recurring revenue mix.
Forrester Research Bets on New Revenue Beyond Research
Diversification for Forrester Research means moving into paid training, decision tools, sponsored communities, delivery partnerships, and licensing. In 2025, these moves target recurring revenue and a wider buyer base beyond research subscriptions.
| Move | 2025 signal | Value |
|---|---|---|
| Training | Skills gap | New revenue |
| Tools | Faster decisions | Scalable sales |
| Communities | Trust-led buying | Ad and sponsor income |
It is the most aggressive Ansoff path, so risk is higher, but Forrester Research can still use its analyst brand to reduce it.
Frequently Asked Questions
Forrester Research relies most on penetration and product development. Its 4-service model lets it renew existing accounts, add consulting, and sell events to the same buyer. The company also keeps expanding AI and benchmark content for 2026 planning. That combination is usually stronger than trying to reinvent the business in 1 step.
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