A Forrester Total Economic Impact™

Study Commissioned By InVision

June 2019

The Total Economic

Impact™ Of InVision
Cost Savings And Business Benefits
Enabled By The InVision Platform For
Digital Product Design
 Table Of Contents
Executive Summary 1
Key Findings 1
TEI Framework And Methodology 4
The InVision Customer Journey 5
Interviewed Organizations 5
Key Challenges 5
Key Results 6
Composite Organization 7
Analysis Of Benefits 8
Increased Productivity Of Developers 8
Increased Productivity Of Design Professionals 9
Cost Savings from Phasing Out Tools With
Redundant Functionality 10
Accelerated Pace And Increased Quality For Releasing
New Offerings 10
Unquantified Benefits 12
Flexibility 12
Analysis Of Costs 13
Cost Of InVision 13
Cost Of Onboarding Employees 14
Financial Summary 15
InVision Design Platform: Overview 16
Appendix A: Total Economic Impact 17
Appendix B: Supplemental Material 18
Appendix C: Endnotes 18

Project Team: ABOUT FORRESTER CONSULTING

Dean Davison
Forrester Consulting provides independent and objective research-based
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 Executive Summary
Benefits InVision provides an integrated platform of design tools that enables
designers and cross-functional teams to streamline the design workflow.
Using the InVision platform, customers are able to rapidly design and
prototype digital products collaboratively before writing code. Customers
can consistently apply practices across business units and company
design activities and realize the benefits of better digital products, faster
time-to-market, and improved user experience.
InVision commissioned Forrester Consulting to conduct a Total Economic
Return on investment:
Impact™ (TEI) study and examine the potential ROI that enterprises may
475% realize by deploying the InVision platform for digital product design. The
purpose of this study is to provide readers with a framework to evaluate
the potential financial impact of InVision on their organizations. To better
understand the benefits, costs, and risks associated with using InVision,
Forrester interviewed four customers with experience using InVision for
their design programs across their enterprises. The head of design at a
financial services company concisely articulated the value of InVision to
their organization during an interview: “We are able to rapidly develop
prototypes that allow us to show internal teams and customers what we
are thinking, align development teams, and coordinate release schedules.
Three-year present value of Our entire flow from concept to market has changed.”
benefits: Prior to using InVision, the customers cited that their digital product design
$4.6 million process suffered from disjointed releases, inconsistent customer
experiences, and even branding errors. The head of design said, “We
consolidated our design teams into a central function and standardized
most of our tools into InVision. As we started working as a cohesive team
to a set of standards and goals, it helped bring together the efforts and
results of a number of disparate business units.”
Following the adoption of InVision, the same executive continued: “Even
the junior developers on our team are becoming much more effective at
accelerating new releases. InVision tools enable a rapid prototype that has
high fidelity to the final product. Developers can quickly get feedback and
Payback period: iterate more rapidly on both concept and releases. This shifts the
< 3 months conversation away from code and development to talking about the user
experience and the value that the business unit is trying to provide.”
One design professional told Forrester, “InVision became so intrinsic to
our processes that it became a verb, ‘We’re going to InVision this.’”
Another executive concluded: “InVision has created tremendous value in
the way we articulate products internally. There is not a question in my
mind that our success has pivoted on InVision as a design partner and
toolset.”

Key Findings
Quantified benefits. The following risk-adjusted present value (PV)
quantified benefits are representative of those experienced by the
companies interviewed:
› Increased productivity of hundreds of developers valued at
$3,512,438. Each of the interviewed customers reported an increased
efficiency in their development teams from: better understood business
requirements; the ability to rapidly develop, socialize, and build
consensus around prototypes; and the specifications from InVision code.
The increase in productivity averaged $3,146 per developer per year.

1 | The Total Economic Impact™ Of InVision Design Platform


“Our business was heavily
determined by people and we
needed to find ways to make
those people more efficient so
that we could grow the
company without just hiring
more front-line people. We
had to streamline our
processes of helping them do
things that would draw more
customers and make them
more productive. That was a
classic design problem and we
stepped up!”
Director of design, insurance
industry
2 | The Total Economic Impact™ Of InVision Design Platform
› Increased productivity of dozens of design professionals by
$743,980. In addition to developer productivity, InVision streamlined the
work of design professionals by thousands of hours per year, improving
productivity and avoiding the need to hire additional staff to accomplish
the same outcomes.
› Avoided $213,606 of costs from phasing out tools with redundant
functionality. As customers increasingly leveraged InVision capabilities,
they no longer needed to pay for similar tools with redundant
functionality.
› Accelerated pace and increased quality for releasing new digital
products, resulting in $14.4 million in incremental revenue over
three years, which contributed $161,148 in net profit. Each
interviewed customer realized an increase in revenue in a different
manner, but they all experienced an uplift in revenue and profitability
from an improved/streamlined internal design process. The interviewed
customer attributed 10% to 15% of increased value directly to their use
of InVision. For the purpose of this study, we used 10% as a
conservative estimate.
Unquantified benefits. The interviewed organizations experienced the
following benefits, which are not quantified for this study:
› Received high ratings from users for digital applications and
websites. The telecommunications executive indicated that their mobile
app has an app store rating of 4.3 out of 5 stars, which they reported as
being the highest in the industry.
› Cited InVision as a professional benefit to attract job candidates. In
interviewing design candidates, one company emphasizes how working
with InVision makes design professionals and collaborators much more
efficient and able to make an impact with their work.
› Leveraged a more inclusive design model to produce more user-
friendly experiences. The insurance company was able to recognize
that its digital products used too many technical terms and that
customers didn’t understand their marketing and sales materials.
InVision enabled product design and collateral reviews by a larger, more
diverse team, which resulted in a streamlined product and language that
customers understood. The result was a significant increase in sales.
› Expanded outside the walls of the company to engage partners and
customers. Buyers told Forrester that they are using the InVision
platform to extend outside the walls of their organization and begin co-
creation work with customers and partners directly.
› Rapid validation of design logic and customer sentiment. The ability
to test new ideas with users and quickly validate their reaction allowed
companies to accelerate innovation and get to market with better
solutions more rapidly.
Costs. The interviewed organizations experienced the following risk-
adjusted PV costs:
› InVision licenses of $718,404 over three years. To create the financial
model, Forrester based the analysis on a list price of $420 per year for
InVision users and $600 per year for InVision Design System Manager
(DSM) users.
 › Onboarding employees and platform maintenance of $144,566. The
average developer spent 2 hours learning to effectively work with
InVision and incorporate its routine workflow. Design professionals
invested an average of 16 hours or two days. In addition, the DSM
administrators spent an average of 3 hours per week managing the
environment and keeping the environment aligned with user needs.
In summary, Forrester’s interviews with four existing customers and
subsequent financial analysis found that an organization experienced
benefits of $4.6 million over three years versus costs of $862,970, adding
up to a net present value (NPV) of $3.8 million and an ROI of 475%.

Financial Summary

Payback
period: Total benefits
<3 months PV, $4.6M

Total costs PV,

$863K

Initial Year 1 Year 2 Year 3

Benefits (Three-Year)

$3.5M

$744.0K

$213.6K $161.1K

Increased productivity Increased productivity Avoided cost of tools Accelerated pace and
of developers of design professionals with redundant increased quality for
functionality releasing new offerings

3 | The Total Economic Impact™ Of InVision Design Platform

 TEI Framework And Methodology
From the information provided in the interviews, Forrester has constructed
a Total Economic Impact™ (TEI) framework for those organizations
considering using the InVision Platform.
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 InVision can have on an organization:

The TEI methodology DUE DILIGENCE

Interviewed InVision stakeholders and Forrester analysts to gather data
helps companies relative to InVision Design Platform.
demonstrate, justify, CUSTOMER INTERVIEWS
and realize the Interviewed four organizations using InVision to obtain data with respect
to costs, benefits, and risks.
tangible value of IT
COMPOSITE ORGANIZATION
initiatives to both Designed a composite organization based on characteristics of the
senior management interviewed organizations.

and other key FINANCIAL MODEL FRAMEWORK

Constructed a financial model representative of the interviews using the
business TEI methodology and risk-adjusted the financial model based on issues
stakeholders. and concerns of the interviewed organizations.

CASE STUDY
Employed four fundamental elements of TEI in modeling InVision ’s
impact: benefits, costs, flexibility, and risks. Given the increasing
sophistication that enterprises have regarding ROI analyses related to IT
investments, Forrester’s TEI methodology serves to provide a complete
picture of the total economic impact of purchase decisions. Please see
Appendix A for additional information on the TEI methodology.

DISCLOSURES
Readers should be aware of the following:

This study is commissioned by InVision 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 report to determine the
appropriateness of an investment in InVision.

InVision 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.

InVision provided the customer names for the interviews but did not participate
in the interviews.

4 | The Total Economic Impact™ Of InVision Design Platform

The InVision Customer Journey
BEFORE AND AFTER THE INVISION INVESTMENT

Interviewed Organizations
For this study, Forrester conducted four interviews with InVision
customers. Interviewed customers include the following:

INDUSTRY REGION INTERVIEWEE CURRENT STATE OF DESIGN EFFORTS

Consolidated design efforts across dozens of
business units into a cohesive team that applied
Financial services North America Head of design standards and structure that helped to reframe
the company culture and improve digital product
quality.
Defined companywide standards for digital
channels to create a consistent customer
Telecommunications North America Director of digital design
experience and elevate the digital experience to
match in-store services.
Ramped up from using design to build internal
consistency, addressing branding failures, to the
User experience design point that the company’s digital products
Financial services Europe
lead exceeded the standards of all regional
competitors and had to start benchmarking again
global competitors.
Standardized design work across the company.
Subsequently applied the new process to elevate
and streamline the work of developers and
Insurance North America Director of design
assess ways that the company could change its
existing processes and ways of engaging with
customers.

Key Challenges
After conducting interviews with four companies, Forrester identified the
following challenges that they experienced prior to using InVision. The “When we took a hard look at
issues included: the spectrum of our digital
offerings, we simply didn’t
› Struggling to find a common, cohesive voice for digital offerings.
achieve the company goals for
“For the past four to five years,” said the head of design at a financial
services company: “We have been trying to find our voice within the customer experience or come
company. We are decentralized and creating a cohesive digital anywhere close to the
strategy and singular customer experience required a great deal of experience that customers
effort.” realized in our stores. We had
to completely rethink our
› Having to fix products after the core development was completed. digital approach and InVision
One executive told Forrester: “We had a number of developers that helped us streamline and
didn’t appreciate the downstream implications of work. Some would expedite the dramatic change
just say, ‘It’s good enough and I’m going to do what I’m going to do.’
required.”
Sometimes it was difficult for us to even identify the problem when it
could be a subtle color shade or just a few pixels off.” The insurance Director, digital design,
executive added, “It was a new standard that our engineers were telecommunications industry
expected to build the design’s digital products as they were designed.”

5 | The Total Economic Impact™ Of InVision Design Platform

› Lacking standards and scale in design process. The design
director at the insurance company commented: “When I joined the
company, I did an audit and found 10 different icon styles, just as one
example. The organization did not even have the proper licenses for
some of the tools that we were using. Quality assurance had no
specifications to follow. Our house was not in order!”
› Unable to gather direct concept customer feedback. The head of
design at a financial services company said: “Before we used InVision
to build prototypes that we could test with customers, they gave us
only vague comments such as, ‘That idea sounds great’ or ‘That looks
awful.’ We often felt like we received great feedback out in the field
only to come back and realize that much of it was unactionable.” “It was a new standard that our
› Delivering inconsistent customer experiences. The director of engineers were expected to
digital design at the telco shared: “We had multiple experiences across build the digital products as
multiple channels and even within those channels we had multiple they were designed.”
experiences. We had a ton of people who were doing their own thing Director, design, insurance
and we didn’t have a holistic view or alignment. We had design industry
standards, but they were not applied consistently, which resulted in a
ton of duplicated effort.”
› Creating a subpar digital channel experience. The telco executive
added: “When we took a hard look at the spectrum of our digital
offerings, we simply didn’t achieve the company goals for customer
experience or come anywhere close to the experience that customers
realized in our stores. We had to completely rethink our digital
approach and InVision helped us streamline and expedite the dramatic
change required.”
› Lacking the ability to scale business model. The insurance design
director said: “Our business was heavily determined by people and we
needed to find ways to make those people more efficient so that we
could grow the company without just hiring more front-line people. We
had to streamline our processes of helping them do things that would
draw more customers and make them more productive. That was a
classic design problem and we stepped up!”

Key Results
The interviews revealed investing in InVision produced the following key
results:
› Scaled and created consistency of design across the
organization. “InVision became so intrinsic to
One financial services executive said: “We’ve started using InVision to our processes that it became a
develop our B2B offerings. It helped us design systems that were verb, ‘We’re going to InVision
much simpler and overhaul products around how customers used our this.’”
services. InVision enabled us to develop consistency across the User experience design lead,
organization.”
financial services industry
› Simplified and clarified communications to company executives.
Twenty-seven percent of companies report that design is represented
at the C-level.1 Using prototypes rather than conceptual presentations
is a much better method to convey ideas, test expectations, and build
consensus. Another executive added: “InVision helped us at all levels
of the company, right up to the CEO. It gave us confidence that we
could show the executive branch what our intended product is and
where it’s going. It eliminated a lot of uncertainty and surprises.”

6 | The Total Economic Impact™ Of InVision Design Platform

› Enabled prototyping by nontechnical teams. The user experience
design lead said: “Just from a prototyping tool standpoint, InVision
proved its worth. We were able to quickly show the prototypes on both
mobile and desktop. At first, we had to prove and socialize our ideas
even to get time from developers, so it would have been impossible to
build without InVision.”
› Provided a consolidated view of the products and experience. The
telco executive described: “InVision gives a holistic view of prototypes
by applying standards as we build and share prototypes. It also
integrates nicely with [other digital design tools that we use].”
› Simplified the workflow process. A design lead added: “Instead of
having dozens of emails with JPEG files flying around the company,
we have a prototype board with all the consolidated comments. It’s
much easier to manage than the overwhelming number of emails with
feedback, ideas, and other unstructured thoughts.”
› Accelerated product releases. The telco told Forrester: “In the past, it
would take us about 24 hours to prepare an offering after a major
announcement of a new phone. To get our offerings ready, designers
and developers would have to work through the night. Today, we have
streamlined that process and have our offerings ready within 3 to 4
hours. Being faster to market has resulted in a 68% uplift in our first-
day sales after new announcements.”

Composite Organization
Based on the interviews, Forrester constructed a TEI framework, a
composite company, and an associated ROI analysis that illustrates the
areas financially affected by using InVision. The composite organization
is representative of the four companies that Forrester interviewed and is
used to present the aggregate financial analysis in the next section. The
composite organization that Forrester synthesized from the customer
interviews has:
› A design professional headcount that:
• Begins with 30 in Year 1.
• Increases to 50 in Year 2.
• Grows to 70 by the end of Year 3.
› Increased the number of developers working on design-related
initiatives:
• Begins with 450 in Year 1.
• Increases to 500 in Year 2.
• Grows to 560 by the end of Year 3.
Forrester research indicates that the ratio of design professionals to
developers evolves as a company’s digital product design practices
mature.2 The specific ratios of designers to developers for this study are:
• 1 to 15 in Year 1.
• 1 to 10 in Year 2.
• 1 to 8 in Year 3.

7 | The Total Economic Impact™ Of InVision Design Platform

Analysis Of Benefits
QUANTIFIED BENEFIT DATA AS APPLIED TO THE COMPOSITE

Total Benefits
PRESENT
REF. BENEFIT YEAR 1 YEAR 2 YEAR 3 TOTAL VALUE
Increased productivity of
Atr $1,273,950 $1,410,750 $1,581,750 $4,266,450 $3,512,438
developers
Increased productivity of
Btr $185,725 $306,850 $427,975 $920,550 $743,980
design professionals
Avoided cost of tools with
Ctr $58,500 $87,750 $117,000 $263,250 $213,606
redundant functionality
Accelerated pace and
Dtr increased quality for releasing $64,800 $64,800 $64,800 $194,400 $161,148
new offerings
Total benefits (risk-adjusted) $1,582,975 $1,870,150 $2,191,525 $5,644,650 $4,631,172

Increased Productivity Of Developers The table above shows the total of all
Customers shared with Forrester a variety of ways that using InVision benefits across the areas listed below,
impacted the efficiency and efficacy of developers, including: as well as present values (PVs)
discounted at 10%. Over three years,
› Streamlining the process of prototyping and socializing ideas with the composite organization expects
business units, executives, and testing with customers. risk-adjusted total benefits to be a PV
of over $4.6 million.
› Delivering superior design specifications that allowed developers to
build faster because they had a clearer direction on the required
product.
› Reducing revisions that came from failing to follow standards or
complying with company branding.
In building a financial model, Forrester used the following observations
from interviews. Users should adapt these numbers throughout the study
to the size, scale, and complexity of their environments to be able to $3.5 million
approximate the value that this benefit might have on their company. The three-year
composite organization: benefit PV
› Included a team of developers that are working on design-related
initiatives. The design-based model increased the productivity of digital 76%
releases by 33% using InVision.
› Determined that much of the impact was due to design work generally,
but that 10% of the credit for improvements should be attributed to
using InVision to realize the change. Increased productivity of
Among the companies that Forrester interviewed, the number of developers:
developers impacted from design work varied widely, but the benefit 76% of total benefits
level reported was relatively consistent. As such, Forrester adjusted this
benefit downward by 10%, yielding a three-year, risk-adjusted total PV of
over $3.5 million.

8 | The Total Economic Impact™ Of InVision Design Platform

Increased Productivity Of Developers: Calculation Table

REF. METRIC CALC. YEAR 1 YEAR 2 YEAR 3

A1 Number of developers 450 500 560

A2 Increased productivity on digital releases From interviews 33% 33% 33%

A3 Percentage of increase attributed to InVision From interviews 10% 10% 10%

A4 Effective increase in FTEs A1*A2*A3 14.9 16.5 18.5

A5 Average burdened salary $95,000 $95,000 $95,000

At Increased productivity of developers A4*A5 $1,415,500 $1,567,500 $1,757,500

Risk adjustment ↓10%

Atr Increased productivity of developers (risk-adjusted) $1,273,950 $1,410,750 $1,581,750

Increased Productivity Of Design Professionals

In addition to improving the efficiency of developers, InVision enhanced
the productivity of design professionals. Each of the companies that 16%
Forrester interviewed indicated that they would have needed additional $743,980
design professionals to accomplish the same work if not for the
functionality from InVision. For the composite organization, designers three-year
benefit PV
saved 3 hours per week using InVision.
The value realized from improving the efficiency of design professionals
will vary significantly, based on the maturity of the design activities within
the organization. Generally, less mature companies will benefit more
greatly. Given that design is relatively nascent or early in its development
for many companies, Forrester adjusted this benefit downward by 5%, Increased productivity of
yielding a three-year, risk-adjusted total PV of $743,980.
design professionals:
16% of total benefits

Increased Productivity Of Design Professionals: Calculation Table

REF. METRIC CALC. YEAR 1 YEAR 2 YEAR 3

B1 Number of design professionals 30 50 70

B2 Hours saved per week per design professional From interviews 3 3 3

B1*B2
B3 FTEs 2.3 3.8 5.3
/2,080 hours
B4 Burdened annual salary $85,000 $85,000 $85,000

Bt Increased productivity of design professionals $195,500 $323,000 $450,500

Risk adjustment ↓5%

Btr Increased productivity of design professionals (risk-adjusted) $185,725 $306,850 $427,975

9 | The Total Economic Impact™ Of InVision Design Platform

Cost Savings From Phasing Out Tools With
Redundant Functionality
Each of the organizations was able to reduce the money spent on other
products or tools that support design efforts. The savings for a company
similar to the composite organization was $130,000 annually.
The interviewed companies did not realize the full value of this benefit
immediately as the companies ran some tools concurrently and phased
out other tools over time. Because InVision includes a broad range of
tools, it took time to shift use and leverage the benefits. As such,
Forrester calculates the value of this benefit at 50% in Year 1 and 75% in
Year 2.
Based on the interviews for this study, Forrester believes that most
organizations will experience this benefit to some degree, and it was
adjusted downward by 10%, yielding a three-year, risk-adjusted total PV
of $213,606.
Cost Savings From Phasing Out Tools With Redundant Functionality: Calculation Table

REF. METRIC CALC. YEAR 1 YEAR 2 YEAR 3

C1 Previous tools no longer needed $130,000 $130,000 $130,000
C2 Percentage applicable 50% 75% 100%

Ct Cost savings from phasing out tools with redundant functionality C1*C2 $65,000 $97,500 $130,000

Risk adjustment ↓10%

Cost savings from phasing out tools with redundant functionality (risk-
Ctr $58,500 $87,750 $117,000
adjusted)

Accelerated Pace And Increased Quality For

Releasing New Offerings
Overall, the greatest benefit of applying design and using InVision was
the impact on the customer experience and the ability to increase 7%
revenue. To compare apples to apples, however, Forrester must
compare only the net profit from that revenue to the costs incurred by
using InVision. Moreover, the value of design activities is greater than $161,148
the value of using InVision as a platform to support design efforts. three-year
In addition, each organization realized an increase in revenue in a benefit PV
different way. For example:
› The telecommunications company accelerated its time-to-market for
new offerings contributing to a 68% increase in early sales for new
phone releases, which was worth millions of dollars. The executive
indicated: “We said we would always provide our customers the most Accelerated pace and
consistent and quickest experience in getting a new device. It used to
take a team nearly all night after a new device was announced, but increased quality for
now we can get to market in just 3 to 4 hours after the phone is releasing new offerings:
announced . . . that’s massive for us.” 7% of total benefits

10 | The Total Economic Impact™ Of InVision Design Platform

› The insurance company used InVision to improve internal stakeholder
collaboration and feedback by allowing the creative, business, and
customer service teams to communicate easily and to gather feedback
even when not co-located. The result was a digital product that let
financial advisors provide greater value to customers using language
they could relate to, and again, the benefit was worth millions of dollars
in incremental revenue from existing customers.
This executive added: “We used to use phrases in our customer
materials like your human life value, which really doesn’t feel very
warm or fuzzy. We changed it to your earnings potential and people
understand what that means. They have no idea how big their earnings
potential is but they understand what it is.”
› The European financial services company was able to elevate its
customer experience and shift the overall brand from negative to highly
positive over several years. The executive summarized: “As part of our
Net Promoter Score and customer analytics, we measure feedback
across different channels. We started hearing customer feedback that
would give the company a low score, but in the comments section they
would add, ‘I love your digital channels but I hate your fees and I’m
giving you a score for the fees.’”3
In modeling this benefit, Forrester used a simple approach outlined by
the North American financial services company that reported it was able
to increase the average revenue by $1.2 million per product release with
four releases per year. Similar to earlier benefits, the interviewed
executives attributed about 10% of the credit for the financial results to
their use of InVision. Thus, $14.4 million in increased revenue realized in
the model resulted in $1.4 million in net profit.
While the road to increased revenue varied for each of the interview
companies, each realized such benefits. Forrester adjusted this benefit
downward by 10%, yielding a three-year, risk-adjusted total PV of
$161,148.
Net Profit From Accelerated Pace And Increased Quality For Releasing New Offerings: Calculation Table

REF. METRIC CALC. YEAR 1 YEAR 2 YEAR 3

Increase in revenue from product releases due to faster
D1 $1,200,000 $1,200,000 $1,200,000
time-to-market for higher quality solutions
D2 Number of releases per year 4 4 4

D3 Uplift in revenue D1*D2 $4,800,000 $4,800,000 $4,800,000

D4 Average profit margin 15% 15% 15%

D5 Percentage of increase attributed to InVision 10% 10% 10%

Net profit from accelerated pace and increased quality for
Dt D3*D4*D5 $72,000 $72,000 $72,000
releasing new offerings
Risk adjustment ↓10%
Net profit from accelerated pace and increased quality for
Dtr $64,800 $64,800 $64,800
releasing new offerings (risk-adjusted)

11 | The Total Economic Impact™ Of InVision Design Platform

Unquantified Benefits
In addition to the benefits outlined above, the interviewed organizations
shared other benefits that did not have specific financial implications.
Below are some intangibles the companies benefited from: Impact risk is the risk that the business
or technology needs of the
› Received high ratings from users of digital applications and organization may not be met by the
websites. After an extended campaign to increase the quality of the investment, resulting in lower overall
average customer experience, the telco executive told Forrester: “Even total benefits. The greater the
uncertainty, the wider the potential
though it doesn’t have a direct connection to revenue or reduced costs, range of outcomes for benefit
our app has a rating on the app stores of 4.3 out of 5 stars, which is estimates.
the highest among our industry. I’m quite proud of that!”
› Cited InVision as a professional benefit to attract job candidates.
As design teams benefited from and learned to rely on InVision to
streamline and focus their design workflow, some customers
standardized design work on InVision. One executive noted: “We really
sell the design system and our use of InVision as a vehicle to deliver at
scale and speed. Anyone who wants to work here in design or in a role
that collaborates on design can see the value and how we can help
them accomplish more work and with greater impact than they could
do elsewhere.”
› Leveraged a more inclusive design model to produce more user-
friendly experiences. The insurance leader said: “During our design
work, we found that many of our marketing and sales materials used
technical, financial terms that many customers didn’t really understand.
We shifted our messaging to speak in simple language rather than
technical terms. Within months of making this change we saw sales in
one division increase 43%. While I can’t prove that it was caused by
design, it was the only substantive change we made to that offering
during that time.”

Flexibility
The value of flexibility is clearly unique to each customer, and the
measure of its value varies from organization to organization. There are
multiple scenarios in which a customer might choose to use InVision and
later realize additional uses and business opportunities, including: Flexibility, as defined by TEI,
represents an investment in additional
› Expand outside the walls of the company to engage partners and capacity or capability that could be
customers. One executive told Forrester: “To date, our focus and use turned into business benefit for a future
for InVision has been internal, on our products and services. We think additional investment. This provides an
there is an opportunity to use the tools and begin co-creation work with organization with the “right” or the
ability to engage in future initiatives but
customers and partners directly. We are thinking about ways to go to not the obligation to do so.
consumers and say, ‘Hey, help us understand how you use our
products and services.’”
› Rapid validation of design logic and customer sentiment. Another
executive said: “I think there is value in bringing a lot more logic into
the customer experience. What I mean is validating whether a design
is going to break, or validating new ideas for usability, but doing so
quickly.”
Flexibility would also be quantified when evaluated as part of a specific
project (described in more detail in Appendix A).

12 | The Total Economic Impact™ Of InVision Design Platform

Analysis Of Costs
QUANTIFIED COST DATA AS APPLIED TO THE COMPOSITE

Total Costs
PRESENT
REF. COST INITIAL YEAR 1 YEAR 2 YEAR 3 TOTAL VALUE
Cost of InVision
Etr $0 $237,600 $291,000 $348,600 $877,200 $718,404
licenses
Cost of onboarding
employees and
Ftr $0 $89,775 $39,900 $39,900 $169,575 $144,566
platform
maintenance
Total costs
$0 $327,375 $330,900 $388,500 $1,046,775 $862,970
(risk-adjusted)

Cost Of InVision Licenses

The composite organization paid a list price for InVision that averaged
$420 per year for each user, which included a combination of design The table above shows the total of all
costs across the areas listed below, as
professionals and developers. well as present values (PVs)
In addition, it also incurred a cost of $600 for each of its DSM licenses, discounted at 10%. Over three years,
which were primarily used by the design professionals, but included a the composite organization expects
risk-adjusted total costs to be a PV of
small percentage of developers. Forrester calculated this group by
$862,970.
matching the number of design professionals with the same number of
developers.
Forrester used list prices and did not risk-adjust this benefit, resulting in a
three-year PV total cost of $718,404.
Cost Of InVision Licenses: Calculation Table

REF. METRIC CALC. INITIAL YEAR 1 YEAR 2 YEAR 3

E1 Cost of InVision tools (A1+B1)*$420 $201,600 $231,000 $264,600
E2 Cost of DSM B1*2*$600 $36,000 $60,000 $84,000
Et Cost of InVision licenses E1+E2 $237,600 $291,000 $348,600
Risk adjustment 0%
Cost of InVision licenses
Etr $237,600 $291,000 $348,600
(risk-adjusted)

13 | The Total Economic Impact™ Of InVision Design Platform

Cost Of Onboarding Employees And Platform
Maintenance Implementation risk is the risk that a
proposed investment may deviate from
Employees using InVision indicated that on average users spent 12 the original or expected requirements,
hours learning to navigate the InVision tools and integrate them resulting in higher costs than
effectively into design initiatives. anticipated. The greater the
uncertainty, the wider the potential
The level of orientation and onboarding will vary based on the existing range of outcomes for cost estimates.
familiarity with design tools. To account for this risk, Forrester adjusted
this benefit upward by 5%, yielding a three-year, risk-adjusted total PV of
$144,566.
Cost Of Onboarding Employees And Platform Maintenance: Calculation Table

REF. METRIC CALC. INITIAL YEAR 1 YEAR 2 YEAR 3

Number of developers new to
F1 (A1CY-A1PY) 450 50 60
InVision
Number of design professionals
F2 (B1CY-B1PY) 30 20 20
new to InVision
F3 Number of DSM admins (rounded) ((A1+B1)/300) 2 2 2
(F1*2 hours)
Total hours annually for
F4 +(F2*16 hours) 1,692 732 752
onboarding and maintenance
+(F3*156 hours)
F5 Equivalent FTEs F4/2,080 hours 0.9 0.4 0.4

F6 Average burdened salary $95,000 $95,000 $95,000

Cost of onboarding employees
Ft F5*F6 $85,500 $38,000 $38,000
and platform maintenance
Risk adjustment ↑5%
Cost of onboarding employees
Ftr and platform maintenance $89,775 $39,900 $39,900
(risk-adjusted)

14 | The Total Economic Impact™ Of InVision Design Platform

Financial Summary
CONSOLIDATED THREE-YEAR RISK-ADJUSTED METRICS

Cash Flow Chart (Risk-Adjusted)

The financial results calculated in the
Benefits and Costs sections can be
Total costs used to determine the ROI, NPV, and
payback period for the composite
Total benefits organization's investment. Forrester
Cumulative net benefits assumes a yearly discount rate of 10%
for this analysis.
Cash $5.0 M
flows

$4.0 M

$3.0 M

$2.0 M These risk-adjusted ROI,

NPV, and payback period
$1.0 M values are determined by
applying risk-adjustment
factors to the unadjusted
results in each Benefit and
-$1.0 M Cost section.
Initial Year 1 Year 2 Year 3

Cash Flow Analysis (Risk-Adjusted)

PRESENT
INITIAL YEAR 1 YEAR 2 YEAR 3 TOTAL VALUE
Total costs $0 ($327,375) ($330,900) ($388,500) ($1,046,775) ($862,970)

Total benefits $0 $1,582,975 $1,870,150 $2,191,525 $5,644,650 $4,631,172

Net benefits $0 $1,255,600 $1,539,250 $1,803,025 $4,597,875 $3,768,202

ROI 475%

Payback period <3 months

15 | The Total Economic Impact™ Of InVision Design Platform

InVision Design Platform: Overview
The following information is provided by InVision. Forrester has not validated any claims and does not endorse
InVision or its offerings.

InVision is a digital product design platform used by more than 5 million designers, developers, marketers, and
executives to make amazing customer experiences and design better products, faster. InVision’s design tools
and educational resources help teams navigate every stage of the digital product design process, from ideation
to development. Today, every company in the Fortune 100 and organizations like Amazon, HBO, Netflix, Slack,
Starbucks, and Uber rely on InVision to streamline their design workflow, rapidly design and prototype products
before writing code, and collaborate across their entire organization.
InVision is a fully distributed company with employees in 28 countries around the world. The company has raised
$350 million in funding from leading investors including Accel, Goldman Sachs, ICONIQ, Firstmark, Tiger Global,
Battery Ventures, and Spark Capital. Visit us at InVisionApp.com and InVisionApp.com/blog

16 | The Total Economic Impact™ Of InVision Design Platform

Appendix A: Total Economic Impact
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 Present value (PV)
of their products and services to clients. The TEI methodology helps
companies demonstrate, justify, and realize the tangible value of IT The present or current
initiatives to both senior management and other key business value of (discounted) cost and
stakeholders. benefit estimates given at an
interest rate (the discount rate).
The PV of costs and benefits feed
into the total NPV of cash flows.
Total Economic Impact Approach

Benefits represent the value delivered to the business by the Net present
product. The TEI methodology places equal weight on the value (NPV)
measure of benefits and the measure of costs, allowing for a
full examination of the effect of the technology on the entire The present or current value of
organization. (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
Costs consider all expenses necessary to deliver the other projects have higher NPVs.
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. Return on
investment (ROI)

A project’s expected return in

percentage terms. ROI is
Flexibility represents the strategic value that can be calculated by dividing net benefits
obtained for some future additional investment building on (benefits less costs) by costs.
top of the initial investment already made. Having the ability
to capture that benefit has a PV that can be estimated.
Discount
rate

The interest rate used in cash flow

Risks measure the uncertainty of benefit and cost estimates analysis to take into account the
given: 1) the likelihood that estimates will meet original time value of money. Organizations
projections and 2) the likelihood that estimates will be typically use discount rates
tracked over time. TEI risk factors are based on “triangular between 8% and 16%.
distribution.”

Payback
period
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 The breakeven point for an
using the discount rate at the end of the year. PV calculations are calculated for investment. This is the point in time
each total cost and benefit estimate. NPV calculations in the summary tables are at which net benefits (benefits
the sum of the initial investment and the discounted cash flows in each year. minus costs) equal initial
Sums and present value calculations of the Total Benefits, Total Costs, and investment or cost.
Cash Flow tables may not exactly add up, as some rounding may occur.

17 | The Total Economic Impact™ Of InVision Design Platform

Appendix B: Supplemental Material

Related Forrester Research

“How To Scale Your Design Organization,” Forrester Research, Inc., October 18, 2018.

Appendix C: Endnotes

1
Source: “How To Scale Your Design Organization,” October 18, 2018.

18 | The Total Economic Impact™ Of InVision Design Platform

2 Source: Ibid.

3Net Promoter and NPS are registered service marks, and Net Promoter Score is a service mark, of Bain &
Company, Inc., Satmetrix Systems, Inc., and Fred Reichheld.

19 | The Total Economic Impact™ Of InVision Design Platform