2009 MARKETING EXCELLENCE AWARDS
Contents Introduction ............................................................................................................... 2 About the Marketing Excellence Awards ................................................................. 3 Account-Based Marketing Diamond Award: BT N3 Connecting Healthcare.............................................................................. 4 Gold Award: AT&T AT&T Client Executive (ACE) Partners Program ............................................... 6 Enabling Sales Diamond Award: Iron Mountain Iron Mountain s Account Penetration Strategy................................................ 8 Gold Award: Cisco European IBLM Program. .................................................................................. 10 Gold Award: Xerox Competipedia A Wiki-Based Competitive Resource. ..................................... 12 Leveraging Digital Marketing Diamond Award: CSC WikonnecT: CSC Strengthens Client Collaboration with First Social Network in Insurance Industry.......................................................................... 14 Gold Award: Siemens Enterprise Communications Go Forward Program Digital Enhancement ..................................................... 16 Targeted Demand Generation Diamond Award: HCL SAP Blue Ocean Upgrade Campaign............................................................. 18 Gold Award: Cognizant Generating Leads with New Buying Centers While Building a Brand: It can be done!................................................................................................... 20 Thought Leadership Marketing Diamond Award: IBM Corporation IBM Global CEO Study ....................................................................................... 22 Gold Award: Cisco Unified Computing Thought Leadership Campaign ........................................ 24 Gold Award: Deloitte The Risk Intelligent EnterpriseTM....................................................................... 26 The Finalists ........................................................................................................28 33 www.itsma.com/news/mea/
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Introduction Marketing Excellence is a lofty term. But we use it because achieving true marketing excellence is rare and often goes unnoticed. The best marketing is a spark of creative intensity so bright that its light remains undiminished for years. It is the pinnacle of performance. ITSMAÂ’s annual Marketing Excellence Awards seek to recognize those standout achievements that deserve recognition not just among peers in the profession but also in the hallways of the company. We created these awards in 1998 to tell the untold stories and to let the light of marketing excellence shine clearly.
The awards are the product of a rigorous process in which a panel of marketing experts challenges applicants to emphasize excellence in the three most critical aspects of success: innovation, execution, and business results. The process comes out of our belief that business success today requires marketers to move beyond the traditional realm of communications into such areas as developing new solutions, penetrating new markets, increasing sales effectiveness, and building stronger customer relationships. We want to congratulate this year’s winners for their leadership in all these areas and are pleased to highlight a few of their stories for you. Keep up the great work and remember to come back to us next year with more of your sparks of excellence. —Dave Munn, President & CEO, ITSMA
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2009 MARKETING EXCELLENCE AWARDS
About the Marketing Excellence Awards Launched in 1998, ITSMA s Marketing Excellence Awards (MEA) focus exclusively on the largest segment of the technology business: technology services and solutions. The awards program is based on a comprehensive and strategic approach to marketing, recognizing that business success today requires marketers to move beyond the traditional realm of communications into such areas as developing new solutions, increasing sales effectiveness, and managing the customer experience. The program looks beyond flash and glitz to emphasize excellence in the three most critical aspects of success: innovation, execution, and business results. The Marketing Excellence Awards are open to all companies that market and sell technology-related services or solutions. Applications for awards are due in June and the awards are announced at a special awards dinner during our Annual Marketing Conference in the fall. MEA judging is based on a peer review process. The awards jury consists of members of ITSMA s senior executive staff, ITSMA s member advisory board, and other senior marketing executives and experts. No judge reviews submissions for which there is a potential conflict of interest. The MEA program includes two awards in each marketing category: n
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Diamond Awards: Best in class for the industry, as measured by innovation, execution, and business results Gold Awards: Standout achievement in improving marketing performance, as measured by innovation, execution, and business results
Award winners have included Accenture, Alfa Wassermann, AT&T, Avaya, BEA, BearingPoint, BMC Software, BT, Capgemini, CDW, Cisco, EDS, EMC, Hewlett-Packard, Honeywell, IBM Global Services, IKON, Infosys, Lucent, NCR Teradata, NetApp, Northrop Grumman, Oracle, SAP, Siemens, Sprint Nextel, Unisys, and Wipro Technologies, among other top technology and professional services firms. For more information on the MEA program, visit www.itsma.com/news/mea/.
About ITSMA ITSMA specializes in helping companies market and sell services and solutions more effectively. We work with the world s leading technology, communications, and professional services providers to generate increased demand, strengthen customer relationships, and improve brand differentiation. Our comprehensive research, consulting, and training on topics including ITSMA Account-Based MarketingSM, Brand Positioning, and Solutions Development provide the insight and experience companies need to improve business results. ITSMA is based near Boston, and has offices in London and Tokyo. Learn more at www.itsma.com.
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A C C O U N T- B A S E D M A R K E T I N G
DIAMOND AWARD
N3 Connecting Healthcare www.n3.nhs.uk The N3 marketing initiative was developed to support the delivery of one of Europe s largest high speed Virtual Private Networks N3, on behalf of the National Health Service in the UK. N3 links every hospital, medical centre and GP surgery in England (and extended into Scotland) with high speed broadband and ethernet services, providing efficiency for health professionals and improved healthcare for patients. The award submission summaries the development and execution of a two year marketing plan, turning N3 is an award winning programme and helping it become established as one of the key successes of the NHS National Programme for IT. The NHS National Programme for IT was set up to give healthcare professionals access to patient information safely, securely and easily, whenever and wherever it is needed. To deliver better, safer care to patients, it needed to ensure that the IT infrastructure could meet NHS needs now and in the future. As the N3 Service Provider, BT works with NHS Connecting for Health (NHS CFH) to manage N3 on behalf of the NHS, and to develop new products and services to capitalise on N3 s state-of-the-art capabilities. All N3 services are sourced by BT from the open marketplace including many of BT s traditional competitors, and procured on the basis of best-value to the NHS. All activities are undertaken under the brand name of N3 connecting healthcare , providing a strong visual identify, supplier independence and a sense of belonging to the NHS. N3 makes it possible to deliver the reforms and new services needed to improve and modernise healthcare. A broadband network for the health industry of this scale and complexity had never been delivered before. The initial delivery of N3, based on a milestone of reaching 18,000 connections, was completed in February 2007, two months ahead of schedule, and has continued from strength to strength. The premise of this submission is based on taking account-based marketing a stage further, to a concept referred to as contract-based marketing. Public sector contracts are the ideal platform for contract-based marketing, given their scale and scope. They facilitate the application of private-sector based field marketing principles, but executed in a much customised manner to address contractual obligations and very specific requirements of the public sector. The seven-year N3 contract was awarded to BT in 2004. The present N3 marketing campaign commenced in May 2007, when the contract was characterised by a single focus on the delivery of the contract, and poor stakeholder perception within the industry with customer satisfaction as low as 25%. 4
2009 MARKETING EXCELLENCE AWARDS
Following an intense period of contract review and planning in collaboration with NHS CFH, the N3 marketing team established a new and credible strategy and setout to execute a new two-year comprehensive marketing and communications approach for N3. This facilitated the strengthening of the customer relationship between BT and the NHS, and pivotal in achieving the following successes: Extending the network to in excess of 40,000 connections. Driving a successful campaign to launch discrete Community of Interest Networks led to the successful implementation of 66 solutions across the NHS, and generated an outlay saving of £63m. Launch of new market-led services including the launch of N3 s evolutionary Voice Services campaign, which has generated in excess of 3million calls across the N3 network and connects up to 10% of the NHS estate. Increasing customer satisfaction from 70% to 86%, reducing customer dissatisfaction from 30% to 8.3%, and reducing dissatisfaction on keeping customers informed on products and services from 27.8% to 8.4%. Developing a compelling N3 Sustainability storyboard, outlining how N3 is helping to reduce the carbon footprint of the NHS, one of the largest in the UK. From an account perspective, the continued success of N3 marketing has helped ensure that BT has significantly extended the scope of N3 across the life of contract. In addition, the successful completion of the N3 programme has already brought savings of £192 million for the NHS and will continue to save the service almost £95 million each year. This has helped maintain a reputation that N3 is one of the key success stories of the NHS national programme for IT.
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A C C O U N T- B A S E D M A R K E T I N G
GOLD AWARD
AT&T Client Executive (ACE) Partners Program It s all about Relationships www.att.com
Business Challenge AT&T s commitment to provide its clients with value that extends beyond existing relationships was a key objective in launching the ACE Partners Program. Beyond the dedicated focus that AT&T s sales teams were providing to its business clients, there were few solid ties at the senior executive levels. Additionally, AT&T wanted to ensure that business issues were strategically addressed and that our executives were elevating the client s perception of AT&T. AT&T would need the support of senior business leaders to engage with clients on a one-on-one, CXO-to-CXO level of relationship never previously provided to clients. To engage leaders across all areas of the business, the commitment and direction for this program had to come from the most senior level not as directive but as a discipline and a value statement that would not only serve the customer but AT&T. The support at the most senior level would solidify sales ability to focus more on the image and reputation of AT&T by utilizing the capable resources of our executives to sell the vision of the company beyond just products and services. In order to create a collaborative win-win for AT&T and our largest business clients, the ACE program needed to tie together all the pieces. Prior to ACE, there was no joint strategy to support AT&T customers that engaged sales, marketing, and senior executives.
Program Objective The ACE Program was created with the primary objective of providing Market Leadership and incremental value to our clients by aligning senior executives with accounts to help improve client loyalty and satisfaction. Understanding our client s business and drivers is key in helping them achieve their objectives. Increased revenue growth and profitable market share are also part of AT&T s goals.
Program Execution The ACE Program is viewed at AT&T as a highly customized marketing program for key, select accounts and very high-level relationships. By focusing on each account as one, the program broadens and deepens both new and existing relationships with key senior executives and has proven to increase demand for AT&T s services and 6
2009 MARKETING EXCELLENCE AWARDS
solutions. Drawing upon competitive intelligence, detailed account planning and the ACE Database to match the executives with the account, the program team is able to determine how to best meet the clientÂ’s unique business initiatives. These efforts, combined with other best practices including relationship mapping using AT&T executive and client executive data have resulted in matches that demonstrate a deeper understanding of how AT&T executives influence account relationships beyond standard sales practices. Once assigned, marketing provides tools and guidelines along with opportunities that assist in facilitating interface between thenAT&T Executive and the client.
Business Results Each account that participates in the ACE Program is handled as separate venture with unique strategies developed jointly by marketing, the account team and the assigned executive. The comprehensive three part scorecard that ACE account teams submit twice a year, measures revenue impacted by senior executive support, client and executive metrics on program utilizations as well as overall program satisfaction. ACE is also proven in assisting sales teams position and form relationships with executive levels not previously penetrated. The executives have helped elevate the role and value of AT&T in our clientsÂ’ business and have helped break down barriers for the sales team. Our sales teams and customers define the ACE Program as a competitive differentiator and consider the program to be an industry leader recognized at the highest levels at AT&T. Overall, the account teams are reporting a significant amount of sales/revenue being impacted by ACE Executive support over the years. In particular, the feedback received from these scorecards, indicated that revenue in key growth areas of the business including mobility, IP data and new emerging services were positively impacted as a result of the support they are receiving from senior leadership. Not only is AT&T now penetrating deeper into the customer and forming stronger, more solid relationships, but our customers are also acknowledging the benefit they are deriving from having a dedicated executive at AT&T who plays the role of senior advocate and supports their specific business needs.
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ENABLING SALES
D I A M O N D AWARD
Iron Mountain s Account Penetration Strategy www.ironmountain.com
Initiative Summary Acquiring over 200 companies between 1986 and 2006, Iron Mountain wanted to shift its marketing focus from acquisition to organic growth. To achieve aggressive revenue goals and satisfy an enhanced sales organization, the marketing function needed to play a more strategic role in penetrating its customer base of 90,000 customers. The company worked with Extraprise, a marketing services provider, to apply an analytical and modelling approach and develop a closed-loop solution. Identifying the best crosssell opportunities in the mid-market sector, the increased intelligence was used to drive a more effective sales pipeline and help improve sales productivity. During the last three years, Iron Mountain has increased the number of sales appointments from 6,000 to over 15,000 in 2008, raising the number of targeted mid-market customers who use one product to more than two, by 17 percentage points.
Situation Overview Iron Mountain s acquisitions during the 10-year period up to 2007 were the company s main form of growth resulting in multiple systems and processes presenting marketing with a range of challenges including:
No central repository for customer data Poor data quality with significant gaps Uncoordinated marketing across divisions and North American regions Standardized response management and lead management processes did not exist No standard segmentation methods Measurement of marketing programs or efficacy of sales processes was limited No customer analysis to ascertain account penetration, distribution of products and services within accounts, size of revenue opportunities by sales territories, etc. Marketing saw opportunities to sell to existing customers, Sales believed their territories were largely saturated
Understanding of Customer/Market Need Marketing realized it needed to: Understand the sales opportunity for growth with existing customers Qualify leads and direct them into the most appropriate channel and track to resolution Measure and evaluate the ROI on marketing programs 8
2009 MARKETING EXCELLENCE AWARDS
Iron Mountain and Extraprise analyzed and profiled existing customers to model the market potential of an account penetration strategy, across market segment, industry and product lines. The analysis provided specific estimates of potential by vertical segment, by product and opportunity type, and horizontally by product, by segment and by opportunity type. A number of specific high potential cross-sell and up-sell opportunities were identified. Based on the analysis, management committed to moving forward with the account penetration strategy.
Innovation As a result, a fundamental change in allocation of marketing spend was made. Whereas in the past 80% of marketing spend had been on customer acquisition and 20% dedicated to account penetration, ratios were switched. Now 80% of budgets were focused on account growth. The new approach consolidated marketing and sales datasets, using a shared technology infrastructure to produce the closed-loop sales and marketing system. This enabled sales and marketing to work as a coordinated, highly-effective team providing a new level of integration between sales, marketing, financial, and other departments and their systems.
Business Result Highlights Results for the client have been profound, and the impact has been both strategic and operational. 1. Initial results of the new marketing campaigns were strong: First set of cross-sell campaigns achieved appointment conversion rates of 15% (compared to industry average of 6%) A target of 12% was set for Year 2 campaigns and due to continuous improvements, appointment conversion rates of 30% were achieved 2. Regarding specific account penetration cross-sell objectives: The number of companies in the mid-single market having two of Iron Mountain s products has risen from 20% in 2006, to 37% in 2008. While in the mid-multi market it grew from 27% in 2006 to 37% in 2008 3. Account retention increased 3% from 2007 to 2008 4. Sales appointments increased from 6,000 in 2006, to 10,000 in 2007, to over 15,000 in 2008. Average conversion rate from Calls Completed to Appointments is 32%, which is 6x the industry average. The cost per acquisition decreased from $1,105 to $700. 5. Revenue increased by 72% (18% per year) over the four years the system has been in operation, due, in part to the improved account-based approach to marketing and sales. www.itsma.com/news/mea/
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ENABLING SALES
GOLD AWARD
European IBLM Program www.cisco.com
Business Challenge The Installed Base Lifecycle Management (IBLM) Program was launched in November 2008 to help Cisco sales teams provide customers with a robust, reliable, and scalable network-based infrastructure. IBLM guides sales teams toward taking a solutions-led selling approach with their customers. This means adopting a long-term view of the customer s business objectives so that these can be supported by a robust and reliable network architecture. Services are used early in the sales process to help gain insight on the customer s existing network. These services expose gaps that might reduce the value that the customer derives from these assets today or inhibit the network s ability to support essential new technologies required to run their business in the future.
Program Objective The objective of the IBLM Program was to design a single internal program that would assist Cisco sales teams in positioning complete networking solutions as a natural part of their account management and sales activities. One feature of successful behavior change would be the inclusion of a range of Cisco and partner services capabilities as an integral part of any solution. There has been a tendency to treat services as a consideration only after the other elements of the solution have been determined. IBLM clearly positioned the value of services early in the sales process for the account team, partner, and customer. The program also aimed to show how additional services can add further customer value to a solution. Information derived from existing services relationships provided empirical insights about the customer s network and its usage. The IBLM Program aimed to present this customer specific data in a way that would enrich the dialogue account managers had with their customers when planning the evolution of their network architectures.
Program Execution Several elements were critical to successful implementation of the program: Combining dispersed business intelligence: Like many organizations Cisco has a wealth of information is dispersed across various functions. This data is held in different formats and is often complex to interpret. The features prevent its effective use by the sales teams. The challenge for the IBLM program was to bring these sources of business intelligence together, present it in an actionable format, and then make it easily accessible to the field. 10
2009 MARKETING EXCELLENCE AWARDS
Sales integration: The next step was to make sure that the business could easily monitor sales activity within the company s customer relationship management (CRM) system. This activity became one of a number of program tracks, managed by a large virtual team. Common performance metrics: A set of key performance indicators was agreed on. These were selected for their flexibility: allowing executive management to instantly understand the effects of the program on the business, while enabling an individual account manager to drill into the detail of a single opportunity. Tracked communications plan: All of the program tracks including business intelligence reporting, systems integration, marketing incentives, program finance options, and marketing communications came together within an integrated program plan. Managing and monitoring progress across these tracks were only possible through the effective use of Cisco collaborative technologies such as Cisco WebEx application collaboration, shared workspaces, and video conferencing tools. Track members were frequently located in different countries or continents. These collaboration tools enabled virtual teams to be established rapidly to develop the program elements. Once launched, the same tools were used to swiftly engage the European sales teams in an interactive way. These live sessions with the sales teams delivered immediate feedback, which was used to refine the program. Crucial to success was ongoing executive commitment. The European leadership team discussed progress every two weeks, using the key performance metrics. This alone maintained high program visibility within the business.
Business Results After six months the program was already exceeding expectations: Across Europe, 900 account managers were taking an active part in the program: downloading field enablement content, accessing the business intelligence reports, and entering opportunities in the CRM system. During the period, over 20 percent of new opportunities entered in the CRM system each month were attributed to the IBLM program by the account managers themselves. Services composed a greater proportion of the solution in IBLM initiated proposals versus non IBLM related proposals. Overall, the program far exceeded its target for services and product pipeline contribution.
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ENABLING SALES
GOLD AWARD
Competipedia A Wiki-Based Competitive Resource www.xerox.com/globalservices
Business Challenge Often faced with the same key competitors, Xerox Global Services needed a new way to share information and differentiate ourselves from the competition. To increase both signings and revenue, we needed new strategies and tactics to beat our competitors. But how do you gather information from thousands of individuals and disseminate it to the entire sales force? There was a clear need to create a way to communicate with each other globally and share personal experiences about our competitors. Competipedia allowed for the creation of one clear source for information on the services competition and provided clear strategies and tactics on what to do with the information. We were able to replace multiple internal content repositories with a comprehensive wiki-based website that can be updated and edited at anytime, by anyone thereby creating an ongoing knowledge exchange portal for both the sales force and headquarters.
Program Objective It became clear that a tool to share competitive insights was needed. Cluttered desktop folders were not getting the job done. There was no easy way to share all of the knowledge that was out there. New insights from client interactions in the field were not being captured and often the same people were being called in to help over and over again. After considering other options, an interactive wiki-site made the most sense. Users in the field could visit the site to learn about the competition and easily share their experiences either by updating existing content or adding new content. Since the site is live and is always being reviewed and updated, the information is actionable. It was a new way to look at and analyze the insight that we already had.
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2009 MARKETING EXCELLENCE AWARDS
Program Execution The creation of Competipedia was a huge undertaking and not only did a new platform need to be developed, but all the content had to be gathered and analyzed to ensure that the site was pre-populated and useful from the first visit. We needed to gather information on the top competitors and determine the actionable advice. We surveyed the field and came up with a list of the top competitors to begin the research. In creating the content, templates were designed to gather information on the top competitors. Competipedia ultimately changed how we gather information and analyze the competition. We wanted to include sections that focused on competitor comparisons, SWOT analysis, differentiators and winning techniques. One of the primary goals of Competipedia was to provide actionable advice to the sales force based on their specific competitive engagement. The idea of a Customized Competitive Action Plan was a natural fit and the main component to the second phase of Competipedia. Users answer a series of questions specific to their current deal and a dynamic, customized document is created pulling all relevant information from the site. This includes both wiki-content along with strategic direction on how to best position Xerox in that particular deal.
Business Results Having been first launched 9 months ago, about half of the intended population is using the site today. Action Plans worth over $330 million have been created. Over 800 new articles have been created and 600 edits made with more than 20,000 page visits by users. Real Time Marketing Intelligence has been created allowing us to spot competitors we see most often to understand competitive vulnerabilities and react proactively.
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LEVERAGING DIGITAL MARKETING
DIAMOND AWARD
WikonnecT: CSC Strengthens Client Collaboration with First Social Network in Insurance Industry www.csc.com/features/stories/30338 To strengthen its community of nearly 1,200 insurance clients, CSC, one of the world s leading business and IT solutions and services providers, launched the first businessto-business social networking site for the insurance industry WikonnecT®. This interactive site, built by a global team using free, open-source applications, enables CSC to engage and energize insurance clients about its business and technology solutions.
Business Challenge CSC values its long-term relationships with clients and continually explores new ways to help them grow. Recognizing the limitations of traditional client interactions at brickand-mortar events, CSC sought ways to more frequently and virtually engage its large, active and loyal client community. Existing support sites for CSC s software, for example, had no interactivity and were basically information repositories. After talking to clients about their growing interest in the social networking phenomenon, CSC began looking at ways to introduce social networking to the insurance industry and wanted an ongoing forum to further engage clients by enabling them to share best practices, lessons learned, and ideas for product innovation directly with the company and their peers.
Program Concept/Objective CSC saw the potential to create an online network for its existing community of insurance clients. While they compete fiercely in the market, CSC s clients are open to working together on issues such as regulatory requirements and business and technology standards, yet don t always have a mechanism for reaching out to each other. WikonnecT gives more than 10,000 clients and CSC employees a 24x7 collaborative space for solving business problems together. It includes the latest information about CSC business and technology initiatives, client projects, ongoing programs and industry issues. Through message boards, wikis and blogs supporting more than 100 interestbased communities, clients talk to each other and share their personal profiles, experiences and innovative ideas. WikonnecT has become a crucial tool for strengthening the community at a time when organizations are cutting back on travel budgets for traditional face-to-face meetings. It is a forum for sharing success stories, solving industry issues, and contributing thought leadership. CSC is using these insights to increase client satisfaction and loyalty, enhance products and services, and influence how members talk about the CSC brand.
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2009 MARKETING EXCELLENCE AWARDS
Program Execution CSC tested the idea with C-level executives on its client advisory councils to understand their priorities for implementing new technologies. While these clients recognized that social networking is an emerging trend with potential to drive sales, few had a plan for using it to support their business and they encouraged CSC to be the early adopter.
In just six weeks, a team of US and India-based CSC employees worked virtually to build the collaborative space. They used an agile, hybrid approach based on an opensource platform that supported integration with other tools. CSC launched WikonnecT at its client and insurance industry events. In addition to providing promotional items with the site s URL, CSC made WikonnecT the central access point for client support sites, client presentations and internal announcements. Each new CSC software team also created a project area on WikonnecT to promote collaboration. The WikonnecT launch generated coverage in both print and online media, including the top three insurance industry trade publications.
Business Results One year after its launch, WikonnecT has grown to include nearly 500 companies, 100 communities, and 10,000 members. The scorecard approach to measuring results included: client satisfaction scores, client referenceability scores, product innovation metrics, project delivery metrics and industry recognition. Three different client surveys have measured improvements in overall client satisfaction rates with increases ranging from 4 to 11 percent. Referenceability also increased by 3 percent. In this short time frame, WikonnecT has become the community s primary vehicle for sharing success stories and innovative approaches as soon as they happen. WikonnecT is also helping CSC quickly bring people together to address common problems such as the need to comply with new Medicare reporting requirements. The site is helping to strengthen relationships with clients, providing a common platform for innovation and bolstering CSC s market leadership position all points of differentiation for CSC. Because of this success, WikonnecT is expanding to clients in new sectors and regions. www.itsma.com/news/mea/
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LEVERAGING DIGITAL MARKETING
GOLD AWARD
Go Forward Program Digital Enhancement www.enterprise-communications.siemens.com
Business Challenge Siemens Enterprise Communications Group (SEN Group) has over 1,000 active partners, including alliances, resellers and distributors, selling unified communications solutions in over 85 countries worldwide. The key challenges faced by the company and the partners included: Give partners the tools to tailor customer-facing materials and present them with high-value information that is relevant to their business Make it simple for partners, regardless of geographic location, to access campaign materials and benefit from the company s marketing tools and resources Support partners with limited in-house marketing resources Smaller resellers do not always have dedicated budget or personnel to help execute marketing campaigns, and need support in reaching customer and prospect bases. Those partners also need access to the creative resources that will help differentiate them in the marketplace Manage corporate branding and content integrity In a global organization, it can be challenging to ensure consistency in branding and content when dealing with different languages, translations, cultural concerns and partner types
Program Objective Working closely with our partners and customers across the globe, the company designed the Digital Channel program with the following goals in mind: Make it easy for partners to deploy marketing campaigns and focus on their main goal of serving customers Simplify the creation of co-branded Web and email content to strengthen a partner s relationship with both the customers and SEN Group, and help achieve our joint objectives Provide global access to cost-effective and fresh content, allowing partners to focus on sales, not the administration of marketing materials Allow for reporting and tracking of customer browsing patterns, including click through rates from mailers to Web content, information that is crucial in identifying hot leads as well as topics that resonate with end customers
Program Execution The initiative first started with a three-month pilot program with a select number of 16
2009 MARKETING EXCELLENCE AWARDS
approved partners in the UK and Germany. Following a successful pilot run, a core team was formed to oversee the program elements. An online platform was set up, which enabled SEN Group to manage and distribute sales and marketing information in real time to the entire indirect sales channel. Content provided through this platform allowed for partners to publish SEN Groupcreated and approved content to their Web sites, but only the content they chose. The tool is highly customizable, based on language, specializations and product availability. Additionally, the platform provides up-to-date and value-added content that can be co-branded and distributed to the partners customers. This allows partners to stay engaged and benefit from topical and timely publications. Coordination with regional marketing teams around the world was key to enabling a successful introduction and implementation of this program. Partner subscription rates in each region were tracked to ensure there were no barriers to implementation. SEN Group actively engaged channel partners throughout the entire planning, implementation and roll out processes. Finally, a multi-lingual support program was provided to further help partners overcome any technical or usage issues.
Individual Results Here is a sample result (actual) from a German SMB sales partner. This partner has six sales people and sells about 2M of SEN Group products annually: Setup of Digital Channel, from registering their interest to having their Web site online took less than an hour They were able to send 1,000 emails to prospects on their mailing list within minutes Using the reporting and tracking available, they were able to see immediate statistics, including 25 percent of mailers were opened, of which 22 percent clicked through to their Web content The partner reported 23 hot leads hot leads being defined as a quoted opportunity with a 50 percent or better chance of success Revenue potential this fiscal year (estimated based on pilot and available results) Total number of potential partners joining the program: 600 Number of mailing contacts per partner: 500 Number of mailings sent per partner: 5 Total mails: 2,500 per partner * 600 = 1,500,000 Open rate (estimate of 25%): 375,000 Click through rates (estimate of 20%): 75,000 Total number of quotes (estimate of 2%): 1,500 Quote / Deal conversion (estimate of 30%): 450 Average Deal value: 10,000 Potential Business Generated: 4.5M www.itsma.com/news/mea/
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TARGETED DEMAND GENERATION
DIAMOND AWARD
SAP Blue Ocean Upgrade Campaign www.hcltech.com
Business Challenge HCL was faced with stagnating growth in its SAP business even after setting up a specialist SAP Geo Sales team and significantly increasing capability investments. Situation Analysis revealed that the HCL SAP sales team was going to market with a diffused focus resulting in a sales pipeline which was often not aligned with HCL s capability to win. The end result was a lot of sales and pre-sales effort going waste with no wins to show for it. The situation had worsened with recession looming large over the globe and deal cycles getting prolonged. Upgrades was chosen as a campaign area after rigorous analysis to take an advantage of the lucrative and time bound opportunity. HCL was also not leveraging its global SAP partnership privileges well to run joint marketing campaigns. SAP Upgrades as a service offering was viewed as a commodity play by HCL SAP sales team with little to differentiate as opposed to the top SAP service partners.
Program Concept/Objective HCL Business Marketing has a clearly defined charter in which the marketing organization is focused on P&L impact by creating, managing and delivering impactful business campaigns for the Horizontal/Vertical Business units in HCL. In the quest to meet business aspirations of SAP Business Unit, HCL Business Marketing Team launched SAP Blue Ocean (BO) Upgrade campaign a year ago with the three pronged objective to: a) rapidly drive sales funnel creation for SAP Services by producing qualified leads, b) entering new accounts to meet high growth goals and c) de-risk the business by expanding beyond Asia- Pacific. The key target Geos were N. America & EU with focus on vertical industries such as Manufacturing, Retail & Consumer, Utilities, Life Sciences, Aero & Defense, Telecom.
Program Execution The Program Execution of HCL s SAP BO global campaign was done in a phased manner with objectives and targets clearly laid out at the beginning of the year. The key steps were as follows: a)
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Proposition Development: HCL s Business Marketing Team is a great believer in developing service propositions which delivers Value for customers. We believe that value can only be created through a clearly targeted composite offering which differentiates across service delivery, commercial models and customer experience. SAP Business marketing team picked up the right target segments for SAP upgrades along with their business challenges and pain
2009 MARKETING EXCELLENCE AWARDS
points related to Upgrades & worked with SAP AG Upgrades competency center team to create a compelling client value proposition SAP Blue Ocean Upgrades to attack the need gap. b)
Positioning: Our positioning The Best Offshore SAP Upgrade Partner was based on 3 important tenets: Target Segment Large Identified Global Enterprises on older SAP versions Frame of Reference - Offshore SAP Upgrade Service Partners. Point of Difference Zero Risk Upgrade at a lower TCO & Maximum ROI.
c)
360 Degrees Integrated Marketing Approach for with a formalized PMO and Task Force: The campaign plan was executed leveraging 360 degree integrated marketing communications to create a multiplier cascading effect and improving reach and salience. Each sub function Business Marketing, PR, Strategic Intelligence Wing, Analyst &Advisor Cell, Direct Marketing etc had clearly defined deliverables which were specific and action oriented. Partner Marketing: Awareness & Demand Generation Program consisting of Series of Web Seminars, Customer Workshops with SAP. Industry Events such as Sapphire, HCL hosted CXO shows. Focused Online/Web Activities: Promotion of Proposition & collateral assets through Podcasts, leading technology websites, and blogs. Analyst & Advisor Engagement: Engaging with all Top Analyst in Enterprise application space through breakfast shows, analyst days & multiple briefings. PR & Industry Forums: High Visibility & message salience built with articles and case studies on leading SAP Publications, Speaker Opportunities in Industry Forums like ASUG & SDN. Direct Marketing: Dedicated team of 8 resources deployed to execute activities and generate interest and qualified Leads based on BANT framework (budget, authority, need and time frame).
Business Results The SAP Blue Ocean Upgrades campaign resulted in HCL SAP Business unit generating 600+ Leads, 62 RFX and acquiring 20 new Fortune 1000 Accounts and further building a robust qualified advanced pipeline of 290 Mn US$. The results were captured through a defined reporting metrics and standard dashboards to track and measure the ROI and performance.
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TARGETED DEMAND GENERATION
GOLD AWARD
Generating Leads with New Buying Centers While Building a Brand: It can be done! www.cognizant.com
Business Challenge The challenge we faced was a multi-faceted one: generating leads for a new line of business with a non-IT audience that is a new buying center to a traditionally ITfocused sales team! Cognizant s Business Process Outsourcing practice engages decision makers who manage business operation functions, and these are not our traditional IT buyers. This buyer is extremely hard to find from a marketing perspective, and entirely new to Cognizant. Our first challenge was finding our buyers, followed closely by making Cognizant and BPO relevant to these buyers, and lastly, differentiating our approach from our competitors. Another dynamic was that BPO marketing was new to Cognizant, giving us the opportunity for and challenge of layering BPO solutions into our industryfocused marketing approach. The entire marketing strategy had to be built from the ground up.
Program Objective The primary objective was to generate leads with an approach that would yield solid branding for a new offering within new buying centers.
Program Execution Our journey began by building out a virtual marketing team and marketing platform for BPO; in addition to the traditional campaign build-out, we literally had to build our market presence plan as well. Initial resources included a single BPO Field Marketing Manager and a graphics firm secured to assist with creating deliverables. Various industry field marketing managers were involved, and we engaged outside writers to help with creating white papers and other thought leadership assets. The initial marketing program had a timeline revolving around key events we selected, with a deadline of 12/1/08 for identifying at least 2 key opportunities that would close in a 6-9 month sell cycle. At the end of the year, the Field Marketing Manager would be measured on one thing: results in the way of new business. Following is a summary of the journey with key dates, milestones, and success factors. 20
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1. Convincing the organization BPO demands a unique marketing strategy (Q108) Most marketing in Cognizant is at the industry level; we needed to find, and speak with, our unique buyers. We received a specific BPO marketing budget, then quickly developed the umbrella campaign blueprint that all industry campaigns would branch off of. 2. Building our message in a differentiating way (Q108) Our core differentiator is our IT/BPO synergies: we can recommend process changes and address the underlying technologies that manage processes. We developed a core BPO topline message then added vertical wrappers. This set us apart and married our core business with this new capability. 3. Coming into contact with our buyers and showing thought leadership (Q2-Q408) We carefully selected unique best of breed forums, events, and association gatherings where our IT/BPO synergy message would resonate. We then negotiated sponsorship and speaking packages. This helped accomplish key challenges: build a credible list of contacts, show thought leadership, and differentiate our services. These efforts yielded us 140 contacts that were the ideal people with whom to speak about BPO. 4. Nurturing the buyers to a conversation (Q2-Q408) The contact information from the previous step was nurtured through a series of emails specific to their entry point into our world. This included thank you emails, communications offering materials from events, articles, and research, and offers for other events such as webcasts. We tracked the behavior of these contacts (although manually) and engaged sales when we felt the contact was ready for a conversation. Through weekly calls with the sales teams, we identified critical gaps such as training (for the sales team), and the need for earlier executive involvement. We changed our process then to set appointments with our BPO executives versus field sales. Our appointment acceptance went from 25% to 65%! 5. Yielding results in the way of opportunities (Q408 to present) Our end goal is opportunities. Great care is taken to ensure that no lead is left behind . If a lead does not convert to an opportunity, we funnel the contact back into the nurturing engine. This effort continues today.
Business Results This multi-touch campaign exceeded our lead gen and branding goals, yielding significant demand 88 leads and 7 opportunities as well as $18M TCV to date, resulting in 180:1 marketing ROI.
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THOUGHT LEADERSHIP MARKETING
DIAMOND AWARD
IBM Global CEO Study www.ibm.com/gbs/ceostudy CEOs and Public Sector leaders are finding it much harder to plot a path forward, given increasing uncertainty and accelerating change. These executives are seeking thought leadership that informs, inspires and helps them lead more effectively. While perspectives on contemporary business challenges are readily available from any number of sources, CEOs are particularly interested in insights from their peers the collective wisdom of the CEO crowd. They want to understand where they align with or deviate from other CEOs on key priorities. To address this client need, the IBM Institute for Business Value publishes a biennial Global CEO Study as part of its continuing C-Suite Study Series. The most recent edition, "The Enterprise of the Future," is based on face-to-face interviews with 1,130 CEOs and Public Sector Leaders worldwide. Through the analysis of these in-depth conversations, IBM defined the organizational characteristics CEOs believe will determine success over the next three to five years. In conjunction with the development of the study, IBM launched a worldwide marketing program designed to create a set of high-value experiences that would help expand IBM s existing CEO relationships, open doors to new relationships and build a platform for trust, consultation and collaboration. The plan included traditional thought leadership marketing and communications approaches, such as e-mail, web, print advertising, direct mail, events, sales enablement, podcasts and speaking engagements. But, it also incorporated newer marketing approaches, such as paid search, online client collaboration sessions, branded content, social media, blogs and radio advertising. IBM orchestrated the program in three phases: teaser, reveal and sustain. The objective of the teaser phase was creating awareness of the study during the three months preceding its launch. As one of the core tactics of this phase, IBM distributed thousands of copies of its book, Rethinking Innovation, at key C-suite and industry events. This book comprised a collection of IBM thought leadership papers on innovation as well as perspectives from leading innovators and academics from other institutions. Each book was packaged with an insert that drove recipients to a pre-registration website for the Global CEO Study. In addition, IBM partnered with Fortune magazine to send a special cover-wrapped
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2009 MARKETING EXCELLENCE AWARDS
version of its March 31 issue to over 25,000 business subscribers, offering a complimentary copy of Rethinking Innovation to those who registered for the Global CEO Study. Through a cadence of press, media, analyst, advertising and client events, the reveal phase conditioned the market and provided awareness air cover for IBM consultants as they began to revisit interviewees to provide personalized briefings. It began with IBM Chairman and CEO Sam Palmisano publicly launching the Global CEO Study at the IBM Forum for Global Leadership in London, England. At this premier event, hundreds of key government and private sector leaders from around the world received a copy of the study report. Following the global launch, country marketing teams began executing the local components of the marketing plan. In addition to 33 local launch events, IBM featured study findings at more than 150 other events worldwide. Print and interactive advertising drove more than 160,000 individuals to ibm.com, with 46,000 registering to either download or receive a printed copy of the study.
During the sustain phase, IBM continued the drumbeat by going deeper to help their clients take action. One of the primary elements of this phase was InnovationJam2008 a 90-hour online event bringing together leading thinkers to work collaboratively on turning the vision of the Enterprise of the Future into reality. Based on IBM s Web 2.0 tool for business collaboration, this massively scaled online discussion garnered nearly 90,000 log-ins and 32,000 posts and engaged independent authorities from various fields and employees from more than 1,000 companies across 20 industries. By design, the IBM Global CEO Study not only provides a relevant platform for our consultants to deepen and develop new relationships with CEOs and other company leaders, but also informs plans for developing and marketing IBM products and services. These interviews and briefings, as well as the many events and marketing activities associated with the 2008 Global CEO Study, helped IBM sales teams generate over 550 leads around the globe.
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THOUGHT LEADERSHIP MARKETING
GOLD AWARD
Unified Computing Thought Leadership Campaign www.cisco.com/go/unifiedcomputing/
Business Challenge CIOs are under increasing pressure to lower costs, while increasing IT responsiveness to rapidly changing business demands. Many have turned to server virtualization to meet these requirements, only to face a complex systems integration effort that introduces new risks and costs. Cisco developed a new approach to virtualization based on a unified computing architecture. Unified computing addresses these issues by providing a cohesive system and services that unite data center assets, simplify operations and amplify business outcomes. To garner support from industry influencers and to precondition the market, Cisco introduced a thought leadership campaign. This campaign was designed to reframe the virtualization discussion, introduce the idea of unified computing, and set the stage for CiscoÂ’s entry into an adjacent market with well-established competitors.
Program Objective CiscoÂ’s thought leadership campaign was the first step in an integrated launch plan with four main objectives: 1. Continue to position Cisco as a technology leader and innovator for the Data Center 2. Generate massive awareness, leveraging both traditional and new media communication vehicles 3. Provide a cadence of concise, relevant messaging to accelerate market adoption before and after the launch 4. Expand CiscoÂ’s influence with new decision makers In order to achieve these objectives, Cisco recognized that it needed an innovative approach to marketing that was both highly impactful and cost-effective.
Program Execution The global launch of the Unified Computing solution was two years in the making and became a juggernaut of collaboration. Beginning with a convergence of seven different internal groups, execution was managed through a detailed work schedule, status dashboards and revision management using WebEx Connect. Cisco combined a balance of traditional communications with a visionary approach leveraging social media, viral tactics and collaborative, Web 2.0 technologies to have 24
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conversations with customers, instead of communicating to them. Cisco proactively solicited feedback from analysts, customers, internal stakeholders and partners on messaging, approach and business process. Cisco executed a pre-launch campaign to start a dialogue about the challenges CIOs and data center managers face and to introduce the idea of unified computing. Speculation about what products Cisco might introduce fueled a viral discussion across blogs and on-line media creating excitement leading up to Cisco s announcement. On the day of the Unified Computing solution announcement Cisco deployed a full suite of communications involving customers, partners and media, who were part of the discussion, not just recipients of the information. Cisco leveraged TelePresence technology to bring together executives from across the globe to discuss how this innovation would change the industry. Customers, partners and Cisco employees experienced the live announcement in person and throughout the world via TelePresence, CiscoTV, video-on-demand, blogs and Twitter. As a result, Cisco increased its reach, while reducing cost per touch. The launch event was followed with a preplanned series of live, on-line and collaborative activities to keep the conversations and momentum building.
Business Results Cisco s thought leadership campaign helped introduce the idea of unified computing and resulted in the acceleration of analyst briefs, inclusion in conference presentations, and media coverage. This, in turn, spurred discussion through blogs and tweets. Visitors to Cisco s unified computing web pages prior to launch were 50% higher than for other comparable campaigns. By generating tremendous buzz, the thought leadership campaign set the stage for the Unified Computing solution announcement which drew 5,452 event participants. Cisco s comprehensive marketing approach led to 4.96 billion media impact with 98% positive coverage in traditional media in the first 45 days. Cisco s digital media campaign resulted in Cisco blog traffic of over 34,000, Twitter impressions of 455,000 from 3,100 tweets, and 32,000 hits on event photos posted on Flickr. Overall, Cisco s Unified Computing launch cost only 25% of a similar launch in 2004, but had customer interactions that were 35 times higher. The launch broke all previous records for Cisco across all media and created the foundation for Cisco to achieve its long-term Unified Computing vision.
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THOUGHT LEADERSHIP MARKETING
GOLD AWARD
The Risk Intelligent EnterpriseTM: Taking Thought Leadership to a Heightened Level of Success www.deloitte.com/us/RiskIntelligence
Business Challenge Risk management has been a major concern for boards and CEOs for most of the past decade, as successive waves of risk events crashed ashore. Grappling with environmental risk, fraud risk, regulatory risk, technology risk, and more compelled companies to seek safer ways of navigating the turbulent waters of the global economy. During this time, while most risk consultants emphasized protection of existing assets that is, managing the threats that might impact existing facilities, people, systems, and capital, Deloitte1 broadened the aperture on risk to include those that could pose a threat to companies (value protection) and risk-taking for reward (value creation). By 2008, with continuing developments around regulatory changes and concerns about risk elevated by the subprime crisis and subsequent volatility in the capital markets, Deloitte realized that another key shift was taking place regarding business perspectives on risk. Companies were increasingly interested in becoming more proactive in dealing with risks and were asking how they could become Risk Intelligent in order to avoid repeating the types of events that led up to the economic crisis.
Program Objective By way of response, we enhanced our platform and released a Risk Intelligence thought leadership marketing program with a whitepaper that clearly described how to reach the epitome of enlightened risk management: The Risk Intelligent EnterpriseTM. This thought leadership piece, Putting Risk in the Comfort Zone: Nine Principles for Building a Risk Intelligent Enterprise (or, Nine Principles ), offered a plain-English description of the foundational elements of an effective Risk Intelligence program. The paper outlines methods for incorporating risk-related responsibilities at every level of the organization to address issues around governance, infrastructure, management, and risk ownership. Applying this tiered approach to addressing riskrelated responsibilities allowed us to broaden the enterprise perspective on risk as having potential impact on every business pursuit. Deloitte was now positioned to target our risk messaging to audiences that included the board of directors, executive management, and business unit management, as well as traditional risk managers. This publication propelled our existing Risk Intelligence thought leadership platform to the next level and became the foundation for a U.S.-based, integrated marketing campaign that was subsequently adopted by the global firm, Deloitte Touche Tohmatsu. 1
As used in this document, Deloitte means Deloitte & Touche LLP, Deloitte Tax LLP, Deloitte Consulting LLP, and Deloitte Financial Advisory Services LLP, which are separate subsidiaries of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.
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Program Execution The Nine Principles thoughtware campaign, coupled with other innovative practice tools, has created a competitive differentiator for Deloitte that has been unmatched in the marketplace. The campaign has been leveraged from a viral marketing perspective in: 1. PR programs 2. Web and webcast promotions 3. Client contact programs 4. Analyst outreach and briefing programs 5. Speaking engagements at external conferences and events 6. Internal communications to Deloitte practitioners 7. Inclusion in a 27 city Directors Series simulcast conference to over 400 board members Our new approach resulted in a multitude of successes for Deloitte, including: Client accolades, helping spur demand for our thought leadership materials Delivery of nearly 10,000 copies of our Risk Intelligence thoughtware to Deloitte s strategic clients Support to the Governance and Risk Management service offering in reaching its revenue goal for fiscal 2009 Media placements in publications such as CFO Magazine, Compliance Week, and Directors & Boards, among others Multiple and diverse marketplace events, including numerous client roundtables
Business Results The campaign is directly attributed with producing greater competitive differentiation, building new client relationships, and generating additional business. It has also yielded benefits in the area of service improvements: brainstorming during our thought leadership development process led to the creation of new diagnostic services and proprietary risk methodologies. Over the next year, we will leverage the Risk Intelligence thoughtware program as a driver of Deloitte s Governance and Risk Management services. The revenue goal for the service offering, for example, has been increased by 50% for FY10. Deloitte recognized a new market opportunity, and we quickly took action by refreshing our existing thought leadership offerings with a marketing campaign that closed the gap. Not only did Deloitte s response fill a market need, but it also fundamentally changed the way that Deloitte s Governance and Risk Management practice approaches the market. www.itsma.com/news/mea/
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FINALISTS
We re pleased to highlight the achievements of the Marketing Excellence Awards finalists, and we hope that they will provide you with additional inspiration and motivation to continue advancing your own marketing initiatives in 2010.
ACCOUNT-BASED MARKETING Company: Capgemini Project: Coca-Cola Enterprises Pursuit Capgemini s NA Marketing and Business Process Outsourcing (BPO) sales teams collaborated for nine months to develop a comprehensive pursuit plan for Coca-Cola Enterprises, an account that provided an opportunity for Capgemini to partner with an internationally recognized brand, establish a strong presence in Latin America and secure a key win in the consumer goods market. The plan s messaging, eyecatching graphics and executive commitment combined to offer a unified approach to winning business with Coca-Cola Enterprises, and resulted in an engaged client eager to carry the theme Capgemini established into their own internal programs, and most importantly a big win for Capgemini.
Company: Wipro Project: Account-Based Marketing @ Wipro Technologies The CRM team at Wipro worked in collaboration with the sales, business units and delivery teams to achieve the overall objective of strengthening Wipro s positioning as the customer s strategic partner. Multiple impactful channels like the periodical newsletter, participation in the customer advisory council, annual customer forum, speaking opportunities at conferences, sports as a relationship building measure among others went a long way in establishing a strong connect with the customer.
ENABLING SALES Company: Avaya Project: Avaya s Predictive Data Modeling Program Generates 2000% ROI In 2003, Avaya, a global enterprise communications leader, faced losing 20% of its U.S. business service contracts in five months due to contract expirations. An 18 20% erosion rate was expected in subsequent years, too, potentially costing millions of dollars annually. Avaya hired a consultant to mine customer data for common attributes warning field sales of Likely Leavers. In three years, this predictive modeling program helped halt the erosion. In 2008 2009 Avaya expanded the program to identify new business opportunities. This Red Flag innovation helped identified $100 million+ in new opportunities Avaya closed $30 million+ of that business, a 2000% ROI. 28
2009 MARKETING EXCELLENCE AWARDS
Company: Cisco Project: Cisco Services Case Study Program The Cisco Services Case Study Program mission is to create a global, centralized program, which integrates customer and partner testimonials into sales engagements as well as inbound and outbound communications. The unprecedented collaboration between sales and marketing has resulted in the documentation of real-world testimonials that fuel sales efforts. The centralized approach improves productivity by offering just-in-time delivery of reference material. The program is designed for the sales force, by the sales force, with incredible results in the first year alone.
TARGETED DEMAND GENERATION Company: Cognizant Project: Converting Marketing Investment into Measureable Demand Generation Cognizant chose to be an ONYX sponsor of SAPÂ’s annual conference, SAPPHIRE 2009. Marketing needed to convert our investment into significant, measureable demand generation, despite substantially lower attendance. We executed aggressive pre-event email/phone outreach, using industry-specific messaging and solutions targeted at a focused list of prospects/customers, to set up 1.1 meetings with customers/prospects at the show. Results: 54 meetings with top prospects/customers, 43% preset before the show; and 41 new leads, out of which sales has converted $19.5M in opportunities. We expect a 20:1 marketing ROI. Our staff was busy in productive meetings despite the 38% drop in attendance at SAPPHIRE.
Company: Deloitte Project: Integration into a Global Organization Acquisition is never easy, especially when youÂ’re the company that has to integrate into a global organization. When Deloitte Financial Advisory Services acquired Barrasso Consulting, a document review services provider with a local presence, we were confronted with a few core challenges. How do we leverage the Deloitte brand, introduce ourselves in a new marketplace, and utilize our network of professionals internally to generate buzz? By strategizing a concerted internal and external effort, sourcing the right team, utilizing the assets acquired, and remaining true to The Deloitte Client Experience, the marketing team has proven its value in driving revenue and growth.
Company: Infosys Project: ShoppingTrip360 ShoppingTrip360 is the first product that Infosys Technologies created that had a formal launch. Its focus is to provide a 360 degree view of the shopping trip using cart trackers, shelf management tools for stock outs and mobile marketing via coupons, recipes and shopping list. The launch comprised on pre- marketing to analyst, website creation, video demo, and PR had a key role with a global launch over a week spanning UK and US and India. We had 131 stories in the press within 1 week and Infosys now has 7 pilots running. www.itsma.com/news/mea/
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FINALISTS
LEVERAGING DIGITAL MARKETING Company: Accenture Project: Explore Outsourcing with Accenture Explore Outsourcing with Accenture was created to communicate the many ways that Accenture Outsourcing can help clients in these extraordinary economic times. This innovative multimedia microsite leverages digital marketing to connect with clients and potential clients in a compelling way throughout all stages of the market lifecycle. It showcases Accenture s full suite of outsourcing services, helping to reinforce Accenture s positioning as a full service outsourcing provider. The tool engages customers through a rich array of media such as video, podcasts, flash demos and pdfs and has effectively become the epicenter of Accenture s Outsourcing marketing programs. Visit it at: www.accenture.com/exploreoutsourcing
Company: Deloitte Project: New Thinking in Government New Thinking in Government combined online strategies and new media tools to boost brand recognition and generate leads for BearingPoint s Public Sector Practice, recently acquired by Deloitte. Starting the GovTwit (http://GovTwit.com) launch, a nationally-recognized directory of government using Twitter and community-building, the campaign grew to include a GovTube video series featuring the insights of prominent former government leaders on strategic marketplace issues. The integrated campaign combined social media outreach, email marketing, media interviews, radio tours, and byline placements. Campaign results included new sales opportunities, increased client interaction, speaker invites, media coverage, and record-breaking website traffic.
Company: Telcordia Project: Telcordia s Digital Program Telcordia s digital program is an on-going strategic and highly integrated marketing communications campaign that changed the face of communications at Telcordia and dramatically impacted the way the company delivers its messages to its key audiences. Rather than relying on standard, print-only communication, the company embarked on embracing fresh, compelling, relevant and timely new formats that engage its key constituents through digital delivery formats such as content syndication, video, podcasts, e-mail, social media and webinars.
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THOUGHT LEADERSHIP MARKETING Company: Infosys Project: Infosys Business Process Outsourcing (BPO) Brand The DNA of the Infosys BPO brand has deep roots in its ability to realize business value for clients through trusted partnerships. At the start of this journey, Infosys BPO focused on maximizing operational excellence. This was followed by dynamic business model shifts to suit client requirements. In a short span of 6 years, Infosys BPO has grown to achieve revenues of USD 316 million and is today considered as one of the leading global players in the outsourcing industry, at the forefront of creating new business models, challenging existing outsourcing practices, and having globally recognized people practices. www.infosys.com/bpo
Company: Wipro Project: Wipro Council for Industry Research When customersÂ’ expectation from service providers moves from just quality service to expertise in combating pressurizing market forces, traditional marketing needs to be complemented by alternative approaches that result in top-of-the-mind recall. The Wipro Council for Industry Research aims to strengthen brand image through thought leadership marketing, that facilitates collaboration between Wipro, industry bodies, academia, and analysts. The Council studies potential market trends and equips organizations with insights that facilitate their IT and business strategy. This is a pioneering initiative by an Indian firm, focusing on addressing the business issues of customers, through market research, case studies, symposiums, roundtables, positioning papers etc. Visit www.wipro.com/industryresearch for more information.
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ITSMA specializes in helping companies market and sell services and solutions. As a membership organization, we work with the worldÂ’s leading technology and professional services firms to generate new business, strengthen customer loyalty, and increase brand differentiation.
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