Winners

2

Driving Business with thought LeaDership

Diamond WinnerDeloitte: Corruption Campaign ................................................................................................................4

Gold WinnerBT: Race to the Line: Using Thought Leadership to create a Sales Engagement Platform ..................5

enaBLing saLes ChanneLs

Diamond WinnerCisco: AScend Elevates Sales Enablement for Advanced Services .......................................................6

Gold WinnerIBM Sales and Distribution – Classroom to Client: Enabling for Strategic Business Development ....7

generating anD nurturing LeaDs

Diamond WinnerDell: Dell’s Global Operational Excellence Initiative in Lead Management and Revenue Performance ....8

Gold WinnerDocuSign: Expedite your Sales Cycle by mapping communications to the Buyer’s Journey with automated Nurture programs ...................................................................................................................9

Gold WinnerCisco: Creating a Volume Annuity Machine with Automated Lead Generation ..................................10

Marketing with soCiaL anD interaCtive MeDia

Diamond WinnerDell: A Recognized Leader in Social Media ...........................................................................................11

Gold WinnerInfosys: Breaking the Waves ..................................................................................................................12

strengthening CLient reLationships anD BuiLDing LoyaLty

Diamond WinnerIBM: The IBM Select Access Program ....................................................................................................13

Gold WinnerMicrosoft: Driving Innovation through Account-based Marketing Measurement of Relationships & Business Impact ......................................................................................................................................14

Gold WinnerOptum: Optum Client Nurturing Program ..............................................................................................15

transforMing the Marketing organization

Diamond WinnerTCS: Transforming Marketing: From “Indian IT” to Global “Big Four” ..................................................16

Gold WinnerCapgemini: Transforming the Marketing Organisation .........................................................................17

2012 finaLists

All Categories ..................................................................................................................................... 18-21

Table of ConTenTs

3

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 communica-tions 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:

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

Past award winners have included Accenture, Agilent Technologies (partnering with PARTNERS+simons), Alcatel-Lucent, Alfa Wassermann, AT&T, Avaya, BMC Software, BT, CDW, Cisco, Cognizant, CompuCom, EMC, Fujitsu Services, GE Healthcare, HCL, HDS, Hewlett-Packard, Honey-well, IBM Global Services, IKON, Infosys, Iron Mountain, Microsoft Services, NCR Teradata, NetApp, Northrop Grumman, Oracle, Patni, SAP, Mahindra Satyam, Siemens, Sprint Nextel, Tata Consultancy Services, TELUS, Unisys, Wipro, and Xerox Global Services among other top technology and profes-sional services firms.

For more information on the MEA program, visit www.itsma.com/news/mea/.

4

Business Challenge

Regulatory and enforcement activity around fraud and corruption has heightened significantly in the last few years. Accountability for businesses and their leaders has risen around preventing and detecting corruption. Regardless of size, companies are struggling to get their anti-corruption houses in order. For exam-ple, Foreign Corrupt Practices Act (FCPA) enforcement has risen steadily in frequency, and often in fine amounts. Enforcement of the UK Bribery Act began and SEC whistleblower provisions for Dodd-Frank Wall Street Reform and Consumer Protection Act (Dodd-Frank) went into effect this year, causing more concerns and questions from clients. Essentially every company needs to take a very hard look at its anti-corruption policies and begin implementing updates as necessary.

Driven both by the regulatory environment and global market-place, Deloitte Financial Advisory Services LLP (Deloitte FAS), identified an area where our clients needed guidance and insights. By demonstrating our eminence and deep knowledge in these areas, we knew that we could help drive revenue in this space. Our “Corruption Campaign” was created to give a voice to our practitioners and help Deloitte FAS stand apart from the competition.

program objective

In fiscal year 2012, Deloitte FAS identified “Corruption” as one of its transformational issues—a pressing issue for clients and a tremendous opportunity for Deloitte FAS to leverage thought leadership to drive revenue and build eminence. Developing world-class thought leadership and programs focused on how companies are impacted by corruption and how they can tackle this critical issue was the focal point of Deloitte FAS’ go-to-market strategy. Our “Corruption Campaign” was a multifaceted, traditional and non-traditional approach to addressing this issue.

Through strategic communication vehicles including public rela-tions, surveys, white papers, webcasts, podcasts, research, and social media, Deloitte FAS reached clients and prospects with its point-of-view. By demonstrating to clients Deloitte FAS’ position as the most sought after thought leader, we were able to drive sales and revenue.

program execution

This program involved significant planning and teaming among marketing professionals throughout the organization. Coordina-tion among team members was critical. For example, the public relations team coordinated closely with the events team to time our new announcements in-line with events so that we could gain maximum exposure with clients. Partners were intricately

involved in this program as their insights were the foundational components of the campaign. Program highlights include:

Survey

Anti-Corruption Practices Survey 2011: Cloudy With A » Chance of Prosecution?

Points-of-View Papers

Mitigate Risk by Monitoring Travel & Entertainment » Expenses

Risk Resolutions: Developments to Watch for in 2012 »

The Tone at the Top: Ten Ways to Measure Effectiveness »

Visual Analytics: Revealing Corruption, Fraud, Waste » and Abuse

Anti-Corruption Programs: Is Yours Up to Snuff? »

Fraud, Bribery and Corruption: Protecting Reputation » and Value

Webcasts

The Changing Global Anticorruption Legal Landscape »

Stress Testing Your Compliance Program »

Factors Impacting Your Business in 2012: New Year, » Same Uncertainty

Party Business Relationships: Emerging Issues and » Regulatory Risks

How Much and What Types of Due Diligence of Business » Partners is Prudent?

Costly Missteps: Lessons from Corporate Investigators »

Global Fraud and Corruption: A Decade of Change »

Video Podcasts

First Aid for Health Care Companies in Distress »

The New Age of Regulatory Risk – Is Your TMT Business » Prepared?

Whistleblowing After Dodd-Frank: New Risks New Reponses »

Events

This campaign was supported by close to 40 national and » regional events, both proprietary and sponsored.

Press

Media coverage for this campaign has » been significant resulting in close to 100 placements and nearly 20 authored articles fiscal year to date.

Driving Business with thought LeaDership DiaMonD winner

Corruption Campaign

DeLoitte

5

Business Challenge

As the official communications services partner for the London 2012 Olympic and Paralympic Games, BT sought a robust thought leadership marketing programme to raise awareness, provide a conversation hook, and drive businesses to develop the kind of agility that London 2012 might demand of them.

While planning the campaign, BT faced a media environment that was focussing on the potential for business and transport meltdown in London during the Olympic Games. There was a clear gap of positive messaging around the steps businesses should take to prepare for the Games.

In addition to the challenges around preparation, BT also needed to draw organisations’ attention to opportunities that the Games would create and to leverage the potential economic upturn of a reported £21bn.

program Concept/objective

In 2010, BT-conducted research into the business lessons learnt from the Vancouver Winter Olympic and Paralympic Games showed many organisations regretted not preparing or taking full advantage of the business opportunities presented by the Games because they failed to prepare. The unique insight gained suggested that if UK organisations did not act quickly, they too could miss out on the opportunities—and profits—available from London 2012.

Using this as a backdrop, BT focussed its initial Olympics marketing campaign “Are You Ready” around business prepared-ness for London 2012. To fully understand the business outlook in this area, BT decided to undertake a comprehensive survey into UK business sentiment towards London 2012 and the perceived threats and opportunities posed by the Games. The result was the Race-to-the-Line survey—the most authoritative barometer of UK business sentiment towards London 2012 that had ever been attempted. Decision-makers from 1,200 private and public sector organisations were surveyed online in October 2011.

The campaign needed to give business customers the motiva-tion to consider immediate steps that could help their organisa-tion over the Olympic summer, whilst also delivering longer term benefits.

The programme set out to:

1. Create new content and an online destination that offered inspiration to businesses considering the challenges and opportunities of London 2012;

2. Use the content to engage media in debate and drive coverage that encouraged businesses to reconsider their state of readiness.

program execution

During analysis, the London 2012 ‘Race-to-the-Line’ research results were combined with findings from previous BT research into the experiences of business around Vancouver 2010 to create a story that revealed a sharp divide between UK organisa-tions poised to take advantage of the opportunities from a major Games.

A set of “vertical sector” press releases was developed to tell the overall business story and launched to media through a break-fast roundtable hosted by BT in London, complemented by a campaign “Get fit for 2012” as a basis for campaign messaging and content, that included web integration and a simple online self-assessment tool enabling visitors to evaluate their state of readiness.

Also print advertisements that drew on the research findings were disseminated through a series of media partnerships. Campaign content and insight was repackaged for publication through the BT Viewpoint blog, and followers alerted through a series of Tweets and social media updates, while videos were posted on the BT Viewpoint blog and YouTube channel.

Business results

Nearly 70 pieces of media coverage ensured the research was seen by a potential audience in excess of 18 million across the UK. Message analysis showed BT was positively positioned as both a thought leader on business readiness and in its role as official communications service partner to London 2012.

The campaign drove a steady stream of traffic to BT’s online sites. Over 1,000 views of campaign videos were viewed on the BT Viewpoint YouTube channel. Race-to-the-Line infographics published on the BT Viewpoint blog attracted over 3,000 views, making them the highest ranked content on the site of all time.

Positive feedback from BT sales teams suggested this was one of the most effective marketing campaigns in recent years in helping them engage customers in conversations, with pipeline generated in excess of £600M.

Just as the Olympic and Paralympic Games represents the highest summit of sporting achievement, similarly the Race-to-the-Line survey helped BT reach its summit of marketing excellence over the summer of 2012.

Driving Business with thought LeaDership goLD winner

Race to the line: Using Thought leadership to create a sales engagement Platform

Bt

6

Business Challenge

Today’s IT customers want solutions to business problems—so-lutions that include products and services. To meet their needs and to fulfill our vision of the network changing the way we work, live, play, and learn, Cisco has moved away from our previous product focus and has aligned to a solutions-based proposi-tion that creates business value. Cisco Services—specifically Advanced Services (AS)—enables this approach. However, our sales teams and partners, who have previously been very suc-cessful in product-centric selling, resisted selling AS. The Cisco Advanced Services marketing team had a clear challenge—ignite and enable a sales channel to position and sell Cisco Advanced Services (AS).

program objective

A Program Rich with Innovation: Three years ago, the Cisco Advanced Services marketing team planted the first seeds for the Cisco AScend Program—a cross-functional, cross-channel coordinated program that was all about igniting the sales chan-nels in the Americas region to position and sell AS. By using a data driven marketing methodology and innovative approaches to traditional marketing tactics, it deliberately addressed three critical areas of the business and in the end helped successfully grow the Advanced Services.

AScend introduces many innovative, replicable methodologies that drive results both now and into the future:

Data-driven marketing from the ground up; we continue to » develop new and innovative data-driven methods linking demand generation tactics to lead conversion and sales acceleration.

Bringing demand generation to the enterprise space for » the first time, we enable sales to shine as trusted advisors.

Moving from derived demand to driving demand, we’ve » elevated the sales conversation to help customers realize the greatest business value from mission critical equipment and to drive product purchases based on architectural and business priorities.

Using demand gen tactics, we’ve uncovered a huge untapped » pipeline for services.

program execution

Moving from product-centric selling to architectural solution sell-ing is easily said, but difficult to make real. The Cisco Advanced Services Marketing Team accomplished this monumental task with a well-orchestrated end-to-end sales enablement strategy that:

Builds knowledge: » Provides resources to enable front line sellers to identify and initiate services opportunities; educates and equips sellers to position the value of Advanced Services with compelling propositions, training, and collateral; creates a central repository and communication vehicle for the AS Selling Community.

Changes behavior: » Integrates AS into all Cisco solution areas; provides trial programs; incents change with sales spiffs and partner incentives; addresses monetary and business issues of partners.

Drives demand: » Delivers key information and touch points for internal sales, channel partners, and customers; segments targeted buyers with sophisticated data-driven methodologies; provides field ready programs that use data to execute campaigns that are targeted to specific account needs; creates awareness and interest in a long sales cycle; offers multiple ways for the seller to accelerate and deepen the sales cycle.

Business results

Stellar Results: AS Sales are no longer flat, but rising sharply. Within three years since AScend was launched, Cisco has seen growth in AS sales by as much as 62% year over year. In addi-tion, more than 2/3 of our targeted sales force are now actively selling AS and 100% of the top 10 partners now include Cisco AS as an extension of their portfolio. AS deal size is growing by 37% as sales channels capture more business from existing custom-ers and maximize every sales opportunity. AScend drives top line revenue for AS, builds customer and partner loyalty, accelerates sales, fulfills customer business demands, and supports Cisco’s overarching vision.

enaBLing saLes ChanneLs DiaMonD winner

ascend elevates sales enablement for advanced services

CisCo

7

Business Challenge

IBM has been showing the world the benefits of building a Smarter Planet with countless opportunities to make systems and processes more instrumented, interconnected, and intelli-gent. Along with reshaping the market, shifting the portfolio mix, and driving new demand in the marketplace, clients were telling us they wanted a different approach to selling. They wanted IBM to challenge their thinking and bring the full breadth and depth of IBM to bear in their conversations.

Building sales eminence in order to change the conversation with the C-suite was paramount to meeting the new demands of our clients and capturing this market. IBM’s sellers needed to be aggressively enabled on new approaches in order to shift from transactional and relationship selling to collaborative selling. To enhance seller capabilities, the enablement strategy inher-ently required strong cross-division partnership, deep industry knowledge, and a more collaborative sales approach.

program objective

Classroom to Client (C2C) was conceived as a new approach to deeply preparing sellers to deliver higher value for our clients. C2C is as much an engine for transformation in culture as it is an enablement engine for high value selling. It starts with the notion that to transform behavior, first people must be inspired by bigger thinking, with higher aspirations, and then they must be surrounded by the best experts who understand how to turn that aspiration into pragmatic execution.

The program is a journey in developing insight, identifying strategic opportunities, and creating a pursuit plan that can allow the account team to successfully change the conversation with the C-suite.

The objectives of the program are:

Discover untapped opportunities and gain new insights » into clients’ needs

Provide insight to help client teams create provocative client » conversations to drive outcome-based value propositions

Forge deeper, more effective client relationships »

These objectives, while potentially simple in concept, have proven to be a key differentiator of the program combining the skill development with practical application and strategic conversations. It is these objectives that guide each phase of the program to drive impact.

program execution

The design of the program is intentionally at the intersection of education and enablement to increase both the skill of IBM’s sellers, as well as the application of IBM’s growth strategy to drive improved business results. Combining insights from univer-sity professors, IBM’s market intelligence, as well as growth play and industry leaders, the program helps client teams step back and reframe their clients’ business challenges, then enables them to envision a more strategic value proposition for that client.

The program unfolds in three distinct phases and uses a variety of partners within IBM to successfully execute.

1. Pre-Work: Discovery and planning to prepare for the workshop.

2. Workshop: An intensive two and a half day, face-to-face experi-ence, involving a structured process and set of exercises to help client teams apply what they are learning to build a unique plan.

3. Follow-on Support: Continued momentum through coaching calls, mentors, and integrating pursuit monitoring into business-as-usual management systems to ensure business impact.

The immersive design of the program is intentional. The environ-ment that is created before, during, and after is intended to ac-celerate learning while modeling a collaborative sales approach.

Business results

As a result of understanding the client need and the gap in seller capability, C2C has been able to change the game with IBM top accounts, developing over 200 growth plans for clients focused on the most strategic business challenges. As of 2011, C2C had reached over 1,500 sellers and experts and over 140 teams worldwide. Measures of success from 2011 include identifying higher value opportunities, increasing seller skills by 30 percent, and helping sellers improve or create critical C-suite relationships. Additionally, the program has been effectively scaled by enabling over 100 in-geography resources to conduct similar programs and experiences.

The mindset change has been important and successful. The early results of skill development, pipeline identification, pro-pensity to sell, and overall satisfaction are a testament to IBM’s ability to recognize what is required to both make and capture markets. Mobilizing and enabling our sales teams to capitalize on the opportunity we have laid out is a critical path to success for our clients and for IBM.

enaBLing saLes ChanneLs goLD winner

Classroom to Client: enabling for strategic business Development

iBM saLes anD DistriBution

8

Business Challenge

At the heart of Dell’s transformation to a solutions provider was both new product launches, as well as frequent acquisitions to best meet the evolving IT needs of customers—including storage, networking, and SaaS-based data center management, among many other areas.

With this transformation came a need for Marketing to generate both awareness and tangible demand across its customer base for these new offerings—allowing Sales to participate in bids and support projects where Dell would not have been in the past. As the sales and marketing teams merged into a global organiza-tion with a mission to help drive this transformation, it became evident that these differences had to converge to enable measurement of marketing’s impact on sales. In response, the executive team formed the Global Demand Center as a central team to manage all aspects of lead management, operations, and reporting.

program objectives

The number of marketing programs to generate leads was growing by the week throughout 2009, with increasing budgets allocated toward demand generation; yet the early resulting pipeline and revenues from these efforts was minimal. Dell knew fundamentally that it required routing of leads/inquiries to Sales quickly and efficiently; a common definition of lead quality; and a way to measure and report on results in an easily comparable manner between regions, marketing teams, and segments of the business.

Rather than immediately “pushing” to try to solve sales follow up and lead quality, Dell took the approach of “dashboard first” and created a set of weekly benchmarks to measure key areas of the demand generation process. Dell measured the size and global costs around the lead mapping team offshore with a goal to drive efficiencies in operations and lower the cost of contrac-tors.

program execution

The full scope of the Global Demand Center was to ensure that Dell’s Lead and Play Management system was repeatable, re-portable, and global. The key elements of this initiative included operationalizing the global lead and play input process, develop-ing a reporting structure that captured all relative data across multiple databases and platforms, and setting up a training/best practice team that ensured both marketing and sales adhered to these standards.

The operations team requires a number of offshore resources dedicated to quickly reading leads from offline sources and in multiple languages, and mapping to sales people and to accounts worldwide. Each individual pillar leader is provided a series of KPIs, with operational success measured on the “Three V’s of Lead Management”—Volume, Value, and Velocity.

Collaboration from an operational perspective is absolutely necessary. Although the program started with less than ten mar-keting program managers and teams, Dell now has over 250+ global team members and is growing at a rate of 15-25 percent new submitters quarterly. The operations team is required to ensure the highest rate of contacts are mapped to valid Dell accounts before being recorded in standardized CRM templates. Post-submission, the operations team serves as the single point of contact for sales, marketing, and IT relating to questions with leads, account plays, or general CRM inquiries. Questions are logged internally to develop proactive countermeasures, includ-ing updates to CRM tools, general process improvements, and executive-level escalations.

Business results

Our scorecards and metrics are fully results-oriented: every marketer, regional team, and solution team has a new pipeline creation goal, with ultimately a revenue conversion goal. Dell measures critical aspects of lead management and follow-up that are most impactful on pipeline rates. In two years, Dell has experienced the following results:

Lead volumes have increased by over 1,000 percent, with a » decrease in overall operational costs

Lead end-to-end velocity has decreased from several weeks » to 48 hours, and to under two hours for inbound online leads

Adherence to standard lead scoring criteria grew from » 0 percent to 100 percent across all regions of the world and across 400+ marketers

Global hierarchy of demand gen reporting structure in sales » force.com now utilized by 100 percent of marketers worldwide

Demand generation annual pipeline creation grew from » <$300k in 2009 to several billions of dollars in 2011, 140 percent of annual goal

generating anD nurturing LeaDs DiaMonD winner

Dell’s Global operational excellence Initiative in lead Management and Revenue Performance

DeLL

9

Business Challenge

We had a high volume of leads, but no way to process them before they died or further them through the buying cycle with the existing size team. We wanted to improve our churn and average deal size. We knew if we did a better job at educating customers on the product—how to use, find help, support the community, update their credit cards, etc.—we could reduce churn. We also knew that if prospects and customers understood the full value and how to leverage across their entire company, we could sell a larger footprint into the company or expand from our beachheads.

program objective

The goal was to expedite our Sales Cycle by mapping communications to the Buyer’s Journey with automated Nurture programs—increasing revenue and reducing churn. DocuSign implemented Eloqua, a marketing automation platform, at the beginning of January 2012 and within the first five months, the demand generation team of three, along with the content owners and experts, were able to implement over 30 nurture programs that mapped the buying cycle to our sales cycle.

program execution

We wanted to understand the buyer’s journey and how we needed to map to our sales cycle. Once we picked a model, we built it out for our business on a spreadsheet. We walked through the different lead stages, the definitions, the gates the buyer needed to get through with sales, the existing tools and resources needed to achieve each stage, and the assets we had available. We met with various stakeholders to socialize the map and inquire for more information.

30+ Nurture Programs

We designed, wrote, and implemented multiple nurture pro-grams that map the sales cycle to the buying cycle. The typical buying cycle flow follows: Need -> Learn -> Evaluate -> Negoti-ate -> Purchase -> Implement -> Advocate. DocuSign started with a “default” nurture program to address the Need and Learn stage driving buyers to evaluate, which in our business translates to entering a trial. We expanded our nurture mix to include trial nurture programs at the Evaluate stage across the various solution offerings to train on usage, highlight key areas of differentiation, and address any questions that may arise. Then we welcomed them at Purchase as they converted to customers, making sure they had access to the necessary

resources for a successful implementation and were getting the most value possible. Another important part of the buying cycle is to successfully Implement and Advocate, so we wanted to reward and nurture those that had high usage as well as help improve usage if low. DocuSign addresses multiple use cases across every vertical with specific solutions for industries such as Credit Unions, Insurance, Finance and Banking, Healthcare, Hi-Tech, etc. to professions within Real Estate, Law and Account-ing Firms to end users signing parent permission slips. So we implemented programs targeted to these specific industries and professions.

Business results

“Our marketing automation platform implementation and nurture programs are delivering a hugely valuable set of capa-bilities, programs, content, and results. I sincerely appreciate the great work that our team is accomplishing. It’s helping yield the best demand generation lead and web revenue results our company has ever seen.” – Dustin Grosse, CMO of DocuSign.

Our overall business blew away our first quarter revenue targets, and our churn was significantly reduced. Our pipeline for Q2 and beyond more than doubled—larger than any prior quarter. The number of opportunities jumped as well as the size of deals grew, netting an increase in ASP.

generating anD nurturing LeaDs goLD winner

expedite Your sales Cycle by Mapping Communications to the buyer’s Journey with automated nurture Programs

DoCusign

10

Business Challenge

The “long tail” of the IT services business—small and medium size companies—is an important segment, but difficult to serve. To do so, Cisco works with over 10,000 2-Tier partners in the SMB space. The huge numbers of SMB partners and the high volume of transactions were creating an unmanageable ocean of data. Our services renewals sales channel was overwhelmed, and many renewal opportunities were going untapped. Simply throwing manpower at the problem would not work. The manual processes could not scale to meet the enormity of the problem.

program objective

For Cisco Services, effective lead generation is not just the initial contract, but extends over multiple cycles of renewal. We needed an architecture and game plan to generate and nurture a continuous coverage of leads. Auto-quote effectively plumbs a massive ocean of data so that it is effectively shared with the right party at the right time to maximize business results.

The Auto-quote Program automates a previously manual quoting process, and turns it into a well-oiled, automated, high volume annuity machine. Auto-quote provides qualified leads in the form of pre-built quotes, notifications and incentives. It opens higher visibility to our renewals opportunity base and nurtures the renewal cycle so we can provide distributors and partners highly qualified leads. With Auto-quote, they see and act on more of their opportunities.

program execution

Auto-quote started as a project with our largest distributor. Next it expanded to two distributors. It then expanded on a national and then global scope for all distributors. It has been a close collaboration between Sales, Marketing, and Operations from the very beginning.

Phase 1 was a proof of concept. We worked with our largest distributor to build the first co-branded portal for partners that gave visibility into the data on renewal opportunities. This co-branded automated lead generation approach proved very popular and soon spread to the Cisco account team for a second large distributor. At this point, it was a small program managed by a team of four plus the assistance of a third party vendor.

In Phase 2, we expanded the Auto-quote approach to the entire US. Due to proven renewal rate improvement, we gained the

attention of an Executive Sponsor and expanded the vision into a big bet.

We conducted an opportunity segmentation analysis and identi-fied the deal size targets for greatest revenue impact, while still serving lower end opportunities.

As Auto-quote expanded, additional strategies were applied to streamline the service sales process and capture further sales focus and growth. Marketing applied refinements in Auto-quote delivery, incentives, and enablement. The lead generation process was greatly enhanced by automation and simplification. The team expanded to ten, with Marketing funding distributor activities in cooperation with Sales and Operations.

In Phase 3, we expanded into a fully funded Global Initiative and touched even smaller deals. The team expanded to thirty people, including an Operations Director and an Executive Sponsor. By applying business intelligence and customized data analytics, we empower our partners to nurture services renewal sales like never before, no matter how small the deal.

Business results

Auto-quote delivers business intelligence to generate and nurture leads, uncover new revenue streams, and deliver reliable customer information to extend service quotes to our SMB channel partners. An entirely new way of automating the process, it takes the pain out of quoting services renewals, enables distributors and partners to capture opportunities with ease, and reduces their cost of sale.

Auto-quote’s proactive automated approach has more than doubled renewal rates. It solves the challenges posed by an overwhelming deluge of data and adds significant value to Cisco’s services renewal business. By using renewals data intelligently, we create awareness, generate and nurture leads, and close relevant renewal contracts in far greater volume. Auto-quote nurtures relationships with distributors, partners, and customers at critical stages of the renewal process. It doubles the annual percent of available renewals closed, and revolution-izes the low-dollar, high-volume services renewals business with a low-touch/no-touch solution to capture lost revenues.

generating anD nurturing LeaDs goLD winner

Creating a Volume annuity Machine with automated lead Generation

CisCo

11

Business Challenge

In 2006, there was an average of 4,000 online conversations per day regarding Dell, specifically from bloggers and in forums. Many posts included frustration with technical support, ques-tions about company policies, and suggestions for improving products. By not engaging in online conversations, Dell was be-coming the “poster child” for corporate businesses who seemed to be unaware of the power of the Web, and individual custom-ers who now had the ability to publish, share, and connect.

Dell recognized that customer conversations across the Web were touching various parts of the business, including traditional technical support, the shopping experience on Dell.com, and even people’s awareness and understanding of corporate social responsibility efforts. Seeing the potential of this public customer commentary, Dell took action to listen and learn from social media conversations—to be closer to customers and to use this shift to ultimately build a better business.

program objectives

Dell’s early ventures interacting with customers on the Web proved that by engaging, it had opportunities to correct misper-ceptions and solve problems, while earning respect and praise. In the early days of blog outreach, Dell saw negative commen-tary decline by 30 percent when it became involved in conversa-tions, even if it had agreed to disagree with some bloggers.

With online usage and social conversations growing rapidly, now more than 25,000 Dell mentions each day, Dell’s listening efforts include tracking posts and aggregating information by various subject and topic categories. Through this tracking, Dell identified customers’ need for real time responses from subject matter experts, as well as the value of meaningful online content and personal engagement.

Additionally, in response to the early establishment of a policy around transparency and authenticity on the social Web, Dell launched a formalized university (SMaC U) to empower Dell’s employees to further deepen our customer relationship online.

program execution

Today, Dell is widely known as one of the world’s most social brands, and continues to create innovative social programs such as IdeaStorm, Dell Rockstars, the DellTechCenter, the Social Outreach Services (SOS) team, and Customer Advisory Panel (CAP) Days for the most vocal online ranters and ravers.

Recognizing the focus on resolution where and when a customer needed it, Dell brought together a unified team of profession-als covering both technical support and customer care on the Web for both business to business and consumer customers.

Traditionally separate business units, the SOS team merged customer care and technical support into one effort. The team established its own “outbound” approaches, listening and hear-ing a customer in need and proactively reaching out to solve the issue.

Key in its ability to listen is Dell’s Social Media Listening and Command Center (SMLCC), which institutes ways to internalize customer feedback, coordinates efforts around product issues, ensures fast response to customers, streamlines support functions, and empowers customer engagement. Through the SMLCC, Dell drives unprecedented global interaction across 11 languages, and utilizes the power of social media to identify trends, as well as quickly mitigate problems. It provides track-ing and critical data now leveraged by every Dell department. Various business units/functions also have social media focused marketing teams, coordinating on best practices, governance, and major social media initiatives through an Executive Council.

Business results

Dell’s efforts to utilize social media across the business have brought significant value to its customers and helped to trans-form Dell. Social media engagement improves Dell’s reach and share of voice online, improves demand generation, and in-creases customer revenue. Most importantly, Dell’s social media efforts improve customer loyalty and its reputation through the solid relationships it is focused on building and nurturing.

Highlights

Since 2007, IdeaStorm has implemented nearly 500 » ideas from the community

The Social Outreach Services team addresses 3,000 posts/ » week in 11 languages, with a 98 percent resolution rate. In the situations where a customer was extremely unhappy with Dell, @dellcares intervention results in a 42 percent conver- sion of ‘ranters’ into ‘ravers’

Our base of fans and followers has grown from 1 million » people to more than 10 million connections

DellTechCenter » has grown to 10,000 members, enabling Dell to interact with technology professionals more efficiently

Nearly 10,000 Dell employees have taken at least one social » media course, with more than 7,000 employees achieving certification as a “Dell social media and community professional”

Marketing with soCiaL anD interaCtive MeDia DiaMonD winner

Dell: a Recognized leader in social Media

DeLL

12

Business Challenge

“It will never work—why will CXOs take the time to visit a gated online community? Why will they openly share their views on something untried or untested?” This was the reaction from many quarters as Infosys BPO set out to create an invite-only, peer-to-peer, online community. The desired member profile was clients and prospects (director level and above), industry analysts, sourcing advisors, alliance partners, and senior leader-ship at Infosys BPO.

Infosys BPO is the business process outsourcing subsidiary of In-fosys Limited, a US$7 billion leader in consulting and IT services. In late 2010, forward-looking conversations with clients and prospects of Infosys BPO were limited to certain pockets among the company’s senior leadership and customer-facing groups. As a result, constructive customer insight was fragmented. The Infosys BPO Community was conceived as a solution to these challenges.

program objective

The community had three primary goals:

Explore a new dimension in client relationships; provide » clients and prospects ideas they can use in the form of compelling content

Engage and encourage members to attend the company’s » flagship event ‘Colloquium’

Gain client insights and drive thought leadership »

The community would also serve the company’s larger revenue goals by identifying business needs and new engagement models. Integrating this community with social media channels such as Twitter and LinkedIn would act as a dipstick for real-time opinions.

Infosys BPO was realistic about outcomes: the community would be niche, with no more than a few hundred people who are outsourcing decision makers in their organization, capable of creating greater business opportunities for the company.

Another objective was to test new perspectives and outsourcing engagement models among analysts and clients.

program execution

Creating and sustaining a social media presence through community engagement required cross-functional collaboration from multiple contributors, who strategized a focused 18-week campaign.

The campaign spanned three six-week ‘waves’ based on » thematic content. Each wave began with an infographic as a prelude to upcoming discussion topics.

Every two weeks, a thematic viewpoint was published, » complemented by blog posts, discussion threads, and polls. With targeted communication in e-mailers, tweets, and LinkedIn discussions, the content created a ripple effect on social media, driving traffic to the community.

The first phase of the campaign was aligned with the Collo- » quium 2011 event, driving event awareness and registration.

Infosys BPO took a measured approach to social media » channels by limiting conversations to analysts, clients, and prospects, and by choosing to tweet only industry views and self-generated content.

Business results

Infosys BPO realized increased brand awareness and reinforce-ment of brand proposition as the campaign generated more than 1,000 impressions across different media, with over 850 views of content uploads on the community. Colloquium 2011 saw a 20% increase in non-Infosys BPO attendees. The commu-nity today hosts more than 400 members, with more than 150 clients, prospects, industry analysts, and alliance partners.

Return on engagement (ROE) is now a very real term at Infosys BPO. What was unique about the community was the initiative itself—it was driven by the company’s senior leadership, who see value in Web 2.0 and social media, and are pursuing organiza-tional growth through such initiatives.

Marketing with soCiaL anD interaCtive MeDia goLD winner

breaking the Waves

infosys

13

Business Challenge

The IBM Select Access Program was developed out of mutual interest between IBM and our top accounts in taking our busi-ness relationship to the next level.

Loyal clients who had purchased IBM services and software in the past expressed increased interest in partnering more deeply with IBM to accelerate transformation within their organizations and industries. Our clients expected IBM to harness its global research and talent network to solve complex industry problems and help them achieve their strategic business goals.

Likewise, our client facing teams wanted to expand our sales pipeline and service penetration within our top account seg-ment, and acknowledged the increased need to nurture long-term relationships with C-Suite and Line of Business executives responsible for leading our client’s innovation and transforma-tion agendas. Market factors such as increased business solution competition and an uncertain global economic outlook further supported the rationale for focusing on top accounts as a source of expansion and growth.

With this in mind, the IBM Select Access Program helped to integrate and focus IBM talent, time, and resources where they matter most—on driving transformation, relationships, and high performance for our top accounts.

program objective

The objective of the IBM Select Access Program was to improve client relationships and loyalty by delivering specific benefits that our top accounts have told us they value the most.

For IBM’s top accounts, the program offers them unique access to IBM—our brightest minds, market insights, cutting edge innovations, and executive peer-to-peer communities. It delivers value above and beyond the services IBM already provides by helping clients in four areas:

Insight—Gain advanced insight to recognize business » opportunities and make better decisions

Innovation—Explore creative approaches in innovative » environments to accelerate change for their company

Interaction—Build an extended network of peer executives » and learn from others’ experiences

Individuals—Celebrate success and recognize leadership through » credible internal and external communication channels

program execution

To establish which offers would be most valuable, extensive interviews and focus groups were conducted with executives

from many of our long-standing clients, as well as with an advisory council of IBM’s own industry executive leaders, ac-count executives, and consultants. Through these meetings, we discovered what clients desired and valued most from IBM was ACCESS—direct access to our people, our network of relation-ships, our client centers, our resources, and our experience.

IBM refreshed our top account strategy, refined our portfolio of benefits, and created a newly branded program under the “IBM Select Access Program” moniker. We reoriented IBM resources and processes around individual accounts and tapped subject matter experts from IBM Research and Thought Leadership teams.

An integrated external and internal communication approach was executed to take the program to market, and we shifted our marketing mix to include more digital, one-to-few and one-to-one marketing tactics. The IBM Select Access Program was suc-cessfully rolled out at a world-wide level, addressing over 100 of IBM’s top accounts across all industry segments in North America, Europe, Japan, and the growth market units.

Business results

This well-received program strengthened IBM C-suite and boardroom relationships, fostered new transformational client engagements, contributed to successful IBM Smarter Planet solution revenue growth, and influenced over $1 billion in IBM sales opportunities.

The program has helped to deepen our market and client insights and improve our account strategy and plans. It enabled us to better organize our sales, marketing, service, and research resources to provide more value to top accounts. And, it has been a true catalyst for client collaboration—providing a context for relationship building, a forum for executive-level dialogue, and a platform for exchange of ideas, thought leadership, and best practices.

Improved client loyalty is evidenced by boosted IBM sales performance and broader service line penetration. Further, the program has provided a structured approach to build client eminence and spotlight successful client outcomes.

The IBM Select Access Program has resulted in a tightly knit, high performing relationship network of IBM account representatives, consultants, subject matter experts, and clients.

strengthening CLient reLationships anD BuiLDing LoyaLty DiaMonD winner

The IbM select access Program

iBM

14

Business Challenge

Starting in 2009, the Microsoft U.S. Enterprise and Partner Group (U.S. EPG) Relationship Marketing organization initiated the Key Account Market program, an account-based marketing approach designed to deepen relationships with existing custom-ers, foster loyalty, and build partnerships based on mutual trust.

Despite positive feedback from both customers and sales, the KAM program’s effectiveness and return on investment were dif-ficult to measure. To justify continued investment and accurately measure results, the KAM team needed to establish metrics for account reach, penetration, and engagement; touches to existing and net-new contacts; and customer and account team satisfaction.

program objective

The KAM team reflected an all-new operating model for the U.S. Enterprise marketing team, a significant shift for the traditional Microsoft account team culture and a greater investment than had ever been undertaken. Initially, the program faced signifi-cant internal challenges. However, over time, account teams became convinced of the KAM program’s merits, with more strategic and customer-focused engagement resulting in:

Increased understanding of Microsoft’s strategy and solutions »Maximized investment with Microsoft »Enhanced customer satisfaction »

By focusing on three key objectives—building relationships, increasing revenue, and driving adoption of Microsoft technol-ogies—KAM managers have successfully connected customer initiatives/business needs to specific Microsoft solutions/opportunities. This verbatim comment from a CIO of a major financial institution reflects widespread customer praise for the KAM program: “[KAM manager] has become indispensable; she is building the relationship of the future.”

The missing link and greater challenge was measuring the impact of the KAM program so that internal Microsoft sales teams and the corporate marketing organization could under-stand and appreciate its impact and success.

program execution

The KAM program has grown from seven managers to 12 senior marketers, dedicated to four to seven strategic accounts. In three years, the KAM program has nearly tripled in terms of number of accounts covered and associated revenue.

The 84 current accounts selected for KAM support have been

carefully screened to ensure:

They were ready for a deeper, long-term relationship »They would be open to Microsoft better understanding »

their industry and business modelThere was potential for increasing customer satisfaction »

and trustThere was significant upside business potential »

KAM managers use a custom, account-specific approach to ensure each marketing campaign lands in a language and tone that resonates with that customer. Their role is to communicate through a variety of media and forums, tailoring messages to each account’s communications strategy. By focusing on what that company cares about, KAM managers have a higher rate of effectively landing messages with customers, whether through targeted conversations, newsletters, or other venues.

Key elements of the KAM program include:

Providing strategic value to account teams by serving as » advisors to both the account team and customer

Tailoring marketing activities to the specific account »Developing initiatives that otherwise would not be possible. »

For example, KAM managers differ from the account team by focusing on the long-term view to see additional opportunities

Moving the needle on overall customer satisfaction and the » likelihood to recommend Microsoft, based on annual customer satisfaction survey

Business results

With the recent initiative to establish metrics, the impact of the KAM program can be proven through quantifiable measure-ments tied to business results and annual surveys of account teams and customers:

Data collected through the first nine months of FY12 reflect » the KAM program is exceeding national averages in terms of account reach, penetration, and net-new contact identification

Results from the annual customer satisfaction survey show » that KAM-supported accounts generated the highest net satis- faction and advocacy scores of any EPG accounts

In an annual survey of U.S. account teams, 99 percent » indicate “very satisfied” with KAM support

Establishing metrics enables the KAM program to prove its value, ensure continued funding, and gain credibility when presenting annual recommendations for improvements and updates.

strengthening CLient reLationships anD BuiLDing LoyaLty goLD winner

Driving Innovation through account-based Marketing Measurement of Relationships & business Impact

MiCrosoft

15

Business Challenge

Optum is comprised of three unique businesses which collectively form a leading information and technology-enabled health services company dedicated to making the health system work better for everyone. Working collaboratively with more than 300 health plans, OptumInsight helps them uncover opportunities and increase the performance of their business.

Today’s market is empowered and more critical than ever. They turn to the Internet, forums, and other channels to research and gather objective information. This environment opened the door of opportunity for OptumInsight to develop a strategy that would move them from a product-focused approach to an integrated, client-centric approach. The challenge became building a framework that included a content architecture and a disciplined process for creating, aligning, and distributing content before leveraging data and technology to enable customer-relevant “market conversations” and ensure a positive client experience.

program objective

The goal of OptumInsight’s client nurture program is to increase brand credibility and awareness across multiple channels while nourishing client relationships through an improved client experi-ence.

program execution

Leveraging detailed market research, OptumInsight’s marketing team conducted a multi-dimensional segmentation exercise that defined market segments and individuals by role. With that knowledge, they mapped solution level messages to larger market challenges before aligning them with their audiences.

Using Sight Marketing’s interactive technology, OptumInsight engages with targeted roles, delivering content dynamically to the right person at the right time.

Outreach is made every 3 - 5 weeks. Contacts are directed » to a role-based landing page

Contacts may also opt-in via referrals, trade and online ads. »Contacts register for webinars, or download relevant content »

on a dynamically driven landing pageAssets are coded so the interaction can educate OptumInsight »

on interests, needs, and information processingInteractions are monitored and shared with sales »Marketing tactics are adjusted or enhanced based on »

learnings

Two types of outreach are used—broad thought leadership and focused education. Broad thought leadership takes place three times annually, with a series of webinars launched via e-mail, personalized sales outreach, and ads. The program culminates in an e-book, summarizing webinar topics. Focused education engages sub-segments of the market, providing topical educa-tion monthly.

Business results

According to the Direct Marketing Association (DMA) bench-marks, published in the DMA 2011 Statistical Fact Book, the health care industry email response rate is 1.8%. When the client nurturing program began in 2010, the initial response rate was 3.53%. Today the average response rate is 13.93% and opt-out rate is less than 1%.

Average response rates for the broad thought leadership series are 8 - 9%. Focused education averages response rates between 16 - 17%.

More important than click through and open rates, OptumIn-sight analyzes who responded, what they responded to, and who they’ve passed it to. Over time, networking patterns and influence-patterns have been identified. For example, referrals are increasing as contacts pass content to associates. OptumIn-sight has identified clusters of activity within health plans that signal sales opportunities, as well as an increase in key decision makers engaging in the program.

Combining data, technology, and a disciplined process for creat-ing, aligning, and distributing content, OptumInsight now aligns key messages with role and segment and determines the best mix for each outreach. This has reduced spend on less-valuable content. Ultimately, OptumInsight has achieved greater engage-ment and awareness with less activity. Since the program began in 2010, OptumInsight has achieved a cost savings between 3 - 4%, while increasing market engagement by 10%.

strengthening CLient reLationships anD BuiLDing LoyaLty goLD winner

optum Client nurturing Program

optuM

16

Business Challenge

By the end of 2011, TCS had reached the global top four IT services position in terms of market capitalization, number of employees, and net profit. But external research showed that TCS did not yet have the same brand awareness as the global industry leaders. In fact, “leading Indian vendor” were words often used when describing TCS—both externally and internally.

program objectives

1. To create a perception shift of TCS from “Indian IT” to “Global Top 4,” both internally in the company and externally in the market.

2. To highlight the Marketing functions’ strategic importance in the company.

program execution

To convincingly communicate TCS’ transition from “Indian IT” to “Global top 4,” we needed a credible external ranking as a foundation. Rather than leading with a traditional ranking based on revenue or number of employees, we wanted to make the external ranking led by a theme that would be unique and make people sit up and take notice. It was decided that the company’s brand could be a compelling yet off the beaten path concept to pick up. We choose Brand Valuation, engaged with Brand Fi-nance and secured the creation of a new global category called “Top 10 most valuable IT Services brands”. The TCS brand was valued at $4,068 billion and ranked #4 in this new industry list. To highlight that TCS had arrived at the top table, we coined a new terminology—the “Big Four” group of IT services companies. Borrowing the concept of “Big Four” from the auditing industry. To give the story further credibility, we wanted a world leading brand authority to provide a view of the TCS brand. We lobbied for and engaged a legend—‘Father of Marketing’ Philip Kotler.

A press release titled TCS recognized as “Big Four” IT Services brand was deployed worldwide through a PR and social media campaign. Before the release went public, we initiated a top-down and bottom-up internal campaign to build excitement amongst employees. A certificate from Brand Finance was pre-sented to each office on the day of the release. Post the release, “Big Four” was prominently featured on the intranet, newsletters, magazines, and email communications (including innovative use of an infographic) to all 250,000 TCS employees.

Business results

Media Impact: The press release was published in media globally across 5 continents in countries such as USA, India, Sweden, Belgium, Germany, UK, UAE, Chile, Canada, etc., gaining significant global attention. Hence the strategy of using a new ranking worked well in pushing out the desired global top 4 positioning.

Internal Impact: Huge internal response on the intranet and on social media sites was recorded from both senior management and employees expressing pride to work for TCS and excitement of belonging to a “big four” company.

Sales Impact: The “Big Four” concept and a special design logo that highlights this ranking is widely adopted internally and being used currently in advertisements, sales presentations, recruit-ment flyers, and in support of business development.

Social Media Impact: The announcement had a large internet footprint with 80,000 plus hits on Google. It not only broke TCS’ existing record in terms of number of likes on both Facebook and LinkedIn, but at the time of the launch it was also the most “liked” technology services industry post across Facebook and LinkedIn in 2012.

Strategic Impact: As a direct result of the initiative, TCS’ CEO has incorporated Brand Value next to Market Capitalization, Revenue, Net Profit, and Number of Employees as one of the five core parameters of company performance measurement. Hence what started as a branding initiative will culminate into a permanent feature in the company’s reporting.

Transformational Impact: Through unprecedented use of a brand valuation rating, TCS has accelerated the company’s tran-sition from “Indian IT” to “Global Top 4,” both internally in the company and externally in the market. With innovative marketing endeavours, the “Big Four” campaign has excited employees across functions, ranks, and borders, highlighting Marketing’s ability to add strategic value to the organization all the way up to CEO/board level.

transforMing the Marketing organization DiaMonD winner

Transforming Marketing: from “Indian IT” to Global “big four”

tCs

17

Business Challenge

In the period before 2007, the Marketing and Communication unit lost their position in the organization. The unit eroded to a “secretarial office” doing isolated events/activities, not taken seriously by senior management and sales management. This resulted in an organization without a marketing and communica-tion vision on a) the local market, b) the brand position, and c) the burning segments to challenge.

In 2007, at the beginning of the crisis, we realized that the business landscape was changed dramatically. It was impos-sible to do “business as usual.” New competitors entered the European markets, looking for the profitable projects/contracts. Focused marketing and communication programs were needed to manage our position.

These market changes, combined with an eroded position of the Marketing and Communication unit, made the organization vulnerable and less predictable. It was time to change.

program objective

Transform the Marketing and Communication department from a reactive, incident-driven unit with a focus on costs to a valu-able, business-focused entity looking after our brand position/value and mature marketing programs, supporting business generation.

Maximize the external/market impact of the marketing and communication budget/programs :

By minimizing the number of local FTEs and related » salary costs

Substitute isolated events and activities by a limited number » of mature marketing and communication programs.

Offshore all location-independent work to cost effective » locations

Use local specialized partners to guarantee always the best » content and added value in programs

Reposition the unit from an operational level to a position at » Country Board

Refresh and re-skill the core local Marketing and » Communication team.

Overall objective is to reposition the Marketing and Communica-tion entity away from the “secretarial” position into a business development position balanced with senior management and sale management.

program execution

Starting the transition program, after listing carefully to all senior

management levels, was not difficult. We were in bad shape and the only way forward was the way up.

We first made a high level plan including objectives per area and set priorities, made a rough planning, and set the pre-defined success criteria. After this high level planning, we made a detailed rolling planning for six months, only for the areas that were high on the priority list.

In essence, we first stopped all isolated activities and events, including the phase out of related resources. In parallel, we initi-ated only three focused marketing programs per sector. To bring these to an acceptable level, we invited Dutch and European specialized agencies to guide us.

In the meantime, we initiated a program that transferred all the work/activities that are location independent to a new team in India. This was necessary to make money available for local investments in brand positioning and marketing programs, including campaigns.

Looking now to the last four years, we first stopped isolated activities, then professionalized the programs and FTEs who were here to stay, and in parallel transferred 75% of the work to India. During this period, we invested in our relation with senior management and business management. Not easy, not always fun, but with great results for our organization.

Business results

Today, we have a focused and mature Marketing and Com-munication entity, acting at a senior management level, making proven impact in business generation and responsible for the brand position/value. We initiated Account Based Marketing two years ago. We reduced the number of local FTEs from 48 to 12, building a mature unit in India with 24 FTEs doing all types of marketing, communications, and research tasks.

From a financial perspective, we saved approx. € 2 million and made this available to programs that really impact our position. Our famous thought leadership program is one of the initia-tives that would not have been possible without these savings. Today, we still have a limited set of selected marketing programs aligned with our international portfolio management and local market/account strategy.

The sales organization is very pleased with the mature market-ing programs, including demand generation activities and the pro-active brand management. Senior management is pleased with the contribution of the refreshed Marketing and Communication unit, with a balance between long term vision and today’s valuable business generation.

transforMing the Marketing organization goLD winner

Transforming the Marketing organisation

CapgeMini

18

CA Technologies

Consumer Driven it: using thought Leadership to Drive Customer engagement and Market awareness

The Consumer Driven IT thought leadership program enhanced brand awareness and enabled our sales teams to have new conver-sations with clients around an emerging trend. It included primary research, a suite of assets with a consistent visual identity, peer assessment tool, dedicated website, widely-read curated blog, online polling, “event-in-a-box,” integrated social media, cartoons, and infographics. It also included internal thought leader nurturing efforts and communications that socialized the program across all of CA Technologies. The program enhanced brand awareness through new channels, reaching 9.7M people with syndicated content, and closed or influenced tens of millions of new pipeline with customers.

www.ca.com/cdit

Imagination Publishing, for Optum

optum

Optum launched a pilot thought leadership program in mid-2011 to drive a leadership position for the new brand, with a broader program planned for 2012. The program’s overarching theme, “Innovating to make the health system work better,” provides a cross-market perspective for Optum’s clients. The program includes a quarterly magazine; a white paper series; a microsite featuring articles and rich media; an e-newsletter; promotional activities; an ongoing nurture campaign; a closed LinkedIn community; and a Twitter strategy. So far, we have seen success. From an organization with little brand awareness, half of our audience is now C-level executives, and CEOs are among the most highly engaged.

Cisco

Cisco education Campaign: “Bridging the gaps, together”

The “Cisco Bridging the Gaps” education campaign was designed to help Cisco address a major global market opportunity for educa-tion technology. 100% focused on the education market, the campaign included: messaging, content, advertising, solutions, offers, and social media. The centerpiece was the Cisco Virtual Forum for Education Leaders, showcasing 19 educators and thought leaders, from eight countries in multiple time zones. Cisco brought them together in a virtual forum to explore innovative strategies to improve student outcomes. Customers told their stories through six-minute videos, roundtable discussions, and live chats with educators from around the world.

www.cisco.com/go/education

HDS

the Challenge of selling technology During an economic Downturn: Marketing a new approach to Justifying technology investments

Over the last few years, the difficult economy has created a challenging environment for technology sales professionals. Declining cor-porate sales and budget scrutiny have meant longer sales cycles and the need for new ways to sell technology. With these challenges in mind, HDS developed the Storage Economics framework and marketing strategy to facilitate sales discussion based on reducing datacenter costs through economic principles. Consisting of lead generation, thought leadership, economic tools, and proof points, the result has been an overwhelming success for Hitachi Data Systems and has led customers to achieve significant cost reduction and immediate justification for technology purchases.

2012 Marketing exCeLLenCe awarDs finaLists

Driving Business with thought LeaDership

19

KPMG

optimizing the information supply Chain for pursuit success

KPMG clearly has its sights set on success in the marketplace with its effort to optimize its proposal information supply chain. By treating their centralized proposal and market research databases as a Business Intelligence tool, they have helped convert time spent searching for answers into time spent listening to clients. The marketing team helped construct a user interface that surfaces RFP Q&A and project management tools with information sources and related links that help users know how and when to use the information. Early results indicate a significant growth in usage and the knowledge capture pipeline has expanded dramatically.

Avaya

avaya Client services heat Map tool and Campaigns

Through an innovative Heat Map tool and integrated marketing campaign strategy, Avaya reinvented the way Services Account Manag-ers (SAM) approached their jobs and the way marketing performed campaigns. The new tool and SAM workflow allow more efficient customer management. SAMs spend less time mining data and more time reaching out to those that are identified as high growth opportunities or near term renewals. Within three months of introduction, Avaya saw an 86% increase in qualified opportunities, 87% in committed opportunities, as well as 121% increase in closed deals. >$10.2M in incremental maintenance contract value closed in the first four quarters of use.

http://www.avaya.com/services/

BT

storyteller (No summary provided)

Eaton

things have Changed Campaign (No summary provided)

Atos

power to perform: Leveraging a new Brand identity to gain Major new Business (No summary provided)

2012 Marketing exCeLLenCe awarDs finaLists

enaBLing saLes ChanneLs

generating anD nurturing LeaDs

20

Accenture

accenture Corporate website re-launch (No summary provided)

Cisco

Cisco Live social Media engages attendees Beyond the “4 walls” of the event

The Cisco Live social media program does more than generate buzz for one of the technology industry’s premier events. As the driving force behind a community of engaged technology professionals and influencers, who are eager to make connections and build their knowledge, participants can create a richer, personalized experience with Cisco. Cisco gains a more prominent role in their IT strategies by program fostering conversations, encouraging collaboration, and building loyalty for Cisco solutions and events. The Cisco Live social media program translates the grass-roots enthusiasm of customers into something that’s greater than the sum of its parts.

Cisco

Cisco Collaboration Marketing transforms Customer experience through new online virtual experience Community

Cisco established an online Collaboration Community to help empower audiences to learn about collaboration technologies for busi-nesses. Direct contact with Cisco product managers, technical marketing engineers, and services consultants provides expert informa-tion, builds trusted relationships, and drives thought leadership. The community offers online events, blogs, forums, and opportunities for our customers to interact directly with Cisco experts and their peers.

https://communities.cisco.com/community/technology/collaboration/collaboration_virtual_experience_2012

Cisco

Cisco services partner program - strengthening Client relationships and Building Loyalty (No summary provided)

Capita

police Confess all on our ‘wonder wall’

Capita’s recognition of the need to change the way it engaged with clients resulted in the development of Wonderall, an innovative approach to interacting with a key market sector. The creative risk taken by Capita at BAPCO represented a strategic change in the way that Capita showcases its services. The Wonderwall experience generated staggering levels of openness and enabled Capita to create something totally unique and ground breaking. Wonderwall has transformed the way Capita engages with its key accounts, and the ‘blank canvas’ approach is now being used in other markets to deepen relationships, build loyalty, and develop lasting solutions.

http://www.capitasecureinformationsolutions.co.uk/products-and-services/Pages/drawing-on-our-expertise.aspx

2012 Marketing exCeLLenCe awarDs finaLists

Marketing with soCiaL anD interaCtive MeDia

strengthening CLient reLationships anD BuiLDing LoyaLty

21

Avaya

avaya Content syndication program (No summary provided)

Cisco

Cisco event strategy practice transforms Marketing & Business results

Cisco’s Global Event Strategy team has focused on change management the past several years to drive a strategic approach to event planning which has, in turn, transformed the way it approaches marketing. This event strategy practice includes frameworks and methodologies for teams to follow throughout the year and has increased the strategic value of the organization from “order takers” to having a “seat at the CMO table”. Ensuring that the events are aligned to the broader marketing objectives and measured within the CMO scorecard allows for the right visibility and accountability, which have been key to our success.

2012 Marketing exCeLLenCe awarDs finaLists

transforMing the Marketing organization

ITSMA specializes in helping companies market and sell services and solutions. As a membership organization, we work with the world’s leading technology and professional services firms to

generate new business, strengthen customer loyalty, and increase brand differentiation.

Learn more at www.itsma.com.

1.888.itsMa92 (Outside the U.S. +1-781-862-8500)

91 Hartwell Avenue | Lexington, Massachusetts 02421 | USA