IBM Social Strategy & Content Approach PPTX

SOCIAL STRATEGY
& CONTENT APPROACH

1.Define your objectives. What is the challenge you are looking to solve by communicating across
social channels?
2.Research your audience. Who is this audience, what do they like, how should we talk to
them/engage with them?
3.Define your audience on social platforms. How will you translate the audience segments into
targetable options within social platforms?
4.Build a strategy. Tell us how you would engage with audience(s) on social before, during, and after
the event? What platforms would you use? Which tactics? What assets will you need to fulfill the social
ecosystem?
5.Build a measurement plan. What does success look like? How would you track it?
BRIEF
Business Review1

Business Review1
Consideration
• Increase consideration of IBM
Watson amongst C-Suite,
ITDM’s, and Developers
Awareness
• Increase unaided awareness and
perception that IBM Watson as a
big data leader that can help drive
results for their client’s business
• Enable content to becomes a key source of information via partnerships, the social
web, and during key time periods
• Encourage internal SME’s and key influencers to increase initial adoption rate
within next 1-3 months leading into the event
• Extend visual learnings of IBM Watson’s cloud capabilities beyond a sales led
approach
• Create a reward system for early adoption , participation, and thought leadership/
influencer lead success stories
• Drive engagement surrounding IBM
Watson’s World of Watson event,
and increase attendee consideration
amongst key stake holders
• Drive education on the importance of
client partners using IBM Watson to
drive more rapid innovation through
their products and services
• Drive awareness on a range of
private and hybrid cloud capabilities
• Grow category by driving trial
through awareness and engagement
OBJECTIVES
BUSINESS MARKETING & SOCIAL MEIDA COMMUNICATIONS MEDIA

1 2 3
BUSINESS REVIEW
DIGITAL CAMPAIGN
EFFECTIVE &
ECONOMETRICS
RESULTS
COMPETITIVE INSIGHTS CONTENT CATEGORY
STRATEGTY
4
CONSUMER INSPIRED
BUSINESS CHALLENGES
5
ANALYTICS & INSIGHTS
Identify higher
order priority
barriers
Guide planning
strategies based
on competitive
activity
Account for
content that
provides an
education and
encourages
engagement,
encourages trial
usage, event
attendance/
participation
Understand state
of affairs to ensure
correct focal
areas in
upcoming months
ASSES PROVEN
VEHICLES TO INFORM
MEDIA CHOICES AND
INCREASE SALES
POTENTIAL OF PLAN
Help guide
choices based on
data activities and
content
optimizations
6
Asses proven
vehicles to inform
media choices and
increase sales and
web traffic
Business Review1
FUNDAMENTAL PLANNING CONSIDERATIONS
INPUTS THAT WILL GUIDE THE APPROACH
PLANNING INPUTS

FEATURES BARRIORS BRAND DESIER BEHAVIOR
COMMUNICATION
Cloud services are generally "set and forget" meaning once they are
set up, they require minimal administration and minimal contact with
the provider
Leverage relationship with content/media
partners and credible hubs that capture IBM
Watson’s target audience and communicate
the brand’s attributes.
ACCESS
Organizations are fearful of becoming stuck to an individual cloud
vendor, as there has yet to become a standard industry approach
Engage with IBM Watson’s community in
their social spaces {LinkedIn title level and
company hyper targeting, LinkedIn industry
groups, Instagram and Twitter key word and
phrases to address these concerns.`
RESOURCE
Reports found that almost 50% of respondents indicated that cloud
security is a barrier to adoption. With many lacking access to
information to make swifter, more educated decision
Utilize Sysomos and Spredfast to surface
topics that resonate with IBM Watson’s
audience of CFOs, CIOs, CSOs,CTO’s,
developers, and etc to address these
concerns.
EVENT
In terms of prominence, World of Watson as an event is often
compared to keynotes such as Amazon, Apple, and Microsoft. As well
as tech events such as, CES or Mobile World Conference. but still
drives significant sales pipe.
Event assets to serve as entry points for
driving larger conversations (informed by
social listening).
Content syndication campaign should be
planned to ensure that the right titles are
in attendance (CTOs, CIOs, CSOs, and
developers)
ADAPTABILITY
Disregard to organization systems and with business processes. i.e.
Client partners haven’t acquired enough qualified cloud management
staff to meet evolving cloud tech based needs.
Post evergreen content that edutains IBM
Watson’s target audience, drives traffic to
the event site, and allows for an education
regarding the brand, and encourages future
engagement during the event itself.
SERVICE &
SCALABILITY
Hidden costs of the cloud are still a major barrier to adoption.
Diversify content so that users have a
reason to want to attend the event and
understand IBM Watson’s many capabilities
-- Thus encouraging frequent returns
TRANSLATION
Driving Education And Awareness For Client Partners Who Are Seeking Flexibility And Agility
RELEVANCY –
Performance
RELEVANCY –
Performance
LOYALTY
RELEVANCY –
LIFESTYLE/
RELATABILITY
RELEVANCY –
Performance
LOYALTY
RELEVANCY:
Address the deeper
trial root barrier of
and performance
through hyper
targeted content
content/product
needs (treat the
problem not the
system)
LOYALTY: Content
needs to be highly
targeted to capture
the challenges in a
niche, though highly
lucrative space
Event assets to
serve as entry points
for driving larger
conversations
(informed by social
listening).
Consumer Inspired
Business Challenges2
TRANSLATING IBM WATSON’S INTO
INSPIRED SOCIAL CHANNELS

Venkat | Chief Data Officer
Venkat
Chief Data Officer
ALSO KNOWN AS
Chief Analytics Officer
Chief Information Officer
Chief Data Architect
METHODOLOGY
May 2015
PERSONA CODE
C17
Bio
Venkat was appointed Chief Data Officer of a
major global financial institution one year ago.
He reports directly to the CEO, but works very
closely with the CIO of the company. When
Venkat first took the role, he had major
challenges to tackle to simply understand what
data the company had, where it was being
stored and exactly how it was being governed,
secured and unlocked to drive better analysis
for the business. As he progressed he was
able to identify clear ways to optimize the
company’s data management approach and
infrastructure, shifting the company’s
investments from managing data to leveraging
big data and harnessing actionable
insights. Venkat converted IT infrastructure
cost savings into fuel for the new data strategy
and vision that he developed collaboratively
with the CIO and other C-Suite line of business
executives. Venkat is now driving substantial
business value by integrating multiple and
varied sources of internal and external data,
and serving that data into an analytics center of
excellence that marries data and analytics to
serve the Finance, Marketing, HR , R&D, and
Ops teams with the insights they need ...
Personal Motivation
• Be seen as peer to other C-Suite leaders.
• Enable real business outcomes.
• Be the expert and leader of analytics and
data for the company.
• Help to grow an analytics based culture.
Challenges
• Developing the enterprise-wide data
strategy and vision
• Building C-Suite Line of Business
relationships
• Aligning data and analytics requirements
with areas of business growth or cost
reduction
• Coordinating data management,
governance and security
• Harnessing multiple sources and volumes
of data (internal/external, in motion/at rest,
structured/unstructured)
• Fostering business processes and a culture
that is analytically driven to broadly help
business leaders make smarter decisions
Responsibilities
• Define the enterprise data strategy and
vision, in alignment with the corporate
strategy and line of business leaders
(Marketing, Finance, HR, Ops).
• Foster a culture that adopts and embraces
analytics-driven, fact-based decision
making.
• Guide data scientists in modelling data.
• Identify and adopt analytics-driven solutions
to drive growth, reduce cost, or reduce risk.
• Integrate multiple types and sources of
data; cleanse, secure and house it; and
make it more open, accessible and
actionable for the enterprise.
• Assure data security and compliance at all
times.
Evaluated On
• Ability to rapidly turn a variety of data types
from different sources into insightful
analysis
• Ability to reduce cost of data management
• Ability to shift data costs from managing
unstructured data to harnessing big data
and analytics innovation
• Effective communication of insights to non-
technical leadership
• Speed of delivering actionable insights to
the business to help them make smarter
decisions resulting in improved efficiency,
asset utilization, cost reduction or growth
(e.g., customer acquisition/retention,
customer lifetime value, reduced churn,
etc.)
Thought Process
LONG-TERM STRATEGICOPERATIONAL
Work Time Spent
SUMMARY
25% Aligning analytics priorities
with the business
25% Data integration and
management
25% Analytical insight
25% Driving enterprise data
strategy and innovation
agenda
Consumer Inspired

Venkat | Chief Data Officer ECOSYSTEM | LEARNING & NETWORKING
ECOSYSTEM LEARNING & NETWORKING
REPORTS TO
• Chief Executive Officer
• Chief Finance Officer
• Chief Information Officer
INFLUENCED BY
• Finance & Marketing
• Customer Insights
MANAGES
• Data Scientists
• Data Architects
WORKS WITH
• C-Suite Executives
• Line of Business VPs
• Performance Analysts
Venkat's
Purchase Authority
Venkat's
Vendor Selection Role
Competition
Accenture
Deloitte
Cap Gemini
Cognizant
Microsoft
Google
Nielsen
Tableau
Attitude toward competitors
Venkat relies upon strategic consulting
firms as trusted advisors to help him bridge
relationships across the C-Suite and line of
business leadership team, and expects
them to help to integrate the enterprise data
strategy to identify opportunities for data
management efficiency and synergy, and
realize the vision for data and analytics to
drive value for the business.
Venkat acknowledges that self-service
builders (i.e. developers) and business
users are increasingly leveraging cloud-
based ...
Relationship with IBM
Partnering with IBM is appealing for Chief
Data Officers (CDO) like Venkat due to the
perception that IBM brings depth of
strategic consulting experience in
integrating multiple sources of data,
applying analytical approaches and
solutions and translating analysis into
actionable insight for the business. In
addition to expertise,
Venkat expects IBM to bring analytics
innovation (such as Cloud, Twitter and
Watson) and analytics software and
platforms too that drive superior innovation,
security, accuracy and speed.
Venkat and his peers want to collaborate
with IBM to further edify relationships within
the C-Suite executive team in order to turn
strategic plans into reality by enabling ...
Decision Maker
SOCIAL NETWORKING
• Twitter
• LinkedIn
• CDO on Twitter (#CDO)
• Chief Data Officer on Twitter
(#DataOfficer)
• IBM Big Data & Analytics Hub
• IBM Big Data & Analytics Site
LEARNING
• Formalized education
• Executive group information
exchange and learning
opportunities
• Conferences
• Virtual Meet Ups
• Harvard/MIT
• Forbes Technology Blog
• Wall Street Journal Blog
• Cnet
• Wired
• Information Week
• Financial publications
• Gartner and Forrester
• Data Science Central
• O’Reilly Media books and
guides
• The Institute for Operations
Research and the
Management Sciences
• Associations:
• American Statistical
Association
EVENTS
• Chief Data Officer Summit • Chief Data Officer Virtual
Round Tables
COMMUNICATION PREFERENCES
• Face to Face preferred • Virtual meetings / exchanges • Email
LEARNING STYLE
• Logical pragmatists in style,
with the ability to develop
persuasive arguments
EXTERNAL INFLUENCERS
• Hilary Mason @hmason
• Jake Porway @jakeporway
• Drew Conway @drewconway
• DJ Patil @dpatil
• Cortnie Abercrombie
@cortnie_cdo
Consumer Inspired

Value to buyer profile:
H High M Medium L Low
Discover Learn Try Buy Adopt Advocate
Hurdles
• CDOs are defining the scope and
priorities for their CDO leadership role
based on best practices for this emerging
role. They want to discover communities
of CDOs they can learn from.
• CDOs discover they do not have a
sufficient data strategy or complete
understanding of what can be derived
from their data through analytics.
• I need a partner to help me refine my
strategic priorities and identify solution
approaches to rapidly improve customer
insight and reduce cost.
• I need to explore in more detail examples
from other companies, and proven
solutions, and learn from the pathway to
success that others have taken.
• I need to see proven solutions for cost
reduction and customer insight, in action.
• I need help to prioritize use cases and
develop expected ROI and business
case, and drive rapid value through pilot
programs.
• I need complete details on customer
insight and cost reduction solutions and
accelerators so I may partner with
confidence.
• I need to rapidly deliver value through
proof of concepts and pilot engagements.
• I need to resolve funding constraints.
• I need to understand best practices other
CDOs are embracing in order to achieve
implementation success.
• I need to take initial success and scale it
across the business, while standardizing
my approach for future engagements.
• I would like to share success stories
internally and externally, both at
events and digitally, to develop my
career and build an ecosystem of
talent and expertise that will assure
future success.
• I would like to shape the future
practice of Analytics.
Formats
Blog, tweet
Video
Visuals (infographics)
Case study
Demo
Video
Case study
Demo
Video
Presentations
Product and service trials
Demos
Solution Consultations
Workshops
Community sites
Peers & colleagues
Tradeshow
Live event
Conference
On-line events
Case study White Papers White Papers Case study White paper News articles
Reviews & ratings
Product trial
Demo
Presentations
Seminar
Reviews & ratings
Product trial
News articles
Product/ how-to guide
News articles
Direct e-mail
Direct mail
Community sites
Reviews & ratings
Direct e-mail
Direct mail
Community sites
Social media network
Case study
Reviews & ratings
Product trial
Demo
Video
Case study
White paper
Reviews & ratings
Product trial
Demo
Channels
Executive Events
Search
On-line event
Live event
Tradeshow
Conference
Community sites
Peers and colleagues
Workshops Product and service trials
Demos
Solution Consultations
Workshops
Pilot programs
Community sites
Peers & colleagues
Tradeshow
Live event
Conference
On-line events
Executive events
Social media
Blog, tweet
Thought Leadership
Video
Community sites
Digital Events Search White Papers Case study White paper News articles
Direct e-mail
Direct mail
Community sites
Direct e-mail
Direct mail
Online advertising
News articles
Direct e-mail
Reviews & ratings
Direct e-mail
Direct mail
Case study
Reviews & ratings
Product trial
Case study
White paper
Reviews & ratings
Venkat | Chief Data Officer INFORMATION PREFERENCES | FORMATS & CHANNELS BY BUYER STAGE

Tim | Chief Operating Officer
Tim
Chief Operating Officer
ALSO KNOWN AS
Sr. Vice President –
Operations
COO of Business Line or
Geo
Vice President –
Operations
Chief Operations Officer
Director of Operations
METHODOLOGY
03 (quantitative validation
with buyers in role)
October 2015
PERSONA CODE
C04
Bio
Tim is a highly proficient Chief Operating
Officer (COO) who can seamlessly move
between executing broad strategic initiatives
and digging deep into specific issues that are
hurting corporate performance, all while
executing the strategic vision of the Chief
Executive Officer(CEO). As COO, Tim is
responsible for delivering the business results
with a specific focus on operating margin and
operational excellence. He is also a central
figure in driving corporate change and business
transformation efforts.
Tim has to be a multi-dimensional personality
who is engaged in multiple programs and who
applies big-picture thinking backed by an added
focus on the tactical aspects of the work. He is
able to weigh risks against benefits, make
calculated decisions, take risks and make quick
decisions in the face of real time changing
conditions. Tim is an insightful communicator
and a stimulating influence on others while
being firm, direct and self-assured.
Like many of his industry counterparts, Tim’s
role influences multiple enterprise initiatives,
including:
Business Transformation: These initiatives
include large and complex ...
Personal Motivation
• Be considered a change agent.
• Execute to perfection (because he has a
strong ability to overcome hurdles and the
leadership and collaboration skills to get
others to execute in alignment with
corporate strategy).
• Build a strong personal brand, as measured
by industry achievement awards, board
memberships, professional publications and
patents
Challenges
• Link business strategy to execution.
• Drive deeper and more effective
collaboration across multiple C-suite roles.
• Lead the organizational change and
transformation agenda.
• Drive the execution of the transformation
agenda.
• Establish regular internal and external
review of operational key performance
indicators (KPIs).
• Infuse innovation into the existing business
model to drive competitiveness and market
leadership.
Responsibilities
• Direct, administer and coordinate the
internal operational activities of the
organization in accordance with the
policies, goals and objectives established
by the CEO and the Board of Directors.
• Oversee other executives responsible for
business lines to ensure the consistent and
successful execution of the corporate
strategic mission.
• Direct the operational and business model
transformation required to meet the
challenges created by the digital economy
• Lead the execution of strategies developed
by the top management teams. Take
responsibility for delivering results on a day-
to-day or quarter-to-quarter basis.
• Develop and establish operating policies
consistent with the CEO’s broad policies
and objectives, as well as regulatory
requirements, and insure their adequate
execution.
• Play an instrumental role in linking strategy
to execution and achieving the desired
Evaluated On
• Improvement in operational efficiency
metrics
• Control on operational costs
• Business model innovation outside of core
operations
• Market share growth
• Customer growth and retention
• Sustainability of operations as a competitive
advantage
Thought Process
Work Time Spent
SUMMARY
40% Execute on operating plans
and ensure policies/
procedures are in place to
support effective and
compliant achievement of all
operating goal s and keep
the CEO apprised of
significant events across
business
35% Implement business growth
and transformation agenda
10% Understand customer needs,
improve customer
satisfaction, deliver
consistent experience
5% Engage with the board on
strategic decision-making
and role of operation and
technology for business
growth
Consumer Inspired

Tim | Chief Operating Officer ECOSYSTEM | LEARNING & NETWORKING
REPORTS TO
INFLUENCED BY
• Chief Financial Officer
• Chief Supply Chain Officer
MANAGES
• VP of IT Operations and
Infrastructure
• Chief Procurement
Officer
WORKS WITH
Infrastructure
• Chief Procurement Officer
• Supply Chain Officer
Tim's
Purchase Authority
Tim's
Competition
Accenture
Capgemini
HP
Tata Consultancy Services
Genpact
Boston Consulting Group
McKinsey & Co.
Competitors are viewed to be strong in
these areas:
Accenture (Consulting, IT, Business
processes, Transformation services)
Capgemini (Consulting, IT, Business
Processes)
HP (IT services,
IT/Application transformation)
Tata Consultancy Services (IT, Business
Processes)
Genpact (Business Process
Transformation)
Boston Consulting group (strategic
consulting)
McKinsey & Co. (strategic consulting)
COOs also engage with:
Industry specific suppliers of technology,
communications, ...
For those who do not already work with
IBM, IBM has a reputation as being difficult
to work with due to its size and complexity.
But Tim, who already works with IBM, views
them as a strategic partner and has a great
deal of trust in IBM.
Decision Maker
SOCIAL NETWORKING
• Blogs
• Twitter
• VP of OPERATIONS, VICE
PRESIDENT OF STORES
and COO NETWORK (100+
Top Operations Leaders)
• COO Forum®
• Others:
• COO Forum
LEARNING
• Harvard Business Review
• TED
• COO Forum
• COO Network
• Flipboard – Big Ideas & Innovation
• Industry specific associations
• Alumni associations
• professional associations for
past roles (notably CFO,
Supply Chain Managers)
• Retail:
• National Retail Federation
• Consumer Goods Forum
• Grocery Manufacturers
Association
• Food Marketing Institute
• World Retail Congress
EVENTS
• Mobile World Congress • Money 20/20
• Blogs • Twitter • Forums
LEARNING STYLE
• Verbal (using spoken words) • Linguistic (reading and
writing)
• Logical (using logic,
reasoning and systems)
• George Moen (@georgemoen)
• D’Arcy Funfer (@dfunfer)
• Kevin R Mullins
(@KRMullins1964 )
• Darren Hudach
(@DarrenHudach)
Consumer Inspired

Hurdles
• I’m focused on solving problems in my
business that are causing acute pain.
• I want to know best practices related to
issues my company faces, e.g., too much
inventory, not enough sales growth
compared to projected growth.
• I need to make sure I’m staying up to
speed on the major trends in the tech
world so I can understand what it means
to our business and react quickly to make
sure we can take advantage it.
• Need to determine cause of problem
(potentially by asking internal team or
external consultants).
• I am concerned about determining which
solutions have the greatest risks/potential
benefits and weighing both against
organizational needs vs. end customer
needs.
• Need to judge ROI and efficacy of
consultant recommendations to fix
problems (e.g., does it align with other
internal initiatives, can organization
handle it, etc.).
• Need to learn more about who could
implement recommendation, both
functional and non-functional (e.g.,
cultural) aspects of potential partner.
• I worry about how much a trial would
impact the business and want to have as
little disruption as possible.
• I’m not directly involved with the actual
trying of technology. I will tell the IT
director to “Try”
• Need to understand cost, ease of use,
scale (ensure multi-country, multi-brand,
etc.), internal culture vs. culture of
provider, etc.
• I am thinking about getting a fast solution
that doesn’t impact our internal intellectual
property.
• Need to ensure we are protected from the
risks of exposing intellectual property,
upgrade paths, etc.
• Want process to be fast so we can start
getting ROI fast.
• Would love to have outcome-based
structure to agreement (e.g., where IBM’s
fee is based on success of implementation)
• Once the IT Director comes back to inform
me which tech is best, I will be one
worrying about cost savings, cost to
implement, what resources we need to add,
etc.
• Can we adopt it quickly?
• Need promised value to materialize in a
timely fashion.
• Need to keep disruption to a minimum.
• Would like a self-funding program (where
savings are invested back into upgrades).
• My main concern is my employees. I
want to see that it’s a success with the
employees.
• Want company to be known as an
industry leader but need to keep
competitive edge confidential
Formats
Reviews & ratings
Analyst reports
Blog
Case study (short)
Analyst reports
ROI or other asset tool
In person demo
Product trial
Proof of concept demo
Reviews & ratings
Analyst research
Video
Blog, tweet
Town Halls
Analyst research
Vendor website Video Product how-to guide Competitive Analysis Reviews & ratings Speaking at event
Twitter
White Papers
Online demo
Brochure
Demo
White Papers
Online demo
Brochure
Seminar
Analyst Reports
Competitive Guides
Online demo
Brochure
Blog, tweet
None indicated Search Case study
Channels
Community/third party websites
Live event
Online advertising
Exec briefing
Peers & colleagues
Vendor sales meeting
Vendor websites
Sales call & presentation
Exec briefing
Customer references
Vendor websites
Sales call &presentation
Tradeshows &Conference
Sales call &presentation
Search
Small Group meetings internal and
external
Tim | Chief Operating Officer INFORMATION PREFERENCES | FORMATS & CHANNELS BY BUYER STAGE

Gary | VP of Network Operations for Telecoms
Gary
VP of Network Operations
for Telecoms
ALSO KNOWN AS
Director of Network
Operations
Chief Operations Officer
Chief Technical Officer
METHODOLOGY
01 (validated with SMEs
or sellers)
July 2016 (Buyer profile
owner: Gaurav
Deshpande/Burlingame/IB
M)
PERSONA CODE
Bio
Like other VPs of Network Operations in
established communications services provider
(CSP) companies, Gary recognizes that today’s
consumers are more connected, more
knowledgeable and create more information
than ever before.
In the past, the VP of Network Operations role
centered on operations; network and services;
and performance of services. Today, Gary and
his industry counterparts are focused on putting
the customer experience at the center of all
they do, as well as delivering value to other
stakeholders, including the Chief Marketing
Officer (CMO) and the Head of Care.
Additionally, they must ensure their efforts feed
into the Chief Technology Officer’s (CTO)
network planning and strategic initiatives while
still maintaining a strong focus on the
customers.
Gary pays significant attention to managing his
customer churn rate and improving customer
loyalty. When setting operational processes
and strategies, he tries to view options from the
customer’s perspective to help increase overall
customer satisfaction. He is also actively
exploring how to deliver data to marketing and
care to boost cross-sell, up-sell and ...
Personal Motivation
• Be seen as someone who can take on the
complexity of managing network operations
while driving significant improvements and
cost reductions.
• Help foster a culture outside of individual
silos where the information gathered in
network operations can be used and reused
for multiple stakeholders in the
organization.
• Show the ability to work effectively across
many internal functional groups to optimize
product offerings, create a seamless
internal external customer experience and
resolve issues.
• Use network operations as a stepping stone
to higher executive level positions both
within the company and externally.
Challenges
• Improve the customer experience on the
network.
• Maintain performance amidst an annual
doubling of traffic.
• Identify and isolate problems due to
handset variety and complexity.
• Detect and classify traffic from “unknown”
applications.
• Reduce the complexity and cost-of-
ownership for operational support systems
(OSS).
• Reduce escalations to higher-skilled
experts.
Responsibilities
• Maintain availability and performance of the
network that support services from radio to
core for all subscribers 24x7x365.
• Identify, isolate, fix or escalate detected and
reported problems.
• Configure and upgrade network elements
for tasks such as moves, adds, changes,
re-homes and decommissions.
• Develop and implement a strategic vision
for the operations organization and provide
the leadership and subject matter expertise
to assure the consistent execution of this
vision.
• Establish strong relationships throughout
the organization with key partners and
constituents.
• Operate the network operations center
(NOC) and maintain the appropriate
technical acumen needed to support
wireless, broadcast and network assets.
Evaluated On
• Achieving 100 percent accessibility,
retainability and performance.
• Achieving key performance indicators
(KPIs) such as mean time to repair and
mean time to restore service goals.
• Complying with first time resolution goals
such as minimize average turnaround time
for performing routine tasks and mean time
to detect.
• Becoming a value-added resource for other
stakeholders such as Care and Marketing.
Thought Process
Work Time Spent
SUMMARY
30% Ensure the integrity and
reliability of the network.
20% Plan, organize and direct
network operations
activities.
20% Coordinate and direct long-
range planning and
investments to improve
operations.
20% Investigate opportunities to
become a revenue
generation center versus a
cost center.
Consumer Inspired

Gary | VP of Network Operations for Telecoms ECOSYSTEM | LEARNING & NETWORKING
REPORTS TO
• Chief Operations Officer
• Chief Technology Officer
INFLUENCED BY
MANAGES
• Director of Network
Operations
• Director of Service
Operations
WORKS WITH
• Chief Marketing Officer
• Director of Customer Care
Gary's
Purchase Authority
Gary's
Competition
Oracle
Ericsson
Nokia
Polystar
Viavi
Netscout
HP
EMC
Network Equipment Manufacturers
• Oracle
• Ericsson
• Nokia
Probe Vendors/Service Assurance
• Polystar
• Viavi
• Netscout
Large System Integration Vendors/Software
Vendors
• HP
• EMC
Analytics Vendors
• Empirix
• Guavas
Gary and his VP of Network Operations
counterparts have spent many years listening
to many pitches for various products and
solutions to their current pain points. However,
what is very clear in the market now is ...
IBM is viewed by many telcos as interlopers
working in their space. The purchase of the
Now Factory has helped boost the industry
opinion that IBM has a productized solution
rather than merely a services play. IBM is also
viewed as a vendor that will work well with
others in bringing a solution together.
Link will be IBM Analytics for
Telecommunications –
https://www.ibm.com/analytics/us/en/industry
/telecommunications/index.html
Decision Maker
SOCIAL NETWORKING
• LinkedIn:
• Network Operations/Telecom
LEARNING
• Gartner/technology
• AnalysysMason
• Telecoms.com
• OSS Review
• Mobile Europe
• GSMA
• TM Forum
EVENTS
• Mobile World Congress (MWC)
• Mobile • Email • Twitter
LEARNING STYLE
• Logical • Visual • Verbal
• Twitter top Network Operations
Influencers
• Gartner Telecommunications
analysts
• IDC Telecommunications analysts
Consumer Inspired

Hurdles
• The customer expects a top-class customer
experience delivered by my network.
• I need to maintain performance while traffic
doubles every year.
• I need to reduce complexity and cost-of-
ownership for OSS while at the same time
feeding value up the chain to business
stakeholders like Marketing and Care.
• How can I achieve each of these things?
• How can I learn about the technology shift I
need to make for a future proof OSS system?
• How can I be assured that the investments I
make will help me keep up with data rates and
volumes?
• How can I ensure that my systems are setup to
drive value in the business?
• How can I see the value before I buy?
• How do I assess this solution’s capabilities vis-
à-vis competitive offerings?
• I need to prove ROI to my COO before I can
secure funding for this project. Help me confirm
value.
• I want to make sure this solution is easy to
implement and that my team is making the
most of this: Do you have post-sales services
that can ensure this transition is smooth?
• I am happy with this solution, how can my
team get involved in your user groups,
future betas and advisory groups to help
share the value we’re seeing?
• Are there events or press releases where
we could join you to share our story?
Formats
High level blogs, top 10
Thought leadership papers and videos
Capability blogs,
Thought leadership
Analyst research
Case studies
Product trial/ demo ROI or other assessment tools (BVA)
Proof of Concept (POC)/ Proof of Technology (POT)
“Getting started” services Events
Client video testimonials
Case study Case study Reviews & ratings White paper None indicated Press releases
Analyst research
ROI or other assessment tool
Visuals (infographics, presentations)
Interviews
None indicated Blog
Interviews
Thought leadership
Video
Case study
White paper
Reviews & ratings
Video
Blog, tweet
Web promotion
Position papers
Channels
Peers network
Social media network / community sites
(i.e.LinkedIn)
Technology newsletters and magazines articles
Trade shows / conferences
Online communities and newsletters
Vendor website Sales call / sales contact Virtual training
In-person training / services
Webinars
Gary | VP of Network Operations for Telecoms INFORMATION PREFERENCES | FORMATS & CHANNELS BY BUYER STAGE

Margaret | Chief Information Officer
Margaret
Chief Information Officer
ALSO KNOWN AS
CIO
CTO
Chief Integration Officer
SVP of IT
METHODOLOGY
03: Quantitative
Date: December 2015
PERSONA CODE
C02
Bio
As CIO, Margaret oversees the entire IT organization
and makes sure that the right technologies are in
place and working correctly in order for the
business to be successful. As technology's impact on
the business has increased, her role has evolved
from being a technical infrastructure expert to
being expected to act as a strategic leader
responsible for delivering business value. As such,
she is required to be knowledgeable in strategy,
finance, communications, regulatory compliance
and business innovation—all at the same time—
which extends her well beyond her comfort zone.
Pressure from her CEO to help meet earnings
targets, successfully launch mission-critical
enterprise initiatives, and be in sync with her
executive peers keeps her up at night. Margaret
graduated from university with a degree in Electrical
Engineering. Her excellent communication and
managerial skills enabled her to work her way up in
the IT organization throughout her career.
Personal Motivation
• Obtaining full backing from the rest of the C-
suite
• Getting the CMO onside
• Gaining support and commitment from the
business units that use the IT function’s services
• Ensuring IT strategy is aligned with corporate
strategy
Challenges
• Align with corporate culture to build a digital
culture.
• Move from IT efficiency to value creation—
improving IT productivity by increasing
revenue per dollar of IT cost.
• Difficult to continually justify and position
her value in light of marketing’s role in
quickly implementing a digital strategy.
• Leverage cloud to increase top line growth
– such as leveraging the cloud to reach
more customers faster
• Maintain or increase her visibility as a
trusted security advisor. With the advent of
digital media, social media & mobile
(BYOD), many organizations are facing
increased risk of security breach and data
loss.
• Slow in adopting new technology, unable to
communicate IT strategic value, talent
shortage
Responsibilities
• Adopting new technologies like cloud and
digital media to enhance productivity
• Enhancing organizational agility and efficiency
• Partnering with CxO’s to leverage distinct skills
for customer driven solutions
• Enabling effective IT usage to meet
organizational strategy and goals
• Innovating to reduce IT costs
• Address acute latent shortage hindering
adoption of new technologies
Evaluated On
• IT's contribution to driving strategic value
• Effective management of existing infrastructure
to support business objectives
• Adopting new technology - cloud & digitization,
agility & efficiency, building customized
solutions
Thought Process
Work Time Spent
SUMMARY
33% Works with non IT colleagues
on strategy, finance,
business processes, people,
competencies, innovation,
and new product
development
21% Manages tasks such as
sourcing, facilities, shared
services, and operations
31% Provides IT services,
manages IT and vendors
15% Works with external
customers/partners to tell
and provide IT-enabled
products and services
Consumer Inspired

Margaret | Chief Information Officer ECOSYSTEM | LEARNING & NETWORKING
REPORTS TO
• Chief Finance Officer
INFLUENCED BY
• C-suite execs
• business unit leaders
MANAGES
Infrastructure
WORKS WITH
• Chief Operating Officer
• Chief Information Security
Officer
Margaret's
Purchase Authority
Margaret's
Competition
Google
Oracle
Microsoft
Salesforce.com
AWS
Tableau
Splunk
HP
Competitors are loudly messaging their ability
to address enterprise hybrid cloud challenges.
Competitors have assets and partnerships in
place to differentiate their value proposition
for hybrid
CIOs perceive Microsoft as a path of least
resistance, “Use what you already have and
know”. Accenture as a cloud brokerage, “Make
the digital conversation about business and IT”.
And, Oracle as a reducer of complexity, “Stay
where you are, it’s scary out there”.
Competitors with specific areas ...
CIOs understand the IBM view of digital
transformation in individual pieces – cloud,
social, mobile, analytics and security - but the
challenge is that there are so many players in
the digital space, they feel it’s important to
understand how all of the pieces fit.
Veto Power
SOCIAL NETWORKING
• LinkedIn
• Twitter
• CIO Forum
• Technology Leadership Network
CIO CTO CEO Chief information
Officer IT Director Manager CFO • CIO Network
LEARNING
• Information Week
• WIRED
• CIO
• ComputerWeekly
• CIO Zone
• CIO.com
• CIO Executive Council
• Forrester CIO Forum
• CIO Magazine
• CIO.gov
EVENTS
• Gartner CIO Leadership Forum • Evanta CIO
• CIOs value face to face interactions
and are less robust users of digital
than CMOs; that being said, when
doing research, they use vendor,
analyst, trade publication websites
and online communities to
discover and learn.
LEARNING STYLE
• Logical (using logic, reasoning and
systems);
• Social (learning with others); • Solitary (using self-study
• R Ray Wang @rwang0
• David A. Bray @fcc_cio
• Wall Street Journal @WSJ
• Robert Schmidt
@ambassadorcio
• Omar Todd
@OmarSeaShepherd
• Joseph Seibert @jnseibert
• The Top 100 Most Social CIOs on
Twitter 2015
Consumer Inspired

Hurdles
• What are influencers saying about state of
market/ technology?
• What are internal subject matter experts
(SMEs) seeing as latest industry trends and
business issues?
• Understand vendor offerings that help deliver
on my responsibilities.
• Understand how an offering matches up to
the problem/ topic, business issue, initiative
or project that my team and I are focused on.
• Need to be able to illustrate to others why the
company should decide to move in this
direction.
• Take inventory of all the potential solutions
available to the problem.
• Align your solution to fit my needs.
• Show me “how” your offering solves the
business issue or customer need and delivers
business value impact from both a functional
and operational perspective.
• Ensure the purchase improves operational
capabilities, generates revenue, creates
competitive advantage, reduces cost and
enhances customer experience.
• Alleviate my concerns about potential risks to
a solution; balance risk with innovation.
• What is the roadmap; what does that strategic
blueprint at a high level look like?
• Want to weigh implementation considerations
and get greater technical detail and clearly
outline all of the processes and resources that
must be considered by the IT executive so can
ensure terms and conditions, contract
negotiations and implementation plans are
determined appropriately.
• Convey successes and failures from other
companies that have purchased the offering, as
well as possible pitfalls to avoid.
• Present a compelling business case and ROI to
move forward; come prepared with proof of
execution.
• How much training will be involved?
• Need qualitative and quantitative reasons for
this product/service.
• Educate and build loyalty with the
communities and peers I surround myself
with.
Formats
Analyst Blog
Analyst research
Case study
Product trial
Demo
Case study
ROI Calculator
Product trial
Demo
Case study
Product trial
Demo
None indicated None indicated
None indicated White paper Proof of Concept Direct mail None indicated None indicated
None indicated Proof of Concept
Analyst Blog
Competitive Guide
White paper
Analyst Blog,
Thought leadership
None indicated None indicated None indicated
Channels
Peers and colleagues reference Analyst Inquiry
Analyst webinar
Sales rep/ SME call
Analyst Inquiry
Sales rep/ SME call and presentation
Executive Briefing
Peers and colleagues reference
Sales calls and presentation
Third party websites
Margaret | Chief Information Officer INFORMATION PREFERENCES | FORMATS & CHANNELS BY BUYER STAGE

Most seem to see it as a huge data dump solution, however,
there are companies such s AWS and IBM who are to trying to
sell in the bigger story of how cloud based solutions improve
company performance, safe guard against financial risk, and
uncover innovations through self data learning solutions
CLOUD BASED TECHNOLOGY SEEMS TO BE
STILL RELATIVELY NEW TO BIGGER
CORPORATIONS IN REGARDS TO IT'S BENEFITS.
Via the cloud plus approach, IBM has been aggressively and
consistently positioning itself as offering a "cloud-plus" approach.
Along with its Watson platform, the brand is looking to become more of a
cloud based data operating system, and is showcasing through content
partnerships, and innovative case examples in the music and entertainment
industry.
THOUGHT LEADERSHIP OFTEN MEANS SETTING YOUR OWN RULES
IT’S NOT A FEATURE, IT’S A PASSION
Google Cloud Platform is staking its future growth on machine
learning to new highlights by highlighting partnerships and innovation
HIGH PERSONAL & APPEARANCE STANDARDS
Microsoft is using artificial intelligence and machine learning
and combining with its Azure Internet of things services
WELL INFORMED & EXPERIENCED
AWS has multiple AI and machine learning services and has Alexa
as the most popular digital assistant as a front woman.
With their Meet The New Builder themed approach, AWS is using the
AI and machine learning approach differently. Why? AWS is already
in your company for compute and cloud storage so its AI services are
more of an upsell and wallet-share expansion
Competitive Insights3
SNAPSHOT OF COMPETITVE LANDSCAPE

DATA STORAGE CUSTOMER RELATIONSHIP MANAGEMENT
Source: G2 Software Review, Gant Chart
Social platforms remains key when launching and
announcing new news, emphasizing key
partnerships, and creating an ecosystem for the
brands like IBM Watson.
As businesses jump to the cloud to accelerate
innovation and engage more intimately with customers
and potential client partners, brands are taking the
edutain approach to technology.
The cloud is no longer just a data dump—it’s an AI
battleground, and Amazon wants to lead the charge
particularly with new innovations.
Offline and online campaigns serve as a social
activation model for, which loops back to creating
an holistic campaign approach for companies
such as IBM.
Competitive Insights3
KEY TAKEAWAYS & (TRENDING OBSERVATIONS

TV CONTENT DIGITAL SOCIAL
- Syncing TV (or
branded content)
and digital
advertising ensuring
higher reach with
target audience
- Need to establish
IBM Watson as a
relevant and
continuous source
of content for the
optimistic learner
- Always on presence
to drive IBM Watson
as a relevant brand
voice in tech
- Creation of
structured content
pillars in order to
position owned
platforms as relevant
information drivers
for loyalists
- Consumers are
increasingly
spending lesser time
of their days
watching TV with
dual screening
becoming more
common
- Increase content
output to compete
with brands such as
Google and
Microsoft
- Heavy clutter on
digital space with
brands fighting for
visibility
- Social currently
posting across
several topics
around consumer
interest
LEARNINGS
IMPLICATIONS
LEARNINGS FROM PAST MEDIA AND
IMPLICATIONS MOVING FORWARD
DIGITAL CAMPAIGN EFFECTIVE
& ECONOMETRICS RESULTS
4

Content Opportunity
Integrate content that matters (+formats)
encourage clients increase brand involvement.
And ensure that we bring edutaining content the
target audience is searching for.
Content Consumer Mindset
Target audience wants to be both entertained and informed.
Developed content will hit key channels for primary
audience exposure (with media partners, influencers,
industry groups, and LinkedIn), where professionals are
already seeking networks, news and solutions.
Content Interaction
Two way conversation where cloud based expertise are
key to ensure IBM Watson are THE experts in the space.
We will provide education/guide, ensure trust/expertise,
and show relevance.
Social Content Strategy:
Deliver evergreen content that addresses pervasive business challenges to IBM Watson – World Of Watson attendees and potential clients
WHERE TO LEAD WHERE TO PARTNER
WHERE TO PLAY
BUT NOT LEAD
Content themes are the
highest importance to the
brand that, and must be always
on for brand’s core equity
(product and event information
Content themes of importance
to consumers (tech trends,
partnership stories, thought
leadership pieces,and etc.)
Content that is popular for
consumers/and or ranked
neutral for the brand (i.e.
passion points )
MEDIA:
Website: Brand knowledge bank
YouTube: Engaging community tool
Facebook/LinkedIn/Twitter: Conversation starter and facilitator
Instagram: Real-time visual inspiration aggregator
ONGOING CONTENT APPROACH
CONTENT
CATEGORY
STRATEGTY
5

1
2 Bringing The Latest Trends And Thought Leadership To Tech Community
Interacting with potential clients through cutting edge tech innovations, to kick start conversations
and drive engagement
3
To Be The First Thought When Clients Want A New Cloud System
Be present and building partnerships with coveted companies and organizations
Build strong ties with influencers across the region
Carefully choosing premium placements that elevate IBM Watson’s exposure
Be The Brand That Enables Clients To Defy The Odds
Provide right platforms to awaken new ways of engagement, provide access to needed information,
and new-news
HOW WILL WE BRING THESE PRINCIPLES TO
LIFE ACROSS CHANNELS?
CONTENT
CATEGORY
STRATEGTY
5

Engaging community tool
Utility, entertainment, and behind the scenes destination
Engagement
Trusted peer
Expert
Optimistic learner
Owned/Earned/Paid
Inspirational, entertaining , behind the scenes videos
Time spent with content, view rate
Target audience goes to YouTube page to be inspired,
entertained and view the latest IBM Watson stories
and trends
Blog Videos, Podcasts, Thought Leaderships pieces
1x a week
YOUTUBE
Brand knowledge bank
Brand and product resource hub
Resource hub
Trusted
Expert and educational
Optimistic learner looking for IBM Watson information
Owned
Product and category functional text, images, and video
Time spent with content
IBM Watson is an authority that provides it’s target audience
with information and services needed
Event Information, Thought Leadership, Client Stories
Always on
WEBSITE
Role
Objective
Primary Activity
Tone
Personality
Primary Target
Media Type
Primary KPIs
Desired Behavior
Formats
Frequency
Example of what content
can be found
ROLE OF OWNED CONTENT CHANNELS
CONTENT
CATEGORY
STRATEGTY
5

Real-time visual inspiration aggregator
Visually storytelling and inspiration
Engagement
Bite sized and visual appealing
Expert + trendsetter
Optimistic learner looking for visual inspiration
Owned/Earned/Paid
Inspirational, entertaining , behind the scenes images and
short videos in real-time
Likes/comments/shares/
Engagement
Target audience goes to Instagram to get inspired to attend
WOW or take part in watching online
Behind the scenes footage, event images and video
3x a week
FACEBOOK/INSTAGRAM
Conversation starter and facilitator
Build a community on a professional level
Interaction IBM Watson clients and decision audience
Personal and bite sized
Trusted ally
Optimistic learner looking for peer interaction
Owned/Earned/Paid
Photos, quotes, short-form videos, BTS, challenges
Likes/comments/shares/
Engagement
IBM Watson talks to clients one-on-on.
Tips on cloud storage strategies, blockchain, and CCPA
and etc.
2-3x a week
LINKEDIN & TWITTER
Role
Objective
Primary Activity
Tone
Personality
Primary Target
Media Type
Primary KPIs
Desired Behavior
Formats
Frequency
Example of what content
can be found
ROLE OF OWNED CONTENT CHANNELS
CONTENT
CATEGORY
STRATEGTY
5

Recommendations for Episodic Content For Brand And Video To Capitalize On Real Time
25
$150k
Total Budget
60/40 split
Encourage user interaction by leveraging planned spontaneity
• Pair promotional calendar, with big platform moments for increased
relevancy among users
• Utilize micro moments when there is not a larger tie-in (after the event)
• Gain greater understanding of audience via social listening, enabling
personalization at scale and more accurate targeting
Increased Focus on Video
• Leverage amplify open for category level content distribution
• Explore broadcast extensions via influencer or branded content
• Participate in Twitter Studio for creative assistance and in-stream
distribution across premium publishers
• Test into clickable video for enhanced engagement ad DR
Soft Retargeting for Sequential Messaging
• Capture soft-retargeting audience across video and conversational units
• Re-message those users who wish to continue the conversation
• DR recommended as a test and learn
Past Wins:
 Distributed both static and video content via new
products to gather learnings
 Drove brand value via re-targeting
Opportunities:
 Focus on planned spontaneity and episodic alignment
 Explore new video formats and buying methods
 Improve targeting via social listening and retargetingContent Performances
Est Imps: MM
$50k
Revised Approach to Always On
• Scale up evergreen content to support World of Watson, carving out
budget for video opportunities
• Look to allocate remaining budget for video distribution, leveraging a
mix of category company targeting and position retargeting
Increased Emphasis on Measurement
• Evaluate placements and re-targeting opportunities to prove the
efficacy of media at driving traffic lifts or sales
Episodic and Big Ideas
• Continue to associate filters with relevant content
• YoY budget decreases do not afford larger national activation, but
keep mass reach buys in mind in the event incremental funds are
available
LINKEDIN & TWITTER APPROACH
Performance
Est Imps*. MM
$100k
CONTENT
CATEGORY
STRATEGTY
5
LINKEDIN TWITTER

Prioritize Within The Value Layer To Meet Business Goals
$100K
Total Budget
40/60 splitPast Wins:
 Cross-platforms efficiencies extend reach
 Retargeting advancements drove results at
added scale
Opportunities:
 Improved measurement insights across brand and DR
 Continued focus on increasing brand awareness
 Simplifying revenue drivers to increase productivity
Continue to Expand Reach and Efficiencies
• Maintain mixed placement presence, driving ad recall
• Explore mixed placement as and short form videos on CPVV for
extending to audience network (capture target audiences for all
video buys)
Reaching a niche audience
Test new targeting to reach more users at a lower frequency
Content
Est Imps: MM
$20K $80K
Performance
Est Imps: MM
Proving Value of Branding
• Similar to Facebook, Instagram can capitalize on cross-platform, leveraging post-view
performance and offline data to inform strategy
Video to Drive Product Authority
• Test and learn with new platform opportunities such as Stories
• Capitalize on large scale and locked rates of reach an frequency buys for priority
initiatives for World of Watson
Prioritize DR on the Platform
• Focus on dynamic retargeting to drive sales/traffic, eliminating support of click and
promo due to 1x frequency cap
• Results to come from testing true mixed placement, text overlays, and IG search
within retargeting
Evolve Measurement with Branding
• Access to post-view data differentiates branding it from DR
• Past data shows stronger engagement with these tactics
Growing Importance of Mobile
• Focus on full funnel ad units such as collections driving target audience to IBM
Watson site, whilst driving incremental sales
• Website and offline data allow for greater media attribution and re-targeting
Simplification of Revenue Drivers
• Enhanced targeting with new CRM, refine strategy for test and learn
• Drive ROAS and acquisition via Broad Audiences
• Intro innovation, ex. true mixed placement, text overlays, etc.
INSTAGRAM,FACEBOOK & YOUTUBE
CONTENT
CATEGORY
STRATEGTY
5
YOUTUBEFACEBOOK/INSTAGRAM

PAID
DIGITAL ECOSYSTEM
OWNED:
Website, Meet-Ups ,
Focus Group(s)
EARNED:
Mentions, Two Way – WOM,
(Video) Views, Application
Adoption
Co-created Content:
Thought Leadership, How To
/Content Videos, Product
Innovations, Social Media,
Programmatic
SHARED:
Influencer Programs, Conference
Photos, Videos, Thought
Leadership
CONTEXTUAL, TIMELY
& RELEVANT (DATA)
C-Suite, ITDM’s,
and Developers
CONTENT
CATEGORY
STRATEGTY
5
Strategic Principles Brought To Life Through P.O.E.S Model

Smart use of data sources
to target moments and
deliver sequential
messaging
--
Effective Push Alerts and
Copy
Own the first
three seconds of their time,
whenever and wherever
--
OLV fully optimized for
platform and device
Application effectiveness
through data-led content
decisions
Authority through
authoritative content, and
employment approval via
in- app social engagements
Audience Verification
Viewability
Reach / Frequency
Duplicated Reach
Content Views
Click-Thru Rates
Completion Rates
App/Site Visits
Social Engagements
Content Perceptions
Conversion/Adoption Rate%
Audits of TOA vs TIS
Heat Mapping
Sales & Purchases
Consumer Behaviors
Monthly Market Share
Campaign Sales Figures
In-store Promotion Reports
Hyper Targeted Attention Grabbing
Make Every
Impression Count
Authoritative
CONTENT
CATEGORY
STRATEGTY
5
HOW THE DIGITAL ECOSYTEM WILL TRANSLATE INTO CONTENT

(Via IBM Watson’s Social Channels)
Social Video Catering To The
First Three/Thirty Seconds
View Ability
OLV Fully Optimized For
Platform And Device
Digital Innovation
Effective Search Targeting
And Copy
Engaging Rich Media
Hyper
Targeted
Attention
Grabbing
Make Every
Impression
Count
Hyper
Targeted
Attention
Grabbing
Hyper
Targeted
CONTENT
CATEGORY
STRATEGTY
5
OWN THE FIRST THREE SECONDS

Embrace Mobile
Targeting As Part Of Our
Marketing Mix
Programmatic Allows Us To
Target Moments And Tell
Stories
Retarget Across Channels
Through Programmatic
Effective Keyword
Planning In SEO And PPC
Hyper
Targeted
Attention
Grabbing
Make Every
Impression
Count
Authoritative
CONTENT
CATEGORY
STRATEGTY
5
HYPERTARGETING IS THE INTELLECTUAL WAY
TO PUSH EFFECTIVE CONTENT

AWARENESS
Increase unaided awareness
and perception that IBM
Watson as a big data leader
that can help drive results for
their client’s business
CONSIDERATION
Increase consideration of IBM Watso
n amongst C-Suite, ITDM’s, and Dev
elopers
MEDIA:
ON-GOING CONTENT APPROACH
Social Content Strategy:
Deliver evergreen content that addresses pervasive business challenges to IBM Watson – World Of Watson attendees and potential clients
CONTENT
CATEGORY
STRATEGTY
5
Website: Brand knowledge bank
YouTube: Engaging community tool
Facebook/LinkedIn/Twitter: Conversation starter and facilitator
Instagram: Real-time visual inspiration aggregator
Content Opportunity
Integrate content that matters (+formats)
encourage clients increase brand involvement.
And ensure that we bring edutaining content the
target audience is searching for.
Content Consumer Mindset
Target audience wants to be both entertained and informed.
Developed content will hit key channels for primary
audience exposure (with media partners, influencers,
industry groups, and LinkedIn), where professionals are
already seeking networks, news and solutions.
Content Interaction
Two way conversation where cloud based expertise are
key to ensure IBM Watson are THE experts in the space.
We will provide education/guide, ensure trust/expertise,
and show relevance.

TOP TALENT
E.G. CELEBRITIES & INFLUENCERS,
OWN PRODUCT EVALUATIONS
DESTINATIONS
FEATURING HOW-TO’S AND TIPS
FROM POP-CULTURE TO TECH
INNOVATIONS
USAGE OF
GATEKEEPING CREDENTIALS EQUITY
WuXi NextCODE and IBM Watson
Cloud partners to
enhance global genomic access
CONTENT
CATEGORY
STRATEGTY
5
FUTURE MEDIA & CONTENT OPPORTUNITIES

Collaborating With Leadership To Deliver
A Message
Virtual Voices:
The virtual voice will be set-up as a creative
outlet for influencers and thought leaders to
have a two-way conversation with event
organizers, and IBM Watson;s greater
leadership team on what will impactful in
the coming year.
(Purpose) Sense Check:
We want enable IBM Watson client to have
a safe space to share their thoughts, so that
stronger content is served during
key timings
--
Which will eventually be served to them,
and will have a positive impact on sales,
and associate engagement further down the
consumer funnel
Key Message: How to navigate the
cloud for 2020 and show highlights from
2018-2019 of industry successes
Approach: Intro with voiceover – talking
through how to navigate through the
cloud
Duration: 60 to 90 seconds
Voice: CTO
Timing (Example): Launch with app on
3/5 – reminder push on 3/7, also lives
IBM Watson channels
Rewarding Usage and Early AdoptionFocus & Co-Creation Groups Influencer & Advocate Programs
To encourage usage, potential client
partners early adopters or future
attendees will be rewarded with beta
offerings and industry data.
The focal point of the system to
increase the adoption rate by a larger
percentage earlier on, tailor push
notifications to key partners, and
have them actually tied to a piece of
content, rather then a standard sales
approach.
Influencers be chosen and aligned with
given cloud category offerings, and
become champions of certain subject
matters during the conference.
The aim is to engage at least 15- 20
social influencers with a large social
reach of who are consistent advocates
for IBM Watson.
Develop Content That Engages Audience To Learn More On WOW
CONTENT
CATEGORY
STRATEGTY
5
FUTURE MEDIA & CONTENT OPPORTUNITIES

TARGET POTENTIAL ATTENDEES
AND PAST CLIENTS
TACTICS TO CAPTURE GLOBAL/TARGET
AUDIENCE COMMUNITY
TACTICS TO MAINTAIN EVENT MOMENTUM
AND STOKE LONGER-TERM ENGAGEMENT
Snag Early Audience Through Assets That
Emphasize Exclusive Access To The Latest
Innovations In Cloud, Block Chain, Machine
Learning, And Data Privacy—and The Top-tier
Speakers And Industry Experts In Attendance
Publish Pre-baked Content (If On-the-ground
Support Isn’t An Option) Onto The Watson, Big Data
& Analytics Hub That Shines A Light On The IBM
Innovations In Risk (Open source GRC, FRTB,
Cognitive)
Turn Any Relevant IBM Watson Presentations Into
Slide shares, Which Garner Solid Traffic (Client
Presentations Are Typically Unavailable, And
Sessions Won’t Be Recorded)
Create Save The Date Social Tiles; Trackable
Hashtag, Key Word Strategy, And SME-generated
Or Internal Blogs That Tease To Session Content.
Create Iinfographics That Promotes The Top Tech
Innovations Or The Top Reasons To Attend World Of
Watson; And An Sme-generated Blog
Tag Influencers Or Clients In Attendance To Reach
Extended Audience
Live stream of developer hack-a-thon, with
participating social audience (with source code entry)
Post Any Videos Onto IBM Watson Social Hubs And
Youtube
Launch Carousel Promotions On The Big Data &
Analytics Hub To Generate Early And
Consistent Buzz
Tap Into Other IBM Social Channels (Such As The
Owners Of IBM Risk And Analytics Handles, GSH,
Internal Blogs) To Promote The Content
Engage With SME’s To Identify Any “Hot Topics”
Generating Buzz From External And Internal Events
To Relaunch/Leverage Coverage For World Of
Watson
Share End-to-end Social Strategy And Content
Calendar With Design, Analytics, And Social CM’s
Mobilize Internal IBM Teams To Stimulate Social
Discussions Via Their Networks, Including Twitter,
LinkedIn, LinkedIn Pulse
Promote influencer content (from those who
attended or watch the event), and use it as a source
of re-engagement to continue the conversation once
WOW is finished
PRE-EVENT TACTICS EVENT TACTICS POST EVENT TACTICS
Develop Content That Engages Audience To Learn More On WOW
CONTENT
CATEGORY
STRATEGTY
5
DRIVE EVENT AWARNESS IN THREE PHASES

TACTICS FOR BOOSTING TRAFFIC TO EVENT SITE TACTICS FOR BOOSTING TRAFFIC TO
MARKET LANDING PAGE
Entice target audience to register for the event with a staggered
suite of social tiles and banner ads that land on event site
Share blogs and infographic to stimulate external conversations
with external influencers (tagging them in content; commenting on
their content; DMing them on Twitter or LinkedIn)
Utilize the GetSocial Hub to activate IBMers to promote event-
related assets (whose CTA would drive to event site).
Subtactic: Boost points for sharing the content
Using social listening tools, develop content that reflects top-of-
mind issues to senior-level banking executives (developers,
CROs, CISOs, etc.). Socialize that content in LinkedIn industry
groups
Create a preview post on LinkedIn Pulse that would introduce key
sessions and themes to be covered at event
Include industry hashtags in every social engagement to widen our
reach and tease to high-value content linked to MLP
Feed event assets to sales team to include in their
communications with prospects (newsletters, emails, etc.)
Work Watson team to create CTA placements and text for optimum
exposure/conversion opportunities
Encourage IBMers to include a CTA to the event site in their
signature
Leverage other IBM brand channels (such as @IBMRisk,
@IBMAnalytics, @IBMCognos) to cross-promote content
Launch Pre-, During, And Post-Event Coverage To Attract Prospects
CONTENT
CATEGORY
STRATEGTY
5
DRIVE TRAFFIC TO EVENT SITE AND
IBM WATSON LANDING PAGE

PASSIONATE ABOUT PEOPLE
IBM is proud to be a client partner of brilliant
people – the company’s most prized asset. IBM is a
passionate about supporting a client’s continued growth to
fulfil our ambitions.
ACHIEVING SUCCESS THROUGH SHARED
ENDEAVOURS
IBM Watson works collaboratively with diverse teams, shoulder
to shoulder with their clients. With the premise that the company
achieves more together than we could alone.
3
INSPIRED BY CLIENT VALUE
IBM Watson is as a committed to creating visible and
sustained value for it’s clients. IBM Watson is are proud of
their clients and what they think of them; and build long-
lasting relationships with their clients, responding to and
anticipating their needs.
2
PRIZING OUR ETHICAL APPROACH
IBM Watson prizes itself integrity and honesty. The
company strives to do ‘the right thing’ rather than ‘the
easy thing’ which guides the company through the
responsibility of day-to-day activities, and through the
most difficult challenges for their clients.
4
SEEKING TO EXCEL
IBM Watson seeks to excel in everything they do, and
aspire to continually enhance learning, innovation and
insight.
5
CREATING COMMERCIAL SUCCESS
IBM Watson is proud of what they are worth to their
clients. The company takes personal responsibility for a
client’s commercial success, sharing and reinvesting
rewards.
6
1
ANALYTIC & INSIGHTS6
EVENT & CAMPAIGN TAKEAWAYS

Core
activities
Core process
skills
Model
Task goals
Process goals
Build relationship
Share understanding of company and
people
Explore and understand perceived problem
Demonstrate insight, knowledge, expertise
Establish goals, roles, boundaries
of assignment
Develop explicit, workable agreement and
budget
Plan data collection
Gather and condense data
Identify core problem
Show understanding of issues
Confront client with valid data: synthesise
and present data summarising issues
Form, and validate, hypothesis
Facilitate client interaction
Open up issues and new concepts
Apply imagination and experience
Select best options
Communicate with stake holders
Reaffirm objectives
Challenge, creatively explore and test
options
Plan action and develop project plan
Sell in plan
Agree cost/time frame
Set up management structure
Define benefits
Manage risks
Manage expectations
Communicate and train
Launch programme
Assess performance and progress
Adapt if necessary
Questioning
Active listening
Researching
Feedback (give and receive)
Building empathy
Contracting
Negotiation
Interviewing
Challenge feedback
Individual dynamics
Team dynamics
Data collecting
Analysing and presenting
Creative thinking
Problem solving
Facilitation
Team building
Building the vision
Building empathy (ref change)
Understanding individual needs
Influencing skills
Selling skills
Presentation skills
Option testing
Planning and control
Communication skills:
A. Check understanding
and promote success
B. Objection handling
Coaching
Feedback
Event management
Project management
Building action teams
Entry
Scope Contract
Diagnosing
Research Analyse
Visioning
Explore Refine
Planning
How What
Implementing
Do Review
Agree problem
to be addressed
Understand real issues
And define key areas
Choose goals
For change
Choose change
Programme
Deliver benefits
Earn the right to helpBuild trust and rapport Use the right to help Help client to commit
Help client to build
and grow
PROCESS

Key Performance
Indicator
• Adoption
• Extend Reach via Influencers
• Establish Content Ecosystem
• Create Content Plan
• Tech Highlights
• Demonstrations
• Demo Videos.
• Activate Content Plan
• Further Trail and Reach
Channels &
Assets • Mobile App /Online Video
• Mobile App /Online Video
• Content Partnerships
• Influencers
• Mobile App /Online Video
• Content Partnerships
• Influencers
Communications
Approach • Connection with engagement
opportunities + reward system
• Build community (of store managers)
with driving advocacy
• Capitalize on innovation pushing
application features (in superiority to
other social platforms that may
distract from TOA)
• Capitalize on content partnership +
innovation
• Connection through demos
• opportunities + promotions of relevant
brands for the following year
• Build community driving advocacy
during the conference, and discover
new opportunities for engagement
thereafter
• Connection with innovative
opportunities
• Build community driving further advocacy
there after the event
• Capitalize on content (partnerships –
thereafter)
KPI’s
• Adoption Rate%
• Views (Engagement) • User Rate %
• Touch point & Heat Mapping
• Views (Engagement)
• Shares (Engagement)
• Comments/Questions (Engagement)
PHASE 1 PHASE 2 PHASE 3
MEDIA ARCHITECTURE AND MEASUREMENT

THANK YOU
Please Contact w/ Questions
W. Sky Downing
wsdowning@gmail.com

Doug | Chief Financial Officer
Doug
Chief Financial Officer
ALSO KNOWN AS
Comptroller/ Controller (in
Public Sector)
CFO
LOB/Division VP of Finance
Senior Vice President of
Finance
Finance Director
METHODOLOGY
3: Plus Quantitative
Date: June 2016 (Buyer
profile owners: Maureen
Daley/Worcester/IBM, Tony
Levy/Minneapolis/IBM,
Denise
Knorr/Jacksonville/IBM,
Spencer G Lin/Chicago/IBM)
PERSONA CODE
C05
Bio
Doug works as a corporate Chief Financial Officer
(CFO) where he is primarily responsible for
managing the finance operations, business
operations and risks for his large enterprise.
However, Doug’s role is evolving. He is transitioning
more traditional business and finance management
responsibilities to the divisional controllers/
financial officers and finance team, and taking on
more strategic influence within his organization.
In many cases taking on the responsibilities of the
Chief Operations Officers (COO), Doug is more
heavily involved in business strategy to improve the
performance of his company.
With up to 45 percent of Chief Information Officers
(CIO) now reporting to CFOs, Doug is becoming
ultimate decision maker for IT—both in controlling
the finance and approving the investment. He sees
this as bringing balance to the funding of innovation
and applying discipline to the process.
Doug works as a corporate Chief Financial Officer
(CFO) where he is primarily responsible for
managing the finance operations, business
operations and risks for his large enterprise.
However, Doug’s role is evolving. He is transitioning
...
Personal Motivation
• Maintain reputation, high status, recognition
and acknowledgement in the eyes of others.
Challenges
• Contend with economic uncertainty and
volatility.
• Balance growth and innovation with cost
savings and risk management.
• Attract and retain qualified employees.
• Adhere to regulatory requirements.
• Secure access to capital.
• Ensure data security.
Responsibilities
• Oversee the company's cash flow, major capital
investments, owned assets, acquisitions and
divestitures, and company’s growth strategy.
• Measure and monitor business performance.
• Build agile and integrated strategic and
operational plans and align operating models.
• Help the CFO role increase in significance
relative to other C-level roles.
• Face the changing regulatory environment.
• Leverage the latest technologies in areas under
the CFO purview.
Evaluated On
• Achieving positive performance metrics
• Managing cash flow
• Increasing profit, as measured by Earnings
Before Interest, Taxes, Depreciation and
Amortization (EBIDTA) and other mechanisms.
• Securing high return on investment (ROI)
• Providing input to enterprise strategy, driving
integration cross the enterprise and acting
more as natural ally to the CEO (i.e., coming out
of the traditional “finance” role)
• Ensuring that the company is financially sound
Thought Process
Work Time Spent
SUMMARY
20% Strategic decision making
40% Finance operations
30% Planning and performance
management
10% Managing finance team
Consumer Inspired

Doug | Chief Financial Officer ECOSYSTEM | LEARNING & NETWORKING
REPORTS TO
INFLUENCED BY
• Peer CFOs outside his
organization
• CEO
MANAGES
• Controller
• VP/Director of Financial
Planning & Analysis
WORKS WITH
• Chief Technology Officer (if
not reporting into CFO)
Doug's
Purchase Authority
Doug's
Competition
Accenture
Bain
Boston Consulting Group
Computer Sciences Corporation
Deloitte
Ernst & Young
Goldman Sachs
JP Morgan
Software: Oracle, SAP, Anaplan, Adaptive
Insights, Host Analytics
Auditors: PwC, KMPG, Deloitte, Ernst & Young
Strategy and Investment Banking: JP Morgan,
Goldman Sachs, Boston Consulting Group ,
McKinsey, Bain, Cash
Services: Deloitte, Accenture, Computer
Sciences Corporation, Ernest & Young, KPMG,
PwC
Deloitte: Regards Deloitte as among the best of
all firms at delivering value-creating innovation
and at helping its clients manage risk, reduce
costs and transform significant ...
Doug’s awareness, confidence and
consideration of IBM lags behind Oracle and
SAP for software and similarly lags behind
Deloitte and Accenture for services.
However, in terms of capabilities, Doug sees
IBM software as capable of delivering world
class business analytics across the full range of
planning, budgeting and forecasting,
profitability modeling and analysis,
management and financial reporting, financial
consolidation, advanced analytics and
governance, risk and compliance.
Doug sees IBM consulting services as a global
leader: the most capable at delivering value-
creating innovation and supporting business
change across an organization, and the most
capable firm at integrating ...
Veto Power
SOCIAL NETWORKING
• Forums-CFO Influencers
• Twitter- CFO discussions
• CFO LinkedIn groups
• CFO Influencer Network
LEARNING
• Financial news sources:
• Wall Street Journal
• CNBC
• CNN Money
• Business sources:
• New York Times Business
• Huffpost Business
• CNN
• Academic sources:
• MIT Sloan Management Review
• Knowledge@Wharton
•
• Member based associations
• CFO Associations
• CPA Charters
• Alumni Networks
• Corporate Executive Board
• Argyle Executive Forum )
EVENTS
• CFO targeted events • American Bankers Association
• Peer to peer networks; In person • SME blogs (major media and
academia)
• Online channels for learning, but
not speaking (Twitter and
LinkedIn)
LEARNING STYLE
• Visual and aural • Likes charts and numbers • Analysts
• CNNMoney
• CFO peers - former colleagues and
classmates
• Auditors such as Deloitte, PwC,
E&Y, KPMG,
Consumer Inspired

Hurdles
• Researching what is trending with Tech
Companies and Analysts
• Establishing a predictable ROI for new
improvement initiative.
• Gaining consensus amongst cross functional
team on objectives and approach.
• Relying on team/ colleagues for input on
possible options
• Proving effective deployment of systems and
governance models to support finance
functions and improve bottom-line
performance
• Substantiating an investment in technology to
optimize the finance value chain, drive
budgeting, plan and forecast, and maintain
the right levels of internal control
• Establishing the ROI and benchmarking to
compare different solutions
• Obtaining strong, reliable client references to
validate vendor selection.
• Gaining consensus from cross-functional team
for right solution partner.
• Executing a strategic purchase that balances
risk and opportunity.
• Playing a critical role in approving funding and
approving the vendor recommendation made
by the project team. (CFOs play a continuing
role throughout all stages for solutions that
transform the finance department)
• CFOs who want to stay connected participate
in vendor sponsor events, blogs, forum to
enrich their experience in the finance
community
• CFOs continue to learn and engage in
communities and discussions with their
peers as a thought leader
Formats
Blogs
LinkedIn
Forums
Industry conferences
Tech Analysts written articles
Events/ conferences
Analyst research
Case study
Case study
Competitive assessment
Industry analyst sites
Technology vendor site
Interaction with consultants
Vendor sales
Case study
None indicated Webcasts Analyst research Analyst research None indicated Customer Reference
None indicated Reviews & ratings
Top 10(M)
Vendor blogs
White paper
White paper None indicated None indicated
Channels
Blogs
Forums
Twitter
Analyst inquiry
Executive briefing (demonstrate financial return)
User conference
Vendor website
Community sites (restricted to peers/ finance
professionals only)
Customer reference
Vendor SME meeting
Association meeting
professionals only)
Customer reference
Industry conference
User conference
professionals only)
Customer reference
Executive briefing
Tradeshow/ conference
Vendor SME meeting
Doug | Chief Financial Officer INFORMATION PREFERENCES | FORMATS & CHANNELS BY BUYER STAGE

Ellen | Chief Marketing Officer for Telco
Ellen
Chief Marketing Officer
ALSO KNOWN AS
Senior Executive Vice
President and Global
Marketing Officer
Executive Vice President and
CMO
Global Brand & Marketing
Director
Global Head of Marketing
Group Managing Director
and Chief Customer Officer
METHODOLOGY
01 (validated with SMEs or
sellers)
August 2015
PERSONA CODE
C06
Bio
Like other CMOs of established communications
services provider (CSP) companies, Ellen recognizes
that today’s consumers are more connected, more
knowledgeable and create more information than
ever before.
In the past, the CMO’s role centered on advertising,
sponsorships, channel strategy, and product
strategy. But today, Ellen and her industry
counterparts are focused on creating a cohesive and
personalized overall experience for their customers.
Ellen pays significant attention to managing her
organization’s customer churn rate and improving
customer loyalty. To help increase customer
satisfaction, she focuses on interactive omni-
channel environments. Exploring cross sell, up-sell
and new revenue source options also plays an
important role.
Traditionally, chief information officers (CIOs) have
held the business’ IT purchasing power, but Ellen
has seen first-hand how this trend is shifting to give
herself, and others in her role, increasingly more
purchasing and decision-making power.
Personal Motivation
• Use digital service offerings and an effective
social presence as a way to deepen customer
understanding and engagement.
• Identify where value-added managed services
can improve wallet share or customer
stickiness.
• Look for the right partners (technology
providers, channels, etc.) to create competitive
ecosystems.
• Build an appropriate go-to-market plan that
emphasizes customer outcomes, not service
specification.
Challenges
• Manage customer churn and retention.
• Improve loyalty.
• Generate new sources of revenue.
• Shift to omni-channel, data driven,
marketing for measurable success.
• Build and operate in an agile manner.
Responsibilities
• Explore ways to help the end-consumer
connect, and communicate to maintain and
grow the organization’s customer base.
• Assume or oversee multiple customer contact,
B2B and B2C marketing roles to advance the
company’s strategic initiatives.
• Balance a traditional brick-and-mortar
approach to managing operations as well as
working to spend more time with direct
responsibilities such as advertisement, channel
strategy, product development strategy and
traditional marketing (TV, ads, sports,
sponsorships, etc.).
Evaluated On
• Reducing churn
• Acquiring new customers
• Monetizing data services
• Identifying new sources of revenue
• Achieving content success
• Obtaining advertising recognition and success
Thought Process
Work Time Spent
SUMMARY
50% Meetings with internal
executives and the team
20% Meetings with agencies and
vendors
15% Meetings with
media/analysts and partners
15% Market visits
Consumer Inspired

Ellen | Chief Marketing Officer for Telco ECOSYSTEM | LEARNING & NETWORKING
REPORTS TO
INFLUENCED BY
• Industry peers
• OTT providers (e.g.
Facebook, Skype,
Whatsapp)
MANAGES
• VP Marketing
• Product Marketing
WORKS WITH
• Chief Innovation Officer
Ellen's
Purchase Authority
Ellen's
Competition
Deloitte
Accenture
McKinsey
Capgemini
EY
Wipro
Oracle
Salesforce
Ellen views competitors as either partners (e.g.
in the case of the services companies or
agencies) or as building blocks to get to the
desired end state.
Ellen knows of IBM as a technology service
provider, but she is less knowledgeable about
IBM marketing solutions such as digital service
provider, cloud and mobile solutions that could
help ease her challenges.
Influencer
SOCIAL NETWORKING
• Twitter
• LinkedIn
• Telecom, Mobile Apps,
Advertising Executives )
• Telecom Sales & Marketing )
LEARNING
• TMForum
• Analysys Mason
• GSMA
• GSMA
• Mobile 360 Series
• TMForum
• LTE
EVENTS
• Key GSMA events • Connected Women
• Tweets • LinkedIn posts • Conferences
LEARNING STYLE
• Visual • Verbal • Social
• Analysys Mason
• Richard Harris (@telecomGuru)
• Mary Lenninghan
(@TelecomEditor)
• David Karim (@davidkarim)
• Evan Kirstel (@eevankirstl)
• Mark Goldberg
(@Mark_Goldberg)
Consumer Inspired

Hurdles
• Reaching the customer via the right
references and influencers
• Having the ability to demonstrate results
• Understanding which solutions align best with
company strategy, especially around mobility
and security
• Understanding how to reach Millennials
• Overcoming infrastructure challenges
• Providing an easy Try-Buy option
• Demonstrating quick return on investment
• Getting access to CFO to understand and
overcome financial concerns
• Overcoming negative experiences that
customers have
• Increasing customer stickiness and preventing
churn
• Overcoming lack of insight into how
customer is using marketing solutions
Formats
Case study
Reviews & ratings
Blog, tweet
Top 10
Case study
Reviews & ratings
Product trial
Demo
Product trial
Demo
ROI or other assessment tool Product/ how-to guide Reviews & ratings
Blog, tweet
Interviews
News articles White paper Video Reviews & ratings Case study News articles
White paper
Product trial
Demo
Video
Presentations
Top 10
Visuals
News articles
Interviews
Case study
White paper
Reviews & ratings
Top 10
Visuals
Case study
White paper
Video
Blog, tweet
Top 10
Reviews & ratings
Video
Blog, tweet
Top 10
Visuals
Case study
White paper
Product trial
Demo
Video
Channels
Direct e-mail
Community sites
Live event
Tradeshow
Conference
Search
Vendor websites
Live event
Tradeshow
Conference
Search
Vendor websites
Live event
Tradeshow
Conference
Live event
Tradeshow
Conference
Community sites
On-line event
Live event
Tradeshow
Conference
Community sites
None indicated Direct e-mail Community sites Peers and colleagues Peers and colleagues None indicated
Ellen | Chief Marketing Officer for Telco INFORMATION PREFERENCES | FORMATS & CHANNELS BY BUYER STAGE
Consumer Inspired

Michelle | VP of Customer Service - Telco
Michelle
VP of Customer Service -
Telco
ALSO KNOWN AS
Chief Customer Officer
VP of Customer Relations
VP of Customer Experience
VP of Customer Care
VP of Customer Service
Operations
METHODOLOGY
August 2015
PERSONA CODE
L04
Bio
As the VP of Customer Service, Michelle is the key
executive for customer support, client interactions,
online sales and other elements of the customer
experience.
Michelle recognizes that the position she holds has
changed markedly across the business landscape in
a relatively short time period. In the last two
decades, the traditional model of phone and in-
person support has given way to automation, self-
service, social support, SMS and mobile app support
models. In the last five years, self-service has taken
on even more importance, as site/mobile options
allow users to more effectively manage their
services, usage and expenses. And changing
providers is easier than ever in some retail energy
markets.
Today, Michelle is predominantly involved in the
development of support processes, communication
policies, employee training, and even in developing
customer-service based selling. She must be able to
manage crises and mitigate service failures,
especially in cases where the company is at fault.
Like in many other organizations, customer service
activities constitute a cost center for Michelle’s
company, so Michelle needs ...
Personal Motivation
• Customer satisfaction
• Customer service
• Personal experience – to satisfy consumers in
the way that she herself wants to be treated as
a consumer
• Mitigate connection downtime, eliminate
dropped calls
Challenges
• Successfully integrate data from multiple
sources and apply analytical tools to get a
complete customer view, including
accurate, timely information on customer
needs and operational success.
• Quickly and easily respond to customer
issues and provide them with timely and
relevant information.
• Increase automation of customer service
functions, and promote customer self-
service through online, mobile and social
platforms.
• Overcome difficulties in attaining a singular
and holistic view of the customer.
Responsibilities
• Manage the end-to-end customer experience
lifecycle, from first contact through service
connection and ongoing support.
• Define and evangelize the overall customer
lifecycle experience. Create a future vision and
implementation strategy to exceed customer
experience targets and sales or program
generation goals.
• Build and lead the customer support team.
Create benchmarks, support processes, training
practices and compensation models.
• Long-term planning to ensure capacity needs
are met globally and service levels are achieved
within budget.
• Reduce call center cost. Enable call center
operation that is low cost and high value for
customers.
• Provide a “Voice-of-the-Customer” feedback
loop to the business.
Evaluated On
• Increasing customer satisfaction
• Improving retention and renewal rates
• Optimizing credit and collections
• Achieving a high net promoter score (NPS) in
competitive markets
• Improving customer service team efficiency,
including agent utilization, FCR, AHT and ASA
• Maintaining operational excellence with regard
to abandonment and self-service completion
rates
Thought Process
Work Time Spent
SUMMARY
40% Customer service operations
20% Billing/credit collections
20% Business system applications
20% Performance management
Consumer Inspired

Michelle | VP of Customer Service - Telco ECOSYSTEM | LEARNING & NETWORKING
REPORTS TO
• President
INFLUENCED BY
MANAGES
• Customer Service Personnel
• Retention Personnel
WORKS WITH
• Chief Risk Officer
Michelle's
Purchase Authority
Michelle's
Competition
Accenture
Capgemini
SAS
Oracle
SAP
Amdocs
TCS
Wipro
unspecified
Michelle and her counterparts do not view IBM
as a key partner in the customer service realm
beyond any existing relationships with Global
Business Services (GBS) for strategic consulting,
business processes and re-engineering of call
center operations. They already have niche
applications and systems. Few have taken an
enterprise-wide view that includes customer
service, especially the integration between
customer service and marketing. Many
companies like Michelle’s are still dealing with
disparate systems. There have been stronger
integrations between customer service and
operations, but that is caused by the need to
react to TV/phone/internet complaints.
Top reasons why IBM ...
Decision Maker
SOCIAL NETWORKING
• LinkedIn
• Facebook
• LinkedIn groups:
• Customer Intelligence
• Telecom, Mobile Apps,
Advertising & Payment, Cloud
Computing, Wireless, OTT
Professionals Worldwide -
• Telecommunications
Professionals Network
LEARNING
• Big Data & Analytics Hub
• TM Forum
• Groupe Speciale Mobile (GSMA)
• Telecoms.com
• Telecom Uncovered
• Fierce Telecom
EVENTS
• IBM Insight • GSMA Mobile World Congress
• Mobile and email
LEARNING STYLE
• Social • Logical • Visual
• Igor Beuker, Speaker
(@IgorBeuker)
• Nayanika Parashar, Vodafone
(@nayanikap)
• Carla Gentry, Data Scientist
(@data_nerd)
• Mark Fidelman, Forbes
columnist (@markfidelman)
• Horace Dediu (@asymco)
• Juan_diaz_diaz, Telco
journalist (@juan_diaz_diaz)
Consumer Inspired

Hurdles
• What are new customer care trends across all
industries?
• What are the best practices in improving
customer care?
• How are peers doing in terms of customer
satisfaction with quality of care when
compared to other industries?
• How do I improve customer satisfaction
scores given the limitations of my legacy
systems, increasing cost of operations,
increasing competition and regulatory
mandates?
• How can I transform my customer care from
reactive to proactive to lower costs and
improve customer satisfaction?
• Who has implemented Proactive Care
successfully – what benefits have they
achieved?
• What IBM solutions are available to help me
improve customer service and reduce
operating costs? How can I use data and
analytics to better understand my customers,
improve customer service operations, and
customer satisfaction?
• What IBM solutions are available to help me
offer better services to my customers?
• Can you demonstrate how your solutions help
me to transform my customer care to lower
costs and increase revenue?
• I need my team to better understand the
benefits and evaluate the solution and impact
to the business.
• Can I do a pilot with my organization's data to
show the value of your approach? How can I
test run these solutions?
• Can I see or experience a demo of the IBM
solution?
• I do not have time for a lengthy contracts
process. How many people will I have to talk
to/deal with to get this done? Will I have easy
access to all of the people I need, to get this
going?
• How can I quickly purchase and implement this
solution? What are my pricing options relative
to on premises, cloud, and a combination?
• Can I finance this solution and how does it
work?
• Is there a need for IBM or other
implementation services?
• How can I get more help/questions answered
as I implement this solution?
• Are there best practices for ensuring a
successful implementation of the solution?
• How do I promote the work that I’ve done
with IBM?
• How do I build personal eminence for
myself and the work that I have done for
my organization?
Formats
Case study
White paper
Video -
Blog, tweet
Case study
White paper
Product Reviews & ratings
Video
On-site or Virtual Solution Workshop
Product trial
Demo
ROI Case Study
Product trial
Demo
On-site or Virtual Solution Workshop
Demo Tutorials
Video Tutorials
ROI Case study
Video
News articles -
Demo - Product trial White paper White paper Product Reviews & ratings None indicated
Product trial -
Product/ how-to guide -
Interviews -
Product/ how-to guide Case study Business Value Assessment (BVA) workshop H
General Case study
Analyst research
None indicated
Channels
Live event
Tradeshow
Conference
Search
Direct e-mail
Direct mail
Analyst Subscription Sites
Live event
Tradeshow
Conference
Search
Live event
Tradeshow
Conference
Sales call and presentation
Vendor websites
On-line event L Live event
Tradeshow
Conference
Community sites
Live event
Tradeshow
Conference
Community sites
Live event
Tradeshow
Conference
Vendor websites
Direct e-mail Community sites Direct e-mail None indicated On-line event None indicated
Michelle | VP of Customer Service - Telco INFORMATION PREFERENCES | FORMATS & CHANNELS BY BUYER STAGE

Wayne | Analytics Leader
Wayne
Analytics Leader
ALSO KNOWN AS
Chief Data Officer
Analytics Manager
VP Analytics
Chief Technology Officer and
Technology Research
Chief Data Scientist
METHODOLOGY
01 (validated with SMEs or
sellers)
June 2015
PERSONA CODE
C11
Bio
Wayne is an Analytics Leader at a Fortune 500
organization. He manages a team that is made up of
business analysts with some data scientists and he
tends to work very closely with directors and vice
presidents within his organization.
Wayne began his career as an analyst—he was
always very good with numbers. His true gift is in
being able to understand what is possible with data
—how best to extract it, what form it needs to take
– and then translating that knowledge into line-of-
business strategies. Typically, Wayne will spend
more time on those business functions that have
the most data and are most critical to the business.
Wayne also works with specialized analysis groups
found within organizations, including actuaries,
financial analysts, risk profilers, marketing analysts
and others.
Wayne was hired into his role after leadership
determined that there were multiple, overlapping
initiatives centered on applying analytics occurring
within multiple lines of business. There was also an
insufficient number of internal resources within the
lines of business that were able to do high level
analysis, so a lot of consulting ...
Personal Motivation
• Advance/be promoted into the C-suite.
• Establish analytics as a vital business function.
• Be perceived as a leader within the organization
and among peers.
• Pursue endeavors that reflect the love of data.
Challenges
• Contending with organizational silos and
legacy systems
• Obtaining funding for the “art of the
possible”
• Dealing with analytical immaturity within
organization, at all levels
• Juggling too many competing priorities
Responsibilities
• Provide vision for the potential use of analytics
(“art of the possible”) throughout the
organization by leveraging industry best
practices.
• Understand emerging analytic capabilities and
evaluate how these may be applied.
• Introduce innovation within functions and
throughout the organization.
• Promote analytic collaboration and best
practices throughout the organization.
• Encourage learning and experimentation.
• Tear down functional and departmental
boundaries to facilitate the sharing of
experiences.
Evaluated On
• Implementing a high volume of solutions
• Attaining projected ROI
• Actively participating in the community of
analytic users
• Cross pollinating analytic solutions among
functions
• Promoting the adoption of analytic tools by
business analysts and business professionals
• Utilizing the Analytic Center of Excellence
(COE/CC)
Thought Process
Work Time Spent
SUMMARY
40% Creating a vision/art of the
possible
25% Fostering collaboration
around analytics
5% Experimenting/Evaluating
new concepts/approaches
30% Sharing best practices
Consumer Inspired

Wayne | Analytics Leader ECOSYSTEM | LEARNING & NETWORKING
REPORTS TO
INFLUENCED BY
• Chief Data Officer
• Business Professional
MANAGES
• Data Scientist
• Analyst
WORKS WITH
• Cross-functional leaders
throughout the organization
• Functions that are core to
the business
Wayne's
Purchase Authority
Wayne's
Competition
SAS
SAP
Oracle
Microsoft
RapidMiner/KMINE
Tableau
Incumbent/traditional competitors:
SAS
SAP
Oracle
Microsoft
Emerging threats:
RapidMiner/KMINE
Sees IBM as a heavyweight in the space but is
challenged by the complexity and the lack of
cohesion/coordination between the many
products IBM have.
Decision Maker
SOCIAL NETWORKING
• LinkedIn
• Linkedin groups:
LEARNING
• Conferences
• High-End Publications:
• Forbes
• Wall Street Journal
• Analysts:
• Gartner
• Forrester
• LinkedIn
• User Groups
• Trade Publications:
• CNET
• CNN
• Technical publications
(KDNuggets)
• Digital Analytics Association
• International Institute for
Analytics
• American Statistical Association
EVENTS
• Gartner BI Summit • IBM Insight
• Small, focused conference
attendance – will come for a
keynote, may present, and then
leaves. Reads social media and
follows influencers but rarely (if
ever) contributes directly.
LEARNING STYLE
• Linguistic • Logical • Social
• Gregory Piatetsky (@kdnuggets)
• Vineet Vashishta (@v_vashishta)
• Mike Gualtieri (@mgualtieri)
• Tony Baer (@TonyBaer)
Consumer Inspired

Hurdles
• I need to show management that I am a
true thought leader by showing them that I
am integrating the latest/greatest concepts
into our organizational plans
• I need to stay ahead of my own team by
bringing new ideas to the table
• I am hearing new ideas, new approaches,
new tools all the time and need a way to cut
through noise
• I think that I need to go beyond what I have
in place today – I need a more sophisticated
analytical practice in place
• I need to understand the trade-offs
between packaged solutions and platforms,
open source and commercial
• I need to understand what advanced
analytics really is and how to recognize
those that can provide me with what I need
• I need to make sure that my team can use
the tools without going back to school
• I need to see if my experts believe this has
enough fire-power
• I need to see how this will work in my
business – for my specific use cases
• I need to fully understand my options and
pick the one that will work for my
environment and budget
(cloud/hybrid/prem, ad-hoc or packaged,
payment terms, etc.)
• I need a clear path to value and to
understand what options I have for getting
help on my terms
• I need to find that low-hanging fruit and get
some results – and stick to my budget
• I need my users to have a place to go to for
resources such as examples, new ideas,
other users, etc.
• I want to be seen as a thought leader by
others in my field – want my story to be
very visible
• I need to protect my organization’s IP –
what we are doing is a differentiator so I
want to tell my story, but do so in a way
that others can’t just copy us
Formats
Analyst research
Blog
News articles
Presentations
Blog
Case study
Demo
Presentations
Case study
Demo
Product trial
Case study
Demo
Reviews & ratings
Blog
Case study
Demo
Presentations
Blog
Case study
News articles
Presentations
Case study Analyst research Analyst research Analyst research Visuals (infographics) Reviews & ratings
Product trial
Seminar
Reviews & ratings Blog
News articles
Thought leadership
Tweet
Video
Blog
News articles
Thought leadership
Tweet
White paper
Analyst research
News articles
Product trial
Reviews & ratings
Analyst research
Demo
Product trial
Channels
Search
Tradeshow
Conference
Search
Tradeshow
Vendor websites
Community sites
Conference
Direct e-mail
Live event
Online advertising
Tradeshow
Vendor websites
Direct e-mail
Direct mail
Live event
Vendor websites
Community sites
Direct e-mail
Direct mail
Vendor websites
Community sites
Conference
Live event
Tradeshow
Vendor websites
Community sites Community sites On-line event Conference None indicated Online advertising
Wayne | Analytics Leader INFORMATION PREFERENCES | FORMATS & CHANNELS BY BUYER STAGE

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