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ITSMA Marketing Excellence Awards Winners |
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2007 | 2006 | 2005 | 2004 | 2003 | 2002 | 2001 | 2000 | 1999 2008Award Winners
Diamond Award: Accenture The essence of Accenture, a global management consulting, technology services and outsourcing company, can be summarized in three words: High Performance Delivered. Since launching in 2001, Accenture has achieved extraordinary success. Leveraging the power of its unmatched experience along with insights from the company’s groundbreaking research into what drives high performance, Accenture helps clients become high-performance businesses and governments. Accenture coined the phrase, High Performance Business, to brand the unique type of success it provides to its clients. Accenture’s “We know what it takes to be a Tiger.” campaign has been its most successful communications program to date.
By viewing Marketing as a process, establishing best practice processes upfront, and using unique market insight to get noticed, CompuCom successfully grew revenue by 8.5%, increased brand awareness from 6% to 16%, and expanded the sales pipeline by 49%. It was a “David vs. Goliath” type situation from a couple of perspectives. The results showed that by taking the right marketing approach and having marketing viewed as an important business driver, even a small company with a small marketing team can effectively compete against the biggest companies. 2007 proved to be a pivotal year for CompuCom’s brand.
Tata Consultancy Services (TCS), India’s largest IT services, business solutions and outsourcing company, launched a comprehensive, multi-year branding initiative focused on bolstering TCS’ global brand. Leading with the tagline “Experience certainty.”, TCS established a clear positioning and differentiation in the marketplace – an organization that delivers real results to global businesses, ensuring a level of certainty no other firm can match. The initiative integrated and synchronized all channels of marketing and communication throughout the entire company. Internal alignment was rapidly achieved across 100,000+ employees in 42 countries, and external awareness of TCS increased 200% since the launch of the initiative.
With the Metabolomics Virtual Lab campaign, Agilent enhances its worldwide leadership position by engaging Metabolomics researchers, lab managers and directors through an ongoing, dynamic and educational virtual laboratory experience that has them returning regularly - building a relationship between the prospect and the brand. The virtual lab positions Agilent first and foremost as a thought leader and educator, and secondarily as a provider of Metabolomic research products, applications, services and support. The results have increased sales of metabolomics-related products applications, services and support and improved sales funnel health (funnel quantity, quality and velocity through the sales process).
Gold Award: Autotask Corporation Autotask Corporation was challenged by the rapid growth of daily users. Support requests were increasing, feature enhancement ideas were on the rise, while our one-to-one contacts were decreasing due to volume. The solution: create and nurture an interactive, online “CommunITy” built right into the software. Within six months support requests were down 20%, customer satisfaction was up 25%, and prospects who trialed the product closed more often. The CommunITy gives us a direct link to every customer while fostering connections among them, and is now often cited as our biggest competitive differentiator in winning new customers.
Patni's 'Partner for Success' program was developed to reposition the company as a ’Customer-centric’ partner in our clients’ business transformation initiatives. The basic principles underlining the key initiatives were – To encourage Interactivity and provide an Intelligent platform with a client Inclusive approach. The program focus was on engaging with key decision makers and influencers on a personal basis - at different levels with varying intensity. From newsletters to sophisticated co-created business platforms, Patni’s biggest innovation was the concept of building a platform for client collaboration. This ‘inclusivity’ approach has helped clients understand the benefits of partnering for successful business transformation.
The Fujitsu Executive Discussion Evening programme now runs across ten European countries, from Finland to Spain, with over 30 separate events held or scheduled during 2008. The programme is based on a consistent top level format and set of customer themes, supported by local speakers. As a result of the programme, Fujitsu is rapidly establishing a European-wide network of senior C-level contacts, providing the basis for new business conversations in target organisations. The events are based on the principles of topical themes, high quality speakers, convenient timings, good locations and a format that enables genuine peer-to-peer networking and follow up.
In May, 2007 IBM announced an ambitious business initiative to bring about a new era of energy-efficient computing. Called “Project Big Green,” it includes a detailed plan to increase energy efficiency and reduce the environmental impact of data centers. IBM launched new services to help clients double their IT capacity while using the same energy footprint. A typical 25,000 square foot data center can experience a 50% energy savings – representing about a $1.3M annual savings as well as an equivalent to taking 1300 cars off the road. Green computing can pay for itself.
HP Data Center Transformation solutions integrate data center projects and activities designed to simultaneously address data center or business issues AND make progress toward building a next-generation data center. The solution is built across multiple HP business units, including servers, storage, software, services, industry knowledge, and regional delivery capability, to address customer needs for consolidation, automation and virtualization, energy and space efficiency, and business continuity. The solution builds on the concept of a Next Generation Data Center, a "lights-out”, 24X7, virtualized, globalized, energy-efficient, fully automated and remotely managed environment set the data center on a path for the future.
Having great dialogues with our clients to get at the heart of their business challenges has always been our primary objective. Xerox Global Services (XGS) developed and launched a guided selling tool to help make those dialogues more effective. Designed for global use, the XGS Tour is organized around how our clients think, addressing their specific challenges in their specific roles. The XGS Tour is flexible and interactive, using various media to enable content. Our sales force can navigate effortlessly in any direction the client conversation takes them, viewing only the relevant and compelling content tailored for their audience.
Alcatel-Lucent’s User Insight Marketing Initiative was designed to help our customers understand their target markets, shape their service offerings, appeal to key end-user segments, and develop specific go-to-market programs that meet measurable revenue targets. With market research as the foundation for the program, the User Insight Marketing Initiative also includes a unique Worldwide Teen Lab to understand how technology is applied by the youth segment, customer facing marketing consultants that customize go-to-market strategies, and Bell Labs mathematicians/statisticians that convert user insights into customer financial cases.
The Xerox Global Services (XGS) Site Marketing Program takes advantage of untapped resources – XGS employees delivering services on client sites. The program gives centralized access to all marketing tools needed to help increase awareness and utilization of Xerox services and to promote future innovation. With the click of a mouse, Xerox account teams globally have access to customizable marketing resources to help their clients maximize the value of their services investment. From signage to educational forums, these tools help promote the benefits of XGS services, as well as operationalize marketing efforts, ensure consistent brand messaging, and streamline marketing production.
The Premise of the innovative Unisys Unlearn Outsourcing marketing campaign was concept of Unlearn:
This global hyper-targeted and integrated marketing campaign used multiple marketing tactics to deliver Unisys message to the right clients at the right stage of their decision making process, via the most effective channels.
2007Award Winners
Diamond Award: Infosys Technologies By March 2006, Infosys, fueled by growth in the outsourcing industry, had hit the $2 billion mark. But Infosys had no intention of resting on its laurels. Rather, aware that it didn’t want to be seen as simply another offshore services provider, the company launched a global branding campaign built around the idea of winning in the “flat world.” By June 2007, Infosys had become the first Indian company to be added to the NASDAQ-100, and it had also increased its annual revenues from $2 billion to $3 billion, a significant portion of which is directly attributable to the flat-world campaign.
Gold Award: Iron Mountain Over the past few years, as the world watched a continual stream of corporate malfeasance, security breaches, and natural disasters, new laws and regulations emerged to ensure vital corporate information is appropriately secure and properly accessible. Amid these changes, Iron Mountain’s brand perception was that of a company that simply stored physical files. To change this perception, take a leadership role in defining digital records, and migrate its brand up the value chain, the company created a compliance solution that established Iron Mountain as an unrivaled thought leader in its industry, sharpened its competitive edge, and generated new business opportunities that ultimately had a multiplicative effect on revenue growth.
Diamond Award: Avaya The midsize business segment of the IT industry is growing faster than any other segment, but Avaya’s share of the market declined considerably from 2002 to 2004. Avaya’s initial assessment found that it did not have the right solutions for the market, the right focus on the sales channel, or the proper organizational structure to support long-term sales success. A cross-functional team was brought together to create new solutions specifically for midsize businesses and develop channel initiatives, communications, marketing programs, and deliverables, all targeted at this specific customer segment. To date, the program has provided more than $150 million in incremental revenue and significantly grown Avaya’s market share.
Gold Award: Autotask Corporation Autotask, a provider of Web-based Professional Services Automation (PSA) software, was limping along in a crowded category with 70 competitors with only a shoestring marketing budget at its disposal. Although the company was generating inquiries, the prospects came from a huge cross-section of business types, making each sale a difficult and slow consultative process. Something had to change. By doing careful research, Autotask’s marketing team identified the perfect niche for its PSA software: IT service providers. Autotask narrowed its focus to this small, well-defined community, concentrated on leveraging the Web as a lead generation “machine,” and doubled the size of its business in just five months.
Diamond Award: SAP In 2007, SAP realized three things about its sales force: The sales model for services was very complex; the motivation among account executives to sell services was low; and account execs were overwhelmed with information. In response to this, the Global Services Marketing and SAP Consulting divisions teamed up to promote better collaboration between services marketing and sales. The team enhanced their ability to deliver tailored support to each sales group, promote the business benefits of integrating services into account plans, and build an effective distribution model. Today, 40% of all 2007 Services Program Management tactics are devoted to sales enablement, and the sales teams have responded positively.
Gold Award: Microsoft Services Faced with the challenge of getting mindshare from an audience of over 8,000 field employees, Microsoft Services HQ needed to find a way to effectively communicate and measure the reach of critical marketing, sales, and policy initiatives. In response, the company created the Quarterly Release Process—a business change management system that funnels action items to everyone in the services organization by role—and designated it as the only sanctioned means of communication to the field. Today, over 95% of the field complies with the “asks” of the release, and over 85% report that the communication is relevant.
Diamond Award: Satyam How do you move an IT-oriented company from a developing country onto the global stage, all while shifting its relationships with customers from transactional to strategic? Satyam’s marketing group created The Diamond Customer-Engagement Strategy, a program designed to address four key areas—business, technology, industry, and culture—through customer intimacy, a “high-touch” approach and execution. Just one of Satyam’s innovative tactics is the replication of its customers’ headquarters at Satyam’s offices in India, which both makes customers feel at home and surrounds relevant Satyam employees with the customer’s brand. Since launching the program, Satyam has more than tripled its annual revenues and expanded its workforce by 30,000 employees.
Gold Award: BearingPoint Since 2000, BearingPoint and Cisco have been involved in the promotion of eGovernment projects in Germany. Under the patronage of the Federal Minister of the Interior, the companies launched the national eGovernment competition, the purpose of which is to consolidate the use of Internet technologies for the modernization of public administration in Germany and so contribute to the competitive advantage of the country. The competition affords BearingPoint and Cisco the opportunity to come in contact with potential clients throughout the year on occasions such as the competition announcement, assessment, and awards ceremony. It also increases brand awareness and improves long-term relationships with the government.
Diamond Award: Accenture For years, Accenture has been known for its “high-performance” positioning. But in early 2006, the company decided it wanted to take things one step further and find a way to leverage digital marketing channels to deliver high-impact, customized messages about its high-performance research to key clients. To do this, it launched a new microsite, the Accenture High Performance Business Network (HPBN), which features podcasts, videos, Web seminars, thought leadership, and more. Since the HPBN’s launch, 600 key client contacts have joined the site, with the average user spending 14 minutes at a time browsing HPBN content.
Gold Award: Microsoft Services In May 2005, the SVP of Services at Microsoft called for a change in the way the company communicated with services field personnel. The communications team considered several different formats for the delivery of important, relevant information that could be easily digested by the field, ultimately settling on a new audio program called ServicesRadio. Delivered bimonthly via a downloadable file or mailed CD, ServicesRadio includes real-world field success stories, news briefs, and a 15–20 minute discussion with the Microsoft Services CTO. So far, approximately 1,100 field employees have subscribed to ServicesRadio, giving it a satisfaction rating of 83%.
2006Award
Winners
Diamond Award: EMC Corporation In February 2006, EMC launched the EMC eDiscovery Solution, which allows customers to replace expensive and reactive litigation-response methods with a solution that proactively delivers cost savings, risk reduction, and increased responsiveness for current and future litigation events. The launch culminated a yearlong effort in which EMC redefined its compliance solution and the way it went to market, created a new global practice with unique professional credentials, and developed innovative new tools for conversing with a new audience. By June 2006, EMC had already seen a significant increase in sales activity fully in line with its revenue goals.
Gold Award: Avaya Extensive market research showed that demand for hosted IP solutions would grow by up to 100% CAGR. Avaya moved aggressively to take advantage of this opportunity, building and launching Avaya On Demand, a hosted model for IP communications, in just nine months. Avaya On Demand enables customers to access applications, features, and managed services in a model that decreases financial and technical risk and smoothes the transition to IP while channel partners are increasing their margins, services portfolios, and revenues. The response from the market and the channel has been remarkable, with funnel and sales activity outpacing projections.
Diamond Award: Nokia Networks The Nokia Services Business Solutions Portfolio project is the story of how Nokia has transformed itself to differentiate the company in an increasingly commoditized, technology-driven marketplace. Achieving this turnaround required a cultural and operational shift, with hundreds of people working to identify the key business challenges facing mobile operators and realign the technology-focused skills of delivery people into marketable business solutions. The Business Solutions Portfolio and the messaging surrounding it have enabled Nokia to raise the level of its conversations with customers and offer new value in an industry where technology alone is no longer enough to sustain long-term profitability.
Gold Award: Symbol Technologies This is a story about the value of simplification. It is the story of a counterintuitive strategy of giving customers fewer choices and the way an execution focused on making services "easy to buy and easy to sell" reversed a three-year decline in service revenue, within six months creating a 260% year-over-year increase in attach rates. Along the way the services marketing team was able to reposition the services division from "the ugly stepsister" to one of the dominant and most powerful differentiators of the products and the company.
Diamond Award: Xerox Global Services In 2004, Xerox Global Services (XGS) partnered with ITSMA to better understand the key success factors in marketing an outsourcing business. Based on the survey findings and on its desire to strengthen relationships in its largest accounts, XGS made ABM one of its five strategic marketing imperatives. XGS is now utilizing ABM to increase services opportunities and revenue and to build new strategic relationships in its largest accounts. Results in one key account indicate a 300% increase in new services opportunities, a 500% percent increase in new executive meetings, and a 300% increase in being short-listed for new services opportunities.
Gold Award: Northrop Grumman Northrop Grumman believed it was the best choice to help transform and improve the Commonwealth of Virginia's statewide technology infrastructure. Responding to an opportunity enabled by new Commonwealth legislation for public/private partnerships, the company embarked on a focused marketing and communications campaign to improve awareness among key influencers and decision makers of Northrop's IT, state, and local experience as well as its solid Virginia roots. The campaign successfully supported the company's overall pursuit efforts; in the fall of 2005, the Virginia Information Technologies Agency awarded the 10-year Virginia IT Infrastructure Partnership program, the largest IT award in state government, to Northrop Grumman.
Diamond Award: Lucent Technologies When Lucent made the strategic decision to grow its services business, a new approach to customer selling was needed. To achieve this goal, Lucent created Engagement Marketing, an approach that comprises processes, tools, communications, and training designed to support the consultative selling process. Since the program's introduction, Lucent's services sales leaders have reported an estimated 20% to 30% improvement in productivity and an estimated 20% reduction in pursuit time for complex large-scale engagements. The expense-to-revenue ratio for services marketing communications has improved by approximately 20%. Moreover, Lucent's North American services revenue has enjoyed 10% year-over-year growth—twice the rate of Lucent's growth overall.
Gold Award: Cisco Systems Cisco developed the Attach, Renewal, Multiyear (ARM) Service Incentive Program to help channel partners attach services to every networking sale, increase service contract renewal rates, and sell multiyear service agreements. The program provides training tools that include comprehensive sales guides, quick reference tools, and self-paced learning modules. It also provides partners with the opportunity to become eligible for joint marketing funding that can be used in Cisco demand generation campaigns. To date, Cisco has trained over 3,000 sales representatives across 1,000 partner locations and generated over $200 million in incremental service revenue, with substantially larger service contracts for each ARM Program participant.
Diamond Award: CDW Staying ahead in the highly competitive technology reseller business means CDW Corporation continually looks for ways to put customers at the core of all it does. The company moved far beyond traditional customer satisfaction efforts by launching online customer communities. They now serve as the nerve center and R&D lab for CDW's Customer First program, a companywide initiative to coordinate and improve the customer experience. Through these communities customers are generating new ideas and providing regular feedback and input. Collectively they help create the excellent service experience and drive the innovation that increases customer loyalty.
Gold Award: Accenture The inaugural program of the Accenture Global Convergence Forum (GCF) in Beijing, China, marked not only the entry of a world-class forum into the Asia/Pacific region but also Accenture's strategic move into Northeast Asia and the Chinese marketplace. Record-breaking attendance, outstanding attendee feedback, and a comprehensive program never before executed in China drove GCF, which serves as an important relationship-building and business development tool, to new heights. As a result of the GCF, Accenture senior executives/client hosts have reported substantial increases in business with client participants as well as broader success in building critical executive relationships.
2005Award
Winners
Development cycles for launching new offers at Sprint Business were longer than 12 months and, frequently, customer insight on the offers was only solicited post-launch. Utilizing a fast rack prototype process, the Sprint Business Customer Solutions team launched an industry-first solution by engaging real customers in a product trial prior to general availability. The market launch capitalized on the customer involvement to provide case study ROI results at the time of launch. Externally, the SMMS launch represented one of the strongest ever for Sprint Business, with significant interest from both press and analysts.
Recognizing an opportunity amid changing customer preferences after the "bubble," BEA Systems launched a skunk works initiative to transform its technology driven, product-oriented approach to a business value driven, solutions-oriented approach. The change required development of innovative, customizable solution offerings and a unified go-to-market approach across products, partners, and services with value-based messaging for business buyers. Critical enablers included moving to a solution-selling model, and influencing the company’s culture and investment mindset. Today, the solutions initiative has become one of the top three growth initiatives with a significant uptake in sales force adoption, contribution to overall license revenue, and measurable impact on customer operations.
Responding to declining growth in traditional markets, the IBM Global Services team in Australia recognised the need to identify a new growth engine. Market analysis highlighted an excellent opportunity in IP (Internet Protocol) Communications for the "mid-market." An aggressive business and marketing strategy, coupled with an integrated demand generation campaign, featured the acquisition of a small network integrator called Logicalis, subsequently rebranded as "Cerulean - An IBM Australia company." Market research and customer feedback confirmed this as the most optimal branding model to penetrate the mid-market and allow for further growth. Today, IBM and Cerulean are recognised as market leaders in the IP Communications Network Integration market in Australia.
BearingPoint created a marketing program, in cooperation with Cisco Systems, to leverage our successful deployment of one of the largest voice over Internet protocol (VoIP) telephony systems in the financial services industry. We used an integrated marketing approach that included elements such as press, interactive, internal training, and external events in an attempt to "own" the VoIP space. A key program element included an innovative online tool for measuring a firm's VoIP readiness and potential return on investment calculator. The campaign generated numerous leads that resulted in a 30-times return on hard costs in accelerated client engagement bookings in the first year alone!
In 2004, Lucent's executive team set a strategic goal for 100% client referenceability to support a strategic shift to selling solutions to a broader swath of clients. To meet this goal, the Lucent client reference team worked with a network of volunteers from key customer-facing groups to launch a highly structured client reference program. Clients are invited to participate in several static and interactive reference activities in exchange for greater access to Lucent executives and an opportunity to benchmark their strategies and services against their peers. Although just a year old, the program has already influenced more than $1.6 billion in sales—and helped close $401 million in new business.
Acknowledging that today's enterprise customers expect IT companies to understand their business challenges and provide solutions to meet their specific business objectives, HP created the worldwide team for Market and Customer Intelligence and 1to1 Marketing. The team was chartered to develop, evangelize, and drive adoption of the customer-focused marketing approach with the regional sales and marketing teams. New marketing processes, tools, and capabilities—all aligned with sales—were developed, piloted, and scaled. Significant improvements were identified at the marketing campaign level and at the account level, resulting in improved tangible business results throughout the regions.
In 2001, IKON’s Management Services business was experiencing a customer retention problem. To reverse the trend, the company interviewed over 600 customers in order to improve the customer experience. IKON built an internal cross-functional team from sales, marketing, operations, training, human resources, and finance around the key areas identified through the customer interviews. Then, over 100 front-line employees were engaged to help build a better process and customer experience. The result was a world-class service methodology called IKON Service Excellence, which implemented a comprehensive suite of programs, tools, and best practices to help IKON communicate with customers and proactively innovate their business processes. To date, the program has increased IKON’s retention rate by 7% and reduced account cancellations by 35%.
A need for stimulating demand through stronger customer relationships led to the creation of AT&T's Networking Exchange, an online community for IT and networking professionals that provides personalized industry and technology information. Intended to help customers make strategic business decisions, it is delivered when and how they want it. In a recent survey, Networking Exchange members reported high satisfaction with AT&T and agreed that the site content is of high quality, relevant to their jobs, and presented in an unbiased way. Ultimately, this satisfaction and the customer intelligence gained from their site behavior leads to more relevant dialogue and a more meaningful relationship.
Accenture's new High Performance Delivered positioning platform needed to come to life through an innovative, integrated marketing campaign, the cornerstone of which is a global advertising campaign featuring world champion golfer Tiger Woods. By embedding High Performance Delivered in all initiatives and communications, we have increased awareness of Accenture and its breadth of capabilities in the marketplace and laid the foundation for a cultural shift within the organization. Most importantly, the High Performance Delivered positioning is helping Accenture fill an unclaimed marketplace position to help clients bring their strategic, high-level ideas to life and achieve high performance.
In 2005, IBM set upon a mission to expand market perception of its brand beyond technology to include business consulting. IBM recognized a market opportunity to transform business processes such as HR, Finance & Administration, and Sales & Marketing, among others, which would help make businesses more efficient and productive. To increase awareness and consideration for its business process capabilities among C-level and senior executives, a global, integrated marketing effort was launched that included television, print, Web, out-of-home advertising, direct marketing, events, interactive, sales enablement, and internal communications. "The Other IBM" campaign clearly demonstrated IBM's business acumen, significantly increasing awareness of IBM as a provider of business consulting and gaining credibility for IBM in this area without negatively impacting its strong technology heritage.
Major Customers Marketing How Marketing Has Helped to Redefine the Customer and Market Engagement Model Globally To achieve maximised growth in IT services, BT conducted a detailed market audit to understand its corporate customers and set up Sector Councils with senior managers from its three main business units around the world to review the units' global go-to-market plans. As a result of this work, the company has created worldwide sales and marketing plans for key market sectors (with agreed marketing programs and sales targets). The exercise resulted in a major review of how BT deals with its largest corporate customers, helping to change the whole go-to-market model.
To continuously drive value through increased revenue and selling efficiency, SAP must capitalize on its future growth prospects by focusing on key industry and customer segments in a mix of established, developing, and emerging markets. This requires a more decentralized, flexible organizational approach that strikes an efficient and effective balance between global and local marketing requirements. With optimization in mind, a new regional go-to-market model was launched in July 2004. At the global level, SAP has achieved tighter organizational collaboration, faster time-to-market for its programs, more targeted messaging, greater uptake, and more efficient adaptation of templated materials by country marketers.
The Services Marketing Excellence Winners are presented below under five distinct categories:
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