|
       |
| About Us | Our Team | Our Members | Job Opportunities | Directions | News | Site Search |
|
|
| << BACK |
ITSMA Marketing Excellence Awards Winners |
|
2007 | 2006 | 2005 | 2004 | 2003 | 2002 | 2001 | 2000 | 1999 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.
2004 Award
Winners
Diamond Award: EMC Services In mid-2003, EMC needed a strategy against competitive outsourcing offerings and an answer to increasing requests from customers who were considering outsourcing IT management. Following intensive market research, EMC's services marketing team shifted gears from a planned managed services offering to a more ambitious and impactful approach to transforming their clients’ infrastructures to enhance information lifecycle management. The resulting suite of offers has generated substantial interest from clients and influencers, a large increase in sales pipeline activity, and important progress in continuing EMC’s transition from a product to a solutions company.
Gold Award: Novell Identifying a new opportunity in the area of business intelligence, Novell worked across the organization and with a key partner to roll out an innovative dashboard solution. Bringing the new offer to life required integrating technologies from across the company, developing innovative messaging for business buyers, and aligning the sales force with a solutions focus. The solutions team broke new ground internally with cross-functional offer development and with a program to create solution champion teams that could build early momentum and success. Results have included validation of the new solutions approach, significant uptake with the sales organization, and market and client impact.
Diamond Award: Accenture Looking to deepen relationships and build long-term business with top clients, Accenture developed an intensive executive-level program to treat each client as a market—with all the complexity that entails. The client centric marketing program begins with an extensive client research study to determine client perceptions of Accenture, and continues with a full-fledged integrated marketing program to manage perceptions, build differentiated positioning, and uncover opportunities. Program results have included substantial improvements in client perceptions of Accenture, and important new linkages between marketing and sales, and dramatic increases in revenue.
Gold Award: British Telecom
plc Determined to expand its IT business with major corporate customers, BT launched a marketing overhaul to create deep vertical market campaigns based on a thorough understanding of customer needs. Identifying four specific sectoral opportunities (retail, automotive, property services, and travel), BT brought in industry specialists, developed new thought leadership programs, recruited significant new partners, and created dynamic customer showcases such as a retail store of the future. The program has brought significant return on marketing investments in terms of pipeline growth, sales support, influencer recognition, and customer satisfaction.
Diamond Award: PeopleSoft
Inc. Following its purchase of J.D. Edwards and the resulting takeover bid from Oracle, PeopleSoft had to convince 12,000 global customers to renew their support contracts amid an environment of tremendous uncertainty. The challenge was magnified by the simultaneous need to merge two sales forces, delivery models, and support offers while hitting all the revenue targets. Operating within a three-month timeframe, PeopleSoft's Support Services team organized a One Force, One Goal program with new sales training, certification, tools, and messaging on a global level, resulting in 98% renewal rates, major cost savings, and a significantly improved approach to selling support.
Gold Award: Avaya Global
Services In 2002, Avaya began to see a significant fall off in maintenance contract revenue. Given the business importance of maintenance revenue, Avaya's services marketing organization assembled a new cross-functional team to analyze the roots of the decline, develop new sales tools to articulate the business value of support, create sophisticated value reports for clients, and initiate mandatory sales training for the new approach. The program has stopped the revenue decline and led to renewed growth, while generating increased customer satisfaction with the value of maintenance support. The program has also increased sales effectiveness in positioning services and closing renewal contracts.
Diamond Award: Legato
Software, a Division of EMC Several years ago, Legato (now part of EMC) had serious problems with support, including inconsistent offers, ineffective sales effort, poor renewal rates, and only 40% customer satisfaction. Beginning with an executive listening program, Legato fully redesigned its support offers, staffing, knowledge centers, and metrics to put customer satisfaction at the center of the business. Perhaps most important, a new cross-organization support planning team gained the authority to orient product development around quality and serviceability, and to stop shipment if products cannot meet support readiness criteria. Legato's award-winning support programs now show 94% customer satisfaction.
Gold Award: AT&T Faced with a dizzying array of different systems for different business customers, AT&T created a new Web portal for business customers that provides a single interface for users to place orders, check status, report and track service problems, re-route network traffic and manage records. The portal now services some 600,000 business users, and in many cases is integrated with customers' internal systems to automate many essential administrative and network support tasks. The portal program has taken the place of more than 500 previous Websites for business customers, resulting in much greater satisfaction, consistency of service delivery, and operationally efficiency.
Diamond Award: Capgemini Determined to address a series of daunting awareness, market, and internal challenges, Capgemini created a rebranding effort that reaches across the entire organization with a powerful message of collaboration. The Collaborative Business Experience focuses on the many intangibles that make the difference in creating tangible results. Beyond the messaging and visual identify of a rebranding effort, the Capgemini program reaches across the company to include new tools, methodologies and education programs to support more collaborative ways of doing business. The rebranding has generated important progress with customers, prospects, employees, and influencers responding to the new positioning.
Highlighting the importance of putting thought leadership at the center of the brand, IBM's Learning Solutions organization made an ambitious effort to literally define where the learning market, in all it diverse dimensions, is heading. By mobilizing experts across the company and outside, IBM was able to generate a provocative and compelling vision of how technology, markets, and demographics are converging to reshape learning in work and life, and then deliver that vision globally through innovative uses of new media. The initiative has brought tremendous recognition to IBM as a thought leader in the training industry and thus added an important new dimension to the IBM brand.
Improving Marketing Accountability through Sales and Marketing Alignment and Actionable Insight Determined to increase focus on targeted demand generation, Siebel undertook a major initiative to align the personnel, objectives, and supporting processes of its marketing, sales development, and sales organizations. Field marketing managers work directly with sales counterparts to drive pipeline creation and assist in closing opportunities, based on consistent quarterly objectives. By working more closely with sales, field marketing can design and execute much more effective prospecting campaigns. Rigorous reporting systems now track campaign responses, marketing-sourced and marketing-touched opportunities, and closed deals—with great increases in all of those categories.
Gold Award: Siemens
Medical Solutions USA Like most marketing organizations, the Siemens Medical team needed to measurably improve ways to get to market faster, squeeze more results from expenditures, reach new markets more effectively, and help close more profitable business. The Closed Loop Marketing initiative has included new systems to standardize lead classification and handoff, strengthen lead qualification processes, and rethink marketing priorities. The initiative has resulted in a marketing team with real-time statistics and reporting, a clearer view of marketing return on investment, and much smoother links with Sales. Marketing is now accountable throughout the entire marketing process.
2003 Award
Winners
Continuing its transformation to a services-led solutions provider, Unisys launched a new service in early 2003 to create virtual maps for clients of the business impact of potential changes in IT and business processes. As a strategic lead-in to the broad array of Unisys’s systems, consulting, and outsourcing capabilities, the new blueprinting service elevates client discussions to the critical level of business results, and provides detailed digital guides to prove the business value of technology and process transformation. Internally, Unisys has used the creation of Business Blueprinting to enhance the whole solutions development process. Externally, the program has contributed substantially to brand development, analyst coverage, new business deals, and satisfied clients and partners.
Faced with a down market for storage hardware and customers looking to maximize existing assets, EMC created a new professional services organization in partnership with Accenture. The new organization enabled EMC to move beyond services based on its own products to deliver more strategic consulting and to bolster a broader move to support open systems and deliver end-to-end storage solutions. The results over the last year have been substantial, both internally in moving EMC to more of a solutions orientation as a company, and externally in terms of market positioning and new business development.
The rebranding has successfully integrated the company, built a powerful presence in the market, satisfied customers, and provided numerous lessons about managing the difficult challenge of rebranding.
Last fall, IBM acquired PwC Consulting and created Business Consulting Services as a major new strategic business and technology services organization. As a way of driving awareness and preference for the new unit, the "Deeper" advertising campaign hit all the right buttons; it was a powerful and memorable idea, highly credibly given the backing of all IBM, and perfectly attuned to our skeptical times. In keeping with the best thinking about brand building, IBM surrounded an expansive and well-executed ad campaign with a fully integrated marketing program. The results have been impressive, with rapid awareness of the new unit and acceptance of IBM as a top business consulting organization.
This targeted program zeroes in on the retail market with a well-researched and developed solution to critical networking challenges in that industry. As an integrated solution, the program combines products from both companies and managed services from Vanguard in a seamless fashion, reflecting an extremely well-put together marketing, sales, and delivery collaboration – something far easier said than done. The business resultsincluded a 200% increase in customers through the AT&T channel, a big revenue gain, and a jump in win rates.
Facing quite understandable concern in the ranks of its 70,000+ channel partners following the merger with Compaq, HP Services put together a truly impressive education and support program to ease the transition and help the channel sell more effectively. The results have been dramatic, including a well-defined new portfolio of packaged services, an integrated suite of new tools and incentives for channel partners, and increased satisfaction and profits for both HP and the channel.
Several years ago, this medical products company was in serious trouble, losing money, overwhelmed by customer complaints, internally focused, and lacking any benchmarks to measure responsiveness to customer need. By focusing its entire turnaround strategy on delighting the customer, new management was able to drive through a series of operational improvements, customer recovery initiatives, and marketing programs that focused on customers’ most urgent requirements. Clear benchmarks and monthly metrics enabled the leadership team to keep customer delight front and center, while emphasizing service and support as the company’s core differentiator. Results have been spectacular, with sustained growth in sales and profit, increases in market share, and customer delight scores over 90%.
Based on continual customer research and feedback, Cisco determined last year that improving its already excellent systems for quickly and accurately resolving product issues could be one of the best contributors to increasing customer satisfaction and loyalty. Rather than simply tweaking the system, a special TRIP team launched a substantial overhaul of the whole philosophy and approach to problem resolution. The new approach shifts emphasis, along with associated tools and behaviors, in four areas: from satisfaction to loyalty, case handling to case ownership, individual to team achievement, and knowledge acquisition to knowledge sharing. The results have made a very good system even better with decreased time to resolution, greater satisfaction and loyalty, and more effective internal collaboration.
Like many companies in our industry, Cisco has been faced with the need to shift the sales force from a product to a consultative approach to selling, and to selling higher value services. What makes Cisco’s effort stand out is its scope, sophistication, and effectiveness. The program has been deployed to the entire global services sales force, in all markets, involving all customer touch point—sales, support, delivery, and marketing. Rooted in field trials with real customer accounts, the program has fostered intense collaboration between marketing and sales to create and use value selling tools, messaging, and information sharing throughout a value sales lifecycle. Within a slow economy, and with a new and complex services portfolio, Cisco has obtained 100% renewal in accounts using the new approach, and influenced at least $100 million in business to date.
Facing a changing but barely growing market in infrastructure support services, with a fragmented sales effort, DecisionOne undertook a major effort to design a new go-to-market strategy highlighting seven core markets. To make it work, the company overhauled the sales organization to focus on new tactics, tools, and repeatable sales processes that emphasize customer value. A highly disciplined Customer Engagement Model guides the sales effort from initial leads through the entire customer lifecycle, highlighting customer pain points, business drivers, and continued opportunities for business optimization. Beginning this year, the program immediately generated substantial increases in new business, total revenue, and sales of a new, high-value OneSource bundled offer.
Unisys Marketing Dashboard The challenge of measuring marketing performance at Unisys was particularly great because the marketing organization is extremely decentralized. Marketing strategies, goals, priorities, and budgets are managed within six separate organizations. Building a corporate-level dashboard to help evaluate marketing performance across the entire company required extensive collaboration to agree on common terms, objectives, and metrics. The development process facilitated a giant step forward for Unisys in aligning all marketing groups around strategic business objectives and measurable performance goals. The result has been a significant culture shift across the company with greater accountability for and within marketing, clearer appreciation of marketing’s contribution to the bottom line, and a greater role for marketing leadership.
With a limited marketing budget, Wipro’s marketing team was challenged with substantially building brand awareness and increasing business leads in a clearly measurable way. Their ambitious program, focusing especially on a combination of online push and pull activities relied heavily on a sophisticated and fully integrated system to track prospect activities and measure the impact of each initiative. The program has resulted in a huge increase in leads, faster sales cycles, a substantial contribution to new business, and a much more effective process of measuring the return on marketing investment.
2002 Award Winners
Judges selection of an award submission from any category deserving special notice. Diamond Award: Infosys. Following substantial growth as a technology services provider, India-based Infosys determined to reposition itself as a provider of end-to-end business technology solutions. Partnering with the Wharton School of Business, Infosys developed the Wharton Infosys Business Transformation Award program to honor companies and individuals using technology to transform their enterprises. Tying the brand to a prestigious partner and a high-level message, Infosys was able to build valuable awareness, credibility, and direct contact with top executives in its target market worldwide. 
2001 Award Winners
The Services Marketing Excellence Winners are presented below under four distinct categories:
BMC Software Honorable Mention: Teradata, a division of NCR
AT&T Business
EDS Honorable Mention: Infosys Technologies Limited
Honeywell Industry Solutions Honorable Mention: Hewlett-Packard Company
2000 Award Winners
The Services Marketing Excellence Winners are presented below under four distinct categories:
Hewlett-Packard Company Honorable Mention: Diebold, Inc.
Oracle Corporation Honorable Mention: Sun Microsystems, Inc.
IBM Global Services Honorable Mention: Andersen Consulting
Honorable Mention: Ernst & Young LLP
1999 Award Winners The Services Marketing Excellence Winners are presented below under five distinct categories:
| |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Winners Press Release
Gold
Award: 
Gold
Award: 
Gold
Award: 
Gold
Award: 
Diamond
Award: 
Gold
Award: 
