|
       |
| About Us | Our Team | Our Partners | Our Members | Job Opportunities | Directions | News | |
<< BACK |
|||||||||||||||||||||||||||||||||||||||||||||
|
Marketing Excellence Award Winners 2009Overview | Guidelines | Application 2009 Award Winners
Account-Based Marketing
This marketing initiative was developed to support the delivery of one of Europe’s largest high speed Virtual Private Networks—N3, delivered and managed on behalf of the National Health Service by BT. N3 links every hospital, medical centre and GP surgery in England (and extended into Scotland) with high speed broadband and ethernet services, providing efficiency for health professionals and improved healthcare for patients. This paper summaries the development and execution of a two year marketing plan, turning N3 into an award winning programme and helping it become established as one of the key successes of the NHS National Programme for IT. (http://www.n3.nhs.uk/)
The AT&T Client Executive (ACE) Partners Program continues AT&T’s legacy of delivering an unmatched, world-class customer experience. The ACE Program aligns AT&T’s senior executives/officers with the most strategic business customers in a 1:1, C-level to C-level relationship and now links more than 260 customers with more than 160 AT&T executives/officers around the world. Since its inception, ACE has contributed to positive customer satisfaction results and increased revenue growth for AT&T as a result of high-level relationships forged with key customers worldwide who benefit from the program’s open access and insight into AT&T. Enabling Sales
Having aggressively acquired 200+ companies in the last 20 years, Iron Mountain wanted to gain a better understanding of its expanded customer base, and shift focus from acquisition to organic growth. They began working with Extraprise to develop a hosted marketing database platform. Insight from the database was used to identify the best cross-sell opportunities and most effective strategies for communicating with prospects, enabling sales to better penetrate accounts. As a result, in just three years, sales appointments have increased from 6,000 to 15,000+, and the number of targeted customers who use more than one product has risen by 17%.
The Installed Base Lifecycle Management (IBLM) program encourages Cisco sales teams to adopt a long-term view of a customer’s business objectives so that these can be supported by a reliable network architecture. Engaging Services exposes network gaps. These gaps may inhibit the network’s ability to support essential new technologies required to run the customer’s business. Creating the IBLM program required a tremendous collaborative effort; bringing together Services and Product Marketing, Services Delivery, Cisco Capital, Operations, Channels as well as Field Sales. Our objective was achieved by designing a single, cross-functional proposition: simple to execute and delivering demonstrably significant business results.
Often faced with the same key competitors, Xerox Global Services needed a new way to share information and differentiate themselves from the competition. To increase both signings and revenue, they needed new strategies and tactics. They needed to find a way to gather competitive information from thousands of individuals and disseminate it to the entire sales force. That’s Competipedia. It replaced multiple internal content repositories with a comprehensive wiki-based website that can be updated and edited – at anytime, by anyone – thereby creating an ongoing knowledge exchange portal for both the sales force and headquarters. Leveraging Digital Marketing
CSC launched the first business-to-business social networking site for the insurance industry in 2008, and in less than a year more than 10,000 members had joined this collaborative community, enabling CSC to listen to, talk to and energize clients about business and technology solutions. WikonnecT® not only provides information about CSC initiatives and projects, but it also helps clients interact with each other, solve industry issues, and share successes. CSC is using these insights to increase satisfaction and loyalty, enhance offerings, and influence the way clients talk about CSC. Because of this success, WikonnecT® is expanding to new sectors and regions. (http://www.csc.com/features/stories/30338)
Siemens Digital Channel provides the company’s indirect channel partners, over 1000 in number in more than 20 countries, with real-time access to accurate, high-value, and targeted marketing material which are automatically dual-branded and personalized in the local languages. Partners can quickly and easily present information regarding Siemens solutions to their customers, without the need for specialist marketing. The impact on the market is extremely high. End customers view the same, professionally developed up-to-date information about our products and solutions. This initiative provides an expected potential revenue of over $4.5 million and savings of more than $200,000 in annual marketing spend. (http://www.enterprise-communications.siemens.com) Targeted Demand Generation
SAP Blue Ocean Upgrades campaign was launched with the objective of rapidly building a qualified funnel, entering new accounts and increasing business in Europe and U.S. Upgrades was selected as a campaign area because of the lucrative market size, HCL’s higher win rate , customer dissatisfaction with conventional upgrade approaches and alignment with SAP’s focus. This 360 degree integrated marketing communication campaign has received an exceptional response from the market by directly resulting in HCL SAP Business unit acquiring 20 new Fortune 1000 Accounts and by further building a robust qualified advanced pipeline of 290 Mn US$.
Cognizant faced a formidable challenge: to generate leads for a new line of business—their Business Process Outsourcing—with a new, non-IT audience. In addition to finding the right buyers, making both the company and their services relevant to those buyers, they needed to differentiate themselves from competitors. The entire marketing strategy had to be built from the ground up. Their objective to generate leads with an approach that would yield solid results with a new offering and new buyers paid off handsomely for them. Thought Leadership Marketing
The IBM Global CEO Study is the premier thought leadership publication within IBM’s continuing C-Suite Study Series. The most recent edition, “The Enterprise of the Future,” is based on face-to-face interviews with 1,130 CEOs and Public Sector Leaders – a number unmatched in the marketplace today. Through the analysis of these in-depth conversations, IBM defined the organizational characteristics CEOs believe will determine success in the future. In conjunction with study development, our comprehensive worldwide marketing program created a drumbeat of experiences to expand the breadth and depth of IBM’s CEO relationships and uncover new opportunities for providing value to clients. (http://www.ibm.com/gbs/ceostudy)
Cisco developed a new way to approach virtualization in the data center and needed a way to garner support from industry influencers and to precondition the market. Cisco launched a thought leadership campaign designed to reframe the discussion and introduce the idea of unified computing. Cisco used analyst briefings, media communications, industry and customer events, combined with innovative Web 2.0 and collaboration technologies to reach more customers and increase return on marketing investment. The result was industry awareness of unified computing, widespread discussion of the implications, and tremendous buzz about what Cisco might introduce and when. (http://www.cisco.com/go/unifiedcomputing/)
Regulatory mandates and the economic downturn have elevated risk concerns for boards and CEOs. Deloitte’s* distinctive Risk Intelligence thought leadership initiative responded by demonstrating that effective risk management must address both value protection and value creation. In 2008, our campaign was enhanced to reach broader audiences through viral marketing, and to include practical steps for companies adopting a Risk Intelligent approach. The campaign produced greater competitive differentiation, built new client relationships, and generated additional business. It also yielded benefits for service improvements: brainstorming during our thought leadership development process led to the creation of new diagnostic services and risk methodologies. *As used in this document, “Deloitte” means Deloitte & Touche LLP, a subsidiary of Deloitte LLP. One Response to “Marketing Excellence Award Winners 2009”Your comments |
||||||||||||||||||||||||||||||||||||||||||||
Diamond Award: BT
Gold Award: AT&T
Diamond Award: Iron Mountain
Gold Award: Cisco
Gold Award: Xerox
Diamond Award: CSC
Gold Award: Siemens Enterprise Communications
Diamond Award: HCL
Gold Award: Cognizant
Diamond Award: IBM Corporation
Gold Award: Cisco Systems
Gold Award: Deloitte
 |
ITSMA specializes in helping companies market and sell services and solutions more effectively. We work with the world's leading technology, communications, and professional services providers to generate increased demand, strengthen customer relationships, and improve brand differentiation. ITSMA annual program clients include business leaders such as Avaya, BT, Cisco, Deloitte, Hewlett-Packard, IBM, Microsoft, and Tata Consultancy Services, among others. Our comprehensive research, consulting, and training on topics including ITSMA Account-Based Marketing℠, Brand Positioning, and Solutions Development provide the insight and experience companies need to improve business results. ITSMA is based near Boston, and has offices in London and Tokyo. Learn more at www.itsma.com.
|
October 27th, 2009 at 10:12 PM
Great job with the booklet — inspiring programs from the award winners, nice clean layout, and good functionality with the full screen view. Nice work all around!