1. Winner and Finalist Summaries

2. 2
Table of Contents
Driving Business with Thought Leadership
Diamond Winner EY: EY’s 5: Insights for Executive’s Series......................................................................................................................................4
Gold Winners CSC: CIOs Chart Higher Course with CSC’s Barometer.................................................................................................................5
Optum: Leading with Thought Leadership: Optum Resource Center for Health & Well-being and the Annual Wellness in the ....
Workplace Study...............................................................................................................................................................................6
Enabling Sales Channels
Diamond Winner Amdocs: Driving Sales Enablement with New Learning and Content Channels..........................................................................7
Gold Winners BT Global Services: KAM: The Next generation of Customer Insight & Account Planning..........................................................8
IBM: Enabling Sales Channels though the BDReadiness Series..................................................................................................9
optimizing online and offline marketing
Diamond Winner IBM: Using Synchronized, Global, Offline And Online “Conversations” To Enhance The Client Journey..................................10
Gold Winners KPMG International: World Economic Forum Live...................................................................................................................... 11
Optum: Optum Analytics Thought Leadership............................................................................................................................. 12
improving impact with marketing technology and analytics
Diamond Winner Microsoft Services: Services Account Targeting Tool (SATT)...................................................................................................... 13
Gold Winner Cisco Systems: Cisco Analytics and Insights-Driven Marketing (AIM) Initiative.........................................................................14
Accelerating Growth with Account Based Marketing
Diamond Winner Juniper Networks: Connected Sales and Marketing Delivers Account Transformation........................................................... 15
Gold Winner Cognizant Technology Solutions: 100% YoY Growth in Revenue Leveraging an Innovative ABM Approach............................16
Measuring and Communicating Marketing Performance
Diamond Winner CSC: Digital Marketing Dashboard................................................................................................................................................17
Gold Winner HCL Technologies Ltd.: Measuring Marketing Impact................................................................................................................ 18
2014 Finalists All Categories............................................................................................................................................................................19-23

3. 3
About the Marketing Excellence Awards
Launched in 1998, ITSMA’s Marketing Excellence Awards (MEA) focus exclusively on the largest segment of the technology business:
technology services and solutions.
The awards program is based on a comprehensive and strategic approach to marketing, recognizing that business success today re-
quires marketers to move beyond the traditional realm of communications into such areas as developing new solutions, increasing sales
effectiveness, and managing the customer experience.
The program looks beyond flash and glitz to emphasize excellence in the three most critical aspects of success: innovation, execution,
and business results.
The Marketing Excellence Awards are open to all companies that market and sell technology-related services or solutions. Applications
for awards are due in June and the awards are announced at a special awards dinner during our Annual Marketing Conference in the fall.
MEA judging is based on a peer review process. The awards jury consists of members of ITSMA’s senior executive staff, ITSMA’s member
advisory board, and other senior marketing executives and experts. No judge reviews submissions for which there is a potential conflict
of interest.
The MEA program includes two awards in each marketing category:
Diamond Awards:• Best in class for the industry, as measured by innovation, execution, and business results
Gold Awards:• Standout achievement in improving marketing performance, as measured by innovation, execution, and business
results
Past award winners have included Accenture, Agilent Technologies (partnering with PARTNERS+simons), Alcatel-Lucent, Alfa Wasser-
mann, AT&T, Avaya, BMC Software, BT, CDW, Cisco, Cognizant, CompuCom, EMC, Fujitsu Services, GE Healthcare, HCL, HDS, Hewlett-
Packard, Honeywell, IBM Global Services, IKON, Infosys, Iron Mountain, Microsoft Services, NCR Teradata, NetApp, Northrop Grumman,
Oracle, Patni, SAP, Mahindra Satyam, Siemens, Sprint Nextel, Tata Consultancy Services, TELUS, Unisys, Wipro, and Xerox Global Services
among other top technology and professional services firms.
For more information on the MEA program, visit www.itsma.com/news/mea/.

4. 4
Summary
Since 2011, EY’s 5 series has played a critical role in getting Americas Advisory
Services insights and perspectives into the minds of the market and the hearts
of our clients. It has proven incredibly successful as a fundamental component of
our integrated marketing programs, including our Sector-led Demand Generation
Campaigns. With the 5 series as its centerpiece, these campaigns have generated
nearly $88 million in revenue with more than $246 million in convertible sales
opportunities in the sales pipeline.
In conceiving the 5 series, we sought a thought leadership vehicle that both cap-
tured and sustained the attention of our target audience—busy C-suite executives
looking for answers to a burning issue in the time it takes to get from one meeting
to another.
We also wanted a template that could scale globally, so we reviewed studies on
reading retention among English as a Second Language (ESL) populations. These
suggested that 1,200 words was the threshold for effective retention and compre-
hension.
The 5 series framework borrows from the fundamental five-question journalistic
approach: who, what, where, why, when. Each article opens with an anecdotal or
fact-based overview to grab the reader’s attention, establish the situation, and
identify the issue. The introduction is followed by five questions that break down
the issue in ways that make sense and provide unique usefulness, given the needs
of the C-level executives:
What’s the issue?1. defines the issue our clients face.
Why now?2. articulates the urgency behind the issue and why clients need to act.
How does it affect you?3. describes either the benefits of taking action or the
consequences of not taking action.
What’s the fix?4. describes EY’s point of view on the issue as well as how clients
can act to address it.
What’s the bottom line?5. summarizes the issue, the need to act, and the benefits
that clients can realize.
In addition to a 5 series print version, we created a dedicated web presence, www.
ey.com/5. Here, we offer:
A web version of the»» 5 series article
Access to the print piece in PDF format»»
A companion 90-second flash video that summarizes the issue, urgency, and fix»»
A three-minute»» 5 talks video that features our consultants providing a more in-
depth look at the issue and the fix
A place to contact an EY resource to talk further about the issue»»
Although results were initially difficult to quantify, qualitative results included:
A significant increase in brand awareness»»
Exponential increases in revenue and year-over-year growth»»
Reprinting of»» 5 series articles by major media outlets such as Industry Week,
Forbes.com and the Wall Street Journal’s CIO Journal
We also identified one causal relationship related to our Performance Improve-
ment services. In mid-2011 growth in this service line had been flat, showing no
increase in four of the six spring and summer months. To help spur activity, in
October 2011 we produced eight 5 series pieces that highlighted performance
issues that tied directly to business development efforts. The result: December
2011 saw the biggest sales month ever, hitting 125% of the goal.
When we integrated the 5 series into the Sector-led Demand Generation Cam-
paigns, we used our client relationship software to measure its success. Each
campaign was rated using two scorecards. The first tracked whether client meet-
ings were scheduled or held with the target accounts. The second tracked sales
and pipeline. We met and exceeded our goals on both scorecards.
But these sector-led campaigns did more than bolster revenue. By establishing
our ability to ask and answer the key questions on the most relevant issues our
clients face, they extended our brand and reputation, and put us in position to win
valuable work in the years to come.
Looking ahead, EY sees the 5 series as much more than a marketing tool. This
innovative approach to effective use of thought leadership serves as an invaluable
awareness-builder, door opener, and discussion starter that can activate client
thinking to accelerate their business performance. And it solidifies our reputation
as trusted advisors in the global professional services sector.
Driving Business with Thought Leadership Diamond award
EY’s 5: Insights for Executive’s Series
EY

5. 5
Summary
For CSC, a global leader in providing technology-enabled business solutions and
services, thought leadership is among the most important tools for driving busi-
ness. Clients look to CSC for cutting-edge technological insights and solutions to
their most pressing business challenges.
Many clients enter the marketing and sales funnel via CSC’s thought-leading
website, videos, social media campaigns, white papers, and more. And with some
79,000 professionals serving clients in more than 70 countries around the world,
CSC’s thought leadership is both deep — involving world-class expertise — and
broad — covering a wide range of industries, solutions and geographical regions.
Chief information officers (CIOs) are important members of CSC’s client base.
These executives are the senior technology leaders for the world’s largest public
and private sector organizations. They are ultimately responsible for staffs that
can reach into the thousands of people, budgets that often reach into the millions
(even billions) of dollars, and technologies that almost always include the latest
innovations.
To more effectively drive its business, CSC recently transformed its CIO Barometer,
an annual regional research project, into a highly coordinated global campaign.
The campaign was based on a proprietary survey of more than 600 CIOs in a wide
range of industries and locations worldwide.
This research was combined in a report with excerpts from 18 interviews con-
ducted by CSC with CIOs in the Europe, Americas, and Asia-Pacific regions. CSC
made the CIO Barometer content available in several formats and languages,
including a downloadable PDF, a print edition, infographics, videos, Town Halls, all
social media channels, and through traditional face-to-face meetings, events, and
CIO roundtables.
CSC also created a CIO Barometer microsite (csc.com/ciobarometer) that offers
visitors a highly interactive way of not only viewing key data, but also comparing
and contrasting data over time and in different regions.
The survey data is complemented with FutureTense, a predictive modeling
infrastructure developed by CSC’s Research Network. FutureTense provides the
advanced analytics needed to mine data for patterns and trends. The Research
Network looked at data from 2011 to 2013 and extrapolated from it to predict
responses through 2015.
By working with an independent, third-party survey firm, CSC created a CIO Barom-
eter report to attract even the most skeptical CIOs. Adding verbatim interviews with
leading peers made the report even more valuable: Because the technology world
is so dynamic, CIOs highly value the best practices of their successful peers. And,
by becoming global, the report gave the CSC sales force compelling collateral to
bring to clients, opening discussions and adding leads.
CSC published the report, microsite, and related collateral in September 2013.
CIO Barometer content was then promoted in a highly coordinated effort by the
firm’s worldwide marketing team, using CSC’s digital marketing ecosystem. The
team used email, banners, links, social media, and other formats to drive visitors
to the CIO Barometer content.
Over time, CIO Barometer content filtered into other CSC outlets. These included
articles in CSC World, the firm’s corporate magazine; placement in the CSC.com
home page billboard; and links in industry- and solution-specific zones of the firm’s
main site. Industry and solution newsletters featuring CIO Barometer content were
also sent as part of a firmwide opt-in campaign aimed at potential clients outside
the United States. Finally, subject-matter experts from the CSC consulting team
wrote in-depth perspective pieces on the changing role of the CIO in several verti-
cal industries, including automotive, financial services, and manufacturing; these
articles were placed in industry magazines and content websites.
For the sales team, the marketing team created a CIO Barometer sales playbook,
which included a client-letter template, talking points, events schedule, social
plans and dates, and vertical-industry perspectives. A leaders’ briefing was
also prepared and sent to more than 240 of CSC’s account general managers,
informing them that their clients would be contacted as part of the CIO Barometer
campaign.
The results of CSC’s 5th Annual CIO Barometer campaign have dramatically
exceeded the firm’s projections, delivering tens of millions of dollars in marketing-
sourced total customer value and new sales opportunities. Internally, the CIO
Barometer campaign has elevated the reputation of marketing within the firm,
while also fulfilling a corporate mandate to deliver leads.
Driving Business with Thought Leadership gold award
CIO’s Chart Higher Course with CSC’s Barometer
CSC

6. 6
Business Challenge
In a dynamic and fiercely competitive health care environment, the Optum employ-
er marketing team developed a strategy that would elevate Optum’s credibility as
a thought leader in the employer market and arm its sales teams and consultants
with high-value content.
“Business buyers don’t buy your product, they buy into your approach to solving
their problem” (Source: Forrester). Guided by this insight, the team set out to
engage clients and prospects in a dialogue about important business issues. The
marketing objective was to showcase Optum as a thought leader in the industry.
Program Objective
To this end, the team created a new thought leadership platform - The Optum
Resource Center for Health & Well-being (ORC) – to produce and market research-
based insights, perspectives, and ideas focused on important health care issues
and trends in the employer market. To launch the ORC, the employer marketing
team searched for a high-impact, thoughtful, and newsworthy approach that would
not only be sustainable beyond the launch year but also enable a value exchange
with key buying profiles. This resulted in the creation of an Annual Tracking Study
(The Wellness in the Workplace Study), which today has grown to become an
industry leading, well-respected research study.
Now in its fifth year, the study’s success and relevance grows out of three funda-
mentals:
Reach»» – The survey polls hundreds of human resource professionals (HR)
across the U.S.
Content»» –The survey focuses on employee health management strategies,
specifically wellness, condition management, incentives, emerging engagement
techniques, and success metrics.
Trends»» – Responses from companies of different sizes, industries, regions, and
benefit plan strategies are analyzed and compared to identify trends.
Few workplace-wellness benchmarking surveys existed five years ago, the primary
exceptions being compensation and benefit surveys from consulting firms. Well-
ness at work, as a survey topic, received limited attention at the time. Optum was
one of the first to create and bring to market a nationally projectable annual track-
ing study that reported on trends, insights, and important metrics on the state of
health management programs within the workplace. Over the last five years the
study has expanded to remain relevant to key buying profiles as the state of health
care has evolved in the US.
Program Execution
Each year the team partners with key Optum stakeholders and subject matter
experts to review the survey. Although many questions are kept the same from year
to year for benchmarking purposes, the team refreshes the survey annually with
new or enhanced question sets designed to uncover insights on the latest health
care trends and market headwinds.
An independent research firm fields the 30 minute, quantitative survey among ap-
proximately 500 respondents. Survey respondents are typically in a Benefits and/
or Human Resource role, with health and wellness decision-making or influencing
responsibilities.
The study’s responses are tabulated and analyzed by industry, company size, plan
design, and more. The results help fuel a year-long integrated Optum marketing
and media relations campaign that spans dozens of webinars, white papers,
bylined articles, event presentations, and briefs.
Business Results
YTD 2014 results are very promising. Through YTD June, events leveraging the
survey have helped nurture employer buying profiles worth millions of dollars in
business opportunity. Over 420 individuals have attended webinars to listen to
the survey results. The survey has been presented at five National Conferences
and generated significant PR in industry trade publications. Over 55% of all buying
profiles engaged in the employer segment come from content that leverages data
from the survey. Most importantly, 96% of those individuals that attend webinar
events where the survey data is presented say they would recommend these
events to their colleagues based on the value of the content. We are confident that
the strategy to create and market the study has served as a key enabler in helping
us achieve our objective of demonstrating industry thought
leadership.
Leading with Thought Leadership: Optum Resource Center for Health
& Well-being and the Annual Wellness in the Workplace Study
Optum Driving Business with Thought Leadership gold award

7. 7
Business Challenge
Amdocs needed to educate a fast-growing, geographically dispersed sales force on
a constantly-changing portfolio of products, services, and solutions, while provid-
ing the predominantly remote SOHO (small office/home office) and customer-site
Sales staff with extensive sales collateral.
Compounding the situation was the dozens of sites, content management sys-
tems, learning systems, and tools that Sales needed to navigate to prepare for
engagements. Streamlining the systems would accelerate Sales readiness, allow
Sales to quickly and effectively educate themselves on offerings, and help them
prepare for meetings.
The expense of onsite training and the fact that travel took Sales away from their
customers both added to hidden costs. Sales often couldn’t attend multiple train-
ing sessions to keep current with new offerings. Amdocs required a way to transfer
knowledge regardless of location or time.
Program Objective
The initiative was designed to provide any and all content and learning material
required throughout the sales lifecycle, reduce time and effort, and ultimately
improve job performance. To achieve this, the Sales Enablement team developed
two innovative channels to support customer-facing teams and prepare for sales
engagements quickly, easily, anywhere, anytime:
Sales Point:1. A centralized repository of all sales collateral and tools required by
Sales when preparing for customer and prospect meetings. With an intuitive
user interface, simple navigation and smart search capabilities, Sales Point
enables users to find what they are looking for quickly and easily.
Sales Business Academy:2. A virtual, university-like training platform that allows
Sales to independently improve their knowledge on Amdocs’ portfolio. Sales
can monitor their learning history, virtually consult with subject matter experts,
obtain training certifications, and attend virtual industry courses.
The two platforms are complementary, seamlessly feeding into each other where
required.
Program Execution
Prior to developing both channels, comprehensive benchmarks were performed
to understand best practices and challenges at similar organizations. In addition,
comprehensive interviews were conducted with more than 10% of Amdocs Sales
personnel across different regions. The benchmarks and interviews determined
whether the proposed channels addressed Sales needs, how messages could be
successfully conveyed, and how the channels could improve Sales’ ability to expe-
dite learning and find resources faster. Experts were consulted to define, develop,
and execute the most comprehensive and usable platforms to meet Sales’ unique
requirements.
Success required unprecedented collaboration across the company among Sales,
Marketing, IT, Learning Services, HR, Security, Finance, and Legal. In addition,
external vendor engagements were required and included consultants, Web and
graphic designers, and tool developers.
During the program execution phase the team successfully overcame challenges
resulting from the complicated integration of various IT systems, including HR,
Security, Content Management, and Learning. In addition, a new mindset was
required by Sales in the areas of platform adoption and utilization.
Several factors contribute to the program’s success, including:
Dedicated teams to monitor performance, develop new content, and ensure»»
relevant and up-to-date content
Regular contact with Sales management to monitor the channels’ success and»»
promote new initiatives
Strong feedback loop with Sales across the organization to define additional»»
needs and system improvements
Very effective cooperation between Sales and Marketing to maintain comprehen-»»
sive, pertinent content with no overlap
Business Results
Since its initial launch in 2008, Sales Point has consolidated 30 sales sites and
become the primary online knowledge source for Sales, 80% of whom visit each
quarter. The Sales Business Academy has dramatically reduced
training costs and over 90% of Sales use the Academy on a
regular basis.
Driving Sales Enablement with New Learning and Content Channels
amdocs Enabling Sales Channels Diamond award

8. 8
Business Challenge
Over the years, the market in which BT Global Services operates has become more
competitive, with global network service providers having the same technology,
capital, and regulatory ‘universe’. The key differentiator is execution and to do that,
knowing and understanding our customers’ needs is vital.
BT Global Services first launched its Key Account Marketing (KAM) programme in
2008 and it won the ITSMA award for lead generation, management & measure-
ment in 2010. KAM is an online portal that delivers real-time news, social media,
and insight to sales people, making it relevant to their specific accounts. It also
suggests potential responses and provides links to the appropriate sales resources
on the intranet. KAM effectively automates the “compelling event to proposition”
element of the sales cycle.
We knew we needed the platform to be market leading, giving competitive advan-
tage to sales, sales management, and marketing. The challenge was to scale the
service to the level needed whilst retaining the focus on customers and how we
interact, putting them at the heart of everything that we do.
Program Objective
Now aware of its value, more sales-related communities (marketing, bid support,
and others) wanted to input and view the insightful output. Sales leadership
wanted it to be better aligned to account planning. Marketing wanted to mine data
across a wide set of accounts. So we accepted the challenge and set ourselves a
target of producing the next generation of KAM in time for the regional sales-kick
off meetings scheduled in spring 2014.
The objective was to create an insight tool that worked for them and that was
perceived as an essential piece of their armory and not another ‘thing to do’. To
do this, we audited KAM users to assess the needs and expectations of the sales
people who use the tool. The results determined that the main areas for develop-
ment had to be around accessibility of the tool, multi-device adaptability, scale and
simplification. We would move away from using multiple systems and KAM would
be the tool for account planning within BT Global Services.
Program Execution
The KAM team agreed and delivered a phased plan, rolling out the new KAM portal
in a short amount of time. The new KAM portal provides much-needed scale, a
customer focus, and a sales-friendly portal. It delivers customer insight and a
simple account planning experience in one place. It is also accessible by tablet
or PC, allowing sales people on the move to check real-time information on the
customer–both at a company and decision-maker/influencer level.
The initiative was managed centrally but only succeeded with cross-functional col-
laboration. Key stakeholders were marketing (regional and central), sales leader-
ship, senior executives and business development.
The most important factor contributing to the initiative’s success was the idea
and the story, whether communicated through the promotional videos or through
senior management calls. People bought into it in a way that was unexpected –
they see what we are trying to bring to the business. It wasn’t just an improvement
to the existing portal, it is an entirely new, innovative place where they can work as
a global team.
Sales enablement was the key end point and we reached it.
Business Results
KAM is going from strength to strength, already supporting over £100 million
pipeline through bespoke insight activities, and it is seen as the key planning tool
in BT Global Services. It is also the bedrock for ABM activity within the company,
which has seen over £1 billion potential pipeline identified.
We set four key measures that KAM had to deliver to prove the value to the busi-
ness and the return on investment. Some were quantitative and some qualitative
but all have so far seen positive results and are on track to deliver. The portal
hosts over 1,300 accounts and with over 2,000 registered users, the average
usage has doubled from its pre-launch figures and is forecast to double again by
the end of the year.
KAM: The Next Generation of Customer Insight & Account Planning
BT Global Services Enabling Sales Channels gold award

9. 9
Business Challenge
In order to address changing markets, buyers, and technology, IBM’s Ecosystem
Development (EcoD) organization rolled out the global BDReadiness Series. EcoD
works with a robust ecosystem of business partners, academics, entrepreneurs,
and IT professionals to enable them to be the best-of-breed on IBM platforms. Our
business development representatives (BDRs), in particular, are responsible for
the total cross-IBM partner relationship with one or more important IBM partners.
Along with IBM’s technical team, our BDRs develop and execute strategic technol-
ogy enablement plans with partners based on agreed-to commitments or business
arrangements, and they drive the partners’ understanding and utilization of the
IBM offerings.
The BDRs have a very important role, because, as the world is transforming, IBM
needs to enable our partners to also transform so they can take full advantage
of the opportunities these changes bring. In the words of our executive team, we
need to provide our partners with the broadest set of capabilities, programs, incen-
tives, and solutions in the industry, allowing them to move to higher-value opportu-
nities and achieve greater success. We therefore identified a need to reinvent the
BDRs’ knowledge, skills and behaviors in order to develop new business opportuni-
ties and deliver true value to partners in an evolving market.
Program Objective
The goal was to equip our BDRs with a partner-focused framework that incorpo-
rated new methodologies and tools for effective collaboration. Delivery was built on
a blended learning method that included webinars, workshops, gamification, and
mentoring for the purpose of accelerating business growth with IBM partners.
Program Execution
Our business strategy has been to ensure that IBM is relevant to the needs of each
individual partner. To accomplish this strategy, we implemented an innovative,
partner-focused Business Development Execution Framework. The framework is
based on alliance management domain experience and industry best practices.
It emphasizes a new awareness to BDRs and their partner(s) using new tools and
templates to ensure true collaboration, new BDR skills, new methodologies, and
an emphasis on critical thinking. Along the way, we received tremendous positive
feedback that the approach simplified the steps and provided the BDRs with an
effective way to identify, manage, and develop relationships and opportunities.
The initiative was innovative in its delivery:
Our design equipped the BDRs with new knowledge through live webinars. (We»»
averaged over 100 participants for each webinar.)
The local workshops (some virtual, some face-to-face) were smaller in size than»»
the webinars. They allowed the BDRs to practice using the new partner-focused
tools and templates in an environment where they could ask questions from the
workshop consultant and from peers. This helped weave the lessons into the
fabric of how the BDRs worked.
We also provided manager tracks and post-workshop coaching/mentoring.»»
The online gamification (online games played after each of the five webinars)»»
was perhaps the most innovative aspect. BDRs using our gamification tool,
which included video, questions, and scoring, were incredibly excited and moti-
vated by it. It provided content reinforcement, and we heard many compliments
from BDRs, such as: “Learning is so fun with a game” and “Very creative way
to get us all smarter.” To further fuel friendly competition, we gave out prizes to
game winners.
Business Results
The initiative has given our EcoD organization a new, innovative way of working. We’ve
been able to link the learning content to codified practices and new partner-focused
tools and templates, thereby improving productivity and efficacy. In particular, we:
Moved our team from tools that they considered “necessary evils” to a frame-»»
work and tools that enable each BDR to efficiently capture critical partner and
market information, and, as mentioned above, to effectively identify, manage
and develop relationships and opportunities
Provided decision support in areas of understanding the partner’s context and»»
value messaging
Increased and improved IBM-partner collaboration (new initiatives, go-to-market»»
planning, governance, and execution)
We’ve broken ground at IBM with this multi-faceted, innovative approach to sales
channel enablement that truly delivered what our audience and partners needed.
BDRs have created new action/engagement plans designed
to accelerate business growth with IBM partners, thereby
driving $200-400 million in projected IBM revenue.
Enabling Sales Channels through the BDReadiness Series
IBM Enabling Sales Channels gold award

10. 10
Business Challenge
IBM participates annually in the National Retail Federation (NRF) convention
and expo – retail’s peak industry ‘moment,’ where 30,000 attendees from 60+
countries gather. In an era of clients expecting personalized experiences at every
interaction, IBM’s retail team had to evolve their presence. Instead of going deeper
into expanding presence at the conference, IBM’s retail team chose to leverage
IBM’s strongest assets: its technology, its processes, and its people. The IBM team
strategically applied these resources to create integrated, targeted, global, omni-
channel conversations that informed, involved and motivated stakeholders to take
action, (while harvesting relationships with prospects,) at every stage of the buying
process.
Program Objective
IBM wanted to enhance the client experience at NRF by recognizing and cultivating
the client journey before, during and after the convention, to ensure that:
New relationships were created with new audiences (lead nurturing and1.
identification)
Sales opportunities were identified and nurtured (demand generation)2.
Existing sales opportunities were progressed in the sales cycle (opportunity3.
progression)
The IBM brand was elevated, as a thought-leader and essential solution provider,4.
in the retail industry (brand awareness & trust).
Program Execution
IBM executed a strategy of interactive dialogs, called “conversations,” with clients
and prospects that could be continued long after NRF. Starting months before the
actual event, they launched a program of coordinated messages, delivered deep
retail expertise, and developed a thought leadership agenda via social media
blogs and tweets, personalized email campaigns, and through the IBM website.
Messages were amplified constantly, by using global IBMers to engage with clients
through social channels and inviting experts to create IBM retail blogs. At the same
time, IBM used a social listening tool to study, capture, and target external retail
industry influencers. Thus, a well-documented program of IBM key messages was
executed before, during, and after NRF. These messages were executed simultane-
ously, offline and online.
Drawing from within, IBM applied its own best-in-class marketing practices, client
insights gathered through analytics, and IBM software solutions (such as Unica), to
synchronize online email campaigns with offline activities. Weekly cadence meet-
ings were held to ensure key messages were coordinated and stayed on schedule.
Internally, the team communicated program objectives to the 5000+ IBMers who
are part of an internal retail community. IBMers from around the world got involved
and helped amplify the IBM NRF campaign.
Externally, IBM retail subject matter experts created, monitored, and participated
in conversations in LinkedIn, Twitter, YouTube, and the IBM Retail Blog. Meanwhile,
thought-leadership papers with the same key messages were being promoted via
paid content syndication where responders were being added to the program,
alongside leads from paid keyword searches on Google.
At NRF, offline activities included: tours of the IBM booth; IBM CEO Ginni Rometty’s
keynote address; conference and expo speaking sessions about IBM, their technol-
ogy, and their clients; and discussions with IBM business partners at their booths.
Online activities included: live twitter chats about big data and smarter commerce;
live tweets about new technologies and major announcements; photos from various
conference and expo activities; and live twitter feeds from the IBM social media wall.
Business Results
IBM’s marketing campaign for NRF 2014 proved to be a catalyst for client and
prospect engagement, bridging offline and online activities that extended past the
actual event. Some of the results include:
10.6% share of voice on the #NRF14 hashtag»»
1 in every 10 tweets on the NRF hashtag included IBM (average 50 tweets a»»
day or 2 every hour)
IBM hashtags reached 1,406 unique users, 4, 557 mentions and achieve 16.5»»
million impressions (over a 14 day period, before-during-after NRF)
Exceeded expectations for validated pipeline and sales opportunity goals»»
IBM’s retail blog increased its exposure by 1240% over the previous year»»
The net result? IBM’s retail team has grown into a powerful and influential
“marketing machine,” with a new focus on coordinated internal and external key
messages delivered both offline and online simultaneously with a new reliance on
the IBMer as a valuable vehicle for message amplification.
In summary, IBM transformed its approach from simple
lead gathering to personalized client touches at every
stage of the buying process.
optimizing online and offline marketing Diamond award
Using Synchronized, Global, Offline and Online “Conversations” to Enhance the Client Journey
IBM

11. 11
Business Challenge
Every year, leaders in business, politics, and civil society gather in Davos, Switzer-
land to attend the World Economic Forum (WEF). Traditionally, only delegates were
privy to the strategic conversations of the Forum, apart from information reported
by the media. Yet insight into WEF conversations is valuable to a worldwide audi-
ence.
In a competitive market, improving KPMG’s brand awareness is imperative. And, as
communication and business practices shift from offline to online, social media, in
particular, allows for greater brand awareness and client engagement.
Program Objective
World Economic Forum Live (WEFLIVE) was an innovative aggregation service from
KPMG International that distilled in real time the Twitter conversations from WEF
participants, media, and Twitter users from around the world. WEFLIVE set out to
extend the exclusive offline conversations happening in Davos to an online discus-
sion on a worldwide scale.
Given the success of WEFLIVE for two consecutive years, competitors were likely
preparing their own campaigns in 2014. A key goal for WEFLIVE 2014 was to
preserve its 43% competitive share of voice among key competitors from 2013.
Program Execution
KPMG’s Global Digital Marketing team led the campaign, but activities spanned
all cross-functional marketing and communications teams, and country member
firms, to promote WEFLIVE.com and play host to the conversation online. With
limited social media use among much of the target audience, it was important to
promote WEFLIVE across a diverse set of channels and formats using new and
proven tactics.
Online tactics:
Paid ads, including promoted tweets, Google AdWords»»
Outreach encouraging users to embed»» WEFLIVE widget
Increased social media efforts via the global and country member firm social»»
media accounts
Addition of»» WEFLIVE widgets to social media page of WEForum.org, the official
WEF website
Ongoing updates to the»» kpmg.com/davos page, including media coverage,
biographies of KPMG participants, and daily posts on key themes in WEFLIVE
discussions
Offline tactics:
Press releases prior to summit»»
Internal communications pre-, during, and post-event; comprehensive toolkit»»
for KPMG country member firms with digital and traditional templates for local
promotion
Large monitors displaying»» WEFLIVE, located outside of WEF meetings and
within the KPMG Lounge in Davos
WEF»» LIVE-connected interactive touch-screen monitor, in the hotel where WEF
participants could directly interact with WEFLIVE Twitter conversations/trends
KPMG also leveraged ‘social listening,’ allowing the organization to tap into
conversations surrounding WEF and respond nimbly with targeted paid ads and
messaging through social channels.
Business Results
Over its seven days of operation in 2014, WEFLIVE generated:
Over 150K tweets, of which 17K from»» WEF participants.
300K unique visitors and over 1M page views, up from 100K and 251K, re-»»
spectively, in 2013
An estimated audience of 33M, compared to 24.5M in 2013»»
47% share of voice for KPMG, up from 43% in 2013»»
60% share of voice among “Big 4,” up 59% from 2013»»
Increased brand awareness and 3% increase in followers»»
Traffic driven by referral sites including publications such as cincodias.com,»»
theguardian.com and telegraph.co.uk
70,000 visits to»» WEFLIVE.com from embedded widget
Attention of participants and positive feedback on the large interactive touch-screen»»
KPMG’s brand proposition is ‘cutting through complexity.’ WEFLIVE’s intuitive
filtering and customization features made it simple for users
to navigate large volumes of content and identify key themes
discussed at the WEF and around the world.
World Economic Forum Live
KPMG International optimizing online and offline marketing gold award

12. 12
Business Challenge
Hospitals, health systems, and physician organizations across the United States
are transitioning from the traditional, fee-for-service reimbursement structure to
a system where they are paid for keeping patients healthy and out of the hospital.
But most health care providers lack the information they need to survive under
such a system.
Health care providers have a rich data set accessible to them to accomplish the
above aims. This includes claims data that payers use for reimbursement as well
as clinical data from electronic medical records that they can run through analytic
engines to gain intelligence about their financial risk. Using this information, provid-
ers are able to focus their efforts on the patient populations that need the greatest
amount of help.
Optum, a leading information and technology-enabled health services business,
provides a sophisticated data and analytics solution to the health care provider
market. Although Optum’s advanced analytics solutions were well established in
the payer market, there was work to be done to bring the same brand and product
awareness to the provider market. As health care providers begin to take on
clinical and financial risk, Optum needed to quickly become more relevant to this
market.
Program Objective
Primary and secondary research helped Optum determine that health care
providers are restructuring their care delivery to meet the new demands of the
fee-for-value model. Accountable care organizations and providers engaged in risk-
based contracts with health plans utilize population health management and other
solutions to better coordinate care, avoid duplicative services, and provide higher
quality care at a lower cost.
According to a 2014 IDC Health Insights report, the data resources provided by
Optum One are “among the most significant in the industry,” and its analytics
platform is “among the most sophisticated analytics products in the market.”
However, the same report states that Optum’s greatest challenge is its relatively
small provider market footprint. Optum’s own research revealed that it needed to
strengthen its brand and increase the level of trust among providers.
On the heels of the successful use of content marketing to promote the launch
of its accountable care solutions, Optum decided to utilize content marketing to
educate, inform, and entertain the market.
Program Execution
Optum launched its “Game Changer” campaign, applying an extended metaphor
for using data and analytics to win at the game of population health management.
Optum developed significant thought leadership content deliverables that were the
core of the campaign: an eBook, six infographics, five playbooks, five videos, and
seven white papers. Each focused on one aspect of the campaign’s main market-
ing messages: Great data is better than big data; clinical (population) analytics
and risk (financial) analytics go hand-in-hand; and analytic technologies need to
integrate with care coordination and patient engagement platforms.
Optum planned in detail how to move prospects through the buyer relationship
stages.
The»» introduction phase of the campaign helped prospects recognize the need
for the good data and analytics only provided by Optum.
The»» educate phase promoted content focused on the Optum value proposi-
tions, positioned to address a provider’s problem areas, with tips and insights
aligned with how Optum would address their challenges.
The»» engagement phase scored the prospects’ interactions to establish the
level of engagement with the campaign content as a basis for further qualifica-
tion for sales.
In the»» connect phase, a marketing business development liaison performed
qualifying due diligence.
Business Results
In the months since the “Game Changer” campaign has launched, Optum has
garnered some impressive results. More than 1,100 prospects have downloaded
the Moneyball Analytics eBook, with hundreds more downloading other analytics-
themed content. Nearly 60 of these prospects have progressed through the sales
pre-qualification, resulting in seven open opportunities linked to pipeline of more
than $11 million in total contract value.
The numbers indicate that the content is successfully engaging prospects. More
than 400 prospects have interacted enough with the campaign to earn either a
one, two, or three lead score. And more than 50 percent of
the prospects have resulted from advertising efforts.
Optum Analytics Thought Leadership
Optum optimizing online and offline marketing gold award

13. 13
Business Challenge
In today’s competitive world where it is becoming much harder to get market
share, data-driven decisions are crucial. The Microsoft Enterprise Services Field
organizations have nearly 50 Field Marketers and over 600 Account Executives in
total. Considering the number of customers Microsoft has, and the large number
of Solution offerings, it is challenging for marketers and sellers to target a group of
customers for each Solution offering in an efficient manner, as well as to intention-
ally sell solutions across the broad portfolio. They always face two fundamental
problems: (i) which customer to target and (ii) what to sell to the customer.
Program Objective
The Enterprise Services Global Marketing team worked with Field Marketers and
Sellers and Corporate Sales and Solution Teams to learn how the targeting has
historically been done for each Solution workload. Previously, the targeting relied
on heuristic approaches done mostly through product opportunity data. The goal
was to attach services to product opportunities in the pipeline. Targeting through
this strategy typically did not go beyond traditional deployment services. In order
to grow the business, Enterprise Services needed to strategically target customers
who are likely to purchase complex solutions or multi-solution services.
The Enterprise Services Corporate Solution Teams and Field Marketers had the
appetite and need for a sophisticated data-driven methodology. To address this,
the Global Marketing team developed propensity models that allowed marketers
and sellers to prioritize what solutions to sell, as well as to right-size the time and
resource investment for each customer.
Program Execution
The Enterprise Services Global Marketing team engaged with each Corporate
Solution Team to learn about their businesses, customers, and targeting needs.
Services businesses are inherently complex and problem statements were needed
to define and build a targeting methodology. The goal was to find common attri-
butes that explain the historical wins in a successful and logical way.
After extensive data work including data pulling, data cleansing, segmentation,
variable selection, etc., the Marketing team worked with the Solution Teams to
ensure significant drivers in the data mining models were aligned from a business
perspective.
The statistically most powerful models were shared with the Solution Teams. To
make the data clear and actionable for Marketers and Sellers, High-Medium-Low
recommendations were assigned, providing a final, tangible representation of a
customer’s likelihood to purchase a solution or service.
The crucial part of this initiative was to earn the trust of the Solution Teams.
By explaining the methodology, in business rules and terms, it was possible to
get agreement that the developed model, and its key indicators, were the most
accurate way to predict customer behavior. Using the year-end performance of the
models, it was possible to get full support from the Solutions Teams.
Prior to the release to Field Sales, a significant effort was made to create a rich
user interface to make the recommendations more actionable for sales. This
includes a sales pipeline view where both sales and marketing can pull whitespace
opportunities and potential revenue, and assess their current pipeline. This real-
time view allows sales and marketing to prioritize resource and people allocations.
To drive sales adoption, the Marketing team partnered closely with Sales to
increase awareness and adoption of the tool. The adoption plan was intensive,
including mandatory SATT trainings; communications in newsletters, leader-
ship presentations, and Field visits; integration into key sales tools for account
planning, quota retirement, and quota management tool; and inclusion in Sales
Rhythm of Business Workbooks, consumed on a weekly basis by sellers and sales
management.
Business Results
Microsoft Enterprise Services’ Services Account Targeting Tool is the only tool in
Services that is derived based on sophisticated data mining models.
At the close of the most current Fiscal Year, Enterprise Services observed an
astounding 69% of closed revenue coming from SATT High-recommended opportu-
nities. Sellers saw a six-fold greater chance of progression of a lead to a qualified
opportunity in SATT High-recommended opportunities and nearly three times larger
per-account deal sizes. The power of the propensity models was outstanding based
on statistical measures in 2013 and 2014, with year-over-year model performance
improvements. In the next year, with over 400 users and
adoption across Sales, it is anticipated that model and KPI
performance will continue to increase.
Services Account Targeting Tool (SATT)
Microsoft Services improving impact with marketing technology and analytics Diamond award

14. 14
Business Challenge
IT customers are shifting away from capital expenditure to “by the drink” operational
budgets. This changes the entire deal profitability equation for traditional IT hard-
ware vendors. In this business climate, Cisco is sharpening our focus on new ways
to be significantly more agile and responsive to customer requirements for business
outcomes instead of just physical products. The Services organization is leading the
way in defining new models of value creation and recurring revenue generation.
For Cisco Services, changes in business models are both an opportunity as well as a
major challenge. Previously, we focused on traditional maintenance-oriented service
business. As we move to managed services, software, and consulting, marketing
needs to drive value realization by helping our customers use our products more
effectively and quickly help them resolve problems they have along the way. This
paradigm shift requires a different way of thinking about the role of marketing and
the importance of analytics in the organization.
Program Objective
The objective of the AIM Initiative is to enable Cisco Services to identify data-driven
innovations across the entire customer lifecycle, driving customer value and annu-
ity revenue growth. Our starting point was using market intelligence to understand
strategic shifts across the IT market, quantify risk and opportunity. Our initial
efforts used conventional sources of data to identify industry trends, customer
spend patterns, and our top sellers. The initial objective was to identify the market
shifts that were impacting Cisco’s business, using analytics to develop scenarios
on best case, mid-case, and worst-case scenarios.
We subsequently applied analytics to a vast store of previously untapped and
fragmented data: customer utilization data. Our objective expanded to address the
challenge of utilization and increase the customer’s perception of value, focusing
on new value creation by taking a holistic view of the customer lifecycle. AIM’s
innovative, insights-driven approach feeds insights to marketing efforts across
the Services organization, significantly increases the ability to target and leverage
installed base data, and breaks new ground in account penetration. AIM brings
focus to decision-making processes and executional initiatives that are essential to
profitable growth, sharper risk management and higher-performing portfolios.
Program Execution
Development of the AIM Initiative has been a journey of transforming ad-hoc
efforts into an analytics powerhouse. AIM was originally conceived to drive more
data-driven marketing decision making, with just two people working on this effort.
We started by tracking industry and Cisco-wide trends. We ran a massive amount
of analytics in a gradual build. We did one project after another, finding value,
and running more. At each step, we proved value and invested in manpower and
resources to build further.
AIM has grown to encompass numerous groups and people within Cisco Services.
We expanded our focus from marketing opportunity to the entire customer life-
cycle. Taking a phased development, we focused our analytics efforts to support
stages of the customer lifecycle and Cisco programs and business drivers which
address them:
Phase 1: Use data to understand market opportunities.»»
Phase 2: Use data to influence the customer purchase via demand generation»»
Phase 3: Use data to influence the customer decision to purchase via sales»»
enablement
Phase 4: Use data to influence the customers’ post-sale experience with Cisco»»
via consumption campaigns
Phase 5. Use data to influence the customer’s adoption, utilization, and value»»
via ongoing support interaction. This also generates leads and feeds back into
the cycle of customer purchase decision.
Business Results
As AIM-informed strategies take hold, Services revenues have increased as a per-
centage of product sales, increasing from 24% in FY12 to 29% in FY14. This helps
defend margins, contributes to bottom line growth, and positions Cisco to compete
in emerging recurring revenue business models.
AIM delivers hard results across the lifecycle, playing a large and strategic role in
driving the effectiveness and efficiency of Services marketing and sales. In the first
three quarters of FY14, we influenced $791M in pipeline, $275M in bookings, and
$575M in leads.
AIM contributes to improving the customer’s post-sale experience with better
analytics for case routing, resolution and follow-up. We’ve seen an increase in
customer satisfaction, and a 26% increase in loyalty from
customers who were previously dissatisfied with their
customer support experience.
Cisco Analytics and Insights-Driven Marketing (AIM) Initiative
improving impact with marketing technology and analytics gold awardCisco Systems

15. 15
Business Challenge
Juniper Networks’ largest customer was evaluating partners for its next-generation
virtualized and software-defined network. Securing a role as a partner in the new
network would significantly affect Juniper’s future success. In addition to the
revenue implications, the decisions that this customer makes reach deep into the
industry, as similar customers often follow their lead.
Program Objective
To become a next-generation network partner, Juniper needed to change the cus-
tomer’s perception that Juniper was a relatively small hardware vendor. Instead,
they wanted the customer to view Juniper as a strategic software partner that
could effectively support the customer’s future business.
In order to compete against larger companies with seemingly unlimited resources
and budget, Juniper needed to ensure that all of its marketing efforts were hitting
the mark—every time—and achieve maximum return on every investment. There-
fore, Juniper implemented a people-based, account-based marketing strategy
designed to deliver highly targeted marketing communications and activities at the
individual customer level.
Program Execution
Implementing a customer team model from various functions across the company
was one of the first steps that Juniper undertook. The company hired a dedicated
marketing manager to oversee the marketing activities in the account. Together,
the sales and marketing team demonstrated alignment that was truly unprec-
edented. They began by conducting extensive internal and external analysis to de-
velop a comprehensive view of the customer’s current and future state. Then the
team developed a three-year, integrated marketing plan, which was fully aligned
with the Juniper sales plan and the customer’s vision. The team never took its eye
off the longer term goal—filtering all distractions through the plan and focusing only
on those things that would further the cause.
As part of the planning process, marketing worked with sales to segment the
account contacts into three groups: decision makers, the circle of influence, and
the operational teams. Each contact was assigned a number called the Mindshare
Score. The scores were added to determine the account level Mindshare Score.
All of the account-based marketing work was designed to improve the scores over
time.
The key components of the execution strategy included a long-term communica-
tions plan, thought leadership through education, awareness building, and sales
enablement tactics.
The team developed a multiphase communications plan that included highly
targeted messaging for each specific individual’s role and Mindshare Score. The
communications were delivered through executive advisory boards, round tables,
briefings, newsletters, webinars and events. The team also delivered targeted com-
munications to the external circle of influence, including analysts, bloggers, and
technologists followed closely by the decision makers.
Instead of taking a traditional approach of developing a piece and then determin-
ing whom to send it to, Juniper started with the “who” question before working on
the “what.” Team members first determined whom they needed to reach based on
their current mindshare status, then developed the content. This helped ensure
that every single communication was hitting the right audience at the right time
with the right message.
Rather than focus on product-based content, Juniper focused its thought
leadership efforts on educating customers on new technologies and the
implications of those technologies. Targeted audiences received this content
through customized Innovation Day events, user groups, webinars, direct
marketing and 1:1 meetings. The marketing team also developed extensive
customer insight reporting to enable sales to bring extremely relevant messaging
to targeted individual customers.
Business Results
As a result of these efforts, Juniper was the second strategic partner selected to
move forward in the customer’s new network strategy, and the first in its competi-
tive set. Revenue from the account increased 30 percent year over year. Marketing
contribution grew to represent 30 percent of a multibillion-dollar pipeline. Market-
ing was further able to demonstrate a substantial increase in account mindshare.
Due to the success of this program, Juniper has expanded its ABM program into
other accounts and verticals. The results driven by this team not only helped
facilitate one of the best customer turnaround stories in the company’s history, but
also helped transform Juniper’s marketing organization to
become more customer focused and sales-aligned than
ever before.
Connected Sales and Marketing Delivers Account Transformation
Juniper Networks Accelerating Growth with Account Based Marketing Diamond award

16. 16
Business Challenge
Cognizant’s Manufacturing & Logistics practice’s diverse client base includes one
of the world’s leading Automobile OEMs based in North America. Our success with
this client was driven mainly by an innovative Account Based Marketing approach
adopted by the engagement team. This strategic approach helped Cognizant bring
greater business value to an important client by treating the account as a market
of one.
Program Objective
Our team conducted a unique, full-day event with the company’s senior executives
(called “Cognizant Partnership Day”) to map Cognizant solutions and capabilities
with key business technology challenges. The goal was to change the company’s
perception of Cognizant from a transactional vendor to a key strategic partner.
Project Execution
Our ABM approach with this account didn’t directly pitch Cognizant’s capabilities
and service offerings. The content was focused solely in an external view of
the Auto OEM’s existing state and strategic initiatives. It offered prescriptive
suggestions on next steps. We also adopted innovative practices such a
personalized web pages for participants, targeted messaging about the event
with delivery of related content, audience engagement using mobile-based
gaming aimed at portable handheld devices, and information kiosks to enhance
engagement. The entire campaign was tied together to deliver a consistent
message on the client’s future state strategy.
To ensure precision execution:
A core team of executives was identified from diverse Cognizant groups such»»
as: Business Consulting; Mobility Practice; Emerging Business Accelerators;
Social Media, Analytics, Mobility & Cloud Center of Excellence; Engineering &
Manufacturing Systems; and Manufacturing & Logistics
Relying on key point persons of each group ensured executive buy-in within our»»
organization, demonstrating our leading-edge capabilities and our commitment
to the event
Consistent messaging and event buzz was driven by creating a shared identity»»
for every interaction with the client, ‘save the date’ mailers, and an innovative
web page
The Cognizant Partnership Day itself featured exclusive talks presented by our
leadership on a variety of topics shaping the auto industry (mobility, social media,
emerging automotive technology). Our mobility presentation, for instance, featured
our proprietary, custom-developed mobile apps, which were delivered through
portable devices given to the audience. This ensured the highest levels of audi-
ence engagement and partnership.
We also set up information kiosks on each of the core focus areas, where partici-
pants could gain specific information on the topic and also engage in meaningful
one-on-one interactions with our leadership team and subject matter experts.
Business Results
In addition to 100% year-on-year revenue growth, with a headcount growth of about
the same rate, this program delivered the following results:
Multiple prospects and follow up calls in Mobility, Analytics, Agile development»»
and Engineering, a 500% increase in demand
Cognizant now involved in all of the client’s major strategic business initiatives,»»
a 400% mindshare increase
A 500% increase in new services opportunities 300% increase in new executive»»
meetings
Now shortlisted for every service opportunity (a 500% increase) and in some»»
instances preferred vendor
Change in perception from vendor to thought leader, taking conversations with»»
leadership to the next level
Opportunities to engage with multiple product groups, multiple levels of the»»
organization, and different functional lines
Client invites for pursuits in multiple lines of business of the client organization»»
are now commonplace, including engineering, automotive technology, business
consulting and mobility
Cognizant has been chosen as a preferred partner for the client’s mobility»»
projects.
In addition to now being among the top 5 accounts in the Manufacturing & Logis-
tics practice, this account consistently topped our annual customer satisfaction
surveys conducted across all engagements. It has scored
about 7% higher than the average customer satisfaction
score of clients in our Manufacturing & Logistics practice.
100% YoY Growth in Revenue Leveraging an Innovative ABM Approach
Cognizant Technology Solutions Accelerating Growth with Account Based Marketing gold award

17. 17
Business Challenge
Marketers have often struggled to prove their value to the business. In recent
years, advances in marketing technology have given marketing groups an easier
way to link their activities to revenue. But these advances have also led to an
explosion of marketing tools, and being an expert in a few of them is no longer
enough.
Innovative marketing teams realize that the key to reporting marketing ROI lies
with integration. That’s why CSC built its Digital Marketing Dashboard. After two
years spent creating a digital ecosystem of 50+ systems that can produce thou-
sands of reports, CSC recognized it needed to deliver data in a more organized
way.
Program Objectives
CSC created its Digital Marketing Dashboard in less than a year. While the task
was complex, the dashboard’s goal was simple: provide a high-level summary
of key marketing metrics to anyone with a login. Once functional, the dashboard
would help CSC marketing break its habit of siloed analysis and reporting.
Powered by GoodData, the dashboard would link to CSC’s Web content manage-
ment system, Eloqua, Adobe, and other tools, and be updated automatically. To
ensure that it would be used, the dashboard needed a simple user interface and
at-a-glance style reports that were easy to understand for audiences ranging from
content managers to executives.
CSC needed a centralized place where all the company’s sales and marketing key
performance indicators (KPIs) could be displayed. The dashboard would enable
users to see what marketing is doing, but the process of building it also helped
CSC define those core KPIs.
It was challenging to aggregate data from various sources. Equally as challenging
was getting people to agree on which data to report. For the dashboard’s overview
tab, CSC shows the leads-to-cash process. The dashboard also shows the number
of marketing leads generated, total contract value (TCV) from closed deals, and the
pipeline created.
Program Execution
The first step in building the dashboard was aligning on the KPIs for CSC. The
company’s marketing team developed a shared spreadsheet broken up into
worksheets. One sheet corresponded to the overview tab, showing the core KPIs
for digital marketing. Beneath those were other groups: content, social, Web, etc.
The team added KPIs into the spreadsheet that made sense for each group, and
then regrouped to refine them later.
One of the goals CSC had for this dashboard was keep it to 10 reports per area.
The team determined what key areas were in need of reporting and limited the re-
ports to pieces that would tie back to the core KPIs. After the team agreed on what
they should report on, the members started pulling the data and integrating it.
“What causes most of these projects to fail is getting the data integration working,”
said Chris Marin, director of digital marketing platform & analytics at CSC. “Each
system operates in isolation — so just getting the data out and merging it is hard.
You need to have common keys across all those systems.”
Ensuring consistency across systems is best exemplified with CSC’s campaigns,
which begin in Eloqua. Emails are sent via Eloqua, respondents click on links in
those emails, and the links contain campaign codes that feed data into Adobe
analytics. The dashboard reports the outcome of that sequence relative to a
campaign, and that works only if proper campaign identifiers cross boundaries
between systems.
Business Results
After its launch, CSC’s Digital Marketing Dashboard became available to hundreds
of marketing professionals. Soon after, CSC defied a traditional silo mentality of
“a marketing dashboard is just for marketing” and opened it up to a global sales
force.
“We’re bridging the gap between sales and marketing — and not just to provide
them with actionable information but also to prove the value of marketing and
give sales a glimpse of that earlier part of the customer journey they didn’t have
before,” Marin says.
The dashboard is the go-to place to measure marketing success. CSC can now
view marketing campaigns side-by-side to see what’s working and how campaigns
compare in terms of performance — a capability not possible before.
Digital Marketing Dashboard
CSC Measuring and Communicating Marketing Performance Diamond award

18. 18
Business Challenge
A recently released study titled “What Keeps Marketers Up at Night?” reflects that
while brand building is the most important topic to marketers, the biggest gap is
measurement. Marketers don’t know how to quantify their success. A year ago,
HCL’s strategic marketing team was struggling to find a consolidated reporting
structure that could measure effectiveness of all marketing activities. Issues faced
by HCL’s Marketing unit were: presence of multiple disintegrated dashboards,
unstructured lead management process, absence of proper lead attribution model,
and claims by multiple teams on a single lead.
Program Objective
The objective of creating a consolidated marketing dashboard was to measure
overall marketing performance and its impact on the funnel generation. “One
Marketing Dashboard” served the purpose of quantifying all marketing activities
& provided a better understanding of channel attribution mapped with leads thus
enabling performance-aligned budget allocation and early identification of gaps to
improve marketing performance.
Program Execution
The basic idea of creating a one-marketing dashboard is to capture all marketing
campaign metrics, categorize, and report them on the basis of AIDA framework.
One of the important aspects is strengthening the existing lead management
module. In addition to strengthening the lead management process, various
innovative techniques like implementing social sign-on for lead forms and enabling
real time account intelligence further helped enriching lead details and empower
sales with powerful marketing data.
The campaign metrics are obtained every month followed by identification of the
correct source of each and every marketing generated lead through Salesforce
dashboards. As soon as a lead gets recorded, it’s scored and sent to sales team on
the basis of key parameters within SLA of 4 hours. In case of lead generated from
online channels, the visit intelligence (visit source, medium, pages viewed and time
spent) is also tracked.
The next step involved is assigning it to the right audience. The factors taken into
consideration while allocating a lead include the region from which the lead was
generated, whether it came from an existing account or a new account, the type of
service required, and the industry to which the company belongs.
A marketing qualified lead (MQL) is now sent to sales. In order to track the
movement of the MQL, HCL devised a stringent follow-up process with a proper,
well-defined escalation matrix. With timely follow-ups on MQLs, HCL marketing
is able to track lead stages closely. Rejected leads are recorded along with
the rejection reason into the Salesforce, which further helps in devising an
appropriate nurturing strategy. The marketing lead life cycle management process
required constant communication and tight integration between several internal
teams including field marketing, sales, delivery teams, pre-sales, advisory, and
partnership teams. For leads that move to the sales qualified zone, there’s a
provision to capture the value they are contributing to the marketing funnel.
Business Results
With the integrated marketing dashboard and new lead management &
measurement process, HCL is able to quantify marketing efforts. It not only opened
gates for an open feedback mechanism but also helped optimize processes. The
process led to funnel realization from digital and non-digital marketing campaigns.
Metrics like page views and bounce rate highlight the key content pieces to focus
on. The measurement provided metrics that helped correlate performance with IT
industry benchmarks.
The integrated dashboard and lead management module also made sales collabo-
rate closely with marketing for targeted advertising, digital and print penetration on
all platforms and best in class artifacts for deal pursuits.
Highlights:
HCL digital marketing generated $1billion funnel last year»»
Paid campaigns and account alerts influenced $250 million worth of deals»»
Approx. 18% of marketing qualified leads convert into sales qualified leads»»
HCL has been able to increase talent brand index on LinkedIn from 9% in FY13»»
to 11.2% in FY14 through various initiatives
HCL is number 1 in content marketing score by LinkedIn in European Union»»
region for Large Enterprise BDM audience amongst peers
The consolidated marketing dashboard provides a single marketing view to top
management and at the same time helps optimize the
internal processes as well.
Measuring Marketing Impact
Measuring and Communicating Marketing Performance gold awardHCL Technologies Ltd.

19. 19
EY - EY’s 5: Insights for Executive’s Series (Diamond Award)
EY’s ‘5’ series is a thought leadership program centered on 1,200 word pieces answering five key questions on hot-button business topics: What’s the issue? Why
now? How does it affect you? What’s the fix? What’s the bottom line? Combined with short videos and slide decks for client meetings, the ‘5’ series has become
the foundation of EY’s demand generation campaigns for its Americas Advisory services. The results have been a significant boost in revenue and pipeline (in one
case from flat growth to 125% of target), extended brand recognition and reputation among clients, and better integration between EY’s different services.
CSC - CIOs Chart Higher Course with CSC’s Barometer (Gold Award)
CSC transformed its CIO Barometer, an annual regional research project, into a highly coordinated global campaign. The content is now available in several lan-
guages and formats, including a downloadable PDF, a print edition, infographics, videos, Town Halls, social media, and through traditional face-to-face meetings,
events, and CIO roundtables. CSC also created a CIO Barometer microsite that offers a highly interactive way of not only viewing key data, but also comparing and
contrasting data over time and in different regions. The results of the campaign dramatically exceeded the firm’s projections, delivering tens of millions of dollars
in marketing-sourced total customer value.
Optum - Leading with Thought Leadership: Optum Resource Center for Health & Well-being and the Annual Wellness in the Workplace Study (Gold Award)
With the goal of raising Optum’s thought leader position among employers, the marketing team created the Optum Resource Center for Health & Well-being (ORC),
a platform for delivering research-based insights, trends and perspectives about important health care issues impacting employers. The employer market team’s
search for a high-impact, thoughtful and newsworthy approach resulted in the Optum Annual Wellness in the Workplace Study. Now in its fifth year, the study gener-
ates significant sales pipeline touch points, speaking invitations for conferences, and thousands of dollars in earned media coverage. It also positioned Optum as a
thought leader in the employer market. http://www.optum.com/employers/resource-center.html
Cognizant Technology Solutions - Code Halos: How the Digital Lives of People, Things, and Organizations are Changing the Rules of Business
Companies in every industry, globally, have an opportunity to create unfair advantage by applying insights distilled from Code Halos, the digital code swirling
around people, processes, organizations and devices. Through deep research, Cognizant’s Center for the Future of Work developed the Code Halo™ metaphor and
a framework to help business leaders understand historical precedent and advance their digital agendas. Code Halos debuted as a whitepaper, followed by a rich
media app and an award-winning business book (30,000 sold to date). An integrated global PR and marketing campaign delivered hundreds of pieces of coverage
and leads, elevating Cognizant’s value proposition, worldwide. www.cognizant.com
Cisco Systems, Inc. - Cisco Services Perspectives: An Integrated Thought Leadership Platform
To build awareness about the breadth and depth of the Cisco Services portfolio , the Services Field Marketing team aggressively invested in thought leadership.
We created the Services Perspective thought leadership magazine and online platform to showcase thought leadership from our Cisco Services executives and
highlight the business goals obtained by our customers. Insights and planning strategies focus on ‘Internet of Everything’ enablers: cloud, mobility, security and big
data. Program assets include a quarterly syndicated magazine; an online multimedia portal containing articles, webinars, videos, white papers, and calls to action;
and amplification across a wide range of social media channels. www.ServicesPerspectives.com
Driving Business with Thought Leadership 2014 Marketing Excellence Awards finalists

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Wipro - Monetizing Insights through Integrated Storytelling
Last year the main objective of Wipro’s Thought Leadership (TL) program was to monetize thought leadership and drive brand impact, influence, and revenues. In
FY14, the Thought Leadership program has helped generate new business worth US$15 million and has added another US$25 million to the sales pipeline. In ad-
dition to this, the sales enablement exercise has reached 1000+ customer facing executives across 150+ accounts which contribute to revenue of US$ 3+ billion.
It has also helped accelerate growth in existing accounts by approximately 15-20% and increased the rate of opening new doors by 25%. (Flash presentation 3Mb)
Amdocs - Driving Sales Enablement with New Learning and Content Channels (Diamond Award)
Amdocs was faced with the challenge of successfully educating a fast-growing, global sales force about a constantly changing portfolio of products, services and
solutions, and providing them with extensive sales collateral when they’re mostly situated in remote locations or small offices. In response, Amdocs developed two
innovative channels to help customer-facing teams learn and prepare for sales engagements quickly, easily, and from anywhere: Sales Point consolidated 30 sales
sites to become the primary online knowledge resource for Sales, 80% of whom visit each quarter; the Sales Business Academy dramatically reduced training
costs and has been used by over 90% of Sales.
BT Global Services - KAM: The Next Generation of Customer Insight & Account Planning (Gold Award)
BT Global Services’ Key Account Marketing (KAM) programme has been re-launched in 2014 to deliver a more innovative, intuitive, and enhanced service. It is an
online portal that brings together customer insight and account planning, keeping crucial information in one place. It supports 1300 accounts and distributes real-
time news and social media content at an executive, company, and sector level. Customer insight is tailored enabling sales to talk knowledgeably to their custom-
ers. Account development plans (ADPs) can be edited in real time, enabling global sales collaboration and planning.
IBM - Enabling Sales Channels though the BDReadiness Series (Gold Award)
In order to address changing markets, buyers and technology, IBM’s Ecosystem Development organization rolled out the global BDReadiness Series. The goal
was to equip IBM Business Development Representatives (BDRs) with a partner-focused framework that incorporates new methodologies and tools for effective
collaboration. The series addresses the need to reinvent knowledge, skills, and behaviors in order to develop new business opportunities and deliver true value
to partners. The innovative approach delivers “blended learning” that includes webinars, workshops, gamification and mentoring, resulting in 140 action plans
designed to accelerate business growth with IBM partners, thereby driving $200-400 million in projected IBM revenue.
HCL Technologies Ltd. - Enabling Sales Channels
While most companies source leads through sales, analysts, advisors, events and conferences, and cold calling, HCL identified an unconventional channel that
is uniquely positioned, to proactively tap into customer requirements and convert them into opportunities—our delivery employees! HCL initiated the LeadGen
program to give these employees a platform to submit information that is relevant in creating business opportunities for HCL. In FY14 alone, LeadGen contributed
to 5.8% of HCL’s revenue, converting 664 leads to bookings worth USD 317 million. By FY17, it aims to reach USD 1 billion in bookings. LeadGen
exemplifies our culture of grass-roots, business-driven, customer-focused innovation—ideapreneurship™.
Enabling Sales Channels
Driving Business with Thought Leadership (continued) 2014 Marketing Excellence Awards finalists

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Tata Consultancy Services - Driving Sales Effectiveness through Simplification & Mobility Solutions
Tata Consultancy Services has improved its Sales Effectiveness by simplifying and digitally reimagining its sales systems for the future. The simplified sales model
enables the 3000+ sales teams to focus on their core activities, creates an eco-system to nurture collaboration, and uses innovative, non-traditional methods for
information consumption, communication and competency building. The system also captures interactions and translates them into insights and actionable sales
strategy. This transformation enabled TCS to increase qualified leads by over 200%; increase the leads to deals conversion ratio by over 150%, and increase Q-o-Q
sales activities by an average of 15% in FY14. www.tcs.com
IBM - Using Synchronized, Global, Offline and Online “Conversations” to Enhance the Client Journey (Diamond Award)
To seamlessly create integrated, targeted, global, omni-channel client conversations, IBM capitalized on our strongest assets: technology, people, and processes.
Effective channels, both on- and off-line, resulted in an immersive client experience. Contact initiated through multiple starting points—paid media search words,
content syndication, the IBM retail blog, a response to a twitter posting—all drive to action points, such as IBM’s retail landing page on www.IBM.com. Bottom line:
IBM transformed its approach from simple lead gathering to personalized client touches at every stage of the buying process.
KPMG International - World Economic Forum Live (Gold Award)
World Economic Forum Live (www.WEFLIVE.com) was an innovative Twitter aggregation service from KPMG International that distilled in real time the Twitter
conversations from WEF participants, media, and Twitter users around the world. WEFLIVE involved the collaboration of marketing and communications teams
across the KPMG global network. With a truly integrated campaign, and the service’s enhanced data visualization features, WEFLIVE was tremendously successful,
beyond its 2013 achievements. WEFLIVE continues to mark a new era for digital dialogue, as the world’s window into the annual meeting in Davos.
Optum - Optum Analytics Thought Leadership (Gold Award)
Optum, a leading information and technology-enabled health services business, provides a sophisticated data and analytics solution to the health care provider
market. Although Optum is competing in a crowded field, a content-focused marketing effort—developed after extensive market opportunity, persona, and focus
group research—increased Optum’s visibility and demand for its solution. The campaign showed how Optum could help organizations take advantage of big data
through advanced analytics and a better strategy for managing population health. Using a combination of “push” and “pull” marketing tactics, the campaign has,
in three months, generated sales opportunities worth approximately $11 million.
Dell India Pvt. Ltd. - Dell India Destination Mars Game
In an endeavor to highlight their end-to-end technology solutions in India, Dell launched “Dell India—Destination Mars Contest”. Based on the Gamification concept,
this innovative 15-day campaign helped customers learn about Dell solutions by playing a custom-designed, interactive IT game to build a space station on Mars
using Dell solutions. Users could share their scores with friends and colleagues via Facebook thus ensuring viral reach and participation. The game attracted 1.8
million users on Facebook and generated 90 potential sales enquiries. Within a limited budget, the activity delivered strong impact and engage-
ment with the audience.
optimizing online and offline marketing
Enabling sales Channels (continued) 2014 Marketing Excellence Awards finalists

22. 22
improving impact with marketing technology and analytics
Cognizant - The Future Belongs to Those Who Challenge the Present
Cognizant developed the “Keep Challenging” communication platform to build passion and confidence in the new digital era. A single concept launched both
internally and externally to establish a more differentiated and cohesive brand approach, “Keep Challenging” is a rallying cry designed to ignite the entrepreneurial
spirit among employees and clients alike. Using both traditional methods (such as posters, print ads, and TV) and digital channels (including digital ads, email,
and social media) has significantly increased awareness, elevated brand perception, and driven internal and external engagement. We believe this campaign will
continue to inspire global audiences to accomplish great things. www.cognizant.com
Microsoft Services - Services Account Targeting Tool (SATT) (Diamond Award)
Microsoft Services wanted to move beyond traditional deployment services into complex, multi-solution services. With over 650 Marketers and Sellers, many
accounts, and multiple offerings, empirical targeting became crucial. The Services Account Targeting Tool (SATT) uses sophisticated data mining models to identify
customers likely to purchase complex services. SATT also helps to prioritize what solutions to position to each customer using actionable sales recommendations.
By last fiscal year end, 69% of Services’ closed revenue came from SATT High-recommended opportunities. Sellers saw a six-fold greater chance of progressing
SATT high-recommended leads to qualified opportunities and nearly three times larger per-account deal sizes.
Cisco Systems - Cisco Analytics and Insights-Driven Marketing (AIM) Initiative (Gold Award)
The Cisco Analytics and Insights-Driven Marketing Initiative (AIM) drives a data-driven approach across the entire customer lifecycle of services. AIM analytics are
applied to influence 1) purchase decisions via sales enablement and demand generation; 2) post-sale experiences with Cisco via consumption campaigns; 3)
customer adoption, utilization, and value via ongoing support interaction, which in turn generates leads and feeds back into the customer purchase decision. This
innovative approach uncovers new services opportunities and enables Cisco Services to be significantly more agile and responsive to customer requirements. AIM
contributes to profitable growth, sharper risk management and higher-performing services and product portfolios.
HCL Technologies Ltd. - #CoolestInterviewEver
#CoolestInterviewEver is a first-in-class disruptive campaign which leveraged Twitter for end-to-end recruitment. This campaign not only made the hiring process
more exciting for the candidates and cheaper for the organization but also succeeded in making the entire process more transparent by making hiring a two-way
conversation on Twitter. A total of 88,000 applicants across 102 countries were interviewed in 15 days through this massive campaign. #CoolestInterviewEver
successfully established HCL as a progressive organization among gen Y and made HCL the most followed organization on Twitter among IT companies. This
campaign has so far been covered by over 60 global publications.
Dell Inc. - Dell Inc. Media Mix Modeling and Online Fractional Attribution Initiative: Optimizing the Transactional Marcom Investment & Spend Process
for Maximum Business Impact
Over 70% of Dell’s customers now use multiple channel touch-points throughout the conversion cycle, making a deep understanding of the evolving customer
journey crucial for Dell. To achieve this understanding Dell developed a robust Advanced Attribution methodology - integrating a top-down Media Mix
Model with a bottoms-up Attribution Model. Integrating media and customer data helped Dell identify operational synergies between budget planners
and vehicle performance managers. This ongoing granular measurement of performance allows marketers to deliver the right message to the right
customer at the right time via the proper channel or vehicle, thus continuously optimizing sales and marketing effectiveness.
Optimizing Online and Offline Marketing (continued) 2014 Marketing Excellence Awards finalists

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Juniper Networks - Connected Sales and Marketing Delivers Account Transformation (Diamond Award)
Juniper Networks was at a pivotal turning point with one of its largest customers as the customer evaluated partners for their next-generation network. Juniper
Networks’ marketing and sales teams joined forces to implement a fully-aligned, comprehensive, account-based marketing strategy designed to demonstrate in-
novation, shared visions, and commitment to high-quality execution. As a result of these efforts, the customer selected Juniper Networks as a partner to help them
move their new network forward. Revenue from the account grew 30% year over year; marketing contribution represented 30% of a multi-billion dollar pipeline; and
mindshare within the account increased over 20%. www.juniper.net
Cognizant Technology Solutions - 100% YoY Growth In Revenue Leveraging an Innovative ABM Approach (Gold Award)
As a leading provider of IT, consulting, and BPO services, Cognizant strives to help clients ignite their entrepreneurial spirit and realize the promise of today’s
technologies. Our ABM effort is a great example. By treating our relationship with a leading North American automobile OEM as a market of one, we delivered
enhanced business value in record time. The result: Cognizant is now a key strategic partner of this client.
This program delivered the following benefits:
100% YoY growth in revenue.»»
500% increase in demand.»»
400% net increase in mindshare.»»
500% increase in new services opportunities.»»
300% increase in executive meetings.»»
www.cognizant.com
Oracle - Oracle’s Account-Based Marketing Supports a Major New Deal
Oracle applied account-based marketing (ABM) to underpin a major new deal with a large enterprise customer. Using ABM best practice, Oracle tailored the
marketing lifecycle to support the account, including: planning and customer insight, messaging and proposition development, multichannel content and communi-
cations, and engagement with exec-level decision makers.
From the get-go, Oracle’s goal was to support each step of the buying journey. This shaped an end-to-end approach across the decision-making process – to
ultimately influence the success of a multi-million dollar deal.
KPMG LLP - Creating an HR/Diversity & Inclusion Partnership to Expand Footprint
KPMG’s marketing account management team continuously searches for unique ways to expand our footprint with clients through brand awareness and relation-
ship building. We identified an opportunity with the HR/Diversity & Inclusion group at our clients and took an approach to integrate both KPMG and the client’s
Diversity Networks by sharing best practices and joining forces around similar initiatives. We’ve created a sustainable partnership through various events, commu-
nications, non-profit organization support, and “people connecting” touch-points. As a result, KPMG’s brand awareness skyrocketed and we’ve had
meetings and opportunity discussions with executives that we would not have previously come in contact with. www.us.kpmg.com
Accelerating Growth with Account Based Marketing 2014 Marketing Excellence Awards finalists

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CSC - Digital Marketing Dashboard (Diamond Award)
Innovative marketing teams realize the key to reporting marketing ROI lies with integration. That’s why CSC built its Digital Marketing Dashboard. After two years
creating a digital ecosystem of 50+ systems that can produce thousands of reports, CSC recognized it needed to deliver data in a more organized way. CSC created
its Digital Marketing Dashboard in less than a year. While the task was complex, the dashboard’s goal was simple: provide a high-level summary of key marketing
metrics to anyone with a login. Now functional, the dashboard helps CSC sales and marketing break its habit of analyzing and reporting in silos.
HCL Technologies Ltd. - Measuring Marketing Impact (Gold Award)
HCL’s need for integrated marketing measurement led to the creation of the “One Marketing Dashboard” built on AIDA framework. The Dashboard is used to
demonstrate to the company’s leadership the contribution of marketing activities on the overall funnel generation. Top level executives are able to see a single view
of marketing performance, plan budgets on result-oriented campaigns, and create a sense of urgency by mapping market share vis-à-vis competition. It further
resulted in a better understanding of channel attribution mapped with leads, thus enabling performance-aligned budget allocation and early identification of gaps
to improve marketing performance.
Wipro - Measuring What Really Matters
Services marketing’s shift in focus to driving business outcomes increases the need to monetize marketing programs. At Wipro, this approach has been very
clearly defined by the CEO and senior leadership to treat marketing as a market creator and a revenue generator. The Thought Leadership program successfully
demonstrates tangible and result-oriented outcomes. In FY14, Wipro’s Thought Leadership program has helped generate new business worth US$15 million,
added US$25 million to the sales pipeline, accelerated growth in existing accounts by 20% and increased the rate of opening new doors by 25%.
Measuring and Communicating Marketing Performance 2014 Marketing Excellence Awards finalists

25. ITSMA specializes in helping companies market and sell services and solutions. As a membership
organization, we work with the world’s leading technology and professional services firms to
generate new business, strengthen customer loyalty, and increase brand differentiation.
Learn more at www.itsma.com.
1.888.ITSMA92 (Outside the U.S. +1-781-862-8500)
91 Hartwell Avenue | Lexington, Massachusetts 02421 | USA
www.itsma.com/news/2014-mea-winners/