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IBM Influence Program

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julian gottke

on 28 November 2013

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Transcript of IBM Influence Program

Internal Perspective
..we are leaving the internal perspective..
Brand Perception
Creating and using social media platforms but they failed
> Bajaj announced she would rather not be on Facebook than have five fans

Failed to use blogging until 2009 which reduced the brand perception, exposure, coverage and influence on purchase significantly
Internal Capabilities and Resources
Limited Resources
IBM failed to understand their customers along with their brands strengths & weaknesses

The company failed to understand customers were in different segments based on individual needs
(Rational, WebSphere, Tivoli, Lotus and Information Management)
Customer Insight
I will not be able to spend the kind of dollars on branding IBM software that we spent on branding "Smarter Planet".
Possible Approach
Use internal bloggers as a major source of internal capabilities
Goal Performance
Two main objectives
Create a digital strategy to increase brand perception & to create technology evangelists
Build communities around the IBM software brands to establish expertise, increase mindshare & influence purchases
1. Where is IBM ?
2. Where do they want to be and why
Internal Capabilities and Resources
Limited Resources
I will not be able to spend the kind of dollars on branding IBM software that we spent on branding "Smarter Planet".
Possible Approach
Use of bloggers is a major source for utilizing internal capabilities
Need a shift from advertising to Digital Influence
> become a digital influencer to increase share of voice of their brands (via social media)

Goal for IBM
: create a loyal customer base, create evangelists
The Shift
Worked for the past 5 years
(share of reach of all brands improved > Lotus 1,933%)
now sustainability is needed

IBM wants to reach their target audience directly
Want to influence their target audience in an online context

Build communities around IBM software, establish expertise - connectivity & community influence
> increase mindshare (greater share of thinking; people should spend more time thinking about IBM and its products)

> influence purchase decisions, interaction, because people in a group are easier to influence

higher visibility of their software products

2. How to get there
Key Steps
Launching the digital influence program
Started blogging in 2009
Hired Ogilvy in 2010

“help rethink the social media strategy in a well-defined timeline and create mind space among customers through digital listening and influence”

· Established relationships with key social media influencers who wrote blogs
· Provided these bloggers with training
· Before they launched the program needed to know customers perception of IBM
Launched the ‘listening experiment’
Listening Experiment
Social media platforms were becoming upcoming important mediums
Sharing was the best possible strategy for gaining visibility in the social media space
Strategies to writing a blog were different to other social medias

Developed four tips; be short and concise, cater to a wide audience spanning the globe, unbiased and contemporary writing, care needed to be exercised.
Internal and external bloggers
The aim for internal SME’s was to generate conversation

External bloggers were mainly B2B focused, who were potential influencers for the brand and had a strong presence and relevance in the social conversation space

Bloggers influence was measured by blog volume per brand, volume of tweets, quality of tweets, volume of posts per SME, social media activity per month and active vs. passive SME performance
Mixture of evaluation and embracing type of blogs
IBM and Blogging
Between 2010/2011 250 blogs were written in six months by 25 IBM employees
IBM software share of voice in the digital space went from 0-14% without any advertising
Investment in the project represented 10-12% of the company’s overall brand marketing budget for fiscal year 2010/2011.
Membership across the channels increased 300%
Activities across social media created a loyal customer base
By 2011 SMEs had increased from 75-95 and share of reach for all brands showed substantial improvement.
IBM share of all blogs increased from 16.6% in June to 46% in Nov 2010. The average mention of brands grew by 2,280 per cent between June and Nov 2010. An increase of 20% in those months was seen for the share of voice.

Monitoring Performance
Where to next?
blogging challenges
consumer preferences were changing
...she wondered should IBM “continue with existing strategies or amend those strategies in favour of speedy and higher visibility of its software products”
Generate a more vocal appearance on
Facebook (1.19 billion active monthly users)
Twitter (105 million users)
Create online communities → the various software brands can engage and communicate with their consumers using the #
Potential source of customers
Improve their share of reach
Increase online sales
Develop relationships with their consumers
Brand loyalty
Weak correlation between popularity and influence
Quality / Quanity
Twitdraw.ie Measures for identifying influential tweeters: indegree, retweets and mentions
Train these tweeters as they did the bloggers
Group 5
Christine Healy
Sinead Taylor
Amy Sheils
Julian Gottke
IBM - Digital Influence Program
Thank you for your attention.
Net Promoter Score
Questions facing Bajaj
1. Where is IBM now
2. Where do they want to be
3. How do they get there
4. Where to next
Full transcript