IBM Social Strategy & Content Approach PPTX

SOCIAL STRATEGY & CONTENT APPROACH

Define your objectives. What is the challenge you are looking to solve by communicating across social channels? Research your audience. Who is this audience, what do they like, how should we talk to them/engage with them? Define your audience on social platforms. How will you translate the audience segments into targetable options within social platforms? Build a strategy. Tell us how you would engage with audience(s) on social before, during, and after the event? What platforms would you use? Which tactics? What assets will you need to fulfill the social ecosystem? Build a measurement plan. What does success look like? How would you track it? BRIEF Business Review 1

Business Review 1 Consideration I ncrease consideration of IBM Watson amongst C-Suite, ITDM’s, and Developers Awareness Increase unaided awareness and perception that IBM Watson as a big data leader that can help drive results for their client’s business Enable content to becomes a key source of information via partnerships, the social web, and during key time periods Encourage internal SME’s and key influencers to increase initial adoption rate within next 1-3 months leading into the event Extend visual learnings of IBM Watson’s cloud capabilities beyond a sales led approach Create a reward system for early adoption , participation, and thought leadership/ influencer lead success stories Drive engagement surrounding IBM Watson’s World of Watson event, and increase attendee consideration amongst key stake holders Drive education on the importance of client partners using IBM Watson to drive more rapid innovation through their products and services Drive awareness on a range of private and hybrid cloud capabilities Grow category by driving trial through awareness and engagement OBJECTIVES BUSINESS MARKETING & SOCIAL MEIDA COMMUNICATIONS MEDIA

1 2 3 BUSINESS REVIEW DIGITAL CAMPAIGN EFFECTIVE & ECONOMETRICS RESULTS COMPETITIVE INSIGHTS CONTENT CATEGORY STRATEGTY 4 CONSUMER INSPIRED BUSINESS CHALLENGES 5 ANALYTICS & INSIGHTS Identify higher order priority barriers Guide planning strategies based on competitive activity Account for content that provides an education and encourages engagement, encourages trial usage, event attendance/ participation Understand state of affairs to ensure correct focal areas in upcoming months ASSES PROVEN VEHICLES TO INFORM MEDIA CHOICES AND INCREASE SALES POTENTIAL OF PLAN Help guide choices based on data activities and content optimizations 6 Asses proven vehicles to inform media choices and increase sales and web traffic Business Review 1 FUNDAMENTAL PLANNING CONSIDERATIONS INPUTS THAT WILL GUIDE THE APPROACH PLANNING INPUTS

FEATURES BARRIORS BRAND DESIER BEHAVIOR COMMUNICATION Cloud services are generally "set and forget" meaning once they are set up, they require minimal administration and minimal contact with the provider Leverage relationship with content/media partners and credible hubs that capture IBM Watson’s target audience and communicate the brand’s attributes. ACCESS Organizations are fearful of becoming stuck to an individual cloud vendor, as there has yet to become a standard industry approach Engage with IBM Watson’s community in their social spaces {LinkedIn title level and company hyper targeting, LinkedIn industry groups, Instagram and Twitter key word and phrases to address these concerns. ` RESOURCE Reports found that almost 50% of respondents indicated that cloud security is a barrier to adoption . With many lacking access to information to make swifter, more educated decision Utilize Sysomos and Spredfast to surface topics that resonate with IBM Watson’s audience of CFOs, CIOs, CSOs,CTO’s , developers, and etc to address these concerns. EVENT In terms of prominence, World of Watson as an event is often compared to keynotes such as Amazon, Apple, and Microsoft. As well as tech events such as, CES or Mobile World Conference. but still drives significant sales pipe. Event assets to serve as entry points for driving larger conversations (informed by social listening). Content syndication campaign should be planned to ensure that the right titles are in attendance (CTOs, CIOs, CSOs, and developers) ADAPTABILITY Disregard to organization systems and with business processes. i.e. Client partners haven’t acquired enough qualified cloud management staff to meet evolving cloud tech based needs. P ost evergreen content that edutains IBM Watson’s target audience, drives traffic to the event site, and allows for an education regarding the brand, and encourages future engagement during the event itself. SERVICE & SCALABILITY Hidden costs of the cloud are still a major barrier to adoption. Diversify content so that users have a reason to want to attend the event and understand IBM Watson’s many capabilities -- Thus encouraging frequent returns TRANSLATION Driving Education And Awareness For Client Partners Who Are Seeking Flexibility And Agility RELEVANCY – Performance RELEVANCY – Performance LOYALTY RELEVANCY – LIFESTYLE/ RELATABILITY RELEVANCY – Performance LOYALTY RELEVANCY: Address the deeper trial root barrier of and performance through hyper targeted content content/product needs (treat the problem not the system) LOYALTY: Content needs to be highly targeted to capture the challenges in a niche, though highly lucrative space Event assets to serve as entry points for driving larger conversations (informed by social listening). Consumer Inspired Business Challenges 2 TRANSLATING IBM WATSON’S INTO INSPIRED SOCIAL CHANNELS

Venkat | Chief Data Officer Venkat Chief Data Officer ALSO KNOWN AS Chief Analytics Officer Chief Information Officer Chief Data Architect METHODOLOGY May 2015 PERSONA CODE C17 Bio Venkat was appointed Chief Data Officer of a major global financial institution one year ago. He reports directly to the CEO, but works very closely with the CIO of the company. When Venkat first took the role, he had major challenges to tackle to simply understand what data the company had, where it was being stored and exactly how it was being governed, secured and unlocked to drive better analysis for the business. As he progressed he was able to identify clear ways to optimize the company’s data management approach and infrastructure, shifting the company’s investments from managing data to leveraging big data and harnessing actionable insights. Venkat converted IT infrastructure cost savings into fuel for the new data strategy and vision that he developed collaboratively with the CIO and other C-Suite line of business executives. Venkat is now driving substantial business value by integrating multiple and varied sources of internal and external data, and serving that data into an analytics center of excellence that marries data and analytics to serve the Finance, Marketing, HR , R&D, and Ops teams with the insights they need ... Personal Motivation Be seen as peer to other C-Suite leaders. Enable real business outcomes. Be the expert and leader of analytics and data for the company. Help to grow an analytics based culture. Challenges Developing the enterprise-wide data strategy and vision Building C-Suite Line of Business relationships Aligning data and analytics requirements with areas of business growth or cost reduction Coordinating data management, governance and security Harnessing multiple sources and volumes of data (internal/external, in motion/at rest, structured/unstructured) Fostering business processes and a culture that is analytically driven to broadly help business leaders make smarter decisions Responsibilities Define the enterprise data strategy and vision, in alignment with the corporate strategy and line of business leaders (Marketing, Finance, HR, Ops). Foster a culture that adopts and embraces analytics-driven, fact-based decision making. Guide data scientists in modelling data. Identify and adopt analytics-driven solutions to drive growth, reduce cost, or reduce risk. Integrate multiple types and sources of data; cleanse, secure and house it; and make it more open, accessible and actionable for the enterprise. Assure data security and compliance at all times. Evaluated On Ability to rapidly turn a variety of data types from different sources into insightful analysis Ability to reduce cost of data management Ability to shift data costs from managing unstructured data to harnessing big data and analytics innovation Effective communication of insights to non-technical leadership Speed of delivering actionable insights to the business to help them make smarter decisions resulting in improved efficiency, asset utilization, cost reduction or growth (e.g., customer acquisition/retention, customer lifetime value, reduced churn, etc.) Thought Process LONG-TERM STRATEGIC OPERATIONAL Work Time Spent SUMMARY 25% Aligning analytics priorities with the business 25% Data integration and management 25% Analytical insight 25% Driving enterprise data strategy and innovation agenda Consumer Inspired Business Challenges 2

Venkat | Chief Data Officer ECOSYSTEM | LEARNING & NETWORKING ECOSYSTEM LEARNING & NETWORKING REPORTS TO Chief Executive Officer Chief Finance Officer Chief Information Officer INFLUENCED BY Finance & Marketing Customer Insights MANAGES Data Scientists Data Architects WORKS WITH C-Suite Executives Line of Business VPs Performance Analysts Venkat's Purchase Authority Venkat's Vendor Selection Role Competition Accenture Deloitte Cap Gemini Cognizant Microsoft Google Nielsen Tableau Attitude toward competitors Venkat relies upon strategic consulting firms as trusted advisors to help him bridge relationships across the C-Suite and line of business leadership team, and expects them to help to integrate the enterprise data strategy to identify opportunities for data management efficiency and synergy, and realize the vision for data and analytics to drive value for the business.

Venkat acknowledges that self-service builders (i.e. developers) and business users are increasingly leveraging cloud-based ... Relationship with IBM Partnering with IBM is appealing for Chief Data Officers (CDO) like Venkat due to the perception that IBM brings depth of strategic consulting experience in integrating multiple sources of data, applying analytical approaches and solutions and translating analysis into actionable insight for the business. In addition to expertise,

Venkat expects IBM to bring analytics innovation (such as Cloud, Twitter and Watson) and analytics software and platforms too that drive superior innovation, security, accuracy and speed.

Venkat and his peers want to collaborate with IBM to further edify relationships within the C-Suite executive team in order to turn strategic plans into reality by enabling ... Decision Maker SOCIAL NETWORKING Twitter LinkedIn CDO on Twitter (#CDO) Chief Data Officer on Twitter (#DataOfficer) IBM Big Data & Analytics Hub IBM Big Data & Analytics Site LEARNING Formalized education Executive group information exchange and learning opportunities Conferences Virtual Meet Ups Harvard/MIT Forbes Technology Blog Wall Street Journal Blog Cnet Wired Information Week Financial publications Gartner and Forrester Data Science Central O’Reilly Media books and guides The Institute for Operations Research and the Management Sciences Associations: American Statistical Association EVENTS Chief Data Officer Summit Chief Data Officer Virtual Round Tables COMMUNICATION PREFERENCES Face to Face preferred Virtual meetings / exchanges Email LEARNING STYLE Logical pragmatists in style, with the ability to develop persuasive arguments EXTERNAL INFLUENCERS Hilary Mason @hmason Jake Porway @jakeporway Drew Conway @drewconway DJ Patil @dpatil Cortnie Abercrombie @cortnie_cdo Consumer Inspired Business Challenges 2

Value to buyer profile : H High M Medium L Low Discover Learn Try Buy Adopt Advocate Hurdles CDOs are defining the scope and priorities for their CDO leadership role based on best practices for this emerging role. They want to discover communities of CDOs they can learn from. CDOs discover they do not have a sufficient data strategy or complete understanding of what can be derived from their data through analytics. I need a partner to help me refine my strategic priorities and identify solution approaches to rapidly improve customer insight and reduce cost. I need to explore in more detail examples from other companies, and proven solutions, and learn from the pathway to success that others have taken. I need to see proven solutions for cost reduction and customer insight, in action. I need help to prioritize use cases and develop expected ROI and business case, and drive rapid value through pilot programs. I need complete details on customer insight and cost reduction solutions and accelerators so I may partner with confidence. I need to rapidly deliver value through proof of concepts and pilot engagements. I need to resolve funding constraints. I need to understand best practices other CDOs are embracing in order to achieve implementation success. I need to take initial success and scale it across the business, while standardizing my approach for future engagements. I would like to share success stories internally and externally, both at events and digitally, to develop my career and build an ecosystem of talent and expertise that will assure future success. I would like to shape the future practice of Analytics. Formats Blog, tweet Video Visuals (infographics) Case study Demo Video Visuals (infographics) Case study Demo Video Presentations Product and service trials Demos Solution Consultations Workshops Community sites Peers & colleagues Tradeshow Live event Conference On-line events Case study White Papers White Papers Case study White paper News articles Reviews & ratings Product trial Demo Presentations Seminar Reviews & ratings Product trial News articles Product/ how-to guide News articles Product/ how-to guide Direct e-mail Direct mail Community sites Reviews & ratings Direct e-mail Direct mail Community sites Social media network Case study Reviews & ratings Product trial Demo Video Case study White paper Reviews & ratings Product trial Demo Channels Executive Events Search Social media network Social media network On-line event Live event Tradeshow Conference Community sites Peers and colleagues Workshops Product and service trials Demos Solution Consultations Workshops Pilot programs Community sites Peers & colleagues Tradeshow Live event Conference On-line events Executive events Social media Blog, tweet Thought Leadership Video Community sites Digital Events Search White Papers Case study White paper News articles Direct e-mail Direct mail Community sites Direct e-mail Direct mail Online advertising News articles Product/ how-to guide Direct e-mail Reviews & ratings Direct e-mail Direct mail Case study Reviews & ratings Product trial Case study White paper Reviews & ratings Venkat | Chief Data Officer INFORMATION PREFERENCES | FORMATS & CHANNELS BY BUYER STAGE

Tim | Chief Operating Officer Tim Chief Operating Officer ALSO KNOWN AS Sr. Vice President – Operations COO of Business Line or Geo Vice President – Operations Chief Operations Officer Director of Operations METHODOLOGY 03 (quantitative validation with buyers in role)
October 2015 PERSONA CODE C04 Bio
Tim is a highly proficient Chief Operating Officer (COO) who can seamlessly move between executing broad strategic initiatives and digging deep into specific issues that are hurting corporate performance, all while executing the strategic vision of the Chief Executive Officer(CEO). As COO, Tim is responsible for delivering the business results with a specific focus on operating margin and operational excellence. He is also a central figure in driving corporate change and business transformation efforts.

Tim has to be a multi-dimensional personality who is engaged in multiple programs and who applies big-picture thinking backed by an added focus on the tactical aspects of the work. He is able to weigh risks against benefits, make calculated decisions, take risks and make quick decisions in the face of real time changing conditions. Tim is an insightful communicator and a stimulating influence on others while being firm, direct and self-assured.

Like many of his industry counterparts, Tim’s role influences multiple enterprise initiatives, including:

Business Transformation: These initiatives include large and complex ... Personal Motivation Be considered a change agent. Execute to perfection (because he has a strong ability to overcome hurdles and the leadership and collaboration skills to get others to execute in alignment with corporate strategy). Build a strong personal brand, as measured by industry achievement awards, board memberships, professional publications and patents Challenges Link business strategy to execution. Drive deeper and more effective collaboration across multiple C-suite roles. Lead the organizational change and transformation agenda. Drive the execution of the transformation agenda. Establish regular internal and external review of operational key performance indicators (KPIs). Infuse innovation into the existing business model to drive competitiveness and market leadership. Responsibilities Direct, administer and coordinate the internal operational activities of the organization in accordance with the policies, goals and objectives established by the CEO and the Board of Directors. Oversee other executives responsible for business lines to ensure the consistent and successful execution of the corporate strategic mission. Direct the operational and business model transformation required to meet the challenges created by the digital economy Lead the execution of strategies developed by the top management teams. Take responsibility for delivering results on a day-to-day or quarter-to-quarter basis. Develop and establish operating policies consistent with the CEO’s broad policies and objectives, as well as regulatory requirements, and insure their adequate execution. Play an instrumental role in linking strategy to execution and achieving the desired business results. Actively measure results. Evaluated On Improvement in operational efficiency metrics Control on operational costs Business model innovation outside of core operations Market share growth Customer growth and retention Sustainability of operations as a competitive advantage Thought Process LONG-TERM STRATEGIC OPERATIONAL Work Time Spent SUMMARY 40% Execute on operating plans and ensure policies/ procedures are in place to support effective and compliant achievement of all operating goal s and keep the CEO apprised of significant events across business 35% Implement business growth and transformation agenda 10% Understand customer needs, improve customer satisfaction, deliver consistent experience 5% Engage with the board on strategic decision-making and role of operation and technology for business growth Consumer Inspired Business Challenges 2

Tim | Chief Operating Officer ECOSYSTEM | LEARNING & NETWORKING ECOSYSTEM LEARNING & NETWORKING REPORTS TO Chief Executive Officer INFLUENCED BY Chief Financial Officer Chief Supply Chain Officer MANAGES VP of IT Operations and Infrastructure Chief Procurement Officer WORKS WITH VP of IT Operations and Infrastructure Chief Procurement Officer Supply Chain Officer Tim's Purchase Authority Tim's Vendor Selection Role Competition Accenture Capgemini HP Tata Consultancy Services Genpact Boston Consulting Group McKinsey & Co. Attitude toward competitors
Competitors are viewed to be strong in these areas:

Accenture (Consulting, IT, Business processes, Transformation services)

Capgemini (Consulting, IT, Business Processes)

HP (IT services, IT/Application transformation)

Tata Consultancy Services (IT, Business Processes)

Genpact (Business Process Transformation)

Boston Consulting group (strategic consulting)

McKinsey & Co. (strategic consulting)

COOs also engage with:
Industry specific suppliers of technology, communications, ... Relationship with IBM For those who do not already work with IBM, IBM has a reputation as being difficult to work with due to its size and complexity. But Tim, who already works with IBM, views them as a strategic partner and has a great deal of trust in IBM.
Decision Maker SOCIAL NETWORKING Blogs Twitter VP of OPERATIONS, VICE PRESIDENT OF STORES and COO NETWORK (100+ Top Operations Leaders) COO Forum® Others: COO Forum LEARNING Harvard Business Review TED COO Forum COO Network Flipboard – Big Ideas & Innovation Industry specific associations Alumni associations professional associations for past roles (notably CFO, Supply Chain Managers) Retail: National Retail Federation Consumer Goods Forum Grocery Manufacturers Association Food Marketing Institute World Retail Congress EVENTS Mobile World Congress Money 20/20 COMMUNICATION PREFERENCES Blogs Twitter Forums LEARNING STYLE Verbal (using spoken words) Linguistic (reading and writing) Logical (using logic, reasoning and systems) EXTERNAL INFLUENCERS George Moen (@georgemoen) D’Arcy Funfer (@dfunfer) Kevin R Mullins (@KRMullins1964 ) Darren Hudach (@DarrenHudach) Consumer Inspired Business Challenges 2

Value to buyer profile : H High M Medium L Low Discover Learn Try Buy Adopt Advocate Hurdles I’m focused on solving problems in my business that are causing acute pain. I want to know best practices related to issues my company faces, e.g., too much inventory, not enough sales growth compared to projected growth. I need to make sure I’m staying up to speed on the major trends in the tech world so I can understand what it means to our business and react quickly to make sure we can take advantage it. Need to determine cause of problem (potentially by asking internal team or external consultants). I am concerned about determining which solutions have the greatest risks/potential benefits and weighing both against organizational needs vs. end customer needs. Need to judge ROI and efficacy of consultant recommendations to fix problems (e.g., does it align with other internal initiatives, can organization handle it, etc.). Need to learn more about who could implement recommendation, both functional and non-functional (e.g., cultural) aspects of potential partner. I worry about how much a trial would impact the business and want to have as little disruption as possible. I’m not directly involved with the actual trying of technology. I will tell the IT director to “Try” Need to understand cost, ease of use, scale (ensure multi-country, multi-brand, etc.), internal culture vs. culture of provider, etc. I am thinking about getting a fast solution that doesn’t impact our internal intellectual property. Need to ensure we are protected from the risks of exposing intellectual property, upgrade paths, etc. Want process to be fast so we can start getting ROI fast. Would love to have outcome-based structure to agreement (e.g., where IBM’s fee is based on success of implementation) Once the IT Director comes back to inform me which tech is best, I will be one worrying about cost savings, cost to implement, what resources we need to add, etc. Can we adopt it quickly? Need promised value to materialize in a timely fashion. Need to keep disruption to a minimum. Would like a self-funding program (where savings are invested back into upgrades). My main concern is my employees. I want to see that it’s a success with the employees. Want company to be known as an industry leader but need to keep competitive edge confidential Formats Visuals (infographics) Reviews & ratings Analyst reports Blog Case study (short) Analyst reports Visuals (infographics) ROI or other asset tool In person demo Product trial Proof of concept demo ROI or other asset tool Reviews & ratings Analyst research ROI or other asset tool Video Blog, tweet Town Halls Analyst research Vendor website Video Product how-to guide Competitive Analysis Reviews & ratings Speaking at event Twitter White Papers Online demo Brochure Demo White Papers Online demo Brochure Seminar Analyst Reports Competitive Guides Online demo Brochure Blog, tweet None indicated Search Case study Channels Community/third party websites Social media network Live event Online advertising Exec briefing Peers & colleagues Vendor sales meeting Vendor websites Sales call & presentation Exec briefing Customer references Vendor websites Sales call &presentation Social media network Tradeshows &Conference Sales call &presentation Search Small Group meetings internal and external Social media network Tradeshow Search Peers& colleagues Live event /Conference Search Live event /Conference Direct Mail On-line event Tradeshow/ Conference Live event Analyst inquiry Analyst Inquiry Vendor Sales Call Association meeting On-line event Peers and colleagues Social media network Social media network Tim | Chief Operating Officer INFORMATION PREFERENCES | FORMATS & CHANNELS BY BUYER STAGE

Gary | VP of Network Operations for Telecoms Gary VP of Network Operations for Telecoms ALSO KNOWN AS Director of Network Operations Chief Operations Officer Chief Technical Officer METHODOLOGY 01 (validated with SMEs or sellers)
July 2016 (Buyer profile owner: Gaurav Deshpande/Burlingame/IBM) PERSONA CODE Bio Like other VPs of Network Operations in established communications services provider (CSP) companies, Gary recognizes that today’s consumers are more connected, more knowledgeable and create more information than ever before.

In the past, the VP of Network Operations role centered on operations; network and services; and performance of services. Today, Gary and his industry counterparts are focused on putting the customer experience at the center of all they do, as well as delivering value to other stakeholders, including the Chief Marketing Officer (CMO) and the Head of Care. Additionally, they must ensure their efforts feed into the Chief Technology Officer’s (CTO) network planning and strategic initiatives while still maintaining a strong focus on the customers.

Gary pays significant attention to managing his customer churn rate and improving customer loyalty. When setting operational processes and strategies, he tries to view options from the customer’s perspective to help increase overall customer satisfaction. He is also actively exploring how to deliver data to marketing and care to boost cross-sell, up-sell and ... Personal Motivation Be seen as someone who can take on the complexity of managing network operations while driving significant improvements and cost reductions. Help foster a culture outside of individual silos where the information gathered in network operations can be used and reused for multiple stakeholders in the organization. Show the ability to work effectively across many internal functional groups to optimize product offerings, create a seamless internal external customer experience and resolve issues. Use network operations as a stepping stone to higher executive level positions both within the company and externally. Challenges Improve the customer experience on the network. Maintain performance amidst an annual doubling of traffic. Identify and isolate problems due to handset variety and complexity. Detect and classify traffic from “unknown” applications. Reduce the complexity and cost-of-ownership for operational support systems (OSS). Reduce escalations to higher-skilled experts. Responsibilities Maintain availability and performance of the network that support services from radio to core for all subscribers 24x7x365. Identify, isolate, fix or escalate detected and reported problems. Configure and upgrade network elements for tasks such as moves, adds, changes, re-homes and decommissions. Develop and implement a strategic vision for the operations organization and provide the leadership and subject matter expertise to assure the consistent execution of this vision. Establish strong relationships throughout the organization with key partners and constituents. Operate the network operations center (NOC) and maintain the appropriate technical acumen needed to support wireless, broadcast and network assets. Evaluated On Achieving 100 percent accessibility, retainability and performance. Achieving key performance indicators (KPIs) such as mean time to repair and mean time to restore service goals. Complying with first time resolution goals such as minimize average turnaround time for performing routine tasks and mean time to detect. Becoming a value-added resource for other stakeholders such as Care and Marketing. Thought Process LONG-TERM STRATEGIC OPERATIONAL Work Time Spent SUMMARY 30% Ensure the integrity and reliability of the network. 20% Plan, organize and direct network operations activities. 20% Coordinate and direct long-range planning and investments to improve operations. 20% Investigate opportunities to become a revenue generation center versus a cost center. Consumer Inspired Business Challenges 2

Gary | VP of Network Operations for Telecoms ECOSYSTEM | LEARNING & NETWORKING ECOSYSTEM LEARNING & NETWORKING REPORTS TO Chief Operations Officer Chief Technology Officer INFLUENCED BY Chief Operations Officer Chief Executive Officer MANAGES Director of Network Operations Director of Service Operations WORKS WITH Chief Marketing Officer Director of Customer Care Chief Technology Officer Gary's Purchase Authority Gary's Vendor Selection Role Competition Oracle Ericsson Nokia Polystar Viavi Netscout HP EMC Attitude toward competitors
Network Equipment Manufacturers
•       Oracle
•       Ericsson
•       Nokia
Probe Vendors/Service Assurance
•       Polystar
•       Viavi
•       Netscout
Large System Integration Vendors/Software Vendors
•       HP
•       EMC
Analytics Vendors
•       Empirix
•       Guavas

Gary and his VP of Network Operations counterparts have spent many years listening to many pitches for various products and solutions to their current pain points. However, what is very clear in the market now is ... Relationship with IBM
IBM is viewed by many telcos as interlopers working in their space. The purchase of the Now Factory has helped boost the industry opinion that IBM has a productized solution rather than merely a services play. IBM is also viewed as a vendor that will work well with others in bringing a solution together.

Link will be IBM Analytics for Telecommunications – https://www.ibm.com/analytics/us/en/industry/telecommunications/index.html
Decision Maker SOCIAL NETWORKING LinkedIn: Network Operations/Telecom LEARNING Gartner/technology AnalysysMason Telecoms.com OSS Review Mobile Europe GSMA TM Forum EVENTS Mobile World Congress (MWC) COMMUNICATION PREFERENCES Mobile Email Twitter LEARNING STYLE Logical Visual Verbal EXTERNAL INFLUENCERS Twitter top Network Operations Influencers Gartner Telecommunications analysts IDC Telecommunications analysts Consumer Inspired Business Challenges 2

Value to buyer profile : H High M Medium L Low Discover Learn Try Buy Adopt Advocate Hurdles The customer expects a top-class customer experience delivered by my network. I need to maintain performance while traffic doubles every year. I need to reduce complexity and cost-of-ownership for OSS while at the same time feeding value up the chain to business stakeholders like Marketing and Care. How can I achieve each of these things? How can I learn about the technology shift I need to make for a future proof OSS system? How can I be assured that the investments I make will help me keep up with data rates and volumes? How can I ensure that my systems are setup to drive value in the business? How can I see the value before I buy? How do I assess this solution’s capabilities vis-à-vis competitive offerings? I need to prove ROI to my COO before I can secure funding for this project. Help me confirm value. I want to make sure this solution is easy to implement and that my team is making the most of this: Do you have post-sales services that can ensure this transition is smooth? I am happy with this solution, how can my team get involved in your user groups, future betas and advisory groups to help share the value we’re seeing? Are there events or press releases where we could join you to share our story? Formats High level blogs, top 10 Thought leadership papers and videos Capability blogs, Thought leadership Analyst research Case studies Product trial/ demo ROI or other assessment tools (BVA) Proof of Concept (POC)/ Proof of Technology (POT) “Getting started” services Events Client video testimonials Case study Case study Reviews & ratings White paper None indicated Press releases Analyst research ROI or other assessment tool Visuals (infographics, presentations) Interviews None indicated Blog Product/ how-to guide Interviews Thought leadership Video Case study White paper Reviews & ratings Video Blog, tweet Web promotion Position papers Channels Peers network Social media network / community sites (i.e.LinkedIn) Technology newsletters and magazines articles Trade shows / conferences Online communities and newsletters Vendor website Sales call / sales contact Virtual training In-person training / services Webinars Trade shows / conferences None indicated None indicated None indicated Hands on labs at events Youtube channel Youtube channels None indicated None indicated None indicated None indicated None indicated Gary | VP of Network Operations for Telecoms INFORMATION PREFERENCES | FORMATS & CHANNELS BY BUYER STAGE

Margaret | Chief Information Officer Margaret Chief Information Officer ALSO KNOWN AS CIO CTO Chief Integration Officer SVP of IT METHODOLOGY 03: Quantitative
Date: December 2015 PERSONA CODE C02 Bio As CIO, Margaret oversees the entire IT organization and makes sure that the right technologies are in place and working correctly in order for the business to be successful. As technology's impact on the business has increased, her role has evolved from being a technical infrastructure expert to being expected to act as a strategic leader responsible for delivering business value. As such, she is required to be knowledgeable in strategy, finance, communications, regulatory compliance and business innovation—all at the same time—which extends her well beyond her comfort zone. Pressure from her CEO to help meet earnings targets, successfully launch mission-critical enterprise initiatives, and be in sync with her executive peers keeps her up at night. Margaret graduated from university with a degree in Electrical Engineering. Her excellent communication and managerial skills enabled her to work her way up in the IT organization throughout her career. Personal Motivation Obtaining full backing from the rest of the C-suite Getting the CMO onside Gaining support and commitment from the business units that use the IT function’s services Ensuring IT strategy is aligned with corporate strategy Challenges Align with corporate culture to build a digital culture. Move from IT efficiency to value creation—improving IT productivity by increasing revenue per dollar of IT cost. Difficult to continually justify and position her value in light of marketing’s role in quickly implementing a digital strategy. Leverage cloud to increase top line growth – such as leveraging the cloud to reach more customers faster Maintain or increase her visibility as a trusted security advisor. With the advent of digital media, social media & mobile (BYOD), many organizations are facing increased risk of security breach and data loss. Slow in adopting new technology, unable to communicate IT strategic value, talent shortage Responsibilities Adopting new technologies like cloud and digital media to enhance productivity Enhancing organizational agility and efficiency Partnering with CxO’s to leverage distinct skills for customer driven solutions Enabling effective IT usage to meet organizational strategy and goals Innovating to reduce IT costs Address acute latent shortage hindering adoption of new technologies Evaluated On IT's contribution to driving strategic value Effective management of existing infrastructure to support business objectives Adopting new technology - cloud & digitization, agility & efficiency, building customized solutions Thought Process LONG-TERM STRATEGIC OPERATIONAL Work Time Spent SUMMARY 33% Works with non IT colleagues on strategy, finance, business processes, people, competencies, innovation, and new product development 21% Manages tasks such as sourcing, facilities, shared services, and operations 31% Provides IT services, manages IT and vendors 15% Works with external customers/partners to tell and provide IT-enabled products and services Consumer Inspired Business Challenges 2

Margaret | Chief Information Officer ECOSYSTEM | LEARNING & NETWORKING ECOSYSTEM LEARNING & NETWORKING REPORTS TO Chief Executive Officer Chief Finance Officer INFLUENCED BY C-suite execs business unit leaders MANAGES VP of IT Operations and Infrastructure WORKS WITH Chief Operating Officer Chief Information Security Officer Chief Executive Officer Margaret's Purchase Authority Margaret's Vendor Selection Role Competition Google Oracle Microsoft Salesforce.com AWS Tableau Splunk HP Attitude toward competitors
Competitors are loudly messaging their ability to address enterprise hybrid cloud challenges. Competitors have assets and partnerships in place to differentiate their value proposition for hybrid
CIOs perceive Microsoft as a path of least resistance, “Use what you already have and know”. Accenture as a cloud brokerage, “Make the digital conversation about business and IT”. And, Oracle as a reducer of complexity, “Stay where you are, it’s scary out there”.

Competitors with specific areas ... Relationship with IBM
CIOs understand the IBM view of digital transformation in individual pieces – cloud, social, mobile, analytics and security - but the challenge is that there are so many players in the digital space, they feel it’s important to understand how all of the pieces fit.

Veto Power SOCIAL NETWORKING LinkedIn Twitter CIO Forum Technology Leadership Network CIO CTO CEO Chief information Officer IT Director Manager CFO CIO Network LEARNING Information Week WIRED CIO ComputerWeekly CIO Zone CIO.com CIO Executive Council Forrester CIO Forum CIO Magazine CIO.gov EVENTS Gartner CIO Leadership Forum Evanta CIO COMMUNICATION PREFERENCES CIOs value face to face interactions and are less robust users of digital than CMOs; that being said, when doing research, they use vendor, analyst, trade publication websites and online communities to discover and learn. LEARNING STYLE Logical (using logic, reasoning and systems); Social (learning with others); Solitary (using self-study EXTERNAL INFLUENCERS R Ray Wang @rwang0 David A. Bray @fcc_cio Wall Street Journal @WSJ Robert Schmidt @ambassadorcio Omar Todd @OmarSeaShepherd Joseph Seibert @jnseibert The Top 100 Most Social CIOs on Twitter 2015 Consumer Inspired Business Challenges 2

Value to buyer profile : H High M Medium L Low Discover Learn Try Buy Adopt Advocate Hurdles What are influencers saying about state of market/ technology? What are internal subject matter experts (SMEs) seeing as latest industry trends and business issues? Understand vendor offerings that help deliver on my responsibilities. Understand how an offering matches up to the problem/ topic, business issue, initiative or project that my team and I are focused on. Need to be able to illustrate to others why the company should decide to move in this direction. Take inventory of all the potential solutions available to the problem. Align your solution to fit my needs. Show me “how” your offering solves the business issue or customer need and delivers business value impact from both a functional and operational perspective. Ensure the purchase improves operational capabilities, generates revenue, creates competitive advantage, reduces cost and enhances customer experience. Alleviate my concerns about potential risks to a solution; balance risk with innovation. What is the roadmap; what does that strategic blueprint at a high level look like? Want to weigh implementation considerations and get greater technical detail and clearly outline all of the processes and resources that must be considered by the IT executive so can ensure terms and conditions, contract negotiations and implementation plans are determined appropriately. Convey successes and failures from other companies that have purchased the offering, as well as possible pitfalls to avoid. Present a compelling business case and ROI to move forward; come prepared with proof of execution. How much training will be involved? Need qualitative and quantitative reasons for this product/service. Educate and build loyalty with the communities and peers I surround myself with. Formats Analyst Blog Analyst research Case study Product trial Demo Case study ROI Calculator Product trial Demo Case study Product trial Demo None indicated None indicated None indicated White paper Proof of Concept Direct mail None indicated None indicated None indicated Proof of Concept Analyst Blog Competitive Guide White paper Analyst Blog, Thought leadership None indicated None indicated None indicated Channels Peers and colleagues reference Analyst Inquiry Analyst webinar Sales rep/ SME call Analyst Inquiry Sales rep/ SME call and presentation Executive Briefing Peers and colleagues reference Sales calls and presentation Third party websites None indicated None indicated None indicated Industry Conference Vendor websites None indicated None indicated None indicated None indicated None indicated Analyst webinar Vendor webinar Industry Conference None indicated None indicated None indicated Margaret | Chief Information Officer INFORMATION PREFERENCES | FORMATS & CHANNELS BY BUYER STAGE

Most seem to see it as a huge data dump solution, however, there are companies such s AWS and IBM who are to trying to sell in the bigger story of how cloud based solutions improve company performance, safe guard against financial risk, and uncover innovations through self data learning solutions CLOUD BASED TECHNOLOGY SEEMS TO BE STILL RELATIVELY NEW TO BIGGER CORPORATIONS IN REGARDS TO IT'S BENEFITS. Via the cloud plus approach, IBM has been aggressively and consistently positioning itself as offering a "cloud-plus" approach. Along with its Watson platform, the brand is looking to become more of a cloud based data operating system, and is showcasing through content partnerships, and innovative case examples in the music and entertainment industry. THOUGHT LEADERSHIP OFTEN MEANS SETTING YOUR OWN RULES IT’S NOT A FEATURE, IT’S A PASSION Google Cloud Platform is staking its future growth on machine learning to new highlights by highlighting partnerships and innovation HIGH PERSONAL & APPEARANCE STANDARDS Microsoft is using artificial intelligence and machine learning and combining with its Azure Internet of things services WELL INFORMED & EXPERIENCED AWS has multiple AI and machine learning services and has Alexa as the most popular digital assistant as a front woman. With their Meet The New Builder themed approach, AWS is using the AI and machine learning approach differently. Why? AWS is already in your company for compute and cloud storage so its AI services are more of an upsell and wallet-share expansion Competitive Insights 3 SNAPSHOT OF COMPETITVE LANDSCAPE

DATA STORAGE CUSTOMER RELATIONSHIP MANAGEMENT Source: G2 Software Review, Gant Chart Social platforms remains key when launching and announcing new news, emphasizing key partnerships, and creating an ecosystem for the brands like IBM Watson. As businesses jump to the cloud to accelerate innovation and engage more intimately with customers and potential client partners, brands are taking the edutain approach to technology. The cloud is no longer just a data dump—it’s an AI battleground, and Amazon wants to lead the charge particularly with new innovations. Offline and online campaigns serve as a social activation model for, which loops back to creating an holistic campaign approach for companies such as IBM. Competitive Insights 3 KEY TAKEAWAYS & (TRENDING OBSERVATIONS

TV CONTENT DIGITAL SOCIAL Syncing TV (or branded content) and digital advertising ensuring higher reach with target audience Need to establish IBM Watson as a relevant and continuous source of content for the optimistic l earner Always on presence to drive IBM Watson as a relevant brand voice in tech Creation of structured content pillars in order to position owned platforms as relevant information drivers for loyalists Consumers are increasingly spending lesser time of their days watching TV with dual screening becoming more common Increase content output to compete with brands such as Google and Microsoft Heavy clutter on digital space with brands fighting for visibility Social currently posting across several topics around consumer interest LEARNINGS IMPLICATIONS LEARNINGS FROM PAST MEDIA AND IMPLICATIONS MOVING FORWARD DIGITAL CAMPAIGN EFFECTIVE & ECONOMETRICS RESULTS 4

Content Opportunity Integrate content that matters (+formats) encourage clients increase brand involvement. And ensure that we bring edutaining content the target audience is searching for. Content Consumer Mindset Target audience wants to be both entertained and informed. Developed content will hit key channels for primary audience exposure (with media partners, influencers, industry groups, and LinkedIn), where professionals are already seeking networks, news and solutions. Content Interaction Two way conversation where cloud based expertise are key to ensure IBM Watson are THE experts in the space. We will provide education/guide, ensure trust/expertise, and show relevance. Social Content Strategy : Deliver evergreen content that addresses pervasive business challenges to IBM Watson – World Of Wa tson attendees and potential clients WHERE TO LEAD WHERE TO PARTNER WHERE TO PLAY BUT NOT LEAD Content themes are the highest importance to the brand that, and must be always on for brand’s core equity (product and event information Content themes of importance to consumers (tech trends , partnership stories, thought leadership pieces,and etc.) C ontent that is popular for consumers/and or ranked neutral for the brand (i.e. passion points ) MEDIA: Website: Brand knowledge bank YouTube: Engaging community tool Facebook/LinkedIn/Twitter: Conversation starter and facilitator Instagram : Real-time visual inspiration aggregator ONGOING CONTENT APPROACH CONTENT CATEGORY STRATEGTY 5

1 2 Bringing The Latest Trends And Thought Leadership To Tech Community Interacting with potential clients through cutting edge tech innovations, to kick start conversations and drive engagement 3 To Be The First Thought When Clients Want A New Cloud System Be present and building partnerships with coveted companies and organizations Build strong ties with influencers across the region Carefully choosing premium placements that elevate IBM Watson’s exposure Be The Brand That Enables Clients To Defy The Odds Provide right platforms to awaken new ways of engagement, provide access to needed information, and new-news HOW WILL WE BRING THESE PRINCIPLES TO LIFE ACROSS CHANNELS? CONTENT CATEGORY STRATEGTY 5

Engaging community tool Utility, entertainment, and behind the scenes destination Engagement Trusted peer Expert Optimistic learner Owned/Earned/Paid Inspirational, entertaining , behind the scenes videos Time spent with content, view rate Target audience goes to YouTube page to be inspired, entertained and view the latest IBM Watson stories and trends Blog Videos, Podcasts, Thought Leaderships pieces 1x a week YOUTUBE Brand knowledge bank Brand and product resource hub Resource hub Trusted Expert and educational Optimistic learner looking for IBM Watson information Owned Product and category functional text, images, and video Time spent with content IBM Watson is an authority that provides it ’ s target audience with information and services needed Event Information, Thought Leadership, Client Stories Always on WEBSITE Role Objective Primary Activity Tone Personality Primary Target Media Type Primary KPIs Desired Behavior Formats Frequency Example of what content can be found ROLE OF OWNED CONTENT CHANNELS CONTENT CATEGORY STRATEGTY 5

Real-time visual inspiration aggregator Visually storytelling and inspiration Engagement Bite sized and visual appealing Expert + trendsetter Optimistic learner looking for visual inspiration Owned/Earned/Paid Inspirational, entertaining , behind the scenes images and short videos in real-time Likes/comments/shares/ Engagement Target audience goes to Instagram to get inspired to attend WOW or take part in watching online Behind the scenes footage, event images and video 3x a week FACEBOOK/INSTAGRAM Conversation starter and facilitator Build a community on a professional level Interaction IBM Watson clients and decision audience Personal and bite sized Trusted ally Optimistic learner looking for peer interaction Owned/Earned/Paid Photos, quotes, short-form videos, BTS, challenges Likes/comments/shares/ Engagement IBM Watson talks to clients one-on-on. Tips on cloud storage strategies, blockchain , and CCPA and etc. 2-3x a week LINKEDIN & TWITTER Role Objective Primary Activity Tone Personality Primary Target Media Type Primary KPIs Desired Behavior Formats Frequency Example of what content can be found ROLE OF OWNED CONTENT CHANNELS CONTENT CATEGORY STRATEGTY 5

Recommendations for Episodic Content For Brand And Video To Capitalize On Real Time 25 $150k Total Budget 60/40 split Encourage user interaction by leveraging planned spontaneity Pair promotional calendar, with big platform moments for increased relevancy among users Utilize micro moments when there is not a larger tie-in (after the event) Gain greater understanding of audience via social listening, enabling personalization at scale and more accurate targeting Increased Focus on Video Leverage amplify o pen for category level content distribution Explore broadcast extensions via influencer or branded content Participate in Twitter Studio for creative assistance and in-stream distribution across premium publishers Test into clickable video for enhanced engagement ad DR Soft Retargeting for Sequential Messaging Capture soft-retargeting audience across video and conversational units Re-message those users who wish to continue the conversation DR recommended as a test and learn Past Wins: Distributed both static and video content via new products to gather learnings Drove brand value via re-targeting Opportunities : Focus on planned spontaneity and episodic alignment Explore new video formats and buying methods Improve targeting via social listening and retargeting Content Performances Est Imps: MM $50k Revised Approach to Always On Scale up evergreen content to support World of Watson, carving out budget for video opportunities Look to allocate remaining budget for video distribution, leveraging a mix of category company targeting and position retargeting Increased Emphasis on Measurement Evaluate p lacements and re-targeting opportunities to prove the efficacy of media at driving traffic lifts or sales Episodic and Big Ideas Continue to associate filters with relevant content YoY budget decreases do not afford larger national activation, but keep mass reach buys in mind in the event incremental funds are available LINKEDIN & TWITTER APPROACH Performance Est Imps*. MM $100k CONTENT CATEGORY STRATEGTY 5 LINKEDIN TWITTER

Prioritize Within The Value Layer To Meet Business Goals $100K Total Budget 40/60 split Past Wins: Cross-platforms efficiencies extend reach Retargeting advancements drove results at added scale Opportunities : Improved measurement insights across brand and DR Continued focus on increasing brand awareness Simplifying revenue drivers to increase productivity Continue to Expand Reach and Efficiencies Maintain mixed placement presence, driving ad recall Explore mixed placement as and short form videos on CPVV for extending to audience n etwork (capture target audiences for all video buys) Reaching a niche audience Test new targeting to reach more users at a lower frequency Content Est Imps: MM $20K $80K Performance Est Imps: MM Proving Value of Branding Similar to Facebook, Instagram can capitalize on cross-platform, leveraging post-view performance and offline data to inform strategy Video to Drive Product Authority Test and learn with new platform opportunities such as Stories Capitalize on large scale and locked rates of reach an frequency buys for priority initiatives for World of Watson Prioritize DR on the Platform Focus on dynamic retargeting to drive sales/traffic, eliminating support of click and promo due to 1x frequency cap Results to come from testing true mixed placement, text overlays, and IG search within retargeting Evolve Measurement with Branding Access to post-view data differentiates branding it from DR Past data shows stronger engagement with these tactics Growing Importance of Mobile Focus on full funnel ad units such as collections driving target audience to IBM Watson site, whilst driving incremental sales Website and offline data allow for greater media attribution and re-targeting Simplification of Revenue Drivers Enhanced targeting with new CRM, refine strategy for test and learn Drive ROAS and acquisition via Broad Audiences Intro innovation, ex. true mixed placement, text overlays, etc. INSTAGRAM,FACEBOOK & YOUTUBE CONTENT CATEGORY STRATEGTY 5 YOUTUBE FACEBOOK/INSTAGRAM

PAID DIGITAL ECOSYSTEM OWNED: Website, Meet-Ups , Focus Group(s) EARNED : Mentions , Two Way – WOM, (Video) Views, Application Adoption Co-created Content: Thought Leadership, How To /Content Videos, Product Innovations, Social Media, Programmatic SHARED: Influencer Programs, Conference Photos , Videos, Thought Leadership CONTEXTUAL, TIMELY & RELEVANT (DATA) C-Suite, ITDM’s, and Developers CONTENT CATEGORY STRATEGTY 5 Strategic Principles Brought To Life Through P.O.E.S Model

Smart use of data sources to target moments and deliver sequential messaging -- Effective Push Alerts and Copy Own the first three seconds of their time, whenever and wherever -- OLV fully optimized for platform and device Application effectiveness through data-led content decisions Authority through authoritative content, and employment approval via in- app social engagements Audience Verification Viewability Reach / Frequency Duplicated Reach Content Views Click-Thru Rates Completion Rates App/Site Visits Social Engagements Content Perceptions Conversion/Adoption Rate% Audits of TOA vs TIS Heat Mapping Sales & Purchases Consumer Behaviors Monthly Market Share Campaign Sales Figures In-store Promotion Reports Hyper Targeted Attention Grabbing Make Every Impression Count Authoritative CONTENT CATEGORY STRATEGTY 5 HOW THE DIGITAL ECOSYTEM WILL TRANSLATE INTO CONTENT

( Via IBM Watson’s Social Channels) Social Video Catering To The First Three/Thirty Seconds View Ability OLV Fully Optimized For Platform And Device Digital Innovation Effective Search Targeting And Copy Engaging Rich Media Hyper Targeted Attention Grabbing Make Every Impression Count Hyper Targeted Attention Grabbing Hyper Targeted CONTENT CATEGORY STRATEGTY 5 OWN THE FIRST THREE SECONDS

Embrace Mobile Targeting As Part Of Our Marketing Mix Programmatic Allows Us To Target Moments And Tell Stories Retarget Across Channels Through Programmatic Effective Keyword Planning In SEO And PPC Hyper Targeted Attention Grabbing Make Every Impression Count Authoritative CONTENT CATEGORY STRATEGTY 5 HYPERTARGETING IS THE INTELLECTUAL WAY TO PUSH EFFECTIVE CONTENT

AWARENESS Increase unaided awareness and perception that IBM Watson as a big data leader that can help drive results for their client’s business CONSIDERATION Increase consideration of IBM Watson amongst C-Suite, ITDM’s, and Developers MEDIA: ON-GOING CONTENT APPROACH Social Content Strategy : Deliver evergreen content that addresses pervasive business challenges to IBM Watson – World Of Wa tson attendees and potential clients CONTENT CATEGORY STRATEGTY 5 Website: Brand knowledge bank YouTube: Engaging community tool Facebook/LinkedIn/Twitter: Conversation starter and facilitator Instagram : Real-time visual inspiration aggregator Content Opportunity Integrate content that matters (+formats) encourage clients increase brand involvement. And ensure that we bring edutaining content the target audience is searching for. Content Consumer Mindset Target audience wants to be both entertained and informed. Developed content will hit key channels for primary audience exposure (with media partners, influencers, industry groups, and LinkedIn), where professionals are already seeking networks, news and solutions. Content Interaction Two way conversation where cloud based expertise are key to ensure IBM Watson are THE experts in the space. We will provide education/guide, ensure trust/expertise, and show relevance.

TOP TALENT E.G. CELEBRITIES & INFLUENCERS, OWN PRODUCT EVALUATIONS DESTINATIONS FEATURING HOW-TO’S AND TIPS FROM POP-CULTURE TO TECH INNOVATIONS USAGE OF GATEKEEPING CREDENTIALS EQUITY WuXi NextCODE and IBM Watson Cloud partners to enhance global genomic access CONTENT CATEGORY STRATEGTY 5 FUTURE MEDIA & CONTENT OPPORTUNITIES

Collaborating With Leadership To Deliver A Message Virtual Voices: The virtual voice will be set-up as a creative outlet for influencers and thought leaders to have a two-way conversation with event organizers, and IBM Watson;s greater leadership team on what will impactful in the coming year. (Purpose) Sense Check: We want enable IBM Watson client to have a safe space to share their thoughts, so that stronger content is served during key timings -- Which will eventually be served to them, and will have a positive impact on sales, and associate engagement further down the consumer funnel Key Message: How to navigate the cloud for 2020 and show highlights from 2018-2019 of industry successes Approach: Intro with voiceover – talking through how to navigate through the cloud Duration: 60 to 90 seconds Voice: CTO Timing (Example): Launch with app on 3/5 – reminder push on 3/7, also lives IBM Watson channels Rewarding Usage and Early Adoption Focus & Co-Creation Groups Influencer & Advocate Programs To encourage usage, potential client partners early adopters or future attendees will be rewarded with beta offerings and industry data. The focal point of the system to increase the adoption rate by a larger percentage earlier on, tailor push notifications to key partners, and have them actually tied to a piece of content, rather then a standard sales approach. Influencers be chosen and aligned with given cloud category offerings, and become champions of certain subject matters during the conference. The aim is to engage at least 15- 20 social influencers with a large social reach of who are consistent advocates for IBM Watson. Develop Content That Engages Audience To Learn More On WOW CONTENT CATEGORY STRATEGTY 5 FUTURE MEDIA & CONTENT OPPORTUNITIES

TARGET POTENTIAL ATTENDEES AND PAST CLIENTS TACTICS TO CAPTURE GLOBAL/TARGET AUDIENCE COMMUNITY TACTICS TO MAINTAIN EVENT MOMENTUM AND STOKE LONGER-TERM ENGAGEMENT Snag Early Audience Through Assets That Emphasize Exclusive Access To The Latest Innovations In Cloud, Block Chain, Machine Learning, And Data Privacy —and The Top-tier Speakers And Industry Experts In Attendance Publish Pre-baked Content (If On-the-ground Support Isn’t An Option) Onto The Watson, Big Data & Analytics Hub That Shines A Light On The IBM Innovations In Risk (Open source GRC, FRTB, Cognitive) Turn Any Relevant IBM W atson Presentations Into Slide shares , Which Garner Solid Traffic (Client Presentations Are Typically Unavailable, And Sessions Won’t Be Recorded) Create Save The Date Social Tiles; Trackable Hashtag, Key Word Strategy, And SME-generated Or Internal Blogs That Tease To Session Content . Create Iinfographics That Promotes The Top Tech Innovations Or The T op Reasons To Attend World Of Watson; And An Sme-generated Blog Tag Influencers Or Clients In Attendance To Reach Extended Audience Live stream of developer hack-a-thon, with participating social audience (with source code entry) Post Any Videos Onto IBM Watson Social Hubs And Youtube Launch Carousel Promotions On The Big Data & Analytics Hub To Generate Early And Consistent Buzz Tap Into Other IBM Social Channels (Suc h As The O wners Of IBM Risk And Analytics Handles, GSH, Internal Blogs) To Promote The Content Engage With SME’s To Identify Any “Hot Topics” Generating Buzz From External And Internal Events To Relaunch/Leverage Coverage For World Of Watson Share End-to-end Social Strategy And Content Calendar With Design, Analytics, And Social CM’s Mobilize Internal IBM Teams To Stimulate Social Discussions Via Their Networks, Including Twitter, LinkedIn, LinkedIn Pulse Promote influencer content (from those who attended or watch the event), and use it as a source of re-engagement to continue the conversation once WOW is finished PRE-EVENT TACTICS EVENT TACTICS POST EVENT TACTICS Develop Content That Engages Audience To Learn More On WOW CONTENT CATEGORY STRATEGTY 5 DRIVE EVENT AWARNESS IN THREE PHASES

TACTICS FOR BOOSTING TRAFFIC TO EVENT SITE TACTICS FOR BOOSTING TRAFFIC TO MARKET LANDING PAGE Entice target audience to register for the event with a staggered suite of social tiles and banner ads that land on event site Share blogs and infographic to s timulate external conversations with external influencers (tagging them in content; commenting on their content; DMing them on Twitter or LinkedIn) Utilize the GetSocial Hub to activate IBMers to promote event-related assets (whose CTA would drive to event site). Subtactic : Boost points for sharing the content Using social listening tools, develop content that reflects top-of-mind issues to senior-level banking executives (developers, CROs, CISOs, etc.). Socialize that content in LinkedIn industry groups Create a preview post on LinkedIn Pulse that would introduce key sessions and themes to be covered at event Include industry hashtags in every social engagement to widen our reach and tease to high-value content linked to MLP Feed event assets to sales team to include in their communications with prospects (newsletters, emails, etc.) Work Watson team to create CTA placements and text for optimum exposure/conversion opportunities Encourage IBMers to include a CTA to the event site in their signature Leverage other IBM brand channels (such as @ IBMRisk , @ IBMAnalytics , @ IBMCognos ) to cross-promote content Launch Pre-, During, And Post-Event Coverage To Attract Prospects CONTENT CATEGORY STRATEGTY 5 DRIVE TRAFFIC TO EVENT SITE AND IBM WATSON LANDING PAGE

PASSIONATE ABOUT PEOPLE IBM is proud to be a client partner of brilliant people – the company’s most prized asset. IBM is a passionate about supporting a client’s continued growth to fulfil our ambitions. ACHIEVING SUCCESS THROUGH SHARED ENDEAVOURS IBM Watson works collaboratively with diverse teams, shoulder to shoulder with their clients. With the premise that the company achieves more together than we could alone. 3 INSPIRED BY CLIENT VALUE IBM Watson is as a committed to creating visible and sustained value for it’s clients. IBM Watson is are proud of their clients and what they think of them; and build long-lasting relationships with their clients, responding to and anticipating their needs. 2 PRIZING OUR ETHICAL APPROACH IBM Watson prizes itself integrity and honesty. The company strives to do ‘the right thing’ rather than ‘the easy thing’ which guides the company through the responsibility of day-to-day activities, and through the most difficult challenges for their clients. 4 SEEKING TO EXCEL IBM Watson seeks to excel in everything they do, and aspire to continually enhance learning, innovation and insight. 5 CREATING COMMERCIAL SUCCESS IBM Watson is proud of what they are worth to their clients. The company takes personal responsibility for a client’s commercial success , sharing and reinvesting rewards. 6 1 ANALYTIC & INSIGHTS 6 EVENT & CAMPAIGN TAKEAWAYS

Core activities Core process skills Model Task goals Process goals Build relationship Share understanding of company and people Explore and understand perceived problem Demonstrate insight, knowledge, expertise Establish goals, roles, boundaries of assignment Develop explicit, workable agreement and budget Plan data collection Gather and condense data Identify core problem Show understanding of issues Confront client with valid data: synthesise and present data summarising issues Form, and validate, hypothesis Facilitate client interaction Open up issues and new concepts Apply imagination and experience Select best options Communicate with stake holders Reaffirm objectives Challenge, creatively explore and test options Plan action and develop project plan Sell in plan Agree cost/time frame Set up management structure Define benefits Manage risks Manage expectations Communicate and train Launch programme Assess performance and progress Adapt if necessary Questioning Active listening Researching Feedback (give and receive) Building empathy Contracting Negotiation Interviewing Challenge feedback Individual dynamics Team dynamics Data collecting Analysing and presenting Creative thinking Problem solving Facilitation Team building Building the vision Building empathy (ref change) Understanding individual needs Influencing skills Selling skills Presentation skills Option testing Planning and control Communication skills: A. Check understanding and promote success B. Objection handling Coaching Feedback Event management Project management Building action teams Entry Scope Contract Diagnosing Research Analyse Visioning Explore Refine Planning How What Implementing Do Review Agree problem to be addressed Understand real issues And define key areas Choose goals For change Choose change Programme Deliver benefits Earn the right to help Build trust and rapport Use the right to help Help client to commit Help client to build and grow ANALYTIC & INSIGHTS 6 PROCESS

Key Performance Indicator Adoption Extend Reach via Influencers Establish Content Ecosystem Create Content Plan Tech Highlights Demonstrations Demo Videos. Activate Content Plan Further Trail and Reach Channels & Assets Mobile App /Online Video Mobile App /Online Video Content Partnerships Influencers Mobile App /Online Video Content Partnerships Influencers Communications Approach Connection with engagement opportunities + reward system Build community (of store managers) with driving advocacy Capitalize on innovation pushing application features (in superiority to other social platforms that may distract from TOA) Capitalize on content partnership + innovation Connection through demos opportunities + promotions of relevant brands for the following year Build community driving advocacy during the conference, and discover new opportunities for engagement thereafter Connection with innovative opportunities Build community driving further advocacy there after the event Capitalize on content (partnerships – thereafter) KPI’s Adoption Rate % Views (Engagement) User Rate % Touch point & Heat Mapping Views (Engagement) Shares (Engagement) Comments/Questions (Engagement) ANALYTIC & INSIGHTS 6 MEDIA ARCHITECTURE AND MEASUREMENT

THANK YOU Please Contact w/ Questions W. Sky Downing [email protected]

APPENDIX

Doug | Chief Financial Officer Doug Chief Financial Officer ALSO KNOWN AS Comptroller/ Controller (in Public Sector) CFO LOB/Division VP of Finance Senior Vice President of Finance Finance Director METHODOLOGY 3: Plus Quantitative
Date: June 2016 (Buyer profile owners: Maureen Daley/Worcester/IBM, Tony Levy/Minneapolis/IBM, Denise Knorr/Jacksonville/IBM, Spencer G Lin/Chicago/IBM) PERSONA CODE C05 Bio Doug works as a corporate Chief Financial Officer (CFO) where he is primarily responsible for managing the finance operations, business operations and risks for his large enterprise. However, Doug’s role is evolving. He is transitioning more traditional business and finance management responsibilities to the divisional controllers/ financial officers and finance team, and taking on more strategic influence within his organization.

In many cases taking on the responsibilities of the Chief Operations Officers (COO), Doug is more heavily involved in business strategy to improve the performance of his company.

With up to 45 percent of Chief Information Officers (CIO) now reporting to CFOs, Doug is becoming ultimate decision maker for IT—both in controlling the finance and approving the investment. He sees this as bringing balance to the funding of innovation and applying discipline to the process.

Doug works as a corporate Chief Financial Officer (CFO) where he is primarily responsible for managing the finance operations, business operations and risks for his large enterprise. However, Doug’s role is evolving. He is transitioning ... Personal Motivation Maintain reputation, high status, recognition and acknowledgement in the eyes of others. Challenges Contend with economic uncertainty and volatility. Balance growth and innovation with cost savings and risk management. Attract and retain qualified employees. Adhere to regulatory requirements. Secure access to capital. Ensure data security. Responsibilities Oversee the company's cash flow, major capital investments, owned assets, acquisitions and divestitures, and company’s growth strategy. Measure and monitor business performance. Build agile and integrated strategic and operational plans and align operating models. Help the CFO role increase in significance relative to other C-level roles. Face the changing regulatory environment. Leverage the latest technologies in areas under the CFO purview. Evaluated On Achieving positive performance metrics Managing cash flow Increasing profit, as measured by Earnings Before Interest, Taxes, Depreciation and Amortization (EBIDTA) and other mechanisms. Securing high return on investment (ROI) Providing input to enterprise strategy, driving integration cross the enterprise and acting more as natural ally to the CEO (i.e., coming out of the traditional “finance” role) Ensuring that the company is financially sound Thought Process LONG-TERM STRATEGIC OPERATIONAL Work Time Spent SUMMARY 20% Strategic decision making 40% Finance operations 30% Planning and performance management 10% Managing finance team Consumer Inspired Business Challenges 2

Doug | Chief Financial Officer ECOSYSTEM | LEARNING & NETWORKING ECOSYSTEM LEARNING & NETWORKING REPORTS TO Chief Executive Officer Chief Operating Officer INFLUENCED BY Peer CFOs outside his organization CEO MANAGES Controller VP/Director of Financial Planning & Analysis WORKS WITH Chief Executive Officer Chief Operations Officer Chief Technology Officer (if not reporting into CFO) Doug's Purchase Authority Doug's Vendor Selection Role Competition Accenture Bain Boston Consulting Group Computer Sciences Corporation Deloitte Ernst & Young Goldman Sachs JP Morgan Attitude toward competitors Software: Oracle, SAP, Anaplan, Adaptive Insights, Host Analytics

Auditors: PwC, KMPG, Deloitte, Ernst & Young

Strategy and Investment Banking: JP Morgan, Goldman Sachs, Boston Consulting Group , McKinsey, Bain, Cash

Services: Deloitte, Accenture, Computer Sciences Corporation, Ernest & Young, KPMG, PwC

Deloitte: Regards Deloitte as among the best of all firms at delivering value-creating innovation and at helping its clients manage risk, reduce costs and transform significant ... Relationship with IBM Doug’s awareness, confidence and consideration of IBM lags behind Oracle and SAP for software and similarly lags behind Deloitte and Accenture for services.

However, in terms of capabilities, Doug sees IBM software as capable of delivering world class business analytics across the full range of planning, budgeting and forecasting, profitability modeling and analysis, management and financial reporting, financial consolidation, advanced analytics and governance, risk and compliance.

Doug sees IBM consulting services as a global leader: the most capable at delivering value-creating innovation and supporting business change across an organization, and the most capable firm at integrating ... Veto Power SOCIAL NETWORKING Forums-CFO Influencers Twitter- CFO discussions CFO LinkedIn groups CFO Influencer Network LEARNING Financial news sources: Wall Street Journal CNBC CNN Money Business sources: New York Times Business Huffpost Business CNN Academic sources: Harvard Business Review MIT Sloan Management Review Knowledge@Wharton

Member based associations CFO Associations CPA Charters Alumni Networks Corporate Executive Board Argyle Executive Forum ) EVENTS CFO targeted events American Bankers Association COMMUNICATION PREFERENCES Peer to peer networks; In person SME blogs (major media and academia) Online channels for learning, but not speaking (Twitter and LinkedIn) LEARNING STYLE Visual and aural Likes charts and numbers Analysts EXTERNAL INFLUENCERS CNNMoney CFO peers - former colleagues and classmates Auditors such as Deloitte, PwC, E&Y, KPMG, Consumer Inspired Business Challenges 2

Value to buyer profile : H High M Medium L Low Discover Learn Try Buy Adopt Advocate Hurdles Researching what is trending with Tech Companies and Analysts Establishing a predictable ROI for new improvement initiative. Gaining consensus amongst cross functional team on objectives and approach. Relying on team/ colleagues for input on possible options Proving effective deployment of systems and governance models to support finance functions and improve bottom-line performance Substantiating an investment in technology to optimize the finance value chain, drive budgeting, plan and forecast, and maintain the right levels of internal control Establishing the ROI and benchmarking to compare different solutions Obtaining strong, reliable client references to validate vendor selection. Gaining consensus from cross-functional team for right solution partner. Executing a strategic purchase that balances risk and opportunity. Playing a critical role in approving funding and approving the vendor recommendation made by the project team. (CFOs play a continuing role throughout all stages for solutions that transform the finance department) CFOs who want to stay connected participate in vendor sponsor events, blogs, forum to enrich their experience in the finance community CFOs continue to learn and engage in communities and discussions with their peers as a thought leader Formats Blogs LinkedIn Forums Industry conferences Tech Analysts written articles Events/ conferences Analyst research Case study Case study Competitive assessment Industry analyst sites Technology vendor site Interaction with consultants Vendor sales ROI or other assessment tool Case study None indicated None indicated None indicated Webcasts Analyst research Analyst research None indicated Customer Reference None indicated Reviews & ratings Top 10(M) Vendor blogs White paper White paper None indicated None indicated Channels Blogs Forums Twitter Analyst inquiry Executive briefing (demonstrate financial return) Peers and colleagues User conference Vendor website Community sites (restricted to peers/ finance professionals only) Customer reference Vendor SME meeting Association meeting Community sites (restricted to peers/ finance professionals only) Customer reference Industry conference Peers and colleagues User conference Community sites (restricted to peers/ finance professionals only) Customer reference Executive briefing Peers and colleagues Tradeshow/ conference Vendor SME meeting None indicated None indicated None indicated Social media network Social media network Social media H network Forums Networking events None indicated Direct mail Direct e-mail Online advertising Direct e-mail Online advertising Vendor webinar Direct e-mail Sales call and presentation None indicated None indicated Doug | Chief Financial Officer INFORMATION PREFERENCES | FORMATS & CHANNELS BY BUYER STAGE

Ellen | Chief Marketing Officer for Telco Ellen Chief Marketing Officer ALSO KNOWN AS Senior Executive Vice President and Global Marketing Officer Executive Vice President and CMO Global Brand & Marketing Director Global Head of Marketing Group Managing Director and Chief Customer Officer METHODOLOGY 01 (validated with SMEs or sellers)
August 2015 PERSONA CODE C06 Bio Like other CMOs of established communications services provider (CSP) companies, Ellen recognizes that today’s consumers are more connected, more knowledgeable and create more information than ever before.

In the past, the CMO’s role centered on advertising, sponsorships, channel strategy, and product strategy. But today, Ellen and her industry counterparts are focused on creating a cohesive and personalized overall experience for their customers.

Ellen pays significant attention to managing her organization’s customer churn rate and improving customer loyalty. To help increase customer satisfaction, she focuses on interactive omni-channel environments. Exploring cross sell, up-sell and new revenue source options also plays an important role.

Traditionally, chief information officers (CIOs) have held the business’ IT purchasing power, but Ellen has seen first-hand how this trend is shifting to give herself, and others in her role, increasingly more purchasing and decision-making power.
Personal Motivation Use digital service offerings and an effective social presence as a way to deepen customer understanding and engagement. Identify where value-added managed services can improve wallet share or customer stickiness. Look for the right partners (technology providers, channels, etc.) to create competitive ecosystems. Build an appropriate go-to-market plan that emphasizes customer outcomes, not service specification. Challenges Manage customer churn and retention. Improve loyalty. Generate new sources of revenue. Shift to omni-channel, data driven, marketing for measurable success. Build and operate in an agile manner. Responsibilities Explore ways to help the end-consumer connect, and communicate to maintain and grow the organization’s customer base. Assume or oversee multiple customer contact, B2B and B2C marketing roles to advance the company’s strategic initiatives. Balance a traditional brick-and-mortar approach to managing operations as well as working to spend more time with direct responsibilities such as advertisement, channel strategy, product development strategy and traditional marketing (TV, ads, sports, sponsorships, etc.). Evaluated On Reducing churn Acquiring new customers Monetizing data services Identifying new sources of revenue Achieving content success Obtaining advertising recognition and success Thought Process LONG-TERM STRATEGIC OPERATIONAL Work Time Spent SUMMARY 50% Meetings with internal executives and the team 20% Meetings with agencies and vendors 15% Meetings with media/analysts and partners 15% Market visits Consumer Inspired Business Challenges 2

Ellen | Chief Marketing Officer for Telco ECOSYSTEM | LEARNING & NETWORKING ECOSYSTEM LEARNING & NETWORKING REPORTS TO Chief Executive Officer Chief Operating Officer INFLUENCED BY Industry peers OTT providers (e.g. Facebook, Skype, Whatsapp) MANAGES VP Marketing Product Marketing WORKS WITH Chief Innovation Officer Chief Technology Officer Chief Executive Officer Ellen's Purchase Authority Ellen's Vendor Selection Role Competition Deloitte Accenture McKinsey Capgemini EY Wipro Oracle Salesforce Attitude toward competitors
Ellen views competitors as either partners (e.g. in the case of the services companies or agencies) or as building blocks to get to the desired end state.
Relationship with IBM
Ellen knows of IBM as a technology service provider, but she is less knowledgeable about IBM marketing solutions such as digital service provider, cloud and mobile solutions that could help ease her challenges.
Influencer SOCIAL NETWORKING Twitter LinkedIn Telecom, Mobile Apps, Advertising Executives ) Telecom Sales & Marketing ) LEARNING TMForum Analysys Mason GSMA GSMA Mobile 360 Series TMForum LTE EVENTS Key GSMA events Connected Women COMMUNICATION PREFERENCES Tweets LinkedIn posts Conferences LEARNING STYLE Visual Verbal Social EXTERNAL INFLUENCERS Analysys Mason Richard Harris (@telecomGuru) Mary Lenninghan (@TelecomEditor) David Karim (@davidkarim) Evan Kirstel (@eevankirstl) Mark Goldberg (@Mark_Goldberg) Consumer Inspired Business Challenges 2

Value to buyer profile : H High M Medium L Low Discover Learn Try Buy Adopt Advocate Hurdles Reaching the customer via the right references and influencers Having the ability to demonstrate results Understanding which solutions align best with company strategy, especially around mobility and security Understanding how to reach Millennials Overcoming infrastructure challenges Providing an easy Try-Buy option Demonstrating quick return on investment Getting access to CFO to understand and overcome financial concerns Overcoming negative experiences that customers have Increasing customer stickiness and preventing churn Overcoming lack of insight into how customer is using marketing solutions Formats Case study Reviews & ratings Blog, tweet Top 10 Case study Reviews & ratings Product trial Demo Product trial Demo Product/ how-to guide ROI or other assessment tool Product/ how-to guide Reviews & ratings Blog, tweet Interviews News articles White paper Video Reviews & ratings Case study News articles White paper Product trial Demo Video Presentations Top 10 Visuals News articles Interviews Case study White paper Reviews & ratings Top 10 Visuals Case study White paper Video Blog, tweet Top 10 Reviews & ratings Video Blog, tweet Top 10 Visuals Case study White paper Product trial Demo Video Channels Direct e-mail Community sites Live event Tradeshow Conference Peers and colleagues Search Vendor websites Third party websites Live event Tradeshow Conference Search Vendor websites Live event Tradeshow Conference Peers and colleagues Live event Tradeshow Conference Community sites On-line event Live event Tradeshow Conference Community sites Social media network Peers and colleagues None indicated Direct e-mail Community sites Peers and colleagues Peers and colleagues None indicated Direct mail On-line event Online advertising Direct mail Online advertising Print advertising Direct e-mail Direct mail Social media network Direct e-mail Direct mail Community sites Direct e-mail Direct mail Social media network Direct e-mail Direct mail On-line event Ellen | Chief Marketing Officer for Telco INFORMATION PREFERENCES | FORMATS & CHANNELS BY BUYER STAGE Consumer Inspired Business Challenges 2

Michelle | VP of Customer Service - Telco Michelle VP of Customer Service - Telco ALSO KNOWN AS Chief Customer Officer VP of Customer Relations VP of Customer Experience VP of Customer Care VP of Customer Service Operations METHODOLOGY August 2015 PERSONA CODE L04 Bio
As the VP of Customer Service, Michelle is the key executive for customer support, client interactions, online sales and other elements of the customer experience.

Michelle recognizes that the position she holds has changed markedly across the business landscape in a relatively short time period. In the last two decades, the traditional model of phone and in-person support has given way to automation, self-service, social support, SMS and mobile app support models. In the last five years, self-service has taken on even more importance, as site/mobile options allow users to more effectively manage their services, usage and expenses. And changing providers is easier than ever in some retail energy markets.

Today, Michelle is predominantly involved in the development of support processes, communication policies, employee training, and even in developing customer-service based selling. She must be able to manage crises and mitigate service failures, especially in cases where the company is at fault.

Like in many other organizations, customer service activities constitute a cost center for Michelle’s company, so Michelle needs ... Personal Motivation Customer satisfaction Customer service Personal experience – to satisfy consumers in the way that she herself wants to be treated as a consumer Mitigate connection downtime, eliminate dropped calls Challenges Successfully integrate data from multiple sources and apply analytical tools to get a complete customer view, including accurate, timely information on customer needs and operational success. Quickly and easily respond to customer issues and provide them with timely and relevant information. Increase automation of customer service functions, and promote customer self-service through online, mobile and social platforms. Overcome difficulties in attaining a singular and holistic view of the customer. Responsibilities Manage the end-to-end customer experience lifecycle, from first contact through service connection and ongoing support. Define and evangelize the overall customer lifecycle experience. Create a future vision and implementation strategy to exceed customer experience targets and sales or program generation goals. Build and lead the customer support team. Create benchmarks, support processes, training practices and compensation models. Long-term planning to ensure capacity needs are met globally and service levels are achieved within budget. Reduce call center cost. Enable call center operation that is low cost and high value for customers. Provide a “Voice-of-the-Customer” feedback loop to the business. Evaluated On Increasing customer satisfaction Improving retention and renewal rates Optimizing credit and collections Achieving a high net promoter score (NPS) in competitive markets Improving customer service team efficiency, including agent utilization, FCR, AHT and ASA Maintaining operational excellence with regard to abandonment and self-service completion rates Thought Process LONG-TERM STRATEGIC OPERATIONAL Work Time Spent SUMMARY 40% Customer service operations 20% Billing/credit collections 20% Business system applications 20% Performance management Consumer Inspired Business Challenges 2

Michelle | VP of Customer Service - Telco ECOSYSTEM | LEARNING & NETWORKING ECOSYSTEM LEARNING & NETWORKING REPORTS TO Chief Operations Officer Chief Executive Officer President INFLUENCED BY Chief Executive Officer Chief Financial Officer MANAGES Customer Service Personnel Retention Personnel WORKS WITH Chief Operations Officer Chief Financial Officer Chief Risk Officer Michelle's Purchase Authority Michelle's Vendor Selection Role Competition Accenture Capgemini SAS Oracle SAP Amdocs TCS Wipro Attitude toward competitors unspecified Relationship with IBM
Michelle and her counterparts do not view IBM as a key partner in the customer service realm beyond any existing relationships with Global Business Services (GBS) for strategic consulting, business processes and re-engineering of call center operations. They already have niche applications and systems. Few have taken an enterprise-wide view that includes customer service, especially the integration between customer service and marketing. Many companies like Michelle’s are still dealing with disparate systems. There have been stronger integrations between customer service and operations, but that is caused by the need to react to TV/phone/internet complaints.

Top reasons why IBM ... Decision Maker SOCIAL NETWORKING LinkedIn Facebook LinkedIn groups: Customer Intelligence Telecom, Mobile Apps, Advertising & Payment, Cloud Computing, Wireless, OTT Professionals Worldwide - Telecommunications Professionals Network LEARNING Big Data & Analytics Hub TM Forum Groupe Speciale Mobile (GSMA) Telecoms.com Telecom Uncovered Fierce Telecom EVENTS IBM Insight GSMA Mobile World Congress COMMUNICATION PREFERENCES Mobile and email LEARNING STYLE Social Logical Visual EXTERNAL INFLUENCERS Igor Beuker, Speaker (@IgorBeuker) Nayanika Parashar, Vodafone (@nayanikap) Carla Gentry, Data Scientist (@data_nerd) Mark Fidelman, Forbes columnist (@markfidelman) Horace Dediu (@asymco) Juan_diaz_diaz, Telco journalist (@juan_diaz_diaz) Consumer Inspired Business Challenges 2

Value to buyer profile : H High M Medium L Low Discover Learn Try Buy Adopt Advocate Hurdles What are new customer care trends across all industries? What are the best practices in improving customer care? How are peers doing in terms of customer satisfaction with quality of care when compared to other industries? How do I improve customer satisfaction scores given the limitations of my legacy systems, increasing cost of operations, increasing competition and regulatory mandates? How can I transform my customer care from reactive to proactive to lower costs and improve customer satisfaction? Who has implemented Proactive Care successfully – what benefits have they achieved? What IBM solutions are available to help me improve customer service and reduce operating costs? How can I use data and analytics to better understand my customers, improve customer service operations, and customer satisfaction? What IBM solutions are available to help me offer better services to my customers? Can you demonstrate how your solutions help me to transform my customer care to lower costs and increase revenue? I need my team to better understand the benefits and evaluate the solution and impact to the business. Can I do a pilot with my organization's data to show the value of your approach? How can I test run these solutions? Can I see or experience a demo of the IBM solution? I do not have time for a lengthy contracts process. How many people will I have to talk to/deal with to get this done? Will I have easy access to all of the people I need, to get this going? How can I quickly purchase and implement this solution? What are my pricing options relative to on premises, cloud, and a combination? Can I finance this solution and how does it work? Is there a need for IBM or other implementation services? How can I get more help/questions answered as I implement this solution? Are there best practices for ensuring a successful implementation of the solution? How do I promote the work that I’ve done with IBM? How do I build personal eminence for myself and the work that I have done for my organization? Formats Case study White paper Video - Blog, tweet Case study White paper Product Reviews & ratings Video On-site or Virtual Solution Workshop Product Reviews & ratings Product trial Demo ROI Case Study Product Reviews & ratings Product trial Demo On-site or Virtual Solution Workshop Demo Tutorials Video Tutorials Product/ how-to guide ROI Case study Product Reviews & ratings Video News articles - Demo - Product trial White paper White paper Product Reviews & ratings None indicated Product Reviews & ratings Product trial - ROI or other asset tool Product/ how-to guide - Interviews - Product/ how-to guide Case study Business Value Assessment (BVA) workshop H General Case study Analyst research ROI or other asset tool None indicated Channels Social media network Live event Tradeshow Conference Peers and colleagues Search Direct e-mail Direct mail Analyst Subscription Sites Social media network Live event Tradeshow Conference Peers and colleagues Search Social media network Live event Tradeshow Conference Peers and colleagues Sales call and presentation Vendor websites Third party websites On-line event L Live event Tradeshow Conference Peers and colleagues Sales call and presentation Community sites Social media network Live event Tradeshow Conference Peers and colleagues Community sites Social media network Live event Tradeshow Conference Peers and colleagues Vendor websites Direct e-mail Community sites Direct e-mail None indicated On-line event None indicated Sales call and presentation Vendor websites None indicated On-line event Online advertising Print advertising Direct e-mail Direct mail Community sites Direct e-mail Direct mail Print advertising Direct e-mail Direct mail On-line event Michelle | VP of Customer Service - Telco INFORMATION PREFERENCES | FORMATS & CHANNELS BY BUYER STAGE

Wayne | Analytics Leader Wayne Analytics Leader ALSO KNOWN AS Chief Data Officer Analytics Manager VP Analytics Chief Technology Officer and Technology Research Chief Data Scientist METHODOLOGY 01 (validated with SMEs or sellers)
June 2015 PERSONA CODE C11 Bio Wayne is an Analytics Leader at a Fortune 500 organization. He manages a team that is made up of business analysts with some data scientists and he tends to work very closely with directors and vice presidents within his organization.

Wayne began his career as an analyst—he was always very good with numbers. His true gift is in being able to understand what is possible with data —how best to extract it, what form it needs to take – and then translating that knowledge into line-of-business strategies. Typically, Wayne will spend more time on those business functions that have the most data and are most critical to the business. Wayne also works with specialized analysis groups found within organizations, including actuaries, financial analysts, risk profilers, marketing analysts and others.

Wayne was hired into his role after leadership determined that there were multiple, overlapping initiatives centered on applying analytics occurring within multiple lines of business. There was also an insufficient number of internal resources within the lines of business that were able to do high level analysis, so a lot of consulting ... Personal Motivation Advance/be promoted into the C-suite. Establish analytics as a vital business function. Be perceived as a leader within the organization and among peers. Pursue endeavors that reflect the love of data. Challenges Contending with organizational silos and legacy systems Obtaining funding for the “art of the possible” Dealing with analytical immaturity within organization, at all levels Juggling too many competing priorities Responsibilities Provide vision for the potential use of analytics (“art of the possible”) throughout the organization by leveraging industry best practices. Understand emerging analytic capabilities and evaluate how these may be applied. Introduce innovation within functions and throughout the organization. Promote analytic collaboration and best practices throughout the organization. Encourage learning and experimentation. Tear down functional and departmental boundaries to facilitate the sharing of experiences. Evaluated On Implementing a high volume of solutions Attaining projected ROI Actively participating in the community of analytic users Cross pollinating analytic solutions among functions Promoting the adoption of analytic tools by business analysts and business professionals Utilizing the Analytic Center of Excellence (COE/CC) Thought Process LONG-TERM STRATEGIC OPERATIONAL Work Time Spent SUMMARY 40% Creating a vision/art of the possible 25% Fostering collaboration around analytics 5% Experimenting/Evaluating new concepts/approaches 30% Sharing best practices Consumer Inspired Business Challenges 2

Wayne | Analytics Leader ECOSYSTEM | LEARNING & NETWORKING ECOSYSTEM LEARNING & NETWORKING REPORTS TO Chief Technology Officer Chief Executive Officer Chief Operations Officer INFLUENCED BY Chief Data Officer Business Professional MANAGES Data Scientist Analyst WORKS WITH Cross-functional leaders throughout the organization Functions that are core to the business Wayne's Purchase Authority Wayne's Vendor Selection Role Competition SAS SAP Oracle Microsoft RapidMiner/KMINE Tableau Attitude toward competitors
Incumbent/traditional competitors:

SAS

SAP

Oracle

Microsoft

Emerging threats:

RapidMiner/KMINE

Tableau

This role appreciates IBM’s leadership but not the cost of doing business. There are some environments where competitors are so entrenched that switching costs are too high (e.g., SAS tends to be sticky) but IBM is seen as a leader among leaders. The complexity of product and lack of integration is driving this role to consider the emerging competitors as viable alternatives. ... Relationship with IBM
Sees IBM as a heavyweight in the space but is challenged by the complexity and the lack of cohesion/coordination between the many products IBM have.
Decision Maker SOCIAL NETWORKING LinkedIn Linkedin groups: LEARNING Conferences High-End Publications: Forbes Wall Street Journal Analysts: Gartner Forrester LinkedIn User Groups Trade Publications: CNET CNN Harvard Business Review Technical publications (KDNuggets) Digital Analytics Association International Institute for Analytics American Statistical Association EVENTS Gartner BI Summit IBM Insight COMMUNICATION PREFERENCES Small, focused conference attendance – will come for a keynote, may present, and then leaves. Reads social media and follows influencers but rarely (if ever) contributes directly. LEARNING STYLE Linguistic Logical Social EXTERNAL INFLUENCERS Gregory Piatetsky (@kdnuggets) Vineet Vashishta (@v_vashishta) Mike Gualtieri (@mgualtieri) Tony Baer (@TonyBaer) Consumer Inspired Business Challenges 2

Value to buyer profile : H High M Medium L Low Discover Learn Try Buy Adopt Advocate Hurdles I need to show management that I am a true thought leader by showing them that I am integrating the latest/greatest concepts into our organizational plans I need to stay ahead of my own team by bringing new ideas to the table I am hearing new ideas, new approaches, new tools all the time and need a way to cut through noise I think that I need to go beyond what I have in place today – I need a more sophisticated analytical practice in place I need to understand the trade-offs between packaged solutions and platforms, open source and commercial I need to understand what advanced analytics really is and how to recognize those that can provide me with what I need I need to make sure that my team can use the tools without going back to school I need to see if my experts believe this has enough fire-power I need to see how this will work in my business – for my specific use cases I need to fully understand my options and pick the one that will work for my environment and budget (cloud/hybrid/prem, ad-hoc or packaged, payment terms, etc.) I need a clear path to value and to understand what options I have for getting help on my terms I need to find that low-hanging fruit and get some results – and stick to my budget I need my users to have a place to go to for resources such as examples, new ideas, other users, etc. I want to be seen as a thought leader by others in my field – want my story to be very visible I need to protect my organization’s IP – what we are doing is a differentiator so I want to tell my story, but do so in a way that others can’t just copy us Formats Analyst research Blog News articles Presentations Blog Case study Demo Presentations Case study Demo Product trial Product/ how-to guide Case study Demo Product/ how-to guide Reviews & ratings Blog Case study Demo Presentations Blog Case study News articles Presentations Case study Analyst research Analyst research Analyst research Visuals (infographics) Reviews & ratings Product trial Product/ how-to guide ROI or other assessment tool Seminar Reviews & ratings Blog News articles Thought leadership Tweet Video Blog News articles Thought leadership Tweet White paper Analyst research News articles Product trial Reviews & ratings ROI or other assessment tool Analyst research Demo Product trial Product/ how-to guide ROI or other assessment tool Channels Peers and colleagues Search Social media network Third party websites Tradeshow Conference Peers and colleagues Search Social media network Third party websites Tradeshow Vendor websites Community sites Conference Direct e-mail Live event Online advertising Peers and colleagues Sales call and presentation Tradeshow Vendor websites Direct e-mail Direct mail Live event Peers and colleagues Sales call and presentation Vendor websites Community sites Direct e-mail Direct mail Peers and colleagues Sales call and presentation Social media network Vendor websites Community sites Conference Live event Social media network Tradeshow Vendor websites Community sites Community sites On-line event Conference None indicated Online advertising Direct e-mail Direct mail Live event Direct mail Online advertising Print advertising Direct mail Print advertising Search Community sites Online advertising Print advertising Live event Online advertising On-line event Direct e-mail Direct mail Sales call and presentation Wayne | Analytics Leader INFORMATION PREFERENCES | FORMATS & CHANNELS BY BUYER STAGE

IBM Social Strategy & Content Approach PPTX

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