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Honoring standout performance in marketing technology services and solutions

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© 2017 ITSMA. All rights reserved.

Table of Contents

Accelerating Growth with Account-Based Marketing • Diamond Winner | SAP: From Deep Insights to Interactive Assets, SAP’s New Toolkit .... 1 • Gold Winner | Computacenter: Driving Innovation with an Automotive Customer .......... 3 • Gold Winner | NTT DATA: Every Touch Matters ........................................................................ 5

Closing the Insight-to-Action Gap

• Diamond Winner | HPE: Crystal Ball: Customer Intelligence and Predictive Analytics “Super Forecasting” Engine ......................................................................................... 7

• Gold Winner | Adobe: Adobe Strategic Accounts Marketing Closes the Insight to Action Gap ......................................................................................................................................... 9

• Gold Winner | Tata Communications: Marketing Insights Platform ................................... 11 Driving Business with Thought Leadership

• Diamond Winner | Cognizant: Blockchain: Thought Leadership Driving Action and Results .............................................................................................................................................. 13

• Gold Winner | HCL: 2017’s First Global Survey on IoT Adopters ......................................... 15 Enabling Sales for New Growth Opportunities

• Diamond Winner | PwC: Enabling Sales Growth from a Regulatory Opportunity ............ 17 • Gold Winner | HPE: Sales Lobby .................................................................................................. 19

Ensuring Customer Success

• Diamond Winner | Cisco: Cisco Transforms to Ensure Customer Success in the Digital Future .................................................................................................................................. 21

• Gold Winner | Unisys: Closed-loop Client Satisfaction & Loyalty Program Ensures Client Success ................................................................................................................................. 23

Strengthening Brand Differentiation

• Diamond Winner | IBM: The First Thinking Sculpture ............................................................. 25 • Gold Winner | Panasonic: Technologies That Move Us .......................................................... 27

Transforming Marketing for Digital Leadership

• Diamond Winner | HCL: Creating an Agile, Data-Driven Marketing Organization through Frugal Digital Transformation ..................................................................................... 29

• Gold Winner | SAP: SAP Digital ABM Program ......................................................................... 31 Small and Medium Businesses

• Diamond Winner | InfinityQS: Elevating Messaging to Deliver Insight, Resources and Solutions to Global Manufacturers ............................................................................................ 33

• Gold Winner | NIIT Technologies: Institutionalizing VoC with a Compelling Service Vision for Exceptional Customer Value ..................................................................................... 35

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© 2017 ITSMA. All rights reserved. 01

SAP | Diamond Winner Accelerating Growth with Account-Based Marketing

From Deep Insights to Interactive Assets, SAP’s New Toolkit BUSINESS CHALLENGE As the market leader in enterprise application software, awareness has rarely been a problem for SAP. The challenge was to change perceptions – from a company solely known for ERP software to a strategic innovation partner delivering digital solutions based on cutting-edge technologies while at the same time accelerating the sales cycle. BUSINESS OBJECTIVE SAP needed to reposition itself with key customers while also addressing a more fundamental issue – how to bridge the gap between sales and marketing so the content and campaigns it was producing were directly relevant to the needs of its most important customers and the conversations they were having with Sales. PROGRAM EXECUTION The program began with an internal review and prioritization of the top accounts across all regions and all industries to determine a shortlist of industries we would potentially cover with our global ABM program. At the end of the process we identified 40 total accounts across six industries. Once we had the target account list and final industries identified we began working together with our agency MomentumABM on account profiling and research of the accounts and industries. In parallel, we were having internal meetings with the local marketers and Sales leadership of each account (in some cases attending the actual account planning meetings) to review the account plan and discuss the relationship with the account. Following the compilation and synthesis of all this information we then conducted a review to determine where the synergies in focus were across all the accounts. We used these account level insights as the foundation in developing our strategy for each of the industry ABM programs. Open communication was maintained with the Sales leaders to validate our findings about the industry and their specific accounts and to collaborate on the industry ABM strategy.

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On agreement of the program aspects with the Sales leads we went into program build mode. The agency’s creative team crafted messaging that “told the story” for each industry and developed high impact creative assets to also address the perception of SAP. These assets then formed a “toolkit” that was provided to each field marketing and sales team. This was a new approach for SAP and an innovative approach to scaling Account Based Marketing across multiple accounts and industries. An example industry toolkit might include:

• Interactive digital drive through – to illustrate SAP’s innovative capabilities across the breadth of an account’s operations

• Quote “infowall” – featuring key quotations from inside an account to demonstrate understanding and position SAP as a potential partner for customer engagement.

• Blog posts – to illustrate understanding of account and market conditions, and to demonstrate thought leadership.

• Videos – to align industry trends with account opportunities. • Mobile paper – interactive thought leadership to support SAP’s expertise. • Infographic and Digital Posters – to educate the customer, align with trends and outline a digital

core. Once the toolkit was built, each asset was versioned and approved by sales for each account. These were made available to each sales team in conjunction with a Program Execution Guide which explained the purpose and suggested use of each piece. Additionally, to allow for further syndication of these assets to other SAP accounts we created a content syndication page on our JAM Site that includes a “visual bill of materials” as well as the process and pricing to get each asset re-badged and messaged for a new account. BUSINESS RESULTS Success was measured against the core objectives of the campaign:

• Insight: Understand vertical market synergies & identify key accounts (and stakeholders) ripe for sales conversation

• Narrative: Rethink how it delivered global marketing & create digital conversation starters • Engage: Influence and accelerate multimillion dollar pipeline & strengthen the relationship

between marketing and sales Taking a unified toolkit approach to enterprise content marketing has helped SAP align nearly 100 sales and marketing team members and make nearly two dozen, new C level engagements. Through the program, we identified 40 strategic accounts across six industries representing well over $500M in revenue pipeline of which a large percentage is being influenced and accelerated through the execution of the ABM program.

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Computacenter | Gold Winner Accelerating Growth with Account-Based Marketing

Driving Innovation with an Automotive Customer: Strategic ABM in Practice BUSINESS CHALLENGE

In April 2016, a multi-national corporation released a market tender seeking a Network Service Provider for their Global Network Operations. Computacenter was one of 6 providers invited to tender. The business challenge was to convince the customer that we were the right partner to help them achieve their goals and that we could further enable their digital future. PROGRAM OBJECTIVE

Computacenter used strategic account based marketing as part of its sales campaign to achieve the following: 1. Develop a deep understanding of the customer through internal and external research 2. Deliver an audience workshop to provide analysis of the key influencers and internal groups 3. Deliver value propositions aligned with campaign win themes to bridge the gap between the

technical solution, the audience goals and their unique change agendas 4. Establish a set of innovative channels and deliverables for this bespoke content, relevant to the audience 5. Use agile marketing techniques to deliver strategic and tactical campaigning aligned to the key stages

of the bid process and enable the sales team to swiftly adapt to the customers changing priorities 6. Measure the consumption of the deliverables by the audience as a gating process to the next stage

PROGRAM EXECUTION

The marketing campaign started with clearly understanding the customer’s business objectives and analysing the audience to establish their needs. We developed a series of key messages which would differentiate Computacenter against the competition and used these to define an aligned value proposition. This created the foundation for a customer specific brand strategy and marketing plan.

We created a new communication platform which enabled us to add new deliverables created as the customer dialogue progressed. During this process, the deliverables were based on topics that were top of mind for the customer. The content was produced in a way that could be adapted for use by the sales team in direct and indirect customer engagements. The campaign was supported by strategic activity focussed on reasons to select Computacenter as the preferred supplier that were not directly related to the technical solution. After the release of each deliverable, we tracked content consumption using Google Analytics and feedback from the sales team which became the gateway for the next campaign stage. We strived for 100% consumption to ensure our tailored messaging reached key influencers.

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This level of agile campaigning meant we needed a marketing support operation that enabled responsive execution and a process with the sales team that allowed rapid translation of customer needs into innovative marketing deliverables. We created the ability to move in line with the customer and this level of centricity further enhanced ABM value to the sales process.

Towards the decision making stage of the campaign, we used specialised marketing techniques to create highly impactful deliverables designed to evoke reactions within the top tier audience to secure their mindshare.

The delivery of this year long campaign was a learning experience for all involved as we defined processes in real time. There were a total of 51 stakeholders across the company and 4 agencies involved in the execution of the marketing campaign. A huge collaboration effort and a significant virtual team for the ABM manager to lead – mobilising many key team members involved with the customer around a single story to win. BUSINESS RESULTS

Revenue and win rate Computacenter was selected as the Preferred Supplier for the customers’ contract in June 2017, with a significant Total Contract Value and further growth expected with regional expansion in scope. Win rate increased of opportunities won with Strategic ABM support vs opportunities with no ABM engagement.

Business Portfolio Impact This win maintained our impressive customer brands portfolio making us more attractive in the market and positioning us favourably for an equally large contract being released for a similar customer in 2018.

Innovation There were 11 ‘Company first’ innovations from ABM for the customer deliverables and the introduction and use of 4 new marketing techniques. This helped to raise the bar internally for further ABM campaigns as well as generate further interest in ABM engagement from other stakeholders.

Sales Account Team Satisfaction A Survey issued to the Sales account team following the campaign and prior to result announcement showed 100% of respondents rated that ABM Exceeded Expectations in the 12 areas of measurement covering the full service from planning, execution and engagement levels. ABM as a function is seen as a continued value add to campaigns following the internal organic publicity from the influential sales teams involved.

Customer Feedback Customer feedback was regularly sought at each campaign stage to support our Google Analytics intelligence. The feedback was highly positive and deliverables were well received. The customer was delighted with the personalisation effort and relevance of the material to the internal challenges they were facing.

Impact on ABM function As a result of the campaign, demand for Account Based Marketing has significantly exceeded capacity for that region leading to exploring blended approaches for future scalability. The perceived value of ABM has increased which is evidenced by the post campaign survey and the project team who have become advocates in the organization.

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NTT DATA | Gold Winner Accelerating Growth with Account-Based Marketing

Every Touch Matters BUSINESS CHALLENGE NTT DATA Services partners with clients to navigate and simplify the modern complexities of business and technology, delivering the insights, solutions and outcomes that matter most. As a leading pure play IT Services company, we operate in a highly competitive environment where we constantly identify ways to provide additional value to clients. Our challenge was to find ways to better connect with our clients and to further differentiate us from our competition to accelerate our growth agenda. PROGRAM OBJECTIVE We identified an opportunity to differentiate by better connecting with clients on an emotional level. We mined our engagements for compelling stories about our people who had incredible commitment to our clients’ values -- training our client-facing teams to show – not tell – clients why NTT DATA Services is different, appealing to them on both a business AND emotional level. PROGRAM EXECUTION We didn’t stop at “show.” We wanted to make our clients “feel” our commitment to their values. We shifted our communications to focus away from solely traditional business conversation, and instead, we made our clients and their customers the hero. We created deliberate stories with emotional touch points that would resonate with our clients’ values.

1. ABM flipped the focus from US to THEM by featuring our client’s values and how we live them We worked to essentially “cast” brief movies -- starring either the client or the client’s customer as the hero, making the world a better place. Our delivery teams played the role of the supporting team, unraveling IT complexities and giving clients the freedom to focus on their mission. For each story, we used different mediums - PowerPoint; digital; video; live briefings- to show our employees’ strong commitment to our clients’ goals and values. We provided our sales teams with a new script that stripped away the ‘us’ and focused on how ‘we’ could help our clients and their customers. The leading role would be played by the qualitative emotion, with the quantitative data in a supporting role. We wanted our clients, after watching our movie and seeing the way our people treated our customers’ business as their own, to feel like they had a partner who was part of their business rather than just one who services their business.

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2. ABM created “win themes” to connect business and technology objectives To deepen our relationships, we needed to first create a winning theme which resonated with our clients’ business and IT objectives, and to use tactics which reinforced that theme at every touch point. We used these win themes as a filter for all client meetings and client facing content. We also created a sub theme that gave the client three easy-to-remember content “buckets” for deeper context. Going through the win theme exercise and creating a storyboard for client experiences helped ensure we listen, we connect, and ultimately, we understand the client’s need. It also helped to ensure end to end alignment across the extended account team. 3. ABM leveraged matchmaking and emotional tactics to demonstrate our commitment to clients at a human level Beyond showing outstanding technical capability, we differentiated ourselves in three ways: (1) Personalized hospitality; A consistent, personal experience with each touch point and visit; (2) Highlighted the commitment of our people to our client’s values; and (3) Expanded our comprehension of our client by researching key stakeholders personal interests and incorporating the learnings into every touchpoint. By combining all three elements, we demonstrated that we cared not only about our ability to deliver on our contract but also that we had a deep understanding and commitment to our client’s values, their objectives, and both their business and personal success.

BUSINESS RESULTS Our account-based marketing team changed the way we engage with clients to focus on both the emotional and business levels. Together, sales and marketing became more customer-centric, allowing us to showcase our most important differentiating asset: our people and their extraordinary commitment to our clients. So far, this has yielded great results within our ABM program:

1. +1000 basis point differential on revenue growth 2. +30% YoY growth in contractual signings 3. +25% YoY growth in qualified pipeline

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Hewlett Packard Enterprise | Diamond Winner Closing the Insight-to-Action Gap

Crystal Ball: Hewlett Packard Enterprise’s Customer Intelligence and Predictive Analytics “Super Forecasting” Engine BUSINESS CHALLENGE Birth of a new company, Hewlett Packard Enterprise In Oct 2014, HP announced the separation of a $100B company into two separate entities: HP, Inc and Hewlett Packard Enterprise (HPE), ultimately transforming HPE into something smaller, more flexible customer-focused. The separation offered huge potential to gain new customers while continuing to deliver for existing ones and provided an ideal setting to pivot our entire Sales and Marketing machine to a sophisticated data-driven growth model. This change became our inspiration – with our new tighter customer focus, can we bring all customer insights into a single, permanent nexus? Can we use these insights to increase our customer centricity – to anticipate customer needs based on data and insights? A simple idea, an incredibly complex undertaking Build vs. Buy: HPE researched the MarTech landscape and met with over 30 vendors seeking a “buy” solution to our idea. There were “pieces” out there, but no one had actually fully assembled our vision of what we saw as a “Crystal Ball”. We had to build it ourselves. There were challenges in building a solution to fundamentally transform sales and marketing with data-driven precision targeting:

• People: We needed a “dream team” of top data scientists and analysts from HP Labs and functional analytics teams.

• Process: We had to ingest & harmonize customer data from across numerous siloes of HPE 1st party data and various 3rd party data sets (off-line and digital).

• Technology: We had to build an analytic “prediction engine” based on HP Labs intellectual property and industry- leading applied analytics techniques.

PROGRAM OBJECTIVE Overcoming these challenges, HPE successfully developed entirely new customer intelligence and predictive analytics “super forecasting” engine. HPE:

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• Integrated everything we knew about our customers into a consolidated “data lake” with 360° view of our customers

• Unlocked the “insights” in the data by applying HPE’s most advanced predictive analytics capabilities from our top data scientists

• Brought it to life for Sales & Marketing through actionable data-driven, hyper-targeted field execution

EXECUTION Building our HPE Insights “growth agency” Starting in 2015, and over a course of 18 months, we reorganized into an Insights ‘growth agency’ piece by piece and ultimately grew from a staff of 15 to ~100 globally. The charter of the team grew significantly as well into the “central insights agency” of the company. Crystal Ball, a term coined to resonate as a memorable naming device, became the flagship customer analytic offering and was broadly socialized across the company for months while it was being designed in parallel. To ensure strong business sponsorship and clear ROI tracking, Crystal Ball was rolled out step-by-step against specific high-value, high-return “use cases”. Crystal Ball is now a true transformation catalyst deployed ubiquitously across the company driving waves of value through the power of data & insight. BUSINESS RESULTS The crown jewels of the Crystal Ball include the data we acquire, the prediction algorithms we apply, and the specific revenue results achieved for each program. These remain proprietary. However, we can proudly share some key stand-alone pilot metrics to indicate Crystal Ball’s performance and impact:

• Supporting Events, Crystal Ball identified high priority accounts that generated 12.5x more revenue and 6x more open pipeline over baseline.

• A single eCommerce “browse and buy” personalization pilot drove $3.5M net incremental revenue vs. control. We the estimate $21M net new revenue year 1.

• An eCommerce SKU optimization pilot, in the early stage, resulted in just 10 new SKUs that contributed an incremental $423K. In the following quarter this number increased to 680 new SKUs contributing an incremental $24.6M.

• With homepage personalization on HPE.com, we see a +31% lift in the marquee banner click-thru rate. Personalization is now implemented worldwide.

• In the digital lead and contact nurturing campaigns run in Q3, Crystal Ball resulted in 3.3X positive responses and 5.2X contacts who responded positively in comparison to baseline.

• In a major competitive attack play, 16% of high priority targets yielded 71% of revenue • A single SMB channel pilot delivered 5X pipeline lift vs. 3rd party list purchase

For FY16, conservatively, we reported incremental total funnel contribution of >$2B and incremental total won revenue of $500M.

http://www.hpe.com/�

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Adobe | Gold Winner Closing the Insight-to-Action Gap

Adobe Strategic Accounts Marketing Closes the Insight to Action Gap BUSINESS CHALLENGE The digital transformation of today’s business landscape shortens time to market and opens the door for new business models. Adobe – and its customers – need to address this transformation, along with evolving expectations for seamless, consistent, personalized, “always on,” cross-device experiences. To position Adobe as the best partner for digital transformation, we wanted to demonstrate (through the use of our own solutions, skills and processes) how to deliver fast, precise, data-driven information that would close the Insight to Action Gap. PROGRAM OBJECTIVE Relevant, personalized, and timely customer experiences are made possible by the collection of data and business intelligence – and with the enormous increase in the amount of data that our customers collect, there is an increased need to use it effectively. The Adobe Marketing and Sales teams responded with a tightly integrated, cross-divisional program that focused on the implementation of data visualization and modeling tools that translate business insights into actionable decisions and tactics. Adobe used these tools internally, and develops trainings and best practices for broad adoption with its customer partners. PROGRAM EXECUTION To support both its customers and Adobe’s sales team, Adobe expanded its marketing resources to include data analytics experts who consult on data use, data security, monetization strategies, and guidance for sharing data across teams/silos, ensuring a holistic approach to leveraging valuable business intelligence. The marketing team also sponsored educational programs on how to organize internally to leverage cross-departmental data, and how to monetize this vast source of insight. The marketing team uses analytics, modeling and visualization to determine the effectiveness of its sales and marketing program mix. For example, a marketing performance dashboard can show over time which events or activities have been part of a customer journey that resulted in winning a deal, or where marketing sourced the opportunity, or where they helped to expand or accelerate a deal that was already

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in process. In this way, the marketing team has greater insight into those activities that are moving the needle, and those that are not. Visualization reports capture the results, successes and open opportunities related to our account intelligence, events, and programs. With highly flexible modeling capabilities, Adobe can further analyze the results of sales and marketing efforts by event category, vertical market, account, sales rep, or geography. And, by conducting these analyses ourselves, we are better positioned to partner with our customers to do the same. BUSINESS RESULTS This new, and greatly improved, data analysis and reporting capability had a tremendous impact on Adobe’s strategy and planning. With access to frequent, highly accurate, and easy-to-evaluate feedback on our sales and marketing efforts, Adobe can be far more strategic, nimble and successful in growing its Strategic Accounts Program.

• By deeply understand customers’ needs, the Account team develops and delivers a well-orchestrated, targeted marketing mix including thought-leadership, awareness, education, relationship and community building events with customers. These are continually measured for success and adjusted to deliver maximum value.

• A purposeful mix of events ensures that our teams meet with all levels of customers, from senior executives to hands-on technical and support teams. As such, Adobe understands business objectives and helps implementers plan for upcoming Adobe solutions.

• Adobe conducts events for the exchange of ideas on changing markets and customer needs (e.g., Dinner & Dialogue, CMO Roundtables, Executive Forums), and seeks feedback through customized surveys. Account teams ensure that this information is shared broadly throughout the organization, so that product and sales strategies are grounded and customer-centric.

Since the launch of the Adobe Strategic Accounts Program, Adobe has implemented multiple programs that have contributed to these achievements. The use of analytics to close the insight to action gap has been the most recent of our continuing efforts to work with our Strategic Accounts customers to advance the industry.

• Solutions per Customer 2013 – 2016 26% increase • Customer Satisfaction Improvement 2013 – 2016 25% higher than non-ABM accounts • Share of Wallet 2013 – 2016 34% increase • Retention / Renewal Rates 2016 91% • Revenue Growth from 2013 – 2016 800% • Program Expansion into New Markets 2015 – 2016 287%

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Tata Communications | Gold Winner Closing the Insight-to-Action Gap

Marketing Insights Platform BUSINESS CHALLENGE Tata Communications’ Voice business had been shrinking in margins and the company needed to shift its sales focus to the new services portfolio of Cloud, UCC, IOT, Managed Security et al. Given the competitive market environment, the advent of new players, disruptive technology and digital transformation, there was a compelling need to put the customer at the heart of the Sales Cycle. The challenge that had to be overcome was to develop an in-depth understanding of the Customer, Competitor and Industries where our customers played in, and to enable the Sales force to adopt the Challenger Sales Model and talk about the Customers’ pain points rather than force fit a product. On one hand, there was the task to gather large amounts of data and turn them to actionable insights and on the other hand was the insurmountable challenge of ensuring that Insights truly sits at the heart of everything we do. This entailed, creating a platform/tool that would be able to provide real time account and market intelligence on the go and curating customized content that would drive customer conversations and have a direct impact on the Sales Funnel. PROGRAM OBJECTIVE The objectives of the Insights program were designed with the overarching theme of ‘Keeping insights at the Heart of Everything we do’. These were:

• To develop a deep understanding of customers, competitors, products and services, technologies, markets and segments to enable an engine that churns out actionable insights

• To leverage all the internal and external data about an account to develop a model to enable a view on the cross sell and up sell opportunities

• To create a platform that enables the sales force to access real time insights on the go, 24*7 • To deliver direct business impact using this engine

PROGRAM EXECUTION The team’s core deliverables were structured in a way that it adds value in all four stages of the sales cycle – Opportunity Generation, Opportunity Assessment, Customer Meetings, Bidding & Negotiation. At the opportunity generation stage, we leveraged the Intent Marketing Engine that uses a reverse IP lookup to track a list of 1000 key accounts of Tata Communications to identify any account whose

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employees show a surge in interest in one or more of Tata Communications’ Service Portfolio. This information, when combined with the Secondary & Primary research, became a Marketing Qualified lead that was shared with the Sales team for their action. The Data Sciences Dashboard which predicted cross/up sell for every account was also leveraged here. For the Opportunity Assessment Stage the account managers were given propensity to sell decks which gave detailed information on the account – including – industry insights, strategic focus areas, key recent developments, key decision makers and purchase centers within the account, how likely the account will choose Tata Communications over our competitors, etc. For Customer Meetings, customized workshops were created which enabled the Sales team to present a pitch from the perspective of the customer by stitching relevant Customer and Industry level insights. These workshops enabled our sales team to focus more on the customer’s pain points and act as a consultant rather than a vendor. At the Bidding & Negotiation stage Competition Insights empowered the Sales Personnel with battle cards that clearly highlighted how Tata Communications’ service offering was differentiated from the competition. The 2 innovation areas that really drove these initiatives were: - The Deep Learning Enabled Auto Sourced Market Insights Bot that delivered insights in real

time which helped us to scale up and increase our efficiency - The PowerBI Data Sciences dashboard to gain a deeper understanding on our existing relationship

with our customers BUSINESS RESULTS

• Direct impact on the Sales Funnel with an over 500 insights qualified leads in 2017 • The program supported 10 product launches and delivered account level insights for over 1000

key accounts. • The automation initiative resulted in savings of 90% in Analyst hours for specific deliverables • Patent filed for an Industry first process of ‘Delivering unstructured data as structured data to

the user’ – Which helped increase scale of account coverage by 3X

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Cognizant | Diamond Winner Driving Business with Thought Leadership

Blockchain: Thought Leadership Driving Action and Results BUSINESS CHALLENGE

Blockchain technology is reshaping how the banking and financial services ecosystem operates and delivers value, with a majority of the world’s major banks potentially using blockchain applications within the next two years. Competition for blockchain business is predictably growing among IT vendors and service providers. Yet Cognizant research has found that while financial institutions are eager to understand blockchain, they are finding scant information of value. PROGRAM OBJECTIVE

Recognizing this thought leadership void, Cognizant’s technology, domain and marketing leaders collaborated to bring clarity, innovative thinking and practical solutions to financial institutions’ exploration of blockchain. The ensuing campaign aimed to:

• Drive awareness and engagement around blockchain benefits • Drive Cognizant relationships and eminence with key clients, prospects and influencers • Showcase how Cognizant creates real-world blockchain applications • Engage financial institutions in conversations on using blockchain • Generate marketing-qualified leads and drive engagement with existing and potential Cognizant

clients through a closed-loop activation program PROGRAM EXECUTION

In late 2015, Cognizant technologists and industry specialists began working with clients interested in developing blockchain solutions. Seeing potential in this collaboration, blockchain practice leadership developed a focused, provocative blockchain point-of-view that the Cognizant team could evangelize and established a practice offering domain and technology resources to help clients turn blockchain experiments into meaningful pilots.

Concurrently, the Cognizant marketing team launched a highly integrated program to support the blockchain team. Facing competitors with far greater resources, Cognizant’s go-to-market program was designed to identify blockchain business opportunities and, through thought leadership initiatives, promote both the technology’s potential and Cognizant’s unique approach to it.

Program components included:

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• Thought leadership publishing and promotion

• Workshops and executive engagement • Client events, event marketing

sponsorships and speaking engagements • Live video webinar • Public relations • Social media

• E-books • Email campaigns • Blogs • Videos • Blockchain digital kits • Dedicated blockchain page • Account-centric microsites • Internal education and sales training

Response to these initiatives was groundbreaking, and blockchain content performance was off the charts. Published thought leadership included a research study and a series of white papers and blogs. One white paper generated more than 5,000 downloads, and a blog captured more than 150,000 views, a Cognizant record. More than 175 Cognizant blockchain workshops provided forums to discuss the technology and discern client and prospect interests. Cognizant thought leaders participated in marquee industry events such as the Chamber of Digital Commerce DC Blockchain Summit and Money20/20. Cognizant’s engagement at Consensus 2017: Making Blockchain Real led to more than 20 meetings with financial services leaders to discuss blockchain opportunities. PROGRAM RESULTS

Cognizant’s blockchain campaign delivered impressive results, including:

Reputation. Cognizant established itself as a blockchain leader, with substantial uptake of thought leadership offerings, frequent inclusion in media coverage of blockchain developments, high-profile blockchain community involvements, and wide industry analyst recognition. Blockchain Practice Leader Lata Varghese will receive a Consulting Magazine Women Leaders in Consulting Award and be honored with the Leadership in FS Award at a gala on November 16, 2017, in New York City.

Relationships. Cognizant’s blockchain successes have spurred exciting collaborations with industry-leading firms. Other indicators of expanding relationships include:

• Over 150 qualified leads • 30 proactive opportunities • 20+ client engagement solutions • 175+ client workshops

• 16+ solutions and proofs of concept • 75+ internal awareness sessions for

Cognizant consultants and account and sales teams

Revenue. Blockchain initiatives are providing healthy revenue contributions and new business: • 30% lift in incremental revenue and increased mindshare • 62% increase in qualified leads YOY • 41% increase in marketing-attributable pipeline • 36% increase in YOY marketing revenue attributable to blockchain-driven initiatives • 70% increase in revenue through cross-sell initiatives • 34% lift in executive engagement driven through marketing initiatives • $1.65 million in new blockchain revenue • Over $4 million in business pipeline • 10 client wins • 2 net new logo wins

Our growing blockchain eminence draws in more new business, thereby unleashing more thought leadership. This marketing program will help secure Cognizant’s fair share of a blockchain market estimated to reach $7.74 billion by 2024 (Grand View Research).

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HCL | Gold Winner Driving Business with Thought Leadership

2017’s First Global Survey on IoT adopters—A 360 Campaign Approach BUSINESS CHALLENGE

The Internet of Things (IoT) is a massive opportunity for global technology organizations, with B2B spending on IoT technologies, apps and solutions expected to reach $267 billion by 2020. In 2015, HCL Technologies launched IoT WoRKS™, a business unit focused on the Internet of Things, to tap into this opportunity. The marketing team at HCL took on the challenge of building awareness in the market about IOT WoRKS’ offerings & capabilities, and building a level of trust with customers and analysts.

However, this wasn’t easy. Industrial IoT is no longer an emerging technology, yet many organizations haven’t even ventured beyond initial pilots as they are unclear about the business benefits of IoT and the RoI it can deliver. Another challenge was the staggering amount of generic IoT related content getting published online. Almost all major technology players had come out with thought papers on IoT, and cutting through the clutter required a departure from the norm. IoT WoRKS™ by HCL was a relatively new business unit which did not enjoy as much brand recall as some of our larger competitors. Building awareness in the market about IOT WoRKS’ offerings & capabilities, and establishing trust with customers, analysts and advisors were always going to be uphill tasks, and therefore a great opportunity, for the marketing team. PROGRAM OBJECTIVE

With this background, the HCL Tech-MIT Sloan Content Partnership and Global IoT Survey 2017 was developed as a 6-month program, with the following objectives:

• Establish IoT WoRKS as a leader in IoT and a trusted IoT services partner for global organizations looking to derive real business outcomes from their IoT investments.

• Deliver Qualified Leads / business opportunities for the IoT WoRKS business • Drive meaningful conversations / engagement around how the right IoT strategy – held

together by an IoT Platform - can generate new revenues streams for organisations. PROGRAM EXECUTION

The program adopted a 2-phased Content Marketing approach focused on developing outstanding thought leadership content and taking that content to our target audience through integrated marketing. The first phase of the campaign saw 2017’s first Global IoT Survey where IT and Business Decision Makers and CXOs across US, UK, Germany, Sweden, Denmark were interviewed on their IoT

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journeys to derive actionable insights. In the second phase, we partnered with MIT Sloan Management Review to develop a thought leadership paper that combined the vast IoT research of Stephanie Woerner, an MIT SMR Research Scientist, the business insight of Sukamal Banerjee, Global Head of IoT WoRKS and findings of our Global IoT Survey 2017 to provide a blueprint for large enterprises to exponentially increase the value derived from their IoT investments.

Executed in a phased manner and activated simultaneously across all digital channels and select traditional channels, the campaign received unprecedented engagement, triggered business-focused conversations with key influencers and industry leaders and prospects. There were several content and channel innovations introduced for the first time during this campaign including direct influencer outreach, distinct brand elements, strategic cross-promotions across channels and a creating a platform for sustained conversations even beyond the campaign flight. BUSINESS RESULTS

The campaign went on to become the best performing digital campaign, and the most successful marketing campaign overall in HCL’s history. The overwhelming success of this campaign has precipitated a shift in HCL’s marketing focus & content investment decisions across all other business units within HCL. Some of the key highlights across various stages include:

Awareness: • 21 million+ Impressions • 20,000+ Page Views & Clicks • 10,000+ Unique Visitors • $300,000 Net Media Value • Over 80,00 emails delivered, with 13,645 opens

Action:

• 6% Conversion Rate, the highest in HCL’s history, across paid channels • 0.33% Click Through Rate (CTR) across channels, which is almost 3X industry benchmark • 0.37% Engagement Rate (ER) across channels • 2500+ Downloads • 142 requests for workshops by IoT WoRKS™ (Marketing Qualified Leads, & direct TCV influence)

Outcome:

• 63 Marketing Qualified Leads • 11 active opportunities influenced • $21.89 million Total Contract Value (TCV) Influence • $ 17 million worth Active Opportunity being pursued by Sales (campaign closed on May 31st) • Lowest Cost per Download at HCL - $53.21 • 64 Downloads from Competitors and 22 Downloads from Top Analysts • 61% downloads from Director-level and up ITDMs • 72% downloads were from the focus accounts that IoT WoRKS™ is pursuing presently

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PwC | Diamond Winner Enabling Sales for New Growth Opportunities

Enabling Sales Growth from a Regulatory Opportunity BUSINESS CHALLENGE On April 6, 2016, the Department of Labor released a 1000-page document known as the Fiduciary Duty rule (DOL fiduciary) requiring financial advisors to always act in the best interest of the client, expanding the meaning of “investment advice fiduciary” originally defined under the Employee Retirement Income Security Act of 1974 to also include retirement investment advice. Asset managers have since faced a new set of intricate regulations to comply with, tight timelines to meet, and structural/operational changes to enact within their own firms.

PROGRAM CONCEPT/OBJECTIVE From the very beginning, the fiduciary rule had the weight of inevitability and the social pressure of protecting investors’ morality behind it. Assets under management in America alone nears $40 trillion, most of which is managed by the US’s largest 50 banks – i.e., some of our clients. While the industry foresaw change with the DOL fiduciary rule, the PwC marketing team saw opportunity. What if we could prepare our subject matter experts to react quickly, time our content with the news cycle, and launch an advertising campaign that could help demystify the rule for our clients and potential prospects? Better yet, what if we could be the leading consulting firm on the rule and how to implement it? We immediately got to work. PROGRAM EXECUTION

• Web presence: Ahead of the game In advance of the April 6th announcement, we developed a classic microsite, and built it out with thought leadership, media placements, and videos, all of which were keyword-optimized. Front-and-center, we placed a jargon-free description of what the DOL Fiduciary Duty Rule really meant and how we understood its possible effects. Also quickly available to visitors was a highlighted drop-down list describing PwC’s various services related to DOL Fiduciary rule and how we could help. Throughout the first few weeks, we added our DOL-focused publications, webcasts and videos, as well as other related content.

• Thought leadership: A deep-dive and first-to-surface We are never surprised by a regulation. At the time of the announcement, marketing was

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prepared (at 6 a.m.!) to work alongside a five-member client services team to tear apart the 1,000 page ruling; we published a paper within 48 hours. We also scheduled interviews beginning at 11 a.m. that day with two thought leaders who were media-trained.

• Media coverage: And then some

In advance, and in anticipation of the announcement, two PwC subject area experts had been previously identified and were prepped for press interviews. We arranged for interviews on the day of the DOL announcement with The Wall Street Journal, Financial Times, Reuters, Reuters TV, Bloomberg, CNBC and CNBC Closing Bell.

• Webcast(s): Ramping up and following up

In February 2016, we held a webcast to present industry perspectives and impacts, discussing four major impact areas: business models, operating models, technology and data, and compliance programs. By polling our webcast participants, we also confirmed concerns that we assumed were top-of-mind for our clients. Once the rule was announced, we held a follow-up webcast within two weeks. The April webcast reviewed the regulation, compared the proposed rule to the final, discussed industry impacts and reactions, next steps and FAQs.

BUSINESS RESULTS Over the course of 14 months, we helped PwC grow a dedicated DOL team of nearly 200 employees serving 25 clients, 120 projects, and in a total of $60 million worth of booked business with a potential of $450 million in implementation work.

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Hewlett Packard Enterprise | Gold Winner Enabling Sales for New Growth Opportunities

Sales Lobby: Leveraging CMI Analytics to Help Sales Teams KNOW their Accounts to GROW their Accounts BUSINESS CHALLENGE

HPE Sales challenged the Customer & Market Insights (CMI) team to empower Sales individuals with instantaneous knowledge of their customers to take specific, data-informed actions at the Account level. This need led CMI on a mission to create a truly innovative and self-service tool with a 360-degree view of customers in real-time.

To meet this challenge, we faced 3 obstacles: 1. Disconnected data & insights

Data & insights existed in silos. Teams scattered around the company used different databases and tools for reporting & analysis that targeted separate use cases. There was no central place for customer-related data collection across Marketing, Sales, Operations and Finance.

2. Difficult to Find & Aggregate Sales people need easy access to data and insights as part of their normal workflow. Nothing like that existed. The only options for sales people were disparate tools and their informal networks to find the data they needed to prepare for customer encounters.

3. Difficult to Take Action – Signal vs Noise Once the data was assembled, there was no guidance to Sales on how to prioritize and use their time optimally. What should a salesperson do today? This week? Which accounts? Which solution offerings? We needed to add an analytical layer of intelligence to derive and prioritize insights.

PROGRAM OBJECTIVE

The need was reduced to three key requirements: • Show everything we know about our customers in one place • Identify insights that provide a competitive advantage • Make these insights easily accessible to all Sales Teams

Our mission: a self-service tool providing a 360° view of all our customers in real-time. HPE initially focused on four use cases:

• Account Targeting: Given certain criteria, what specific accounts should be engaged? By whom? And with what offering? Engaging with various organizations from regions to individual account teams provided direction.

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• Strategic Sales Planning: How should we segment our customers? What sales resources should be applied to each segment? How can we target whitespace accounts? Interlocking with Sales Planning and Operations teams aligned our focus.

• Event & Engagement: Given an event, which customers should be invited to participate? Gathering customer interests, envisioning customers’ evolution for success, and identifying existing engagements influenced our models.

• Inside Sales Representatives: Given a sales campaign and offering, what customers should we targeted and when? Providing real-time insights and immediate activities were needed to make daily actions more efficient and win deals.

PROGRAM EXECUTION

Across all stages of the Sales Lobby value stream, we drove execution by • Harmonizing diverse data • Negotiating and Collaborating with other HPE teams • Transforming & Enriching with Crystal Ball Data & Analytics Methods • Crafting flexible consumption models for user experience • Focusing on specialized use cases to ignite deployment

Partnering: Engaging internal and external sources for a holistic view. Sourcing internal systems and teams to provide HPE base elements. Reaching and negotiating with vendors WW to comprehend our customers and competitors.

People: HPE CMI engaged cross-functional teams to include all functions and regions as subject matter experts (SME’s) and partners.

Process: Leveraging our CMI Crystal Ball methods, we ingested disparate data elements, harmonized them into distinct pillars, and transformed them into actionable intelligence.

Technology: Together with IT we built a technology platform that gracefully manipulates millions of records and dozens of different data structures for thousands of users into one view. BUSINESS RESULTS

The HPE Sales Lobby provides self-serve in-depth insights and real-time updates for HPE’s high-performance selling organization. Sales Lobby provides one location for our sales teams to know our customer ecosystem and increase our profitable growth. We have achieved significant improvements from our efforts:

• Sales Availability & Access: +78% y/y • Strategic Account In-depth Insights: +60% y/y • Efficiencies

- Account growth coverage +6,000% y/y - Data refresh cycle Daily & Weekly - Analyst Resources minimized +97% y/y

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Cisco | Diamond Winner Ensuring Customer Success

Cisco Transforms to Ensure Customer Success in the Digital Future BUSINESS CHALLENGE In 2016, Cisco faced the monumental challenges brought on by the rise of digitization and the understanding that today customer loyalty is no longer what it used to be in the technology industry. To respond, Cisco set out to transform its overall business for the digital economy and create the scale and personalization required to make customer retention a top priority. PROGRAM OBJECTIVE An elite group of cross-functional marketers and data scientists was chosen to champion a company-wide, omni-channel digital initiative aimed at digitizing and simplifying the customer journey across the entire post-sale lifecycle. Their mission is to use data and analytics to:

1. Gain a deep understanding of customers’ goals and desired business outcomes 2. Carefully nurture the customer relationship lifecycle 3. Deliver ongoing value realization to ensure customer retention

PROGRAM EXECUTION In 2016, Cisco put in place a comprehensive digital infrastructure along with digital practices that enable it to scale out to engage more effectively and proactively with customers. The infrastructure includes a wide range of connected digital tools and automation platforms, along with an omni-channel framework for creating targeted and highly personalized digital touchpoints across every stage of the customer journey. Cisco’s core strategy for increasing customer retention is transforming the customer renewal experience. This process is anchored by a personalized, data-driven email template available in 14 different languages. Cisco also engages with customers—across a variety of channels—to streamline product and service adoption and enrich and increase feature utilization. These channels include retargeted ads, support and online community engagement, mobile app messaging, video, phone, chat, SEO, social listening and more. Account-based marketing ads are also used to reach Cisco contacts that aren’t yet in the database.

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In addition, Cisco created a post-purchase presence on its public-facing website to engage with existing customers and assist them as needed. Recently, a social listening campaign was also added, allowing Cisco to listen and take action on more than 15,000 customer inquiries and comments in a three-month period alone. To drive partner enablement, Cisco’s Lifecycle Advantage program equips partners with digital capabilities and data analytics that address every stage of the customer’s post-sale journey. Today, for Lifecycle Advantage alone, it is estimated that 80% of Cisco’s 100,000 customer engagements now occur digitally, and that number is expected to increase to 500,000 this year. Lastly, to assess customer health Cisco uses data science, aggregates consumption and telemetry data, and monitors product and service adoption patterns—from the point of onboarding to adoption, expansion and ultimately the renewal. BUSINESS RESULTS In one year’s time, the world’s largest networking company stood up a large-scale customer success practice and digital experience initiative. Highlights of Cisco’s success include: • A Cisco renewal campaign achieved a 70% renewal rate through digital engagement. With a

campaign reach of more than $500,000,000 in subscription renewal opportunity, the campaign led to $47,547,776 in incremental renewal bookings in one year’s time.

• Through personalized touch points, the Lifecycle Advantage program drove a 61% rate of behavior change for feature adoption in one quarter alone, and garnered more than 11,750,000 impressions and nearly 100,000 customer engagements in 2016.

• Automated email renewal notifications fueled more than $1.5B in opportunities for Cisco and its partners.

• In the first half of 2016, the Lifecycle Advantage program automated hundreds of thousands of emails to customers on behalf of Cisco partners—addressing nearly half a billion dollars in service renewal and technology refresh opportunities to benefit customers and partners alike. The overall effort achieved a reach of 75%, an open rate of 39% and a click rate of 9% -- all leading to a 17% higher renewal rate.

Through this overall effort, Cisco has moved to the forefront of digitization in the technology industry using a powerful combination of people, process, analytics and automation. More importantly, it has changed the course of customer success and retention for the company and its partners.

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Unisys | Gold Winner Ensuring Customer Success

Closed-loop Client Satisfaction & Loyalty Program Ensures Client Success BUSINESS CHALLENGE In 2012, Unisys leadership challenged our client satisfaction ratings – if our clients are as happy as we think they are, why is the company not more successful? If our clients are this satisfied, how can we leverage to get more clients, or do more business with existing clients? This led to our quest for an outside firm to validate what we suspected and provide an industry benchmark against which to track our success. PROGRAM OBJECTIVE We embarked on a continuous journey of communicating, simplifying, remediating, measuring, analyzing, rewarding and recognizing to bring value to our clients. PROGRAM EXECUTION Since the first External Client Satisfaction (CSAT) Assessment in 2013, we have engaged with ITSMA annually to conduct the survey using a consistent approach so we could compare results over time. ITSMA conducts phone interviews with ~100 senior decision makers from top revenue-generating accounts, and all other contacts within those accounts and across all other accounts are invited to complete a web survey. The survey instruments (phone/web) are designed to appropriately assess the Net Promoter Score (NPS) question (likelihood to recommend to a colleague) and provide additional feedback that enables us to improve the way we serve our clients. The finalized instruments are available in eight languages. Over the past four years, we have improved the process wherever possible. The most significant changes were in 2015 when our CEO requested that we build in more accountability for Client Executives to follow-up with each respondent and develop manager-approved action plans, and in 2016 when we tied Client Executive compensation to their clients’ participation and improvement in key metrics. Also in 2016, we launched an internal Associate Satisfaction Program to extend a culture of service excellence within the company and further enhance our ability to better serve our external clients; additionally, we created the Our Clients page of Unisys.com to feature client videos and logos that link to associated success stories that spotlight the value they bring to their customers with help from Unisys.

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In May and August of 2016, ITSMA highlighted Unisys in their business publications as a company that has “perfected the art of closing the loop” – a critical element of building loyalty and profitable business growth. Our closed-loop process operationalizes what should be common sense actions to seek client feedback, follow-up in a timely manner, develop effective actions plans, execute efficiently, and cultivate advocates. BUSINESS RESULTS We are now seeing results! The key metrics to measure success include:

• CSAT/NPS results, improvement over time, client participation and percentage of revenue represented by participating accounts

• Client success stories highlighting value we help our clients deliver to their customers • Revenue performance and renewals

Key metrics improved significantly after the first year and continued to improve each year. In 2013, our Net Promoter Score, a key indicator of client loyalty and business growth, was above the B2B industry average of 23. The biggest jump was from 2015 to 2016 with NPS of 43, a 23% improvement. This compares favorably with the market, where the average NPS for B2B companies is 25 (validated by Satmetrix in Jan. 2017); and where ITSMA conducts CSAT/NPS surveys, Unisys’ NPS is the highest (validated by ITSMA in Jan. 2017). We are approaching best-in-class NPS of 50. In 2016, incentivizing our Client Executives by tying their compensation to client participation and results drove a 51% increase in the number of respondents across 15% more accounts than the prior year. This represents ~75% revenue coverage, up 19% from 2015. More than 100 client success stories have been approved for external use, with more to come. Of the accounts that completed a survey in 2015 and 2016, the top 10 2016 Promoter accounts by revenue, which comprised about 25% of total company revenue in that year, saw a 7% increase in revenue between 2015 and 2016. In addition, 2016 Promoter accounts outperformed total company revenue growth by 5.3 percentage points between 2015 and 2016, a significant improvement over Passive and Detractor accounts, which underperformed total company revenue growth by 2.9 percentage points. Additionally, our renewal win rate average for 2016 was approximately 90%. Unisys is reaping the rewards associated with improved client satisfaction and loyalty. Ensuring client success has proven to positively impact the future of their businesses and ours.

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IBM | Diamond Winner Strengthening Brand Differentiation

The First Thinking Sculpture: Inspired by Gaudí, created with Watson BUSINESS CHALLENGE IBM wanted to seize the opportunity to show how AI, mobile and data can shape the future. In February 2017, over 108,000 people from around the world descended upon Barcelona, Spain for the world’s largest mobile industry event – Mobile World Congress (MWC). Top business leaders and innovators came ready to learn and be inspired by the latest technologies, searching for the answers, partners and opportunities they need to reinvent their own business future. And, unlike previous years, attendees were interested in far more than just devices – they wanted to see new technologies. The challenge at MWC is not just standing out and cutting through the noise, but convincing attendees to make room in their packed schedule to spend some precious time with your brand. Client meetings and other onsite opportunities often compete for time with senior decision makers. An epic brand presence needs to grab the attention of attendees, from across the show floor, and across the world – from inside the expo center to digital and social channels – bringing together the physical and the digital. PROGRAM CONCEPT/OBJECTIVE IBM’s objective was to stand out at one of the world’s most well attended business events, and capture the imaginations of thousands at the show and millions more through digital engagement. The team also wanted to motivate hundreds of senior level business leaders to attend IBM’s half-day deep-dive expo session on mobile innovation and create a unique digital experience for clients and prospects around the globe who were not attending the event. The team was keenly aware that the objective was not only to fill the room, but to also fill the marketing funnel. To meet these objectives, the team created an integrated plan for in-person event engagement, social and digital, to ensure the IBM brand was uniquely differentiated throughout the conference. The marketing team wanted to create a digital experience during the event that would uniquely convey IBM’s core message of Created with Watson. This experience was meant to ‘live the message’ by creating a unique sharable moment with an artistic and local flair for clients and thought leaders, reinforcing IBM’s industry-recognized leadership in mobile as well as artificial intelligence.

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PROGRAM EXECUTION (HIGHLIGHTS) We wanted data to play a pivotal role in both the making and experience of the world’s first cognitive sculpture. We fed Watson hundreds of articles and images about Gaudi and Catalonian culture. Visual Recognition, Alchemy Language APIs and the Color Theory Tool were used to inspire the sculpture’s design by identifying materials, colors and shapes unique to Gaudi’s architectural style. Next, we wanted to bake Watson’s cognitive capabilities into the experience of the sculpture itself. By taking what people around the world and at the event were saying, and using the tone analyzer API, we extracted personality traits like joy and curiosity and used the shifts in those traits to manipulate the sculpture itself. Finally, we gave people the ability to see how Watson works, allowing them to interact and explore the real-time data behind each movement via touchscreens. Brand ambassadors were there to further engage visitors with discussion about the sculpture and other innovative uses of AI for business. BUSINESS RESULTS At MWC17, we increased booth traffic by 22%, and meetings by 25% (YTY) and hosted more C-level clients in meetings than ever before. At our IBM Conference, we increased attendance by creating two sessions targeted at distinct audiences, increasing our attendees by 55% YTY. The digital campaign also had a robust engine of blogs that covered the wide range of IBM thought leadership and solution expertise presenting an integrated IBM story, resulting in:

• Massive increase in Impressions (social assets + videos): + 317% YoY! • Traffic to IBM.com (MWC landing page and blog): +281% YoY! • Video views: increased +190% YoY! Post event Videos still gathered over 3K clicks, tripling prior

year post event video views. • Increase in average engagement rate for our content on Facebook • On social mentions about the Thinking Sculpture, reaching an audience of 7 million • Landing Page visits 140% year over year • 65 + articles published with top tier business publications

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Panasonic | Gold Winner Strengthening Brand Differentiation

Technologies That Move Us BUSINESS CHALLENGE For almost 100 years, Panasonic had been known as a leading consumer electronics provider. But by 2016, this perception was out of sync with business reality. In fact, 95% of Panasonic’s revenues in North America were in B2B markets. Instead of propelling the business forward, brand perceptions were holding it back. This was especially evident with Panasonic’s primary target, Chief Technology Officers in organizations that build things (automobiles, entertainment venues, factories, etc.). Our research showed only 1 in 5 felt Panasonic had the potential to become a leading B2B company. In addition, these technology leaders were much more aware of Panasonic for products vs. strategic solutions (-60 pt. gap), and had little understanding of the company’s vision for the future. As a result, traffic to Panasonic’s business websites was anemic, and engagement with Panasonic tended to come during the later stages of purchase decisions for products or point solutions. PROGRAM OBJECTIVE The program objective was nothing less than a transformation of the Panasonic brand in North America. To address the perception gap surrounding Panasonic, we needed to create a compelling narrative of a brand with a bold vision for the future. One well-positioned to integrate today’s most disruptive technologies – from renewable energy to advanced robotics to the Internet of Things – into innovative solutions that change the way we work, live and play. To change perceptions, Panasonic realized it needed to innovate around the way it engaged with customers. It had placed big bets around key customer partnerships where its disruptive technologies could be showcased (the Tesla Gigafactory, smart city initiatives in Denver, a new stadium complex in Atlanta), and emphasized industry-oriented go-to-market strategies to spur development of integrated solutions. Now it needed marketing that would inspire and amaze its CTO target. PROGRAM EXECUTION Beginning with the hiring of marketing agency Pappas MacDonnell, Panasonic began laying the foundation for its brand transformation. The first phase involved extensive customer and stakeholder research, including interviews with Panasonic NA executives, customers and partners across eight

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business units. Results were captured in buyer personas and customer journeys that provided invaluable insight into the targets’ needs and information consumption habits. Building on this, we developed and tested strategic platforms among customers, partners and Panasonic executives in NA and Japan. The chosen platform gave voice to a new vision – Technologies That Move Us. It positioned Panasonic as the forward-thinking technology partner that customers wanted – a partner with technologies that push the boundaries of human progress, help us through our increasingly mobile lives, and move us emotionally by making life more fulfilling. Along with the new platform, a strategic shift in focus from products to four integrated B2B solutions helped reshape the company’s marketing efforts. We developed an overall message architecture for these solutions plus eight industries, providing a framework for connected storytelling that tied together solutions, industries and business units in a cohesive way. Starting with an extensive launch event for employees at Panasonic’s North American headquarters, our integrated campaign began to bring it all to life. In market, a highly coordinated, multi-channel brand campaign helped:

• Attract prospects through a press conference at CES, digital ads, SEM, social media, and OOH • Engage their interest through a new campaign site, solutions videos on the site and in digital

channels, and a capabilities presentation • Convert them through a content strategy that included eBooks and an industry insider blog

The initiative was fast-tracked, with research commencing in October 2016 and a platform agreed to prior to CES in early January 2017, a remarkable achievement given the involvement of eight business units in NA and the global corporate marketing team in Japan. The campaign site and paid media campaign went live in March 2017. BUSINESS RESULTS Since the campaign’s launch, site traffic has increased by 69% and engagement with the brand has been very strong, with prospects viewing 2,000 of video each day and downloading more than 4,500 industry and solution eBooks. Even better, awareness of Panasonic as a B2B company has increased by 67%, awareness of Panasonic as an integrated solutions provider has increased by 29%, and intent to purchase B2B solutions from Panasonic has increased by 32%.

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HCL | Diamond Winner Transforming Marketing for Digital Leadership

Creating an Agile, Data-Driven Marketing Organization through Frugal Digital Transformation BUSINESS CHALLENGE The IT Services industry is at an inflection point. Traditional growth areas are declining, while the new “digital” technology businesses are yet to turn into growth engines. In this scenario, more than ever before, marketing departments are under pressure to deliver more with less. They are expected to help their organizations navigate the challenging business landscape, while also digitally transforming themselves to be able to effectively market to the “connected customer”. The challenge is to do this transformation “frugally” while also making sure there is no disruption of ongoing activities. PROGRAM OBJECTIVE The end objective of the transformation initiative was to improve the marketing contribution to business. Breaking this down further, we set ourselves the below goals:

1. Make marketing agile by breaking down siloes and increasing visibility across teams 2. Improve content operations and efficiency through automation and orchestration 3. Make marketing investment decisions more data-driven

PROGRAM EXECUTION To achieve the above three objectives, and the ultimate objective of improving the marketing contribution to business, we took a very structured approach. We surveyed all stakeholders to understand pain points, analysed existing processes to understand inefficiencies and identified key areas of intervention. We then addressed process issues, implemented tools where necessary, integrating them for efficient data flows and defined a data architecture that created a unified view of marketing data. Implementing Marketing Automation The ability to respond fast to market opportunities is important for improving marketing effectiveness. Marketing automation helps deliver customized messages to target audiences, personalize their website experiences and programmatically nurture them. As part of planning, we reached out to the multiple marketing teams within the organization to identify bottlenecks and we mapped:

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1. Activities involved in the current process 2. Owners of the current process 3. To-be processes 4. Decide level of digitalization - percent of process that would stay manual 5. Functionalities and features required for the new processes

Our implementation of Eloqua helped in improving our effectiveness of targeting audiences and reaching out to them faster. Improving Content Operations While teams were able to reach out to more customers with marketing automation, the lack of content operations and collaboration with other teams needed to be addressed. Our survey had found that teams were wasting more than 70% of their bandwidth on operational tasks. From our understanding of processes defined in phase 1 we needed a solution that can help us streamline content processes and provide a central workplace to create, review and approve content, while creating a marketing data stream that allows teams end to end visibility. Therefore we redefined our processes and implemented the B2B marketing platform Kapost. The platform acted as an aggregator which integrated seamlessly through APIs with the entire ecosystem to hold our marketing automation and all other distribution channels together. Making marketing more data-driven Becoming a data-driven organization required a fundamental shift in the way marketers think. It was therefore important to take all stakeholders along in the transformation journey. Trainings were an important part of this process. Over a period of two years a total of 130 trainings were conducted for over 190 users. The below specific interventions were central in driving the data-driven culture in the organization:

1. Implemented Google Analytics Premium (GA 360) to get deeper insights for each marketing team, enabling them to assess and correct their performance quickly. Also integrated it with Salesforce to track leads against digital activities.

2. Created marketing dashboards using Qlik by connecting the various source systems, making analytics “self-service”.

3. Tied up all systems together using a unique campaign key across channels to compare investments v/s outcomes, enabling measurement of Marketing RoI

BUSINESS RESULTS

• Teams launched campaigns faster, by almost 60%, and reduced email transactions by 45% • We saved more than 14000 man hours per year, presently spent on creating reports • Segmentation helped us improve email delivery rate by 15% and witnessed a 40% increase in the

average open rate • Accelerated the sales process by improving our MQL to SQL ratio by more than 55% • A tighter digital integration pushed more leads from digital channels, increasing digital funnel

contribution by 27% to $1.5 billion worth of Sales Qualified Leads.

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SAP | Gold Winner Transforming Marketing for Digital Leadership

SAP Digital ABM Program BUSINESS CHALLENGE Digital technology is transforming the way clients conduct research before making significant investment decisions; and the way enterprise solution providers need to evolve their B2B marketing approach. Given over 70% of the customer experience with a brand starts online, it has become increasingly important for leaders like SAP to be visible and proactive with our digital properties to effectively communicate how we can help our clients compete and win in the new digital economy. In North America, SAP is seeing this urgency to innovate, stay relevant and stay competitive in the new digital economy particularly across our most strategic customers in the region. These are large, complex, global organizations that represent approximately 30% of SAP’s business in North America. The core challenge (and opportunity) the SAP North America Account Based Marketing (ABM) team faced was to determine how to leverage digital technology to effectively communicate our digital transformation story in a manner that was both personalized and scalable across all our target strategic accounts. In response to this opportunity, the SAP North America ABM team launched a new Digital ABM Program that provides a personalized (company level) SAP.com experience + paid media campaign focused on the topic of digital transformation across our 77 strategic accounts operating in 21 industries globally. PROGRAM OBJECTIVE The primary goal of the Digital ABM program was (and still is) to drive awareness, consideration and client engagement across our strategic accounts in North America and help the SAP account teams to drive the digital transformation conversation with their clients. Successfully launching this program would also enable SAP North America Marketing to be recognized for our leadership in digital marketing innovation within SAP globally and among our industry peers. PROGRAM EXECUTION SAP initially launched our Digital ABM Program in May 2016 to a targeted subset of strategic accounts in North America. The program has subsequently been enhanced / extended in successive waves to a) ensure we are providing the most current and relevant digital transformation thought leadership content

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and b) continually increase the level of personalized experience for our target strategic accounts. Most recently, we have now scaled our personalized Digital ABM Program to all 77 of SAP’s strategic accounts in North America operating in 21 industries globally. This staged implementation approached enabled us to get our Digital ABM program into market quickly, ‘dial-up’ the level of personalization with each successive release, and learn what worked / what didn’t as we progressed so we could optimize the end-to-end experience based on results and actionable insight. The innovation at the heart of this new digital marketing initiative for SAP is personalization! The Digital ABM program team sought to push the boundaries of digital marketing + personalization through the entire visitor experience. The result is a personalized (account level) SAP.com experience + paid media advertising campaign that dynamically presents visitors from our target strategic accounts with a range of personalized thought leadership content, assets, customer success stories, video white papers, readiness assessments and other resources to advance their digital transformation journey for each of the 21 industries that our target accounts operate in globally. Bringing this initiative to fruition required collaboration and flawless execution across over 10 internal (SAP) and external (agencies and vendors) teams as well as tight sales alignment across the 77 strategic accounts in North America. BUSINESS RESULTS The results generated by our Digital ABM program to-date have been tremendous including:

• Very positive feedback from our strategic account teams • Over 200% increase in overall CTR (Click Through Rate) • Over 600% increase in overall CTR Lift • Over 200% increase in overall engagement count per visitor • Over $100M of existing pipeline touched

The Digital ABM program was the first initiative for SAP North America Marketing (and in fact SAP marketing globally) to combine ABM, digital marketing and personalization to this level. Based on the success of this program, we have also seen the best practices and lessons learned from our Digital ABM program being adopted by other SAP marketing teams within North America and globally.

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InfinityQS | Diamond Winner Small and Medium Business: Strengthening Brand Differentiation

Elevating Messaging to Deliver Insight, Resources and Solutions to Global Manufacturers BUSINESS CHALLENGE

Recently, a shift began in the manufacturing industry with technology decisions being driven at the corporate level, instead of individual plants. This created an opportunity for InfinityQS to break away from its competition and begin transformation. PROGRAM OBJECTIVE

InfinityQS developed the only native-cloud Quality Intelligence solution on the market and began positioning itself as the global authority on data-driven enterprise quality. The company upended its corporate, sales and marketing strategies and developed a pitch that establishes the value of its solutions at the plant level and executive level.

Marketing identified new expert staff and partners to humanize the brand, focus on resolving pain, and re-imagine quality by helping quality professionals recognize the transformative power in their data. PROGRAM EXECUTION

InfinityQS built a new, modern marketing department, retaining only partners that could assimilate into its new approach. InfinityQS’ new look and feel resembles that of tech giants rather than niche software vendors. Pervasive tone and voice humanize the sophisticated solutions and focus on pain points rather than features/functions. Overarching themes offer insights to “Re-imagine Quality” by using enterprise visibility and operational insights to enact global transformations.

New corporate and product messaging with thought-leadership messages and pain points target specific buyer and user types. The new website’s modern design leverages impactful images of manufacturing teams within key vertical markets. Illustrations and iconography communicate sophisticated concepts; and intricacies of the technology were transformed into clear and concise messaging.

The site highlights InfinityQS’ passion for helping customers leverage quality data and utilizes a strategically crafted buyer’s journey to bring traffic to the site, educate visitors, and drive sales.

• Streamlined interface and content amplify calls to action. • Localized and translated content (five languages) supports global sales. • Integrated user tracking personalizes content based on visitor activities.

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An antiquated, Drupal-based content management system (CMS) was replaced with a state-of-the-art .NET-based solution by Kentico Software. The CMS is integrated with Marketo marketing automation and Salesforce.com CRM.

Search engine optimization is conducted through link analytics, content optimization, and continued development. Focusing on seven key personas, blogs, infographics, success stories, case studies, data sheets, and whitepapers were created monthly and quarterly. Video campaigns detail the new software, highlight executives, and spotlight customer testimonials.

Inbound marketing programs utilize and track various channels, including paid search (Google and Bing/Yahoo), digital networks and prospect matching technologies (Choozle and Quantcast), call tracking (CallRail), and social media (LinkedIn sponsored content, promoted assets, and targeting content by group and title affiliation). Maintaining appropriate content and engagement on social media was vital to extending the reach of the messaging.

Media relations positioned executives as thought leaders. Press releases, bylined articles, blogs, and awards raised awareness of the client’s brand within the new Quality Intelligence space and build credibility among global prospects. BUSINESS RESULTS

InfinityQS now pursues six- and seven-figure, multi-year deals with hundreds of facilities, instead of single-plants, increasing the average sale and requiring a phased roll-out that ensures ongoing revenue for years. The software-as-a-service (SaaS) model lowered traditional barriers of market entry: cost, complexity, and deployment. As a corporate-mandated solution, external competition is eliminated.

Marketing Successes: • Total visits up 126% • New users up 134% • Page views up 89% • Social media traffic increased 202% • 964 keywords rank in Google’s top 100 • 41 keywords rank in top 3 Google positions • Mobile conversions up 34% • Optimized, responsive landing pages reduced the cost of paid conversions 56% • With exit intent pop-ups, paid traffic conversions increased 15%

*year-over-year metrics for first year after launch

These successes fill the marketing funnel and created a focused sales pipeline with quadruple the number of qualified, enterprise prospects since 2016.

Sales Successes: • Traditionally the worst quarter, Q3 2016 gross sales were up 35% over 2015. • 2016 total YoY growth (22%) = the second highest annual sales in 30-year history. • An additional 100 orders closed in 2016. • Doubled the number of cloud licenses. • The two-year-old EMEA sales team posted 102% year-over-year growth. • Q1 2017 up 26.5% = the best first quarter ever.

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NIIT Technologies | Gold Winner Small and Medium Business: Ensuring Customer Success

Institutionalizing VoC with a Compelling Service Vision for Exceptional Customer Value BUSINESS CHALLENGE

The original value proposition for the Indian IT software and services industry was primarily around cost arbitrage. However, while cost remains important, customer expectations have been rapidly changing with a steep rise in consumerization and rapid adoption of emerging technologies. Customers expect their provider to partner with them in devising new ways to deliver more value to their business and end customers. The providers who were used to delivering well on the given requirements, needed a fundamental change in their organization culture to go beyond and proactively identify opportunities to add value to customers. PROGRAM OBJECTIVE

Few years back, NIIT Technologies was quick to spot the opportunity to transform themselves into a value-adding partner. NIIT Technologies redefined their service vision as “New Ideas, More Value,” fostering a culture that promotes innovation and constantly seeks to find new yet simple ways to add value to customers. To realize this vision, the company launched an organization-wide program called Up Your Service (UYS) with building blocks spanning different core functions.

One such building block aimed at directly co-opting clients in ensuring their success. It was critical to understand how customers feel about the company’s services, encompassing all aspects of the relationship. NIIT Technologies marketing team helped build a specially customized VoC program that served two objectives: measured the strength of the customer relationship using a well-established loyalty metric – NPS; and devised a new measurement method to assess customer perceptions of the service levels they experienced, The result was a first-of-its-kind global survey completely aligned with the company’s service vision “New Ideas, More Value”. The team further developed an effective approach to institutionalize the program, and thus accelerate an organization wide culture change. PROGRAM EXECUTION

From inception to institutionalization, the NIIT Technologies’ maiden VoC program had certain unique components to ensure success.

After thorough internal and external due diligence, NIIT Technologies found the right partner in ITSMA to execute its VoC program. ITSMA demonstrated great understanding and alignment with the NIIT Technologies’ service vision in their proposition.

The marketing team worked in an iterative manner with ITSMA in aligning the VoC interview with all the key UYS components, including alignment of specially designed UYS service scale with NPS. This linkage was key, as many initiatives in the company were tied to achieving the service vision. The custom designed questionnaire measured customer perceptions along dimensions that were vital to the UYS initiatives and allowed rapid and widespread adoption of the VOC program.

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The team ensured leadership commitment to the program from the beginning. A core team was formed at the central marketing organization comprising: CEO as the Program Mentor, Business Unit Heads as Reviewers, Global Marketing Head as VoC Champion, Marketing Division Head as Program Manager to continuously drive the program with ITSMA year-on- year.

The team managed the organization change by institutionalizing the program through meticulously designed phases: Plan, Measure, Analyze, Embed

Plan: The team planned the right scope of the project to build a list of important stakeholders to be covered given the constraints of cost, time, and effort. An interview guide was prepared with questions on the principles of service vision “New Ideas, More Value” and UYS. Multiple education sessions with all the relevant stakeholders were conducted with a thrust on “What is in it for me” and what role will they play in the success of the program.

Measure: Carefully developed pave-the-way communication clearly highlighted the benefits of the program and urged clients to participate in the survey. As an industry expert, ITSMA clinically executed the client interviews whilst implicitly building the perception of NIIT Technologies as a listening organization. The program measurement phase was kept on track through a detailed project plan, and regular operational calls.

Analyze: While VoC findings were analyzed quantitatively with extensive number of cuts on NPS and rating attributes at organization level, account level, and stakeholder level yet a unique regression analysis on qualitative feedback was done to identify the most important areas NIIT Technologies needed to focus on. An important aspect of analysis established the correlation between NPS and UYS service scale, thus providing a way to measure the success on the journey of realizing the company’s service vision. The findings and analysis were presented in an executive leadership meeting and also shared as comprehensive reports.

Embed: The team programmatically ensured that the VoC feedback is acted upon as a natural and continuous process of managing the account relationship. Every client and delivery partner was encouraged to work collaboratively with the clients through further closed-loop interactions. Each account developed and executed action plans using thoughtfully prepared templates to not only address the feedback given in the survey but also to address any new expectations emerging before the next cycle. The progress was independently reviewed in a quarterly cycle with the VoC core team. The team worked with functions like HR and Finance to integrate improvement targets on VoC metrics with the KPIs of the leadership and account teams.

BUSINESS RESULTS

NIIT Technologies’ VoC program is transforming the organization’s behavior to realize its service vision. Importantly, clients are realizing their power of making them successful in their businesses. Key results from the program are:

• High level of acceptance across clients who are co-opting in charting their own success o Outstanding response rate of 68% demonstrates high level of engagement, up by 23% YoY

• Moving steadily ahead on UYS scale to realize our service vision of “New Ideas, More Value” o NPS improved by three times, over 50% of clients are at the top levels of ‘Desired’ or

‘Surprising’ on UYS scale, up by 25% YoY • Ensuring client success year-on-year with a very well institutionalized VoC program

o More than 70% of repeat respondents saw a positive change since the last survey

Research Consulting Training Community

ITSMA’s Marketing Excellence Awards (MEA) program focuses exclusively on B2B marketing for services and solutions. It is based on a comprehensive, strategic approach to marketing, recognizing that business success requires marketers to move far beyond communications alone.

Beyond the gloss and glitz, our annual awards honor the pursuit of excellence in the four most critical aspects of success: strategy and planning, innovation, execution, and business results.

Learn more at www.itsma.com/about-us/marketing-excellence-awards/

www.itsma.comCall +1 888 ITSMA92 (+1 781 862 8500 outside the US)

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