Marketing Business Plan

Sirto Technologies Inc.

A vendor of content management and digital experience
software targeting businesses across industries
Table of Contents

✚ Market Context
 Understanding the Buyer
 Portfolio Segment Size & Growth Rate
 Business Issues & Technology Implications
 Competitive Dynamics
 Ecosystem & Business Partner Landscape
 Technology & Regulatory Impacts
 Summary and Key Implications

✚ Targets & Priority Roles

✚ Marketing Plan

✚ Investments
Understanding the Buying Group (Users, Buyers, Influencers)
Portfolio Influencers
Users Buyers Shifts Priority
Segments (Internal & External)
 CIO  Emergence and rapid
Customer  Marketing  CMO
 Digital Marketing adoption of internet and  First
experience  Sales  Sales Head
Head mobile devices
 HR Head  Employees valuing
Employee  CHRO  CIO
 Comms. engagement in par with  Second
Experience  COO  Strategy
Head monetary benefits
 IT Manager  CMO  Increasing influence from
 CIO
DX on Cloud  Systems  CSO LOBs on IT Purchase  Third
 CTO
Head  Strategy decision
Portfolio Segment Size, Growth Rates & Market Position
A. Understand the market opportunity for your portfolio segments, and how fast they are growing

Portfolio Segments 2015 2016 2017 ’15-17 CGR 2016 YTY

Customer experience 3523 3537 3523 0% 0%

Employee Experience 524 445 371 -5% -15%

DX on Cloud 2010 2523 3155 25% 26%

Total 6058 6507 7048 8% 7%

B. Understand the market position of your portfolio segments

Portfolio Segments Market Share
Customer experience 24%

Employee Experience 24%

DX on Cloud 0%
Industry Size & Growth Dynamics
Top 10 Industries
2014 2015 2016 2017 ’15-17 CGR 2016 YTY
($M)
Banking 693 742 803 873 8% 8%
Telecommunications 517 566 605 664 8% 7%
Central Government 478 484 481 499 2% -1%
Wholesale & CPG 414 435 464 499 7% 7%
Industrial Products 403 428 460 496 8% 8%
Insurance 359 382 407 439 7% 7%
CSI 333 362 396 433 9% 9%
Retail 284 307 341 378 11% 11%
Media & Entertainment 256 274 306 339 11% 11%
Electronics 260 278 304 332 9% 9%
Other Industries 1696 1799 1938 2096 8% 8%
Total 5693 6058 6507 7048 8% 7%

• Banking, Telecom and Central Government are the leading industries with largest market opportunity across 2014- 2017
• Retail & M&E expected to grow the fastest among the industries at 11% CAGR (2015-2017)
• This opportunity includes served and not served spending
Business Issues & Technology Implications

Portfolio
Buyers/Users Key Business Issues Technology Implications
Segments
Coping up with changing customer behavior and
Analytics to help predict customer behavior
market dynamics

Customer CMO/Digital Attracting and retaining customers by

Mobile and social conversations to engage better
Experience Marketing continuously engaging

Delivering unique and personalized customer

Digital, responsive platforms to serve clients better
experience in multiple devices

Attracting and retaining talent by engaging

Digital branding and Analytics to secure talent
employees

Employee CHRO/HR Enabling collaboration to spur better Mobile and Social platforms to change way of
Experience Manager/COO productivity and innovation work

Partnering with IT in modernizing workplace for Integration with diverse applications to work
Millennials and Gen Z better

Justifying cost-efficiency and effectiveness of

SaaS based computing to offer savings and results
the organization

Partnering with LOBs to improve productivity

DX On Cloud CIO/LOB Self-service platforms like WCM, FORMs to help
and innovation

Securely do business and adhering to changing

Flexible, secure & scalable tools to swiftly adapt
regulatory compliances
 Competitive Dynamics
Portfolio Segment – Customer Experience
Portfolio
Competitor Strategy & Focus
Segments
 Adobe has recently strengthened their integration,
context awareness, personalization and content
Adobe targeting capabilities to be well-suited for those with
a heavy digital marketing or e-commerce component.
 Focus Segments: Portal, Web Content Management
 With 3.7% share in the Portal market, Liferay is the
#4 vendor in this space. They gained 0.8% share in
2014 with their Java-based portal, increasing market
Liferay momentum with a focused, agile and maintaining a
faster pace of development
 Focus segments : Open Source Portals
Customer
Experience  Oracle had 21% share up by 0.2% YTY in 2014, in
the Portal Products and User Interaction Tools
segment. With recent investments in WebCenter
Portal entail supporting digital experiences, enabling
Oracle
mobile channel delivery, empowering business users
and broadening options for cloud deployment.
 Focus segments : Portal, Web Content Mgmt.
 Sitecore is an emerging vendor with focus on
marketing-centric portals and invests heavily into
Mobile and Social technologies to expand their
Sitecore
business outside major markets like Europe and
Asia with key partnerships.
 Focus segments: Portal, MCCM, WCM
Implications
 could target and tackle as Adobe lacks integrated
CRM and Social Capabilities.
 Though IBM is cited as leader in all Digital
Experience offerings, Adobe’s brand image as a
“Cool Vendor” attracts marketers and Millennials
 Remains a small company competing among some
of the largest vendors in the enterprise software
market and may draw questions about their
viability in comparison with other portal market
leaders. Some customers cite difficulty finding
adequate skills and professional services to support
their efforts across geographies.
 could target customer dissatisfaction with changes
in product direction due to Oracle's highly
acquisitive strategy. Some customers complain
about lack of foresight into the product road map
and licensing complexity that accompanies a
continually evolving portfolio
 could aggressively target Sitecore’s customers as it
relies heavily on their Partners to implement. Also,
it is extremely easy to get started with IBM DX
and WCM.
Competitive Dynamics
Portfolio Segment – Employee Experience
Portfolio
Competitor Strategy & Focus
Segment
 Rated as the # 1 vendor in the Portal Products and
User Interaction Tools segment with 36% share (up
0.6% yty) in 2014, Microsoft urges customers
toward cloud-based offering as part of the broader
Office 365 push while encouraging hybrid
Microsoft approaches for leveraging existing SharePoint
Server investments.
 Focus segments : Portal, Enterprise document and
Content management, search, collaboration, social
networking and workflow
 Oracle had 21% share up by 0.2% YTY in 2014, in
Employee the Portal Products and User Interaction Tools
Experience segment. With recent investments in WebCenter
Portal entail supporting digital experiences, enabling
Oracle
mobile channel delivery, empowering business users
and broadening options for cloud deployment.
 Focus segments : Portal, Web Content Mgmt.
 With 3.7% share in the Portal market, Liferay is the
#4 vendor in this space. They gained 0.8% share in
2014 with their Java-based portal, increasing market
Liferay momentum with a focused, agile and maintaining a
faster pace of development
 Focus segments : Open Source Portals
Implications
 SharePoint's popularity has given rise to an
unmatched ecosystem of partners, system
integrators, third-party software vendors and
communities to support SharePoint's use for a wide
variety of business processes and industries,
making it difficult for IBM to penetrate their install
base.
 could target customer dissatisfaction with changes
in product direction due to Oracle's highly
acquisitive strategy. Some customers complain
about lack of foresight into the product road map
and licensing complexity that accompanies a
continually evolving portfolio
 Remains a small company competing among some
of the largest vendors in the enterprise software
market and may draw questions about their
viability in comparison with other portal market
leaders. Some customers cite difficulty finding
adequate skills and professional services to support
their efforts across geographies.
Competitive Dynamics
Portfolio Segment – DX on Cloud

Portfolio
Competitor Strategy & Focus Implications
Segment
 Adobe has recently strengthened their integration,
 Could target and tackle as Adobe lacks
context awareness, personalization and content
integrated CRM and Social Capabilities.
targeting capabilities to be well-suited for those
 Though IBM is cited as leader in all Digital
Adobe with a heavy digital marketing or e-commerce
Experience offerings, Adobe’s brand image as
component.
a “Cool Vendor” attracts marketers and
 Focus Segments: Portal, Web Content
Millennials
Management
 Rated as the # 1 vendor in the Portal Products
DX on Cloud and User Interaction Tools segment with 36%
share (up 0.6% yty) in 2014, Microsoft urges  SharePoint's popularity has given rise to an
customers toward cloud-based offering as part of unmatched ecosystem of partners, system
the broader Office 365 push while encouraging integrators, third-party software vendors and
Microsoft hybrid approaches for leveraging existing communities to support SharePoint's use for a
SharePoint Server investments. wide variety of business processes and
industries, making it difficult for IBM to
 Focus segments : Portal, Enterprise document and penetrate their install base.
Content management, search, collaboration,
social networking and workflow
Ecosystem & Business Partner Dynamics
Portfolio Partner/Ecosystem
Partners Strategy, Shifts & Trends Implications
Segment Member

 ISVs
 BP’s ability to leverage LOBs’
increased influence on IT buying  Offerings and incentives must
decisions be attractive and readily
IBM Partners  SIs  IBM’s DX Offerings’ capability available based on Partners’
to integrate with leading feedback from market to
solutions from partners and eliminate competition
Customer competitors
 Service Providers
Experience

 Technical Sales Community

 Developers are in tremendous
and User Group
pressure to deliver evolving
Other  Developers Administration should join
business applications based on
Ecosystem  IT Managers hands in facilitating technical
emerging business models that
Members  CTOs audience in developing
integrates cloud, social, mobile
solutions on top of DX
and analytics
platforms
Ecosystem & Business Partner Dynamics
Portfolio Partner/Ecosystem
Partners Strategy, Shifts & Trends Implications
Segment Member

 ISVs/Resellers  BPs will sell where the money

is at
 IBM Focus on CAMSS is
 Develop industry specific
pushing BPs from Middleware to
messages/ use-cases to
IBM Partners  SIs CAMSS
resonate better with clients
 Customers demanding Industry
 Perceived IBM’s Scale, Size
specific applications
Employee and Price poses a mind block
Experience  Service Providers among customers

 Creating thought leadership

materials and sales collaterals
Other  HR Managers  Positioning HR as a strategic
around specific employee
Ecosystem  Recruitment Managers function and not a support
engagement use cases would
Members  Learning Managers function anymore
be imperative in order to
capture these LOB buyers
Ecosystem & Business Partner Dynamics
Portfolio Partner/Ecosystem
Partners Strategy, Shifts & Trends Implications
Segment Member
 Market move to Cloud and SaaS
offerings
 Move from perpetual license to
 Need to educate BPs on how
subscription model
IBM Partners  ISVs they can make money by
 Customers willing to take a
selling Cloud and SaaS
chance on lighter weight
solutions with quick ROI
 Focus segments
 IBM Technical Sales
Community and User Group
DX on Cloud Administration should join
hands in facilitating technical
 Developers are in tremendous
audience in developing
pressure to deliver evolving
Other  Developers solutions on top of DX
business applications based on
Ecosystem  IT Managers platforms
emerging business models that
Members  CTOs  IBM should swiftly publicize
integrates cloud, social, mobile
its DX on Cloud offerings and
and analytics
capitalize the SaaS
opportunity by positioning
the low-cost entry and
scalable advantage
Technology, Regulatory & Other Market Shifts
Portfolio
Shift
Segment
Proliferation of device and
cloud driven technology
Technology adoption by consumers of all
Shifts age group in Millennial and
Gen Y generation that
demands more
Emergence of newer
regulatory bodies in the
Regulatory Globe that dictates
Shifts Organizations in how they
educate, attract and transact
Customer with consumers
Experience
Gartner predicted that In
2017, CMOs will spend more
money in IT than CIOs
Other Shifts
that Impact
Segment Technology has nulled the
balance in segment level
competition as today a team
of freelancers could compete
against global technology
corporations.
Impact
Organizations are given a new
mandate to adopt technology in
analyzing newer consumer
behavior and build relationships
faster
To safeguard branding, avoid
getting penal actions and sustain
relationships with customers,
organizations need to comply with
growing number of regulations in
this globalization era
Integration, risk, compliance and
customer experience should be
addressed together.
Time to adapt to newer dynamics,
alter the business model and
continue to predict changes to leap
ahead is key to organizations
regardless of size, industry
Implications
Siloed and not-so-optimal
business applications for all
devices and platforms is self-
sabotaging for businesses. Sirto
has the unique advantage in
enabling clients with horizontal
and vertical tech specialization to
build client relationships faster.
Due to its vast presence, past
experience in serving diverse
industries, Sirto is positioned
well to recommend and
implement global best practices
to organizations of any size.
Sirto has a greater advantage
than any other competitor with
closer alignment with
Middleware and Smarter Process
portfolio. However, IBM Sales
force need to develop CMO
Relationships.
With consultative sales and
delivery model, Sirto has the
breadth and depth to partner
with clients in offering
personalized technology
roadmaps for assured growth.
Technology, Regulatory & Other Market Shifts

Portfolio
Shift Impact Implications
Segment

HR Function needs to closely Having served clients from

Majority of the workforce that
align with CIOs in exploring diverse industries, Sirto could
are Millennials and Gen Y
Technology and incorporating technologies simply integrate DX platform to
demand an engaging employee
Shifts that offer on-the-go literally any HRMS, ERP and
experience beyond BYOD and
productivity with an engaging other business applications and
Social Intranets
user experience make it available 24/7 on the go
Employee
Experience

Organizations must be DX’s alignment with Social,

Stronger policies for equal
available to address any workforce analytics, and ability
Regulatory employment, safety and
distress and document such to incorporate newer regulatory
Shifts harassment are widely being
proceedings digitally to measures in few mouse clicks
implemented
facilitate and secure gives it a competitive advantage
Technology, Regulatory & Other Market Shifts
Portfolio
Shift
Segment
Fusion of Cloud with digital,
social and analytics accelerates
technology adoption largely by
Technology LOBs
Shifts
Availability of multiple
alternatives for any
automation solution
Including Sarbanes-Oxley,
DX on Cloud
European Union Data
Regulatory Protection Act, PCI DSS and
Shifts HIPAA regulatory bodies are
coming up with evolved
regulations
Economic Smarter Decision Making is a
uncertainty mandate to avoid uncertainties
and volatility in a highly volatile world
Impact
Educating LOBs to understand,
compare, try and buy the most
appropriate technology solution
in simpler ways is imperative
Packaging complex solutions
that addresses difficult business
scenarios need to be sold in the
most cost-effective manner
Technologies should help
organizations in strictly adhering
to these regulations and continue
to swiftly accommodate newer
conditions
Organizations need to keep pace
with new business models and
perform by making better
decisions through integrated
business analytics, social, cloud
and mobile technologies
Implications
Cloud Marketplace is one such
initiative that allows LOBs to
learn, try and buy IBM Cloud
Solutions online. This needs to be
promoted really well.
DX has offerings to start from
initial adoption with very
minimal cost and to scale any
extent.
technology security and
personalized regulatory
compliance is widely recognized
by leading analysts and clients
who benefit from that. However,
this needs to be positioned
strongly in the market to outrun
competitors.
Sirto has a prime advantage with
its breadth and depth of portfolio
spanning around emerging
technologies to address evolved
business needs of organizations.
Summary: Key Implications for Marketing

Impacts of
Portfolio
Role & Business Issues Competitive/Technology/Regulatory Implications
Segment
/Ecosystem Trends
 Microsoft, Adobe, Jive and Salesforce
Role: CMO are some of the leading competitors in Customers looking forward to help with
Client Priority: Deliver Digital Experience the transformation of siloed marketing
unique client experiences via  Most of the digital business drivers applications and their current mix of
digital and social are customer oriented legacy and new solutions to a modern
technologies  Enterprise and Mid sized firms are digital marketing/experience platform
focused on customer / user experience
 Adobe and Sitecore are leaping with
Customer threats from Microsoft’s move to
Experience cloud
Role: Digital Marketing
 Integration of Social and Mobile Sirto needs to increase the pace with
Head
surges customer expectation to which it is releasing newer product
• Leveraging technologies
instantly address newer business capabilities and aggressively market new
for predicting and
requirements solutions/upgrades to customers before
attaining targeted
 Privacy concerns and intrusive competitors do.
revenue
marketing efforts are not so
appreciated with customers and
institutions
Summary: Key Implications for Marketing

Impacts of
Portfolio
Role & Business Issues Competitive/Technology/Regulatory/Ecosy Implications
Segment
stem Trends
No other vendor has
Role  Adobe and Microsoft are gaining momentum
embedded social, analytical
• CHRO in this space with Cloud
and cloud capabilities like
Priority  Multi-channel responsive environment to host
Sirto's Digital Experience.
• Delivering engaging and productivity and collaboration applications
Stronger integration
empowering employee  Integration with cross-functional applications
capabilities makes IBM
experiences need to adhere compliance
formidable.
 Competitors see collaboration as only file-
sharing and version management systems,
Role
while it is much more than that
• Learning Officer Sirto DX offerings integrate
 Legacy or 3rd Party solutions which might
Priority with native Workforce
Employee come in different platforms need to be
• Leverage collective expertise solutions, especially LCMS
Experience seamlessly integrated
and offering personalized to offer end-to-end learning
 Personalized data of employees talent
learning to meet individual and sharing experience
development, learning paths need to be
goals
protected and compliant with standards like
SCORM
Role
Sirto DX offerings integrate
• Recruitment Manager
with native Workforce
Priority  Integration between hiring management
solutions, especially IBM
• Attracting potential talent and systems and intranets will improve hiring
Talentsuite and integration
making them productive from decisions
with leading hiring ERPs like
Day 1. Finding and retaining
SAP
top talent with data
Summary: Key Implications for Marketing

Impacts of
Implications for
Portfolio Segment Role & Business Issues Competitive/Technology/Regulatory
Sirto Marketing
/Ecosystem Trends
LOB
• Swiftly deploying newer  Competitors are gearing up in moving  Sirto is indeed in a strong
functionality to adopt to newer technologies and extending position over any of its
new business models horizontal integrations competitors in terms of
• Implementing optimal  Adhering to multiple regulations for portfolio, integration and
solutions at the least different industries has become an compliance standards. That
DX on Cloud
possible cost unique differentiator only needs to be better
• Partnering with IT and  Partnering with technology vendors in positioned in the market
other LOB teams to related business functions and and capture new customers
consolidate siloed systems offering bundled value propositions is than relying larger on
and introduce integrated key to succeed existing clients.
solutions
Table of Content: Pre-Gameboard
✚ Market Context

✚ Targets & Priority Roles

 Identifying Your Targets
 Aligning Targets to Prioritized Roles

✚ Marketing Plan

✚ Investments
Identifying Revenue Targets
A. Identify the revenue targets for your portfolio segments

Targets 2015 2016 2017 ’15-17 CGR

Customer Experience $221M $238M $257M 8%

Employee Experience $72M $73M $73M 0%

DX on Cloud $7M $9M $11M 25%

Total $300M $319M $341M 7%

B. Buyer Type Mix (Determine how your total revenue target above is broken out by the 3 buyer types below)

2014 2015 2016 2017 ’15-17 CGR

New 2% 9% 11% 12% 23%

Cross-Sell/Up-Sell 31% 31% 33% 35% 13%

Retain/Renew 67% 60% 56% 53% 0%

Identifying Revenue Targets
C. Buyer Type Mix (Determine how your MCR target is broken out by the 3 buyer types below)

2014 2015 2016 2017 ’15-17 CGR

New 2% 9% 11% 12% 23%

Cross-Sell/Up-Sell 31% 31% 33% 35% 13%

Retain/Renew 67% 60% 56% 53% 0%

D. Target by Industry
2014 2015 2016 2017 ’15-17 CGR
Public 35% 30% 25% 25% -3%

SMB 54% 50% 45% 45% 1%

FS 3% 10% 12% 12% 17%

Other 8% 10% 13% 13% 22%

Total 100% 100% 100% 100% %

Note: Assume MCR is 35% of total revenue target

Aligning Targets to Prioritized Roles
Targeted
Buyer Type Role Cohort
Revenue
CMO and Marketing LOB
Cohort 1: New Way to Engage $ 12
Buyers
CHRO and Operations LOB
New Customers Buyers
Cohort 2: New Way to Work $7

Cohort 3: Accelerate Speed to Market

CIO and Cross-LOB Buyers $8
with DX on Cloud
CMO and Marketing LOB
Cohort 1: New Way to Engage $ 43
Buyers
CHRO and Operations LOB
Cross-Sell/Up-Sell Buyers
Cohort 2: New Way to Work $ 22

Cohort 3: Accelerate Speed to Market

CIO and Cross-LOB Buyers $ 28
with DX on Cloud
CMO and Marketing LOB
Cohort 1: New Way to Engage $ 82
Buyers
CHRO and Operations LOB
Renew/Retain Buyers
Cohort 2: New Way to Work $ 43

Cohort 3: Accelerate Speed to Market

CIO and Cross-LOB Buyers $ 55
with DX on Cloud
Total $ 300M

Cohort = a grouping of rigorously identified buyer roles, to be targeted with an

umbrella message or theme that relates to buyer needs
Table of Contents: Post-Gameboard
✚ Market Context

✚ Targets & Priority Roles

✚ Marketing Plan
 Routes To Market Plan
 Sales Plays
 Marketing Actions
RTM Plan
% Revenue by Route
Targeted
Buyer Type Role Cohort Route 1
Revenue Route 2 (LDR) Route 3 (BPs)
(Direct)
CMO and Marketing Cohort 1: New Way to
$ 12 50% 20% 30%
LOB Buyers Engage
CHRO and Operations Cohort 2: New Way to
New Customers $7 50% 20% 30%
LOB Buyers Work
Cohort 3: Accelerate
CIO and Cross-LOB
Speed to Market with $8 50% 20% 30%
Buyers DX on Cloud
CMO and Marketing Cohort 1: New Way to
$ 43 45% 20% 35%
LOB Buyers Engage
CHRO and Operations Cohort 2: New Way to
Cross-Sell/Up-Sell $ 22 45% 20% 35%
LOB Buyers Work
Cohort 3: Accelerate
CIO and Cross-LOB
Speed to Market with $ 28 45% 20% 35%
Buyers DX on Cloud
CMO and Marketing Cohort 1: New Way to
$ 82 60% 10% 30%
LOB Buyers Engage
CHRO and Operations Cohort 2: New Way to
Renew/Retain $ 43 60% 10% 30%
LOB Buyers Work
Cohort 3: Accelerate
CIO and Cross-LOB
Speed to Market with $ 55 60% 10% 30%
Buyers DX on Cloud

Total $ 300M 50% 20% 30%

Route 1 Plan (Direct)

Targeted
Buyer Type Role Cohort Key Actions Assets/Support Needed
Revenue
CMO and • Cohort Campaigns need to be drafted
Cohort 1: New Way to
Marketing LOB • Video:
Engage • Launch cohort-
Buyers End to End Customer Digital Experience
specific campaigns
• Video: Cloud Marketplace How
CHRO and • Get enabled on the
New Cohort 2: New Way to to create a website in 2 minutes
Operations LOB $14M DX-Middleware
Customers Work • Analyst Report:
Buyers Portfolio
Gartner MQ – Horizontal Portal
• Work with BPs and
Cohort 3: Accelerate • Video:
CIO and Cross- LDRs
Speed to Market with DX Creating engaging customer and employee
LOB Buyers experience with DX on Cloud
on Cloud
CMO and
Cohort 1: New Way to
Marketing LOB • Conduct digital
Engage
Buyers maturity • DX Maturity Assessment Tool (Link)
assessment • Whitepaper:
CHRO and
Cross-Sell/ Cohort 2: New Way to • Invite to Key DX Business Value of IBM Digital Experience
Operations LOB $42M Solutions
Up-Sell Buyers
Work Events’ and
Workshops • Event: DX Europe Conference
Cohort 3: Accelerate • Sell IBM Forms 2015 – Oct 13-16
CIO and Cross- Experience Builder • ROI Calculator: FEB
Speed to Market with DX
LOB Buyers
on Cloud
CMO and • Conduct digital
Cohort 1: New Way to
Marketing LOB maturity
Engage
Buyers assessment
• Upgrade clients
CHRO and from on-premise to • DX Maturity Assessment Tool (Link)
Renew/ Cohort 2: New Way to
Operations LOB $108M DX On Cloud • IBM Cloud Market Place
Work
Retain Buyers • Customer Panel in • DX Customer References Wiki
DX Events
Cohort 3: Accelerate • Walk through
CIO and Cross-
Speed to Market with DX relevant case
LOB Buyers
on Cloud studies

$164M
Route 2 Plan (LDR)

Targeted
Buyer Type Role Cohort Key Actions Assets/Support Needed
Revenue
CMO and
Cohort 1: New Way to • Get thorough training with
Marketing LOB Engage
Buyers LDR Tools & Processes • LDR Enablement Webinars
• Get enabled on the DX- • Digital IBMer Trainings
CHRO and Middleware Portfolio • DX Portfolio Training
New Customers Cohort 2: New Way to $5M • Work with Performance • DX - Sales Talk
Operations LOB Work
Buyers Marketing Team on specific • Tele-Call guide (Link)
campaigns • Blitz Day
Cohort 3: Accelerate • Support BP Blitz Day Calendar/Contacts
CIO and Cross-
Speed to Market with Programs
LOB Buyers DX on Cloud
CMO and
Cohort 1: New Way to
Marketing LOB Engage • Tele-Call Guide
Buyers • Objection handling • Digital Maturity
• Assess Client Needs Assessment Tool
Cross-Sell/ Up- CHRO and • Leverage client facing • DX – External Asset
Cohort 2: New Way to $19M
Sell Operations LOB Work assets Inventory Wiki
Buyers • Pass the leads to • DX Portfolio Client
Cohort 3: Accelerate Opportunity owners Presentations
CIO and Cross- • ROI Calculator
Speed to Market with
LOB Buyers DX on Cloud
CMO and
Cohort 1: New Way to
Marketing LOB Engage
Buyers
CHRO and • Pricing Guides
Renew/ Retain Cohort 2: New Way to $18M • Work with S&S Team
Operations LOB Work • Offering Data Sheets
Buyers
Cohort 3: Accelerate
CIO and Cross-
Speed to Market with
LOB Buyers DX on Cloud

$42M
Route 3 Plan (Business Partner)

Targeted
Buyer Type Role Cohort Key Actions Assets/Support Needed
Revenue
CMO and Marketing Cohort 1: New Way to
LOB Buyers Engage • Execute DX Sales Play
• Walk through Analyst • DX Sales Play
New CHRO and Operations Cohort 2: New Way to Research Reports • IDC Report: "The Business
LOB Buyers Work $8M • Master Fast Start Essentials Value of Exceptional Digita
Customers
• Work with BP Marketing l Experience Solutions"
Cohort 3: Accelerate • DX Fast Start Essentials
CIO and Cross-LOB Teams
Speed to Market with DX • Blitz Days (link needed)
Buyers on Cloud
CMO and Marketing Cohort 1: New Way to
LOB Buyers Engage • Understand Opportunities
• Webinar:
from IBM Middleware
How to sell DX into Middle
Cross-Sell/ CHRO and Operations Cohort 2: New Way to Portfolio ware Portfolio
LOB Buyers Work $33M • Register for key BP
Up-Sell Webinars • Portal:
Cohort 3: Accelerate • Sell Forms Experience
CIO and Cross-LOB IBM Partnerworld Resourc
Speed to Market with DX Builder e Center
Buyers on Cloud • ROI Calculator: FEB
CMO and Marketing Cohort 1: New Way to
LOB Buyers Engage
• BP Certifications
CHRO and Operations Cohort 2: New Way to • Leverage Branding
Renew/ • Event:
LOB Buyers Work $54M • Offer Discounts at Key
Retain IBM DX Events
DX Europe Conference
Cohort 3: Accelerate – Oct 13-16
CIO and Cross-LOB
Speed to Market with DX
Buyers on Cloud

$95M
Sales Plays

Buyer Type Role Cohort Sales Play Targeted Industries

#Road2SuccesswD • Banking
CMO and Marketing LOB X: OI & White
Cohort 1: New Way to Engage • Telecom
Buyers Space • Retail
HR execs: • Central Government
New Customers CHRO and Operations LOB #fasttrack your
Cohort 2: New Way to Work • Banking
Buyers deal • Media
#Road2SuccesswD
Cohort 3: Accelerate Speed to Market X: OI & White
CIO and Cross-LOB Buyers • Cross-Industries
with DX on Cloud Space
• Banking
CMO and Marketing LOB CFO
Cohort 1: New Way to Engage #opensthedoor • Telecom
Buyers
• Retail
Cross-Sell/ HR execs: • Central Government
CHRO and Operations LOB #fasttrack your
Up-Sell Cohort 2: New Way to Work • Banking
Buyers deal • Media
Cohort 3: Accelerate Speed to Market CFO
CIO and Cross-LOB Buyers #opensthedoor • Cross-Industries
with DX on Cloud
• Banking
CMO and Marketing LOB CFO
Cohort 1: New Way to Engage #opensthedoor • Telecom
Buyers
• Retail
Renew/ HR execs: • Central Government
CHRO and Operations LOB #fasttrack your
Retain Cohort 2: New Way to Work • Banking
Buyers deal • Media
Cohort 3: Accelerate Speed to Market CFO
CIO and Cross-LOB Buyers #opensthedoor • Cross-Industries
with DX on Cloud
Marketing Actions

Thought
Buyer Type Role Cohort Leadership + Lead Generation Marketing Offers
Enablement
CMO and Marketing Cohort 1: New Way to
LOB Buyers Engage • Whitepapers • Search
• Demo Videos
• Infographics • Webinars
CHRO and • Analyst Reports
Cohort 2: New Way to • Blogs • Paid Media Campaign
New Operations LOB • Sirto and 3rd Party Events
Work • Keynote Speeches • DX Maturity Assessment
Customers Buyers • Digital Media Campaigns
in Events • Digital & Social Tiles
• Cloud Marketplace
Cohort 3: Accelerate • Social Media • Analyst Relations
CIO and Cross-LOB • Content Marketing
Speed to Market with Marketing • Tele-call guides (LDRs)
Buyers
DX on Cloud
CMO and Marketing Cohort 1: New Way to
LOB Buyers Engage
CHRO and • Videos
Cohort 2: New Way to • User Groups • Events
Cross-Sell/ Operations LOB • Events
Work • Developer Forum • 3rd Party Events
Up-Sell Buyers • Webinars for Clients and
• Demos • Campaigns
BPs
Cohort 3: Accelerate
CIO and Cross-LOB
Speed to Market with
Buyers
DX on Cloud
CMO and Marketing Cohort 1: New Way to
LOB Buyers Engage
CHRO and
Cohort 2: New Way to • Whitepapers
Renew/ Operations LOB • ROI Calculator
Work • Upgrades • Events
Retain Buyers • Subscription Marketing
• Campaigns
Cohort 3: Accelerate
CIO and Cross-LOB
Speed to Market with
Buyers
DX on Cloud