The Integrated Planning System
Rowan Hetherington
Digital Business Transformation Professional
IBM Corporate Marketing

Contents
1. Why we need to re-imagine marketing
2. The Integrated Planning System: Five steps to ensure your marketing
plan remains effective within the ever-evolving digital environment
3. Systemic changes required to enable the Integrated Planning System
Appendix
– Resources and sources
2 © 2012 IBM Corporation

1. Why we need to re-imagine marketing
A paradigm shift has occurred in communication
From To
Channel Network
Mass consumption Mass participation
Institutional mediation Social mediation
Content scarcity Content abundance
Attention abundance Attention scarcity
Asynchronous Real-time
© 2012 IBM Corporation

This has created complexity in the marketing funnel
© 2012 IBM Corporation

Old marketing concepts can limit our ability to adjust:
1. Structural distinction between ‘Above the line’ and ‘Below the line’
2. Disciplines and media should be measured in different ways
3. Activity is made up of one off push ‘campaigns’
4. Segmentation is by demographics
“The real creative and planning issue is what attitudinal and behavioural change(s) are
you trying to bring about? What matters is the total communication effect to be
achieved and how this converts into business results.” ~ American Express
© 2012 IBM Corporation

Example of an integrated team:
External
IBM Cloud team Comms
Analyst Inside Sales
Relations
Design Lab Cloud SMEs
Corporate
GTS
Advertising
“Failure to include all
corporate functions and
communication channels in
planning sub-optimises ITSO Corporate
Marketing Social
performance” ~ Media (cross-brand)
Neutral Planning Group
© 2012 IBM Corporation

2. The Integrated Planning System
© 2012 IBM Corporation

Inputs
Country Digital Landscape: Each country has unique digital usage and behaviors which
provide context to any digital planning activity.
Marketing Business Priorities: These should be a key determinant of the objective and
selected constituency segment.
Digital Readiness Assessment: In the context of planning, the readiness assessment is
about understanding the level of resources, skills, capabilities and digital maturity of the
team and the team’s practices – so that the engagement plan you build is feasible. Local
results can be compared against the digital landscape to understand where the biggest
opportunities and gaps are.
Corporate Strategy: This should provide strategic intent to every plan and activity.
© 2012 IBM Corporation

The importance of objectives
"Alice: Would you tell me, please, which way I ought to go from here?
The Cat: That depends a good deal on where you want to get to
Alice: I don't much care where.
The Cat: Then it doesn't much matter which way you go."
~ Alice in Wonderland by Lewis Carroll, 1865
© 2012 IBM Corporation

What is ‘Constituency’? (segmentation)
 A constituency is a group of people who identify themselves as a group based
upon their shared interests, beliefs, ambitions, or challenges (i.e.
psychographics).
 “Constituency” is not meant to replace “audience” – it is a different
concept. Audience-based marketing and communications approaches are still
useful.
 Building constituency goes beyond reaching audiences. It gets to how a
company establishes shared attraction and shared values: how it shapes not
just common ground, but a deeper, enduring, shared idea.
 Audiences tend to be passive recipients, defined only by demographics and
subjected to interruption by messaging. They must be provoked to change.
Meanwhile, a constituency is an active group with shared interests, beliefs,
ambitions or challenges – constituencies often seek change.
© 2012 IBM Corporation

Listening: monitoring, aggregation and analysis of online conversation
Monitoring Mining Identify influencers Insights Measure
Objective: Objectives: Objectives: Objective: Objective:
Monitor and manage Mine social media for Identify who the influential Find out how many people Measure how an ad
potential negative sales leads. people are in your industry are talking about specific campaign, product launch
comments about your keywords online, or social initiative has
brand online Enable IBM sellers to find Discover what is being understand natural impacted the way people
ready prospects / clients said about your language used in talk about your brand online
Outcome: and stay connected to competitors conversation, where they
Identify potential PR them are talking, and what they Outcomes:
issues or disgruntled Outcomes: are saying Demonstrate a campaign
prospects / clients so you Outcomes: Identify bloggers, has caused more people to
can react and attempt to Generate leads journalists, etc., to reach Outcomes: mention your brand
fix the problems before out to build & nurture Develop insight into your
they are widespread Make it easy for relationships, potentially target constituencies Demonstrate a campaign
customers to find our create brand advocacy has changed peoples’
sellers in social media Help inform positioning, opinions of your brand
Learn what people think strategy and search terms
Enable prospects / clients differentiates your brand for owned, earned, paid Benchmark level of
to perceive IBM as “tech from competitors content influence of IBMers and
savvy” and “easy to do external influencers
business with Identify IBM emerging Inform where your brand /
influencers engagement should be
online (media/PR, etc.)
© 2012 IBM Corporation

Listening Example: North America Intelligent Listening pilot
Mining
Objectives: Drive sales by mining social media for sales leads
Enable IBM sellers to find ready customers and stay connected to customers.
Make it easy for customers to find our sellers in social media.
Help customers perceive IBM as “tech savvy” and “easy to do business with”.
The NA pilot generated:
• 2009: $2.3 M in OI with 29 leads
• 2010: $6.7M in OI and $357K wins had over 1,000 discussions
© 2012 IBM Corporation

The Management Plan
 What resources do we need? (staff and/or funding)
 Do we need to limit the scope of the plan to make it realistic, based on resources
available? (think big, start small, iterate)
 Who will do what?
 What skills do the team need (who needs to be enabled on what)?
 How should the cross-functional team integrate (what new behaviors / norms are
required)?
 What will be done, how and when?
 Is it necessary to prioritize? (if so, you may want to refer back to the Business
Priorities, one of the Inputs)
 What are the blockers and how will we overcome them?
 Are the objectives truly SMART? (Specific, Measurable, Achievable, Relevant,
Time-bound)
 How often will we iterate? What data will we base iterations on? How can we
ensure / improve the quality of that data?
© 2012 IBM Corporation

3. Systemic changes required to enable the Integrated Planning System
If changes are made to any of the subsystems of the marketing system, the other
subsystems must be adjusted to fit
People
Business need Transformation of
to re-imagine Strategy Processes marketing
marketing
Improved client
Marketing experience
objectives
Marketing results
Platforms Policies
Inputs Marketing system Outputs
© 2012 IBM Corporation

In summary
1. Why we need to re-imagine marketing
2. The Integrated Planning System: Five steps to ensure your marketing
plan remains effective within the ever-evolving digital environment
3. Systemic changes required to enable the Integrated Planning System
Appendix
– Resources and sources
© 2012 IBM Corporation

Appendix
Resources:
•IBM’s marketing solution portfolio addresses the emerging CMO needs (slide 19)
•IBM CMO Study: Register to download the global study, along with an Australian
perspective: http://ibm.co/S29SGj
Sources:
• IBM
• Media neutral planning best practice group http://www.cfim.co.uk/index.php?pgId=1
© 2012 IBM Corporation

IBM’s marketing solution portfolio addresses the emerging CMO needs
IBM Smarter Marketing Primary IBM Products and Typical Challenges
Solution Areas Services Addressed
• Large amount of real time, disparate,
unstructured data to collect, analyze and
Customer Analytics manage.
• Make informed decisions, identify potential
IBM GBS trends and opportunities to improve.
Marketing Strategy and
• Integrate offline and online customer data.
• Relevant experience across all channels.
•
Transformation
Customer Experience Maximize response rates.
• Define next best / most relevant action.
and Engagement • Maximize website conversions and improve
IBM GBS search results/rankings.
• Improve ad and paid search ROI.
• Impact of collaboration and influence through
Social Marketing social networking on organizations.
and Collaboration • Social as effective channel.
IBM GBS
• Demonstrate marketing performance and
returns.
Marketing • Optimize budget allocation.
Performance • Manage audience fragmentation
Optimization IBM GBS
© 2012 IBM Corporation

Comments or questions?
Please contact Rowan Hetherington
@RoHetherington
rowan.typepad.com
rowanhetherington@au1.ibm.com