New strategies of communication for IBM Business Partners

1. New strategies of communication for IBM Business Partners

2. Today

3. Communications Tools | Latin America • Ad Hoc Comms • Strategy: only urgently comms • Feature: individual content • Typical : content that can not wait to be sent in weekly consolidation. • Frequency: On demand • Target: Profile registered PartnerWorld for specific listing • Submite request in the CCDb process and advise Comm leader that this content can not wait to be sent in the weekly update • Website PartnerWorld • Strategy: host content on the portal to BPs (PartnerWorld) • Feature: online page content • Typical content: miscellaneous information about IBM: products, partnership, program and other • Frequency: on demand • Target: All employees enrolled in the PartnerWorld • How to submit: Consolidate all the information and contact Stefanie Laufer (slaufer@br.ibm.com) • Portal for Latin America (in this PartnerWorld) • Strategy: Highlight the main topics for the region • Feature: web page, divided into program, systems, tools, portfolio… • Typical content: all • Frequency: online • Target: All BPs • How to submit: Identify need, colect all information and verify where to add and what content to include and send to Stefanie Laufer (slaufer@br.ibm.com) • Banners in PartnerWorld and in News • Strategy: Disseminate the main topics on the website • Feature: Banner size 980x300 in the PW/ 530x140 in the News • Typical content: events, competitions, and other tools • Frequency: To be validated • Target: All BPs • How to submit: Complete all items: title, subtitle, text the first item, that item link, the text of the second item, second item this link and send to Stefanie Laufer (slaufer@br.ibm.com) • Highlight in PartnerWorld and News • Strategy: highlight key message in the PartnerWorld web • Feature: right corner of the website, link from 50x50 image • Typical content: guides, links to pages on PartnerWorld, events • Frequency: To be determined depending on the initiative • Target: everyone who has access to the page, remembering that the pages may be Entitled. • How to submit: select an image, a title, a related link, where should be hosted and contact Stefanie (slaufer@br.ibm.com) • Think Agenda • Strategy: Community to present our enablement for BPs • Feature: use the template and add info from trainnings • Typical content: enablement • Frequency: by demand • Target: All Business Partners. Link from Portal and from newsletters • How to submit: Enter the link, use the template and add, also copy and paste to subcommunitties from the brand. FernandaSanches can help (fsanches@br.ibm.com) • Sales Managers • Strategy: Strengthen message with sales team • Feature: reinforce a message to sales manager of BPs • Typical content: event, incentive, webcast • Frequency: on demand • Target: sales representative • How to submit: Make a request to local sales team. • Brasil: Sergio Paschenda (sergiopp@br.ibm.com ) and Rodrigo Melo Conti (rconti@br.ibm.com) • SSA: Fabio Muscio (muscio@ar.ibm.com) • Mexico: Pablo Salazar Gonzalez psalazar@mx1.ibm.com • Managment Enablement (EPT) • Strategy: Create an event at EPT to manage subscribers and offer a registration link for partners • Feature: worldwide tool • Typical content: events and trainnings • Frequency: On demand • Target: All BPs • How to submit: See thestep by step and if you have doubts, contact RenataFidelis (rbmattos@br.ibm.com) • Newsletter Comms • Strategy: primary route for sending communications • Feature: Customized Articles (BP profile) • Typical content: Information in various categories • Frequency: Weekly (every Wednesday) • Target: All registered in PartnerWorld • See how to submit

4. Information by mail | Newsletter and Ad Hoc Today we offer one weekly newsletter and ad hoc mail, but it’s too much information and a string of info. This consolidation of articles is entitled and synchronized with the PPS (business partner database) so each person receive only what she wants. 15296 contacts registered and opt in to receive info in Latin America. Open rate in Brazil is 34,65% and in Latin America (spanish) is 17,89%.

5. Information by mail | Newsletter and Ad Hoc

6. New Project | Be more visual The new concept is to change this visual identity into a very simple with links for more information. Something interesting to read to power the open rate of our content. This will change the whole chain of information and will redirect our BPs for our website, where he can navigate and find more information from IBM.

7. Cases

8. CASE Vale | Site Valia em Dia Considering the development of a communication channel to unite content and interact with employees from VALE, Invitro created the ValiaDaily, a portal that hosts the main information about the Foundation for 250,000 users. Besides the possibility to organize different subjects in the architecture of the platform, Valia Daily also allowed the communication to approach its relationship with internal stakeholders, becoming more present in the day of these employees.

10. CASE Chevron | Newsletter Chevron, the third largest oil company in the world, hired Invitro to integrate all employees on the production line and align the pride and sense of belonging of the workforce. Conceptualized with "Moved by the same identity", the campaign launched a new company Newsletter - a biweekly electronic newsletter in the versions in Portuguese and English.

11. Second version of the Newsletter - 2013 First version of the Newsletter - 2010

12. CASE Rede Globo | E-News Globowas another company that computerized their printed publications and transferred their communication to digital media. The project created the electronic version of the E-News, an internal newsletter sent once every three months. This simplified the contact with employees, maintaining printed versions for the external team who had no access to the workstation.

14. CASE IBM | Hotsite - What story do you want for you? Stories inspire us every day and IBM decided to inspire its employees. The hotsite “What story do you want for you?” was the main piece of cultural communication contest that moved the company in the months of August and September of 2013. With the development of advanced structure, the digital environment met the registration of the contestants and filed the stories told by videos, pictures or texts. At the end, the hotsite ranked the most voted stories and named the winners.

16. CASE IBM | Magazine “Pense” for iPad Following the trends of migration from printed material to digital media, IBM lived up to its business model and opted for a more intelligent communication. The company began offering the new magazine Pense on iPad and also allowed the inclusion of new services and more interaction with readers. The issues began to gather video, audio and integration with other platforms outside of the magazine. Technology and information working together in support of the IBM communication.

18. Process and steps

19. For restructuring of the communication channel to be effective, we need to rethink the following steps: What to communicate: what subject will be given, as this issue will be structured and segmented and which language will be used in this communication. How to communicate: what tools we will use for this communication. What channels are available? Printed platforms? Digital platforms? Mobile Tool? When communicating: what is the frequency of each subject (one or two times per week and what are the best days to be sent) and what periodicity of the newsletter (weekly, fortnightly or monthly). To whom: who is our audience - target and profile.

20. For all questions elucidated in the previous slide, a deep case study is necessary to understand: • Dialogue; • Editorial project; • Digital platform; • Edition.

21. 1. Diagnosis| Editorial Platform Identification of problems or difficulties: research methodology through individual interviews and focus groups. Research: understand the needs of the target audience by observations of their habits and consumption of information. Analysis of the data collected. Collaborative construction of the tool: reduces the approval time and risk of rejection by the end user.

22. 2. Structure | Editorial Project Definition of editorial policy: After data analysis, the new tool is structured. This step involved planning and communication professionals (journalists and designers) in partnership with the client. Definition of the new vehicle and its hierarchy: content, frequency, format, language, delivery format, frequency and other parameters editorial. Analysis of the data collected. Development of visual concept. It is established technology in the service of the tool.

23. 3. Platform | Digital Platform Development and hosting: development of platforms and digital access for tablets, smartphones and iPads. This item includes the creation and development of the platform and programming and development of the Newsletter. Programming and development: programming may be developed for html, php, Android, iOSiPhone and iPad. The development may also provide a user friendly interface that allows IBM to update the content with full autonomy, under a system called System Administrator. This digital platform will be developed in html format so that the reading is possible in multiple devices, but it’s important to reinforce that specific development for tablets, smartphones and iPads it’s not considered in this project, for example app with content. This can be developed but in a new project.

24. 4. Permission | Adobe Lodging Hosting and access: to be possible for visualization in multiple devices the project must have establish a partnership with AppStore and Google Play. This partnership is ensured through an annual payment, or 5.000 downloads, whichever comes first. Without this payment is not possible the publication of the material developed for these tools (smartphones, iPads, iPhones and tablets).

25. 6. Issue| Development and editing content InVitrooffers a specialized team to perform edits in the material being communicated. This team includes designers and journalists to identify the best way to communicate, considering layout and content. This support is during project only, as this tool will be available for IBM to use, if there is a need of new layout or re-creation, it will need to open new plan.

26. Costs and timming

27. R$ 12.780,00 • R$ 32.267,62 Costs | Devided into Design + Development Costs and detail from each step on the 3 month project for the new strategy of communication with Business Partners. This cost is for Latin America. OBS: This can change during the process accordingly to IBM need of adaptability to its system.

28. The detailed schedule of services will be offered when we set the day to start the project, from this day on the time limit for completion of the project is 3 months.