By association, IBM became known as being at the forefront of developing ideas and recognizing technology trends: Within 18 months of running the e-business campaign, the IBM brand had turned the corner and was on its way back up. For example, in the TV spots, the help desk appears in improbable places such as a golf course where a group of scientists needs help after its solar-powered golf cart runs amok, or in the middle of a busy freeway where a motorcycle policeman stops to learn how IBM can assist with traffic control.
In addition to television and print advertising, the global campaign includes 15 out-ofhome executions, a dedicated web site Internet banner ads and huge decals placed on the tarmacs of two Manhattan helipads which Chris Wall describes as metaphorical illustrations designed to target corporate decision makers.
An IBM executive noted: Evaluate each of the campaigns described in the case and the accompanying ads shown in the PowerPoint file. The timing for the campaign was right, as e commerce and all things e were starting to explode.
IBM had fallen behind in technology as IBM executives stubbornly clung to the notion that traditional mainframes, which had been the company s primary strength, would maintain their dominant position in the marketplace.
In fact the company was often referred to as Big Blue, a nickname derived from its massive blue mainframe computers. A female voice-over was used, which was another symbolic departure from its previous staid imagery, and different from most other business technology advertising.
Is there a value in a business-to-business marketer such as IBM advertising to the general consumer? Prospects answer questions online to provide IBM s salespeople with data and information that can be used to address each customer s specific needs.
Other executions-Fighting cancer is ON. Were the changes made because the campaigns were not working well or was it an intentional evolution in the advertising and branding message IBM wanted to communicate?
It illustrated to potential customers that IBM understood their business, spoke their language, and had the expertise to help them solve their problems so they could perform better. Under Gerstner, the 13 units were reintegrated into a more cohesive whole, as the strategy emphasized the integration of the units and the key role IBM played in technology around the world.
NAD has earned the respect of consumers and regulators alike for providing an effective, successful self-regulatory mechanism. Within 18 months of running the e-business campaign, the IBM brand had turned the corner and was on its way back up.
Great care has gone into developing a site that is easy to navigate so customers can focus on areas of interest or where they are most likely to be seeking help.
Interested customers opt-in to receive relevant information. In addition to The Other IBM campaign, another integrated campaign call Help Desk was run concurrently to show how IBM s on demand computing solves real problems and touches real people.
The metaphor of Sir Arthur s Business Roundtable allowed for real issues to be discussed in a manner that was both informative and entertaining and to show how IBM Business Consulting could help businesses solve problems in specific areas. Also, since the Masters only allowed advertising from three sponsors, IBM was able to deliver its message with high frequency and without the clutter that typically hinders breakthrough during normal programming.
The campaign was effective in communicating that technology affects even average people around the world, and IBM is there with solutions for smaller as well as larger, more complex technology needs.
However, in March the advertising moved in a new direction with the launch of the Innovation That Matters campaign that is designed to position IBM as a means for companies to significantly change how they do business when seeking ways to grow.
Key to developing this kind of advertising was the need to build a creative group that had a deep understanding of business and technology issues. Flying Phones are ON-speak to innovation and strategic expertise. Great synergy accrued to IBM from putting all their communications behind a unified and relevant message.
Prior to this campaign, IBM was constantly in the position of living down their stodgy past, making it harder to compete against Microsoft and other hot, young tech brands.
In the late s and early 90 s, the drivers of innovation and change in information technology were smaller, nimble companies like Microsoft, Compaq, Dell, Oracle and others who offered less expensive systems than IBM, that could basically accomplish the same tasks.
However, in the s, IBM had fallen behind in technology as its executives struggled to evolve the business. After completing ethnographic research, Burrell Communications developed a plan to move forward.
ON Demand s task was to drive the development of all of IBM s software and hardware, to make them capable of mixing with and managing applications from other vendors. The goal of the campaign was to communicate the message that IBM delivers solutions that are simple and powerful enough to manage information anywhere, anytime, and for anyone.
They felt that by consolidating all of its advertising with one agency, IBM would be able to present a single brand identity around the world. It included some surprising new content sprinkled throughout to create interest, a specific explanation of what e-business was all about, and a call to action for those interested in finding out more about IBM solutions for e-business.
However as the information technology consulting industry matured and web services were being built on open standards, organizations were shifting their definition of business value to include processes and enterprise optimization.
But people have heard all that before, so our first step was to create customer testimonials — China is ON, Napster is ON- to let people know that ON Demand is real and making a difference right now.Ibm Brand Equity Restoration And Advertising Evolution _____ IBM Brand Equity Restoration and Advertising Evolution [pic] _____ This case was written by Professor Michele Greenwald, Visiting Professor of Marketing at HEC Paris, for use with Advertising and Promotion: An Integrated Marketing Communications Perspective – 7th edition by George E.
Belch and Michael A. Belch. Mather, an advertising and marketing firm, to develop an integrated marketing communications campaign to help establish awareness, credibility, and ultimately, preference for IBM as a provider of business consulting services.
IBM Brand Equity Restoration and Advertising Evolution [pic] _____ This case was written by Professor Michele Greenwald, Visiting Professor of Marketing at HEC Paris, for use with Advertising and Promotion: An Integrated Marketing Communications Perspective – 7th.
1 IBM Brand Equity Restoration and Advertising Evolution This case was written by Professor Michele Greenwald, a Marketing professor at HEC Paris, for use with Advertising and Promotion: An Integrated Marketing Communications Perspective 7 th edition by George E.
Belch and Michael A.
Belch. It is intended to be used as the basis for class. IBM Brand Equity Restoration and Advertising Evolution During the s and ’80s, IBM was one of the most successful companies in the world.
The company had experienced strong growth in both revenue and profits and had a virtual stranglehold on the market for mainframe computers. IBM Brand Equity Restoration and Advertising Evolution During the s and ’80s, IBM was one of the most successful companies in the world.
The company had experienced strong growth in both revenue and profits and had a virtual stranglehold on the market for mainframe computers.Download