Marketing Process Services Overview

1. Brian Keith Seitz
Managing Director
Intellectual Arbitrage Group
© 2005 Brian K Seitz Intellectual
Arbitrage Group

2.  Marketing Process has been and continues to
be an evolutionary initiative
 Marketing Process was formalized in late 1990s
and a new version/release is issued at least
every two years
© 2005 Brian K Seitz Intellectual
Arbitrage Group

3. Education and Training Process and
Tools
Management Systems
and Controls
People
© 2005 Brian K Seitz Intellectual
Arbitrage Group

4.  Process Design and Deployment Management
 Process Execution Management
© 2005 Brian K Seitz Intellectual
Arbitrage Group

5.  Manager’s Control Book (ISO 9000)
 Deployment Leaders Guidance Document
 Process Management Database
 Capability Maturity Model (MPP-CMM) and self-assessment tool
Maturity Level Total Open Issues Achievement
Level 5 FALSE
Level 4 FALSE
Level 3 FALSE
Level 2 FALSE
Level 1 TRUE
Level 0 TRUE
Level 1 Level 1 Level 2 Level 2 Level 3 Level 3 Level 4 Level 4 Level 5 Level 5
Total Percent Total Percent Total Percent Total Percent Total Percent
Process Management 9 100.00% 13 93.33% 16 67.86% 16 67.86% 16 67.86%
Process Definition 3 100.00% 3 100.00% 3 100.00% 3 100.00% 3 100.00%
Process Focus 6 100.00% 6 100.00% 8 100.00% 8 100.00% 8 100.00%
Training N/A N/A 4 80.00% 5 71.43% 5 71.43% 5 71.43%
Process Performance N/A N/A N/A N/A 0 0.00% 0 0.00% 0 0.00%
Support 10 100.00% 20 75.00% 27 55.29% 27 36.86% 29 38.25%
Configuration and Knowledge Management 10 100.00% 18 100.00% 25 96.15% 25 96.15% 25 96.15%
Decision Analysis and Resolution N/A N/A 1 100.00% 1 100.00% 1 100.00% 1 100.00%
Process and Deliverable Quality Management N/A N/A 1 25.00% 1 25.00% 1 25.00% 3 33.33%
Measurement and Analysis N/A N/A N/A N/A 0 0.00% 0 0.00% 0 0.00%
Change Management N/A N/A N/A N/A N/A N/A 0 0.00% 0 0.00%
Causal Analysis and Resolution N/A N/A N/A N/A N/A N/A 0 0.00% 0 0.00%
Project Management N/A N/A 4 100.00% 4 66.67% 4 66.67% 5 41.67%
Project Planning N/A N/A 2 100.00% 2 100.00% 2 100.00% 2 100.00%
Project Monitoring and Control N/A N/A 2 100.00% 2 100.00% 2 100.00% 2 100.00%
Integrated Teaming N/A N/A N/A N/A N/A N/A N/A N/A 0 0.00%
Integrated Project Management N/A N/A N/A N/A N/A N/A N/A N/A 1 50.00%
Risk Management N/A N/A N/A N/A N/A N/A N/A N/A 0 0.00%
Quantitative Project Management N/A N/A N/A N/A 0 0.00% 0 0.00% 0 0.00%
Marketing N/A N/A 15 71.43% 15 61.90% 15 60.71% 15 60.00%
Market Research N/A N/A 6 100.00% 6 100.00% 6 100.00% 6 100.00%
Segmentation N/A N/A 3 75.00% 3 75.00% 3 75.00% 3 75.00%
Portfolio Management N/A N/A 3 75.00% 3 75.00% 3 75.00% 3 75.00%
Business Design N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Value Proposition N/A N/A 1 100.00% 1 100.00% 1 100.00% 1 100.00%
Marketing Mix Design N/A N/A 1 50.00% 1 50.00% 1 50.00% 1 50.00%
Resource Allocation & Alignment N/A N/A 1 100.00% 1 33.33% 1 25.00% 1 20.00%
© 2005 Brian K Seitz Intellectual
Arbitrage Group

6.  Decision Checkpoints
 Deliverables Quality Program
 Planning Deliverables Information System and Repository
 User’s Guide
 Business Plan Templates
Plan Section Completenes
s
Appropriate
use of
Marketing
Concepts,
Methods &
Tools
Marketplace
Insights
Uncovered and
Leveraged
Customer-
Relevance and
Differentiation
(approp.
sections only)
Executive Summary
Strategic Intent and Alignment w/ Group
& Business Unit Targets (inclu. Program
Objectives if appropriate)
Performance Opportunity Gap
Risk Analysis
Strategy
Marketplace Insights
• Environmental Trends
• Market/Customer
Segmentation, Preferences
and Buying Behavior
• Competitive Positioning
• Value Chain and Profit Migration
Business Design (not included in GBP)
• Market/Customer Selection (&
Projected Purchase & Use)
• Value Proposition
• Value Capture (As Required in OSBP
& PMP)
• Strategic Control (As Required in
OSBP & PMP)
• Scope of Activities (As Required in
OSBP & PMP)
Execution
Marketing Mix Elements
• Message Architecture (Prerequisite)
• Offering/Solution
• Routes-to-market
• Fulfillment
• Technical Support
• Pricing/Terms
• Offers and Incentives
• Partners and Affiliates
• Communications
• IMC Campaigns
Channel Enablement
Organizational Capability
Objectives and Measurements
Risk Assessment
Dependencies
Milestones
Operational Subplans
Exhibits
Average rating
DCP Evaluation Content O/SBP
Business Design DCP Key Questions
Sections O/SBP Section
Author(s)
Key Question
GSMB BCS IGS PCD PSD STG SWG
1 1st Review 3 - Yes, Actionable 0 0 0 0 0 0 0
Supplemental Review
2 1st Review 0 0 0 0 0 0 0
Supplemental Review
Market Selection including Segmentation 02.01.02
3 1st Review 0 0 0 0 0 0 0
Supplemental Review
4 1st Review 0 0 0 0 0 0 0
Supplemental Review
User Requirements 02.01.04 Have User Requirements been defined
sufficiently for development to create
specification(s) for the
offering/solution?
5 1st Review 0 0 0 0 0 0 0
Supplemental Review
6 1st Review 0 0 0 0 0 0 0
Supplemental Review
7 1st Review 0 0 0 0 0 0 0
Supplemental Review
Does the Value Capture for the
offering/solution describe in sufficient
detail how IBM will profit, and what time
frame?
Value Capture 02.01.06
8 1st Review 0 0 0 0 0 0 0
Supplemental Review
Strategic Control 02.04.00
9 1st Review 0 0 0 0 0 0 0
Supplemental Review
DCP Evaluation Content O/SBP
Section Key Question
1 1st Review 0 0 0 0 0 0 0
Supplemental Review
2 1st Review 0 0 0 0 0 0 0
Supplemental Review
3 1st Review 0 0 0 0 0 0 0
Supplemental Review
4 1st Review 0 0 0 0 0 0 0
Supplemental Review
5 1st Review 0 0 0 0 0 0 0
Supplemental Review
6 1st Review 0 0 0 0 0 0 0
Supplemental Review
No Go
Redirect
Go
1 - Missing/Incomplete
2 - No, Not Actionable
3 - Yes, Actionable
Does the Offering/Solution Value
Proposition clearly identify the target
customers, their need(s) being
addressed, benefits of the IBM
offering/solution and its competitive
differentiation?
Is it clear how and where IBM has
Strategic Control across the value
chain to ensure IBM's ability to enter
the market and defend its position
against competitive actions?
Are the Scope of Activities documented
and any gaps in capability that should
be addressed during the
offering/solution development and/or
go-to-market identified?
01.03.00
Do Customer Requirements
demonstrate a compelling business
need, with sufficient insights to develop
a differentiatable offering/solution?
02.01.03
Does the segmentation model
adequately define target customers
and provide sufficient insight into
segment attributes?
Customer Requirements
Does the business design for this
offering/solution fit with the
group/business unit business design,
specifically:
Market Selection, Value Proposition,
Value Capture, Strategic Control,
Scope of Activities
01.02.00
Strategic Fit
Have Marketing Mix Requirements
been defined sufficent to substantiate
the Business Design, and have the
resources been secure to implement
the Offering/Solution accordingly?
02.01.05
Business Design Actionability DCP Key Questions
Marketing Mix Requirements and
Resources
03.02.00
Business Design Update
Does Competitive Analysis and
Positioning provide sufficient insight to
understand key competitive and
substitute products in order to create a
differentiable IBM offering/solution?
Competitive Analysis and Positioning
Value Proposition
Scope of Activities 01.02.01
Response Scale*
Have the parameters of the business
design as documented for the Business
Design DCP changed and how have
these changes affected the
offering/solution business design?
02.03.00
Offerings/Solutions Priority List 03.01.00 Is there an Offering/Solution Priority
List which ranks
capabilities/functionality for relevance
and differentiation, and identifies
tradeoffs to yield the optimal offering
solution design?
Pro Forma and Financial Business Case
Summary
03.07.00
Has a Routes-to-Market Summary
been developed which identifies OI OO
and Fulfillment channels and an initial
assessment of the % revenue and
expense expected for the selected
channels been developed?
03.02.01
Has the pro forma business case been
created which demonstrates sufficient
financial returns to support the
offering/solution development ?
Optimize and Synchronize O/SBP
(Optional for 2004/5)
00.00.00 Has O/SBP marketing mix elements
been optimized and synchronize
across the Company and Group
portfolio?
Response Scale* (MLT or CMT Rating)
Decision
Decision
Routes-to-Market Summary
© 2005 Brian K Seitz Intellectual
Arbitrage Group

7.  Workshops
 Formal Classes for each Discipline and
Specialty
 Community Calls
 Training Sessions
© 2005 Brian K Seitz Intellectual
Arbitrage Group

8.  Business Advantage Tool
 Spreadsheets for SPAN/FAN,
Customer$APPEALS, Channel Management,
etc.
 Now Marketing On Demand Tool under
construction (Workflow Mgt)
© 2005 Brian K Seitz Intellectual
Arbitrage Group

9.  Skill ratings and job performance are major
factors used to determine job positions and
levels
 Competency Model development for each
Discipline continues
© 2005 Brian K Seitz Intellectual
Arbitrage Group

10.  Skill ratings and job performance are major
factors used to determine job positions and
levels
 Competency Model development for each
Discipline continues
© 2005 Brian K Seitz Intellectual
Arbitrage Group