IBM India was testing with social media programs to extend its marketing mix. A social networking campaign named develops technical evangelists, influence groundswell and Digital Influence was started to obtain market share for the business's software products. Within a year, the share of reach and voice for the five software brands of the business grown considerably.
However, communications director and the business’s marketing were reluctant to declare victory. Was the model sustainable? What challenges would the company face in the enactment process? Would create technical evangelists and the plan of operations continue to help the company gain market space? Author Asha Kaul is affiliated with Indian Institute of Management, Ahmedabad.
PUBLICATION DATE: April 12, 2013 PRODUCT #: W13109-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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