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DOCNUM = PCALEM DATETIME = 04/02/98 13:15:06 BLDVERS = 1.3.0 TITLE = GPC: Guide to IBM Global Professional Careers AUTHOR = IBM Global Learning

Title: GPC: Guide to IBM Global Professional Careers
Authors: IBM Global Learning
Document Number: PCALEM
Build Date: 04/02/98 13:15:06 Build Version: 1.3.0
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TITLE Title Page


GPC: Guide to IBM Global Professional Careers 

Document Number PCALEM

April 2, 1998

IBM Global Learning


EDITION Edition Notice


First Edition, Revision four, March 24, 1998

This document is a guide to IBM Global Professional Careers for use by all IBM organizations throughout the world. It replaces and supersedes all previous guides to IBM Expert Careers, Specialized Roles or IBM Worldwide Sales and Services Professions published in any geography or country or other organization.

Copyright IBM Corporation 1998


CONTENTS Table of Contents


[Summarize]

TITLE         Title Page

EDITION       Edition Notice

CONTENTS      Table of Contents

FIGURES       Figures

PREFACE       About This Guide

1.0           Overview

1.1           Chapter 1.  Introduction
1.1.1         Overview
1.1.2         Definition of a Global Professional Career
1.1.3         IBM Global Professional Careers

1.2           Chapter 2.  Skills Framework and Templates
1.2.1         Introduction
1.2.2         Skill Categories
1.2.3         Skill Proficiency Levels
1.2.4         Profession Positions and Template Linkage
1.2.5         Skill Development Activities
1.2.6         Summary

1.3           Chapter 3.  Certification Principles and Standards
1.3.1         Introduction
1.3.2         Criteria
1.3.3         Nomination Package
1.3.4         Certification Review Process
1.3.5         Individual Profession Requirements

2.0           Marketing Professional Career

2.1           Chapter 4.  Marketing Professional Career
2.1.1         Marketing Professional Career Overview
2.1.2         Professional Career Structure
2.1.3         Marketing and Sales
2.1.4         Characteristics of the Profession
2.1.5         Potential Candidates
2.1.6         Title Structure
2.1.7         Career Growth
2.1.8         Certification
2.1.9         Performance Elements
2.1.10        Marketing Professional Career Skills Profile
2.1.11        Professional Development
2.1.12        Marketing Professional Career Position Descriptions
2.1.13        Marketing Professional Career Role Descriptions

2.2           Chapter 5.  Marketing Management Profession Discipline
2.2.1         Marketing Management Profession Discipline Overview
2.2.2         Profession Discipline Structure
2.2.3         Characteristics of the Profession Discipline
2.2.4         Potential Candidates
2.2.5         Career Growth
2.2.6         Performance Elements
2.2.7         Marketing Management Profession Discipline Skills Profile
2.2.8         Professional Development
2.2.9         Marketing Management Position Descriptions

2.3           Chapter 6.  Market Intelligence Profession Discipline
2.3.1         Market Intelligence Profession Discipline Overview
2.3.2         Profession Discipline Structure
2.3.3         Characteristics of the Profession Discipline
2.3.4         Potential Candidates
2.3.5         Career Growth
2.3.6         Performance Elements
2.3.7         Market Intelligence Profession Discipline Skills Profile
2.3.8         Professional Development
2.3.9         Market Intelligence Position Descriptions
2.3.10        Market Intelligence Specialty Descriptions

2.4           Chapter 7.  Distribution Channels Marketing Profession Discipline
2.4.1         Distribution Channels Marketing Profession Discipline Overview
2.4.2         Profession Discipline Structure
2.4.3         Characteristics of the Profession Discipline
2.4.4         Potential Candidates
2.4.5         Career Growth
2.4.6         Performance Elements
2.4.7         Distribution Channels Marketing Profession Discipline Skills Profile
2.4.8         Professional Development
2.4.9         Distribution Channels Marketing Position Descriptions
2.4.10        Distribution Channels Marketing Specialty Descriptions

2.5           Chapter 8.  Technical Support Marketing Profession Discipline
2.5.1         Technical Support Marketing Profession Discipline Overview
2.5.2         Profession Discipline Structure
2.5.3         Characteristics of the Profession Discipline
2.5.4         Potential Candidates
2.5.5         Career Growth
2.5.6         Performance Elements
2.5.7         Technical Support Marketing Profession Discipline Skills Profile
2.5.8         Professional Development
2.5.9         Technical Support Marketing Position Descriptions
2.5.10        Technical Support Marketing Specialty Descriptions

2.6           Chapter 9.  Marketing Communications Profession Discipline
2.6.1         Marketing Communications Profession Discipline Overview
2.6.2         Profession Discipline Structure
2.6.3         Characteristics of the Profession Discipline
2.6.4         Potential Candidates
2.6.5         Career Growth
2.6.6         Performance Elements
2.6.7         Marketing Communications Profession Discipline Skills Profile
2.6.8         Professional Development
2.6.9         Marketing Communications Position Descriptions
2.6.10        Marketing Communications Specialty Descriptions

2.7           Chapter 10.  Direct Marketing Profession Discipline
2.7.1         Direct Marketing Profession Discipline Overview
2.7.2         Profession Discipline Structure
2.7.3         Characteristics of the Profession Discipline
2.7.4         Potential Candidates
2.7.5         Career Growth
2.7.6         Certification Nomination Guide
2.7.7         Performance Elements
2.7.8         Direct Marketing Profession Discipline Skills Profile
2.7.9         Professional Development
2.7.10        Direct Marketing Position Descriptions

2.8           Chapter 11.  Database Marketing Profession Discipline
2.8.1         Database Marketing Profession Discipline Overview
2.8.2         Profession Discipline Structure
2.8.3         Characteristics of the Profession Discipline
2.8.4         Potential Candidates
2.8.5         Career Growth
2.8.6         Certification Nomination Guide
2.8.7         Performance Elements
2.8.8         Database Marketing Profession Discipline Skills Profile
2.8.9         Professional Development
2.8.10        Database Marketing Position Descriptions

3.0           Sales Professions

3.1           Chapter 12.  Client Relationship Profession
3.1.1         Client Relationship Profession Overview
3.1.2         Profession Structure
3.1.3         Characteristics of the Profession
3.1.4         Potential Candidates
3.1.5         Career Growth
3.1.6         Certification Nomination Guide
3.1.7         Performance Elements
3.1.8         Client Relationship Profession Skills Profile
3.1.9         Professional Development
3.1.10        Client Relationship Position Descriptions

3.2           Chapter 13.  General Business Relationship Profession
3.2.1         General Business Relationship Profession Overview
3.2.2         Profession Structure
3.2.3         Characteristics of the Profession
3.2.4         Potential Candidates
3.2.5         Career Growth
3.2.6         Certification Nomination Guide
3.2.7         General Business Relationship Profession Skills Profile
3.2.8         Professional Development
3.2.9         General Business Relationship Position Descriptions

3.3           Chapter 14.  Sales Specialist Profession
3.3.1         Sales Specialist Profession Overview
3.3.2         Profession Structure
3.3.3         Characteristics of the Profession
3.3.4         Potential Candidates
3.3.5         Career Growth
3.3.6         Certification Nomination Guide
3.3.7         Performance Elements
3.3.8         Sales Specialist Profession Skills Profile
3.3.9         Professional Development
3.3.10        Additional Information
3.3.11        Sales Specialist Position Descriptions

4.0           Services Professions

4.1           Chapter 15.  Consultant Profession
4.1.1         Consultant Profession Overview
4.1.2         Profession Structure
4.1.3         Characteristics of the Profession
4.1.4         Potential Candidates
4.1.5         Career Growth
4.1.6         Certification Requirements
4.1.7         Certification Nomination Guide
4.1.8         Performance Elements
4.1.9         Consultant Profession Skills Profile
4.1.10        Consulting Templates
4.1.11        Professional Development
4.1.12        Consultant Position Descriptions

4.2           Chapter 16.  Education Profession
4.2.1         Education Profession Overview
4.2.2         Profession Structure
4.2.3         Characteristics of the Profession
4.2.4         Potential Candidates
4.2.5         Career Growth
4.2.6         Certification Nomination Guide
4.2.7         Performance Elements
4.2.8         Education Profession Skills Profiles
4.2.9         Professional Development
4.2.10        Education Position Descriptions

4.3           Chapter 17.  IT Architect Profession
4.3.1         IT Architect Profession Overview
4.3.2         Profession Structure
4.3.3         Characteristics of the Profession
4.3.4         Potential Candidates
4.3.5         Career Growth
4.3.6         Certification Nomination Guide
4.3.7         Performance Elements
4.3.8         IT Architect Profession Skills Profile
4.3.9         Skills Templates
4.3.10        Professional Development
4.3.11        IT Architect Position Descriptions

4.4           Chapter 18.  I/T Availability Profession
4.4.1         I/T Availability Profession Overview
4.4.2         Profession Structure
4.4.3         Characteristics of the Profession
4.4.4         Potential Candidates
4.4.5         Career Growth
4.4.6         Certification Nomination Guide
4.4.7         Performance Elements
4.4.8         I/T Availability Profession Skills Profile
4.4.9         Professional Development
4.4.10        I/TAP Profession Position Descriptions
4.4.11        I/TAP Discipline Position Descriptions

4.5           Chapter 19.  I/T Specialist Profession
4.5.1         I/T Specialist Profession Overview
4.5.2         Profession Structure
4.5.3         Characteristics of the Profession
4.5.4         Potential Candidates
4.5.5         Career Growth
4.5.6         Certification Nomination Guide
4.5.7         Performance Elements
4.5.8         I/T Specialist Profession Skills Profile
4.5.9         Professional Development
4.5.10        I/T Specialist Position Descriptions

4.6           Chapter 20.  Project Management Profession
4.6.1         Project Management Profession Overview
4.6.2         Profession Structure
4.6.3         Characteristics of the Project Management Profession
4.6.4         Potential Candidates
4.6.5         Career Growth
4.6.6         Certification Nomination Guide
4.6.7         Performance Elements
4.6.8         Project Management Profession Skills Profile
4.6.9         Professional Development
4.6.10        Project Management Position Descriptions

FIGURES Figures


1-1. IBM Global Professional Careers - Title Structure 1.1.3
2-1. IBM Global Professional Careers - Template Names & Numbers 1.2.4
4-1. Marketing Profession Career Possibilities 2.1.5
5-1. Marketing Management Profession Discipline Career
Possibilities 2.2.4
6-1. Market Intelligence Profession Discipline Career
Possibilities 2.3.4
7-1. Distribution Channels Marketing Profession Discipline Career
Possibilities 2.4.4
8-1. Technical Support Marketing Profession Discipline Career
Possibilities 2.5.4
9-1. Marketing Communications Profession Discipline Career
Possibilities 2.6.4
10-1. Direct Marketing Profession Discipline Roadmap - #1 2.7.2
10-2. Direct Marketing Profession Discipline Roadmap - #2 2.7.2
10-3. Direct Marketing Profession Discipline Roadmap - #3 2.7.2
10-4. Direct Marketing Profession Discipline: Career
Possibilities 2.7.3
11-1. Database Marketing Profession Discipline Roadmap - #1 2.8.3
11-2. Database Marketing Profession Discipline Roadmap - #2 2.8.3
11-3. Database Marketing Profession Discipline Roadmap - #3 2.8.3
11-4. Database Marketing Profession Discipline: Career
Possibilities 2.8.4
12-1. Client Relationship Profession Roadmap 3.1.2
12-2. Client Relationship Profession Roadmap 3.1.2
12-3. Client Relationship Profession Roadmap 3.1.2
12-4. Client Relationship Profession Career Possibilities 3.1.4
13-1. General Business Relationship Profession Roadmap - #1 3.2.2
13-2. General Business Relationship Profession Roadmap - #2 3.2.2
13-3. General Business Relationship Profession Roadmap - #3 3.2.2
13-4. General Business Relationship Profession Career
Possibilities 3.2.4
14-1. Sales Specialist Profession Roadmap - #1 3.3.3
14-2. Sales Specialist Profession Roadmap - #2 3.3.3
14-3. Sales Specialist Profession Career Possibilities 3.3.4
15-1. Consultant Profession Roadmap - #1 4.1.2
15-2. Consultant Profession Roadmap - #2 4.1.2
15-3. Consultant Profession Career Possibilities 4.1.4
15-4. Dual Consulting Career Path 4.1.5
16-1. Education Specialist Profession Roadmap - #1 4.2.3
16-2. Education Specialist Profession Roadmap - #2 4.2.3
16-3. Education Profession Career Possibilities 4.2.5
17-1. IT Architect Profession Roadmap 4.3.2.1
17-2. IT Architect Profession Career Possibilities 4.3.4
18-1. I/T Availability Profession Roadmap: Associate I/TAP 4.4.2.1
18-2. I/T Availability Profession Roadmap: Advisory I/TAP 4.4.2.1
18-3. I/T Availability Profession Roadmap: Senior I/TAP 4.4.2.1
18-4. I/T Availability Profession Roadmap: Consulting I/TAP 4.4.2.1
18-5. I/T Availability Profession Roadmap: Senior Consulting
I/TAP 4.4.2.1
18-6. I/T Availability Profession Career Possibilities 4.4.4
19-1. I/T Specialist Profession Roadmap - #1 4.5.3
19-2. I/T Specialist Profession Roadmap - #2 4.5.3
19-3. I/T Specialist Profession Career Possibilities 4.5.4
20-1. Project Management Profession Roadmap - #1 4.6.2
20-2. Project Management Profession Roadmap - #2 4.6.2
20-3. Project Management Profession Career Possibilities 4.6.4

PREFACE About This Guide


This is the First edition of the "Guide to IBM Global Professional Careers." It establishes common definitions of professions to be consistently implemented for employees throughout IBM. It incorporates the former IBM Worldwide Sales and Services Professions, and a newly defined Marketing Professional Career. The former S&S professions of Database Marketing and Direct Marketing become disciplines of the new Marketing Professional Career. The former S&S Segment Management profession is absorbed into the Marketing Management discipline of the Marketing Professional Career. All other S&S professions remain as IBM Global Professional Careers to be utilized across IBM, without regard to organizational boundaries.

This document is incomplete and a work in progress. Overtime it will include all global professional careers in IBM, those already existing and those to be defined. It will also bring these professional careers together in a cohesive career framework of consistent terminology, processes and principles that promotes a common understanding of IBM career opportunities.

This document supersedes the "Guide to IBM Worldwide Sales & Services Professions," first published June 26, 1995, and last updated January 6, 1997.

Subtopics:


PREFACE.1 Change History


    ____________________ ___________________________________________________  
   | Date               | Change                                            | 
   |____________________|___________________________________________________| 
   | April 15, 1997     | First Release                                     | 
   |____________________|___________________________________________________| 
   | May 9, 1997        | Consulting Client Relationship Representative     | 
   |                    | position defined. Clarification of SSR positions  | 
   |                    | in I/T Availability Profession.                   | 
   |____________________|___________________________________________________| 
   | July 7, 1997       | Addition of Associate position descriptions for   | 
   |                    | all Marketing Professional Disciplines.           | 
   |                    | Profession roadmap graphics enlarged for          | 
   |                    | readability.                                      | 
   |____________________|___________________________________________________| 
   | July 23, 1997      | Deleted skills in Sales Specialist Profession     | 
   |                    | Skills Profile summary to match templates in      | 
   |                    | SKILLS tool, and updated contacts for additional  | 
   |                    | information.                                      | 
   |____________________|___________________________________________________| 

1.0 Overview

Subtopics:


1.1 Chapter 1. Introduction

Subtopics:


1.1.1 Overview


IBM is constantly changing to meet new customer and market requirements. One of the changes is the transition to a global corporation. International businesses serving global clients have been created, and the organization will continue to change in response to their needs.

IBM Professionals need to develop appropriate skills, knowledge, experience and establish a track record of contribution within this changing environment to continue to provide services that Clients and the Corporation require. The Global Professional Careers provide a framework for this. They are organizationally independent, and focus on the critical major professional groups demanded by IBM Clients or that IBM requires to support its business. The Global Professional Careers are deployed consistently, ensuring a standard of quality throughout the world, through definition of skills required at all positions, and professional review that is independent of line management at critical career stages.

Global businesses require consistency of operations. The Global Professional Careers, linked to job classification, compensation and skilled resource management, provide a vital foundation for consistent operations. Because they are organization independent, they also provide a stable career framework for employees within a changing business environment. They affect many thousands of IBM professionals and support IBM's initiatives by creating a career framework that develops professionals in support of strategic business objectives.


1.1.2 Definition of a Global Professional Career


To truly be a global business, skilled resources must be readily teamed, use common processes and methodologies, and be shared across geographic and organizational boundaries. To meet the competitive needs of global markets, IBM has established Global Professional Careers to identify, define and build client valued skills that are consistently implemented.

The characteristics and objectives of the IBM Global Professional Careers are:

In their design, the Global Professional Careers:


1.1.3 IBM Global Professional Careers


IBM management has identified professions key to achievement of business results that require common definition of professional standards and skills for consistent worldwide implementation. The professions span 3-5 professional positions, affording employees professional growth over the course of their careers from the entry levels of the profession to the top levels of the profession.

The structure of the profession positions is:

    ____________________________________ ___________________________________  
   | All but some Marketing Profession  | All Marketing Profession          | 
   | Disciplines                        | Disciplines Except Direct         | 
   |                                    | Marketing & Database Marketing.   | 
   |____________________________________|___________________________________| 
   | {Professional}                     | Associate {Professional}          | 
   | Advisory {Professional}            | Associate {Professional}          | 
   | Senior {Professional}              | {Professional}                    | 
   | Consulting {Professional}          | {Professional}                    | 
   | Senior Consulting {Professional}   | Senior {Professional}             | 
   |____________________________________|___________________________________| 

The Consulting and Senior Consulting positions are certified positions for all professions, except for the Consulting Profession, where certification is required starting at the Senior position.

The titles used by each profession are shown in Figure 1-1

The IBM Global Professional Careers are:

  1. Client Relationship

    Understanding our customers' values and needs and properly attending to their requirements, locally as well as globally, is extremely critical to our success. The Client Relationship Professional is responsible for understanding their business requirements and influencing the inner circle of top management.

    The Client Relationship Professional is responsible for the overall Customer/IBM relationship and the execution of associated business strategies. He/She monitors key IBM activities within the client environment. He/She identifies and qualifies IBM opportunities, shares information with appropriate members of the extended team supporting the customer, gains customer commitment to solutions and ensures overall customer satisfaction.

  2. Consultant

    Consultants provide advice and counsel to clients for a fee. They use their skills, experience, intellectual capital and an integrated set of methodologies to solve client business problems, translating their findings into written, actionable recommendations. Consultants work in an unstructured environment creating, sharing, and reusing intellectual capital to solve diverse, business and technology problems

    Consultants are part of the IBM Consulting Group. They belong to a Practice, recognized by the IBM Consulting Group, usually within an Industry Solutions Unit or in SI. They are trained in IBM's generic issue-based consulting methodology, and they specialize in a Service Line (such as Business Transformation, IT Strategy, Application Development Effectiveness or Information and Technology Management).

       PICTURE 1          
    

    Figure 1-1. IBM Global Professional Careers - Title Structure

  3. Education

    An Education Specialist will work in one or several areas of the Education services business, and will normally have a high level of skills in possibly an IT discipline, and apply that expertise in the areas below -

    There are four areas of Education Specialization:

    In short, working within the Education profession covers a wide range of services activities, connected with skills improvement, and management of that for customers.

  4. General Business Relationship

    The GB Relationship professional is responsible for developing client relationships and executing an industry-aligned territory coverage plan, ensuring overall customer satisfaction. He/she must evaluate various distribution methods to market, develop and direct an effective strategy based on customer requirements within the segment. The GB Professional must have extensive industry and solution skills to work effectively with the client, plus an excellent knowledge of our channel strategy. He/she works closely with Marketing Management professionals to execute the segment go-to-market plan.

  5. I/T Architect

    The IT Architect creates information technology solutions to clients' business problems. These IT solutions may include systems, applications or processes, and may involve the application and integration of a wide variety of products, technologies and services. The IT Architect must have extensive knowledge of systems, architectures, systems management, networking and application design techniques, and must be able to identify, evaluate and select the elements of the solution which best meet the client's business needs.

  6. I/T Availability

    The I/T Availability Professional is a key contributor in maintaining IBM as the availability services provider of choice. Their primary responsibility is to ensure the client's I/T goals are met. The I/T Availability Profession is structured to recognize professionals responsible for supporting hardware, software, and I/T services. The disciplines of the I/T Availability Profession focus on client services relationships and satisfaction, hardware and software maintenance support, and availability services and support.

  7. I/T Specialist

    The I/T Specialists must have in-depth understanding of products, offerings and services within their specialty in order to deliver high quality solutions to clients in response to varying business requirements. The I/T Specialist supports solution construction, implementation, and systems integration in a Technology, Industry or Business specialty. Specific specialities fall within the following major discipline areas:

    Depending on their organization or role, the I/T Specialist either performs services for fee or provides technical support for product sales. Currently, I/T Specialists are deployed in sales, services, industry, manufacturing and development, and internal I/T organizations.

  8. Marketing

    The Marketing Profession plays an important role in IBM's ongoing transformation into a market-driven company. Marketing professionals support a system that manages the activities associated with bringing offerings and solutions to the market with value recognized by the customer. The Marketing Profession incorporates the steps necessary to balance customer and market needs and IBM's internal capabilities to produce global brand unit and/or business unit strategies, plans and programs to increase both IBM's market participation and profitability.

    Marketing professionals are skilled in coordinating internal and external resources, developing strategies and plans, utilizing market intelligence data, understanding market and competitive trends, and applying responsive creative thinking.

    There are six profession disciplines within the Marketing Profession as follows:

    Both Direct Marketing and Database Marketing were announced as professions in October, 1994, and the certification process remains applicable to them within the Marketing Profession.

  9. Project Management

    Project Management is the management of work in the information technology environment. This includes the project plan for completing the work, the schedule for completion and delivery of all project deliverables, the staffing and management of the project team, the financial plan, the tracking of the plan to actual in all areas of the project, containment of the project scope as defined in the Statement of Work, resolution of issues, responsibility for customer satisfaction, and project communications - verbal and written - of status to all parties involved. Project Management is accomplished by the application of proven methodologies and techniques with the goal of ensuring the consistent delivery of high quality services and/or solutions which meet client requirements and expectations and fulfill IBM's obligations.

  10. Sales Specialist

    Sales specialist professionals are responsible for selling IBM offerings (hardware, software, services and industry solutions) directly to customers. A sales specialist specializes in a set of related offerings, called a "discipline".

    Sales specialist professionals are assigned to specific opportunities where they possess the sales and technical expertise required to conduct all phases of the sales cycle. They are responsible for winning the business and the customer's satisfaction with the engagement and the offering.

Each profession is led by a senior executive who takes responsibility for tailoring the range and depth of skills to customer requirements and works with the business managers to promote the spread of IBM Global Professional Careers within the company.

Each profession has a worldwide standard in the form of a skills template, which defines both the skills and the skill level required. Meeting this standard demonstrates skills excellence worldwide. It is also essential for the global management of IBM Skills.

The target is to create a global core of highly accomplished professionals with a common level of world class skills which can be deployed rapidly, in innovative combinations, to help Customers increase their business success.

Individuals will also be assessing themselves against additional standards of Skills Excellence as required by Industry, Product, Services, or Geographic IBM Businesses.

The IBM Global Professional Careers enable IBMers to measure themselves against worldwide standards. For professionals, these building blocks of world class skills with high customer value, provide the raw material with which they build their careers within the IBM global business. But it's the flexibility with which we can combine these skills from engagement to engagement which is key. IBM employees benefit from the increased control of their own professional destiny, through the effective application of their skills, in an IBM environment that recognizes their value.


1.2 Chapter 2. Skills Framework and Templates

Subtopics:


1.2.1 Introduction


As an employee your skills are critical to the IBM corporation as well as your personal success. Your clients - whether internal or external - value skills and experience. Now more than ever, their satisfaction depends on your ability to apply the skills you have; and to keep pace by developing more and deeper skills each day.

But - which skills should you develop? The SKILLS tool has thousands of skills in its data base. Which are the ones that are valued by your clients? The answers to those questions are provided by skills profiles for professional careers, which are organized into templates, as windows into the SKILLS data base.


1.2.2 Skill Categories


IBM professionals are expected to demonstrate skill proficiencies in several major skill categories. Those categories are:

    ____________________________________ ___________________________________  
   | All but some disciplines of the    | All disciplines of the Marketing  | 
   | Marketing Professional Career      | Professional Career except Direct | 
   |                                    | Marketing & Database Marketing.   | 
   |____________________________________|___________________________________| 
   |    Business Acumen                |    General Marketing Skills      | 
   |    IBM Environment                |    IBM Internal Skills           | 
   |    Project Management             |                                   | 
   |    Products/Technology/Services   |                                   | 
   |    Personal                       |                                   | 
   |                                    |                                   | 
   | Professionals dealing with         |                                   | 
   | external customers and clients are |                                   | 
   | also expected to maintain skills   |                                   | 
   | in two additional categories.      |                                   | 
   |                                    |                                   | 
   |    Client Environment             |                                   | 
   |    Industry                       |                                   | 
   |____________________________________|___________________________________| 

At a minimum, each global professional career template contains skills in these categories. The specific skills vary depending on the requirements of the individual professions. In addition, most professions expand the list to include specific skills that are relevant to that profession. Thus, the client relationship professional template will include within its expanded list additional skills specifically related to the client environment category. Similarly, one will find additional project management skills within the project management professional template. The specific list of skills in each professional template can be found in the chapter describing the profession in this guide.

1.2.3 Skill Proficiency Levels


Each skill contained within a professions template has a proficiency level defined with it that reflects the target level of proficiency at which a professional is expected to perform. That proficiency level has been established according to the worldwide standard in the following table.

    ___________ ____________________________________ _______________________  
   |   LEVEL   | Proficiency Definition             | Experience            | 
   |           |                                    |                       | 
   |___________|____________________________________|_______________________| 
   |     0     | No skill                           | None                  | 
   |           |                                    |                       | 
   |___________|____________________________________|_______________________| 
   |     1     | Limited knowledge                  | None                  | 
   |           |                                    |                       | 
   |___________|____________________________________|_______________________| 
   |     2     | Limited ability to perform. Has    | Very limited          | 
   |           | general conceptual knowledge only. |                       | 
   |___________|____________________________________|_______________________| 
   |     3     | Can perform with assistance. Has   | Has performed with    | 
   |           | applied knowledge.                 | assistance on         | 
   |           |                                    | multiple occasions.   | 
   |           |                                    | Has performed in      | 
   |           |                                    | routine situations    | 
   |           |                                    | independently.        | 
   |___________|____________________________________|_______________________| 
   |     4     | Can perform without assistance,    | Repeated, successful  | 
   |           | Has in-depth knowledge. Can lead   |                       | 
   |           | or direct others in performing.    |                       | 
   |___________|____________________________________|_______________________| 
   |     5     | Can give expert advice and lead    | Extensive,            | 
   |           | others to perform. Is sought by    | comprehensive         | 
   |           | others for consultation and        |                       | 
   |           | leadership. Has comprehensive      |                       | 
   |           | knowledge with ability to make     |                       | 
   |           | sound judgements.                  |                       | 
   |___________|____________________________________|_______________________| 

When an individual assesses himself/herself against these target levels of proficiency the same definitions should be used. This will facilitate a consistent worldwide skill assessment.

These skill proficiency levels also differentiate the professions. For example, a product sales specialist would be expected to have a higher level of proficiency in product skills than a client relationship representative. Typically, this would show up as a proficiency level of 4 or 5 in the "Understand IBM platforms skill" for a sales specialist but only a proficiency level 3 for a client relationship representative.


1.2.4 Profession Positions and Template Linkage


As discussed in "IBM Global Professional Careers" in topic 1.1.3, each global professional career has a position structure that potentially has five positions. As an example, within the Sales Specialist Profession, the generic positions are:

The specific implementation of a professional career structure varies by profession due to considerations of tradition, marketplace usage, competition, etc., as illustrated in Figure 1-1 in topic 1.1.3. Within any specific geography, the business title an individual uses should match the title scheme, but may vary based on the specific needs of the geographic unit. If individuals have or may not specifically match the title scheme. If individuals have difficulty associating these positions with their actual position or title, they should seek guidance from their geography skills manager or profession leader.

Several factors are taken into account when an individual is assigned a position within a professional career. Among them are skills and experience; complexity of environment; impact on the business; business need; etc. This guide focuses primarily on the skills and experience piece and does not address the other factors which can vary significantly by geography.

One of the prime objectives of the IBM Global Professional Careers is to ensure all individuals performing in the same position worldwide have equivalent skills. Accordingly, each professional position has a unique template assigned to it. Those templates are identified by the same titles used by the professions, following the standard of profession name - position within the profession. Figure 2-1 contains the template name and number of each professional template associated with the IBM Global Professional Careers.

As might be expected, the more advanced positions within professions typically require more in depth skills and experience. Thus, an entry level position will typically have a preponderance of skills with a 2 proficiency level while a consulting position will have a substantial number at a 4 and 5 proficiency level.

   PICTURE 2          

Figure 2-1. IBM Global Professional Careers - Template Names & Numbers


1.2.5 Skill Development Activities


Growing your skills requires a combination of experience, education, training, coaching and mentoring. These elements are called Skill Development Activities. Education and training can be separated into several forms ranging from self study, distance learning, classroom and seminars. The integration of these delivery methods can be an efficient and cost effective way to build your skills. Refer to the Education Roadmap page of the IEC Course Catalog at http://w3.lahulpe.ibm.com/roadmaps/index.html for an overview of the Worldwide Professions and links to the Common Skills Categories and Professions Roadmaps.

Included in the profession chapters that follow are separate sections titled "Skill Development Activities" that provide directions for obtaining profession specific information.


1.2.6 Summary


As discussed, effective management of IBM skilled professionals on a worldwide basis is required. The ability to tightly link the profession positions with specific skill templates is critical to this management system. This will ensure that all individuals worldwide in the same profession position will assess themselves against the same skills and at the same level of proficiency - a most significant step toward achieving worldwide consistent skills.


1.3 Chapter 3. Certification Principles and Standards

Subtopics:


1.3.1 Introduction


As a professional develops knowledge and experience on the job, they are progressing towards the ability to handle additional/more job responsibility on a higher level. IBM views the validation of skills and capability prior to assignment at the next profession position a critical step in ensuring the person is truly qualified and ready for a job at this level. In most instances, this determination is made by local management. For some professional careers, a determination beyond local management is required through formal examination or certification. While not required at all levels in a profession, worldwide standards for IBM certification have been established for defined profession positions for a number of the professional careers, as shown below.

    ____________________________________ ___________________________________  
   | Professional Careers with IBM      | Professional Careers without IBM  | 
   | Certification                      | Certification                     | 
   |____________________________________|___________________________________| 
   |    Client Relationship            |    I/T Availability - Systems    | 
   |    Consultant                     |     Services Representative and   | 
   |    Education                      |     Systems Software Specialist   | 
   |    General Business Relationship  |    Marketing Profession -        | 
   |    I/T Architect                  |     Distribution Channels         | 
   |    I/T Availability -             |     Marketing                     | 
   |     Availability Manager and       |    Marketing Profession - Market | 
   |     Customer Services Manager      |     Intelligence                  | 
   |    I/T Specialist                 |    Marketing Profession -        | 
   |    Marketing Profession -         |     Marketing Communications      | 
   |     Database Marketing             |    Marketing Profession -        | 
   |    Marketing Profession - Direct  |     Marketing Management          | 
   |     Marketing                      |    Marketing Profession -        | 
   |    Project Management             |     Technical Support Marketing   | 
   |    Sales Specialist               |                                   | 
   |____________________________________|___________________________________| 

The standards, prerequisites, nomination and processes for IBM certification are described in this chapter. It is intended to provide the reader with an understanding of the common certification concepts that these professional careers share. For detailed information on a particular profession or information on how to become certified, review the appropriate professions chapter in this guide.

Subtopics:


1.3.1.1 Objectives


The objective of certification is to establish an environment within IBM to encourage, acknowledge, and recognize professional growth and excellence. Certification is intended as a recognition for individuals who have met at least the minimum requirements in terms of business contribution, customer-valued skills, experience, client/segment satisfaction, and professional contribution. It is a demonstration by the individual of long-standing achievement within the profession, some of which may have been achieved prior to joining IBM.

Certification ensures the skills, experience, contribution and business need necessary for the certified individual to advance to positions and compensation levels equivalent to management while still pursuing a career as a professional.


1.3.1.2 Overview


The IBM Global Professional Careers have a common process for IBM certification that is implemented worldwide. This process recognizes those IBM professionals "who have been and currently are" working in a specific profession "at or above" defined standards of excellence, rather than certifying capability to begin working in a profession. That is, the candidate's primary current responsibility must be in one of the defined professional careers and he/she must have been practicing within that profession for a minimum period of time.

The certification process inspects and validates a candidate against a set of standard criteria. First and foremost, there must be a business need for a certified position for the process to begin. The defined certified positions within a profession equate to management positions and the candidate's line management must concur with the business need for this position.

The candidate prepares a nomination package that will be the vehicle for communicating the candidate's qualifications. Management concurs with both the business need for the certified position and the candidate's qualifications for the certified position by signing and submitting the nomination package.

The nomination by line management is the first of three approval checkpoints in the certification process. The package is also reviewed by profession and/or discipline representatives as the second checkpoint in the process. Lastly, the candidate is reviewed by the certification board. The board then makes a recommendation to the profession executive who is the final authority for certifying or declining the candidate.

Individuals who have been declined for certification can resubmit their packages once their certification requirements are met. There is no predetermined waiting period that must expire before resubmission can take place. Recertification is required every three years.


1.3.2 Criteria


There are five categories of criteria against which candidates for certification will be evaluated. These categories are common to all professional careers and are:

The actual criteria within each category can vary by profession. For example, an I/T specialist would be expected to have higher technical skills than a client relationship representative, or a sales specialist's business contribution would be expected to have an emphasis on product revenue and profit while a consultant's would likely be measured by personal billing and utilization. Thus, while each profession may choose different criteria against which to measure their candidates, they will all have at least one measure in each category.

Subtopics:


1.3.2.1 Business Contribution Criteria


While the criteria within the business contribution category will vary across professional careers, within any particular profession the criteria will be common worldwide. However, the quantification of that criteria can vary either by discipline/speciality, geography/country, or industry/segment. Some of the criteria in the business contribution category may not be quantifiable, but may be expressed in terms of other business results.

Again, as an example, all sales specialists worldwide are measured on revenue. However, the quantification of that revenue can vary by discipline. Large systems sales specialists have a different revenue criteria in the business contribution category than sales specialist in the networking discipline. Business contribution expressed in monetary terms may vary by geography due to varying currencies. In the services arena, the going market rate for services billing will affect the personal revenue contribution that an individual can be expected to produce. Profitability may be sacrificed in some investment market segments in order to drive revenue share in emerging industries. The business contribution measure needs to be flexible enough to accommodate these requirements while still being fair and comparable across the variations. It is up to the individual profession executives to determine what is a comparable quantification of the business contribution criteria for their profession.

Some examples of possible business contribution measures are revenue, profit, market share, product volumes, utilization, competitive winbacks, and growth. They might be measured across individual clients, sales engagements, projects, personal billings, or market segments. The goal is to establish comparable measures of the business contribution individuals make while reflecting the dynamics of the marketplaces in which we are operating.


1.3.2.2 Skills Criteria


Candidates must meet skill level proficiency requirements for their profession and discipline. There is a common set of skills that all IBM Certified Professionals must have. They are summarized earlier in this guide in the Skills Categories portion of Chapter 2, "Skills Framework and Templates" in topic 1.2. Detailed skills by profession and discipline are defined by templates in the SKILLS tool. The required proficiency levels for certification are also defined in the templates.


1.3.2.3 Experience Criteria


The appropriate experience is defined as the repeated application of skills in a business environment. Sustained performance within the profession and discipline is expected. Candidates are required to document multiple occurrences that are evidence of successful engagements that provide experiential support of the skill proficiencies claimed in the Skills Section of the nomination package. SKILLS tool reports are the preferred method of providing this experiential support.


1.3.2.4 Client/Segment Satisfaction Criteria


Candidates are expected to provide multiple evidence of a high level of client/segment satisfaction that is a direct result of a candidate's contribution. Typical examples are referencable engagements, client endorsements, letters of recommendation from fellow professionals, customer satisfaction surveys, etc.


1.3.2.5 Professional Contributions Criteria


The professional contributions criteria is meant to assess a candidate's contributions to his/her personal and professional community. This is a vehicle for him/her to be able to give back to others. The process looks for involvement and professional recognition beyond an immediate sphere of influence, situations where the candidate demonstrates thought leadership and commitment to the profession.

There are many varied examples of how a candidate might provide evidence of professional contribution. They include things like: mentoring, teaching, staff assignments, authored publications, professional society membership and accreditation, industry associations, speaking engagements, or public service. They are included to ensure candidates for certification are well rounded individuals ready to take a leadership role within the professional community. This category gets additional focus when individuals apply for recertification.


1.3.3 Nomination Package


The nomination package is the primary vehicle that candidates use to substantiate their evidence in support of an application to be certified. It is a collection of documentation supporting the five certification categories discussed previously (i.e., business contribution, skills, experiences, client satisfaction, and profession contribution). Other items may be required as determined by the individual profession. Your geography profession leader should be contacted if you have any questions on how to prepare your package. Refer to the Global Professional Careers Worldwide Contact List for the geography profession leaders for all professional careers.

The package is individually prepared and signed by the candidate. His/her line management is expected to review and endorse the package. Executive sponsorship of the package is also required. Line management and executive sign-offs on the package are in place to verify that there is a business need for a certified professional.


1.3.4 Certification Review Process


Once local line and executive approvals are obtained, the packages are forwarded to either the geography profession leader or discipline leader for a package review. These reviews are conducted several weeks before the actual certification boards are scheduled. Packages are reviewed by profession/discipline leaders along with other certified professionals. The objective of this review is to ensure that only candidates that have a real chance to certify are invited to the board interviews. The package review team either accepts, declines, or suggests modifications to the package. Once the packages are accepted by the review team, the individual certification board interviews are scheduled.

The certification boards are conducted on a regularly scheduled basis, usually two to four times a year, as determined by the geography's profession leader. In order to give individuals adequate time to prepare their certification packages the schedule dates for the boards are published well in advance.

The board itself consists of a minimum of three members. The majority of the board members must be certified practitioners of the profession. Other individuals who may be asked to participate on boards are specific subject matter experts, former profession practitioners now in staff positions, appropriate executives, etc.

Interviews are individually scheduled with the board members. They are conducted on a one-on-one basis. Under most circumstances, the interviews will be face-to-face (note: the consultant profession varies for principals and consultants with worldwide responsibility. See the guide: "Practice and Professional Certification - Principal Confirmation - IBM Consulting Group").

Following the interviews, the Board members convene to discuss the candidates. For each candidate, the Board must come to a consensus recommendation to either accept or decline. Only board members who have actually conducted an interview with the candidate are to participate in the consensus voting process. Once the board comes to a consensus they make a recommendation to the profession executive. The profession executive makes the final decision on the candidate.

The profession or discipline leader will notify all candidates of the decision approximately one week after the board interviews are conducted.

Subtopics:


1.3.4.1 Declined Candidates


In the case where certification board members make a recommendation not to certify, they must have supportive evidence from either the candidate's nomination package or from the interviews themselves. Based on that evidence, the board will provide constructive direction to the candidate that he/she can use to enhance their credentials. Once the candidate meets the criteria he/she can reapply for certification. There is no predefined period that a candidate must wait before reapplying.


1.3.4.2 Accepted Candidates


General announcement of the candidate's acceptance as an IBM Certified Professional will be conducted by the candidate's geography. Typically, this will take place in an INEWS announcement. Accepted candidates will also receive an IBM Certified Professional certificate.


1.3.4.3 Recertification


Once certified, an individual is expected to remain active in the profession. Evidence of continued activity in their profession and discipline will be required when recertification is due.

IBM's period of certification is three years. Prior to the end of the third year, practicing certified individuals will be required to submit evidence that they have met the recertification criteria, which include:

It is the individual's responsibility to track when it is time to apply for recertification. The candidate should plan to apply for recertification for the certification review board closest to the third anniversary of their certification date.

Candidates for recertification should contact their geography's profession leader to request the recertification package format.


1.3.5 Individual Profession Requirements


Each of the IBM Global Professional Careers utilizing IBM certification have followed these guidelines in establishing their profession certification process. Each has unique requirements that are documented in their individual certification guides.


2.0 Marketing Professional Career

Subtopics:


2.1 Chapter 4. Marketing Professional Career

Subtopics:


2.1.1 Marketing Professional Career Overview


In recent years, the IBM Company has made significant strides in becoming more market-driven. Moving toward a global brand unit and customer-set orientation has resulted in changes to IBM's financial systems worldwide and the creation of a new integrated planning process combining strategic planning, operating plans and financial planning. In addition, to support these changes, the CRM Market Management and Integrated Product Development Portfolio Management processes have been converged and improved.

This transformation underscores the need for clearly-defined and expertly-staffed marketing organizations in IBM that support these changes to our business and lead IBM into the next century. The establishment of a Marketing Professional Career in IBM addresses these requirements by clearly defining marketing jobs, required skills and skill levels, and career paths.

The Marketing Professional Career has its roots in IBM's Brand Business Management Initiative established in 1994. The initiative was created to improve marketing, create a Global Brand Business Management System in IBM and develop quality global business plans that lead to improved business results. Brand management is a system that manages the activities associated with bringing an offering or solution (i.e., hardware, software, services) to market that has value to the customer. Its purpose is to strengthen the meaning, integrity, and power of the IBM brand. It incorporates the steps necessary to balance customer and market needs and IBM's internal capabilities, to produce global strategies and plans, and to fulfill key customer and market requirements. The Brand Business Management System is team-based and cross-functional in design and incorporates the inter-relationship of marketing, development, sales, fulfillment teams, and our customers.

The change from a functionally-managed system to a business system based on brand management principles has required significant cultural and operational changes. With this change comes the need to shift from geography-based to a worldwide customer and market-oriented paradigm. The challenge is to shift from a development and technology paradigm to a marketing paradigm that balances technology and customer-driven offerings and solutions.

The primary goal of the IBM Brand Business Management Initiative is to establish an environment that enables the IBM Company to increase its market participation and profitability. The projected results are an improvement in marketing strategies, plans and programs, development of, and improvement to the global brand management/general management system, and the creation and implementation of global business strategies and plans.

Global business strategies and plans set the direction for meeting brand unit and/or business unit objectives. The brand unit and/or business unit strategy, plans and supporting activities create and sustain the brand "promise of value" and/or the business unit value proposition. They are defined by the marketing mix of elements --- strategy, offering, terms, distribution, support/skills, fulfillment, and image and are characterized by the following activities:

The marketing mix elements, the activities associated with them, and the skills required to accomplish them, can be grouped and are expressed as jobs within the Marketing Professional Career. Covering a broad spectrum of tasks and responsibilities, they currently include both existing and newly-defined positions essential to the management and performance of the marketing mix.

The Marketing Professional Career establishes a consistent worldwide framework for jobs, roles, and skills in support of the IBM Brand Business Management Initiative and provides the vehicle for its effective implementation independent of organization structure or mission. Individuals working in the Marketing Professional Career may reside in any IBM organization where marketing activities are performed.

Consistent with the other IBM Worldwide Professional Careers, the Marketing Professional Career offers individuals a dual-ladder career path from comparable positions -- entry through executive -- in both management and non-management jobs. Each is based on a clearly-defined position description and a set of specific skills and required skill proficiency levels. Career movement is based on individual expertise, achievement of required skills proficiency, experience, customer satisfaction and loyalty contributions to the business, and business need.


2.1.2 Professional Career Structure


The Marketing Professional Career consists of profession disciplines, specialties within disciplines, and roles which map to the activities, tasks and responsibilities associated with the execution of the marketing mix of elements, and which are defined as follows:

The Marketing Professional Career has been designed to be implemented in an environment that ranges from simple to complex. The factors that govern the environment are based on business need and relate to its scope in terms of revenue potential, number of skilled professionals needed and/or available, business area focus, and other factors. Flexibility in implementation is exemplified by the ability to combine profession disciplines and/or specialties in making individual assignments that reflect actual business needs. In one situation, for example, the business may need full-time specialists, on staff, within specific and distinct disciplines. On the other hand, an assessment of lesser business needs could result in the combination of specialities, profession disciplines, and even roles for individual assignments. These would be reflected in the skills assigned to that person in his/her profile.

It is assumed that a position description typically cannot completely define the responsibilities for any individual in every assignment. There is a need to make position descriptions and their related skill lists as flexible and modular as possible to facilitate customization to reflect what an individual really does.

The Marketing profession disciplines are summarized as follows:


2.1.3 Marketing and Sales


With the announcement of this professional career, the term "marketing" will henceforth be used only in conjunction with marketing activities and jobs. In 1995, the Brand Management Initiative differentiated the responsibilities of marketing and sales. The Marketing Professional Career provides position descriptions, dual-ladder careers, skills and skill requirements for all Marketing professionals.

Skill enhancement development roadmaps will be provided for all profession disciplines in Marketing summarizing the skill, contributions, leadership, and impact requirements of the discipline. They will also address the professional development activities that are recommended for progression within each profession discipline. Some of these roadmaps are currently accessible in the guide while others will be available at a later date.


2.1.4 Characteristics of the Profession


The following characteristics are viewed as common to all Marketing professionals:


2.1.5 Potential Candidates


Marketing Professional Career candidates may be sourced from current IBM employees who represent a broad array of backgrounds and experience, i.e., marketing, sales, technical support, management, or other positions related to marketing. Other candidates may be sourced from professional hires with relevant skills and experience or from recent college graduates.

Figure 4-1 illustrates the possibilities for movement to and from the Marketing Professional Career. Additional information is available in career planning guides for the profession disciplines. Where applicable, these are specified in the profession discipline sections of this guide. Similar "Career Possibilities" charts for each discipline appear in their respective sections of this guide.

   PICTURE 3          

Figure 4-1. Marketing Profession Career Possibilities


2.1.6 Title Structure


The Marketing Professional Career uses three titles for the five professional positions. The prefix "Associate" is used for the lowest of these positions. No prefix is used for the middle two positions and the prefix "Senior" is used for the highest position.

The following example illustrates the use of titles with positions:


2.1.7 Career Growth


Consistent with the characteristics and objectives common to all of the IBM Worldwide Professional Careers, the Marketing Professional Career provides its participants with a dual-ladder career path. This ensures that an individual may follow either a management or non-management career with comparable opportunity for position levels, recognition, and compensation. Both paths enable and encourage professional growth and are supported by formal processes, documentation, position descriptions, skills templates, and education roadmaps. There is also a certification process in place for Direct Marketing and Database Marketing professionals.

The differentiating factors between one position level and another and, in turn, the prerequisites for career growth within the Marketing Professional Career, are skills, capabilities, experience and responsibility.

Details regarding career growth within each profession discipline are available in their respective sections of this guide.


2.1.8 Certification


At this time, with the exception of the Direct Marketing profession discipline, the Marketing Professional Career will not participate in the currently defined IBM Certification Process.

The Worldwide Direct Marketing Certification Nomination Guide and Worldwide Database Marketing Certification Nomination Guide contain the criteria, required documentation, and process for certification.


2.1.9 Performance Elements


Performance elements vary amongst the profession disciplines and are addressed in their respective sections. These may include contribution to market participation, generation of business opportunities, development of business partner relationships, achievement of leadership objectives, and many others. Common to Marketing professionals are, among others, market segment satisfaction, brand unit and/or business unit satisfaction and customer satisfaction.


2.1.10 Marketing Professional Career Skills Profile


The skills required of a Marketing professional include:

General Marketing skills and IBM Internal skills are listed in the chart that follows. Proficiency level requirements are not included since they vary by profession discipline. These are stipulated in each profession discipline section of the guide, along with the discipline and specialty skills and proficiency requirements for each position and position level.

The skills and proficiency levels required for each of the four roles within the Marketing Professional Career follow.

    ___________________________________________________ ____________________  
   |                                                   | Proficiency Levels | 
   | MARKETING PROFESSION SKILLS                       |____________________| 
   |                                                   |   * in Discipline  | 
   |                                                   |       Section      | 
   |___________________________________________________|____________________| 
   |                        GENERAL MARKETING SKILLS                        | 
   |___________________________________________________ ____________________| 
   | Know & Apply Marketing Concepts & Methods         |          *         | 
   |___________________________________________________|____________________| 
   | Know & Apply Mkt Intelligence Concepts & Methods  |          *         | 
   |___________________________________________________|____________________| 
   | Understand Customer Reqmnts & Buying Behaviors    |          *         | 
   |___________________________________________________|____________________| 
   | Know & Apply Market Segmentation                  |          *         | 
   |___________________________________________________|____________________| 
   | Develop Strategies                                |          *         | 
   |___________________________________________________|____________________| 
   | Develop Plans                                     |          *         | 
   |___________________________________________________|____________________| 
   | Develop Programs                                  |          *         | 
   |___________________________________________________|____________________| 
   |                           IBM INTERNAL SKILLS                          | 
   |___________________________________________________ ____________________| 
   | Know & Apply IBM Brand Business Management System |          *         | 
   |___________________________________________________|____________________| 
   | Explain IBM Business Strategy                     |          *         | 
   |___________________________________________________|____________________| 
   | Understand the IBM Brand Strategy                 |          *         | 
   |___________________________________________________|____________________| 
   | Understand/Anticipate/Respond-Competitive Trends  |          *         | 
   |___________________________________________________|____________________| 
   | Articulate IBM Offerings/Technologies             |          *         | 
   |___________________________________________________|____________________| 
   | IBM Formal and Informal Network                   |          *         | 
   |___________________________________________________|____________________| 
   | Work in Cross-Functional Teams                    |          *         | 
   |___________________________________________________|____________________| 
   | Understand IBM Global Operations                  |          *         | 
   |___________________________________________________|____________________| 
   | Creativity/Breakthru Thinking                     |          *         | 
   |___________________________________________________|____________________| 
   | Interpersonal Communication                       |          *         | 
   |___________________________________________________|____________________| 
   | Negotiation                                       |          *         | 
   |___________________________________________________|____________________| 
   | Problem Solving & Decision Making                 |          *         | 
   |___________________________________________________|____________________| 
   | Apply Basic Financial Concepts                    |          *         | 
   |___________________________________________________|____________________| 
   | Apply Project Management Techniques               |          *         | 
   |___________________________________________________|____________________| 
   | Self-Directed Learning                            |          *         | 
   |___________________________________________________|____________________| 
   |                      MARKETING PROJECT LEADER ROLE                     | 
   |___________________________________________________ ____________________| 
   | Determine Customer Needs                          |          3         | 
   |___________________________________________________|____________________| 
   | Foster Teamwork/Enable Teams                      |          3         | 
   |___________________________________________________|____________________| 
   | Analyze Problems/Situations                       |          3         | 
   |___________________________________________________|____________________| 
   | Leadership                                        |          3         | 
   |___________________________________________________|____________________| 
   | Negotiation                                       |          3         | 
   |___________________________________________________|____________________| 
   | Initiate Projects                                 |          3         | 
   |___________________________________________________|____________________| 
   | Plan Projects                                     |          3         | 
   |___________________________________________________|____________________| 
   | Develop Project Plans                             |          3         | 
   |___________________________________________________|____________________| 
   | Project Track/Report/Deliver                      |          3         | 
   |___________________________________________________|____________________| 
   | Manage Project Revenue/Cost                       |          3         | 
   |___________________________________________________|____________________| 
   | Assesses Proposals & Project Risks                |          3         | 
   |___________________________________________________|____________________| 
   | Manage Project Change                             |          3         | 
   |___________________________________________________|____________________| 
   | Manage Contracted Resources & Services            |          3         | 
   |___________________________________________________|____________________| 
   | Conduct Project Reviews                           |          3         | 
   |___________________________________________________|____________________| 
   |                        MARKETING STRATEGIST ROLE                       | 
   |___________________________________________________ ____________________| 
   | Understand Customer Reqmts & Buying Behavior      |          4         | 
   |___________________________________________________|____________________| 
   | Develop Strategies                                |          4         | 
   |___________________________________________________|____________________| 
   | Perform Market Analysis                           |          4         | 
   |___________________________________________________|____________________| 
   | Determine Customer/Market Needs                   |          4         | 
   |___________________________________________________|____________________| 
   | Client Research & Analysis                        |          4         | 
   |___________________________________________________|____________________| 
   | Analyze & Interpret Marketing Information/Data    |          4         | 
   |___________________________________________________|____________________| 
   | Synthesize Marketing Information/Data             |          4         | 
   |___________________________________________________|____________________| 
   | Perform Forecast Planning                         |          4         | 
   |___________________________________________________|____________________| 
   | Develop Measurement Strategy                      |          4         | 
   |___________________________________________________|____________________| 
   | Explain IBM Business Strategy                     |          4         | 
   |___________________________________________________|____________________| 
   | Understand IBM Brand Strategy                     |          4         | 
   |___________________________________________________|____________________| 
   | Understand IBM Corporate Planning Cycle           |          4         | 
   |___________________________________________________|____________________| 
   | Understand IBM Integrated Business Process        |          4         | 
   |___________________________________________________|____________________| 
   | Explain IBM Strategic Business Initiatives        |          4         | 
   |___________________________________________________|____________________| 
   | IBM Vision/Mission/Strategy                       |          4         | 
   |___________________________________________________|____________________| 
   | Develop Resource & Skill Plans                    |          4         | 
   |___________________________________________________|____________________| 
   | IBM Formal & Informal Network                     |          4         | 
   |___________________________________________________|____________________| 
   | Work in Cross-Functional Teams                    |          4         | 
   |___________________________________________________|____________________| 
   | Apply Basic Financial Concepts                    |          4         | 
   |___________________________________________________|____________________| 
   | Perform Time Management                           |          4         | 
   |___________________________________________________|____________________| 
   |                         MARKETING PLANNER ROLE                         | 
   |___________________________________________________ ____________________| 
   | Understand Customer Reqmts & Buying Behavior      |          4         | 
   |___________________________________________________|____________________| 
   | Develop Plans                                     |          4         | 
   |___________________________________________________|____________________| 
   | Perform Market Analysis                           |          4         | 
   |___________________________________________________|____________________| 
   | Determine Customer/Market Needs                   |          4         | 
   |___________________________________________________|____________________| 
   | Analyze & Interpret Marketing Information/Data    |          4         | 
   |___________________________________________________|____________________| 
   | Perform Business Planning                         |          4         | 
   |___________________________________________________|____________________| 
   | Business Modeling/Planning                        |          4         | 
   |___________________________________________________|____________________| 
   | Explain IBM Business Strategy                     |          4         | 
   |___________________________________________________|____________________| 
   | Understand the IBM Brand Strategy                 |          4         | 
   |___________________________________________________|____________________| 
   | Understand IBM Corporate Planning Cycle           |          4         | 
   |___________________________________________________|____________________| 
   | Understand IBM Integrated Business Process        |          4         | 
   |___________________________________________________|____________________| 
   | IBM Formal & Informal Network                     |          4         | 
   |___________________________________________________|____________________| 
   | Work in Cross-Functional Teams                    |          4         | 
   |___________________________________________________|____________________| 
   | Negotiation                                       |          4         | 
   |___________________________________________________|____________________| 
   | Plan Projects                                     |          4         | 
   |___________________________________________________|____________________| 
   | Develop Project Plans                             |          4         | 
   |___________________________________________________|____________________| 
   | Develop Resource & Skill Plans                    |          4         | 
   |___________________________________________________|____________________| 
   | Perform Budgeting/Planning                        |          4         | 
   |___________________________________________________|____________________| 
   | Apply Basic Financial Concepts                    |          4         | 
   |___________________________________________________|____________________| 
   | Perform Time Management                           |          4         | 
   |___________________________________________________|____________________| 
   |                      MARKETING SKILLS PLANNER ROLE                     | 
   |___________________________________________________ ____________________| 
   | Understand WW Skills Management Process           |          5         | 
   |___________________________________________________|____________________| 
   | Use Skills Management System                      |          4         | 
   |___________________________________________________|____________________| 
   | Develop Resource and Skill Plans                  |          5         | 
   |___________________________________________________|____________________| 
   | Identify Skills Training Requirements             |          5         | 
   |___________________________________________________|____________________| 
   | Develop Skill Definitions                         |          3         | 
   |___________________________________________________|____________________| 
   | Develop Skill Templates                           |          3         | 
   |___________________________________________________|____________________| 
   | Understand IBM Global Operations                  |          4         | 
   |___________________________________________________|____________________| 
   | IBM Formal & Informal Network                     |          4         | 
   |___________________________________________________|____________________| 
   | Work in Cross-Functional Teams                    |          4         | 
   |___________________________________________________|____________________| 
   | Apply Basic Financial Concepts                    |          4         | 
   |___________________________________________________|____________________| 
   | Apply Project Management Techniques               |          4         | 
   |___________________________________________________|____________________| 
   | Negotiation                                       |          4         | 
   |___________________________________________________|____________________| 
   | Problem Solving & Decision-Making                 |          4         | 
   |___________________________________________________|____________________| 
   | Creativity/Breakthru Thinking                     |          4         | 
   |___________________________________________________|____________________| 
   | Interpersonal Communication                       |          4         | 
   |___________________________________________________|____________________| 
   | Manage Contracted Resource & Services             |          4         | 
   |___________________________________________________|____________________| 

2.1.11 Professional Development


Growing skills requires a combination of experience, education, training, coaching, and mentoring and is best accomplished through the formulation and implementation of a professional skills development plan. The selection of development activities should reflect the specific needs of an individual, the individual's career aspirations, the needs of the business, and other relevant circumstances.

Many forms of education are available to help increase skill proficiency levels. These include internal IBM education and training, external education and training, professional associations and conferences, self-education and reference readings (e.g., articles, books, WEB sites, newsletters, etc.)

Specific information on skill development activities pertaining to the profession disciplines is included in each discipline section of this guide.


2.1.12 Marketing Professional Career Position Descriptions


Position descriptions for all positions within the Marketing Professional Career are organized by profession discipline and are included in each discipline's section of this guide.


2.1.13 Marketing Professional Career Role Descriptions

Subtopics:


2.1.13.1 Role Title: Marketing - Project Leader


Role Summary:

The Project Leader is responsible for leading a project team or a portion of a larger project. His/her experience-acquired skills enable him/her to accept assignments or provide direction for a number of tasks on a daily basis. In turn, he/she assigns tasks to team members and offers his/her assistance and coaching so that objectives are met with the highest levels of quality, excellence and professionalism. Management staffs rely on the Project Leader as the primary contact for all related project activities. A Project Leader may work in a specialty within the Marketing Profession.

Responsibilities:


2.1.13.2 Role Title: Marketing - Strategist


Role Summary:

The Strategist is responsible for determining longer-term, overall strategic direction and develops specific strategies for the brand unit and/or business unit. This is accomplished through the application of accepted and sound strategic management concepts. The focus of the Strategist is to develop specific strategies for any marketing function which will effectively support and deliver the brand promise of value and/or the business unit value proposition to the target market and to potential or current customers.

The proper and adequate execution of this role by a marketing professional will ensure that the selection of any marketing mix element for the business is based on external data and factual market analysis (e.g., customer and market segments, industry environment, competitive postures and programs, emerging trends, etc.).

Responsibilities:


2.1.13.3 Role Title: Marketing - Planner


Role Summary:

The marketing professional uses the Planner role to convert the approved chosen strategy for a marketing element or marketing function into tactical business plans. These more detailed action plans are used in a shorter time frame to execute the strategies to achieve the brand unit and/or business unit goals and objectives.

The focus of the Planner role is to create very specific functional plans and programs which will enable the execution of strategies in a timely and cost-effective manner. The end result of effectively practicing this role will be a plan, a blue-print for prioritizing the necessary resources, a written guide for communicating needs and requirements to other essential functions, and a checklist to monitor progress of development and execution of specific plans and/or programs.

Responsibilities:


2.1.13.4 Role Title: Marketing - Skills Planner


Role Summary:

The Skills Planner has the responsibility to understand skill requirements for an offering or solution for internal and external sales and support channels (and customers, as appropriate), analyze skill gaps for those audiences, and to develop and execute skill development plans to address those gaps. In addition, he/she develops and maintains skill templates that support brand unit and/or business unit offerings and solutions. This role may be performed in addition to an individual's regular position, and/or as a full-time assignment.

Responsibilities:


2.2 Chapter 5. Marketing Management Profession Discipline

Subtopics:


2.2.1 Marketing Management Profession Discipline Overview


Marketing Management is one of six profession disciplines within the Marketing Professional Career (see "Professional Career Structure" in topic 2.1.2). It is the pivotal component within the Marketing Professional Career which integrates planning and execution for the offerings and solutions that make up the brand unit promise of value and/or the business unit value proposition. Marketing Managers focus on the planning and execution of the marketing mix of elements and the integration of the functional activities (e.g., marketing, development, sales, fulfillment, etc.) related to the creation of offerings and solutions that meet customers needs and market dynamics.

Marketing Managers analyze market opportunities, research, select and de-select target markets, develop marketing strategies, plan marketing programs and define offerings/solutions that are responsive to the needs of our priority customer segments and the market. They make decisions on target markets, market position, offering/solution development, terms, distribution, support/skills, fulfillment and image. They define and implement channel strategies for offerings/solutions that reflect customer buying patterns, provide wide coverage plans to targeted customers segments, and support the brand unit promise of value and/or business unit value proposition. Marketing Managers define, develop and direct the execution of market research and customer analysis and use the results to effectively drive the execution of brand unit and/or business unit strategies and plans. They perform all these activities through effective management of resources and programs in marketing management and in the other marketing profession disciplines such as market intelligence, distribution channels marketing, technical support marketing, marketing communications and direct marketing/database marketing.

Marketing Managers set objectives and track performance against them for market participation, financial results, customer positioning, customer satisfaction and loyalty, and other customer and market-based measurements. They set overall brand unit and/or business unit direction, develop marketing programs to support the worldwide brand promise of value and/or business unit value proposition, coordinate strategies and plans with customer set units, provide leadership in planning and drive the integration of marketing and development to solve customers' business problems.


2.2.2 Profession Discipline Structure


The Marketing Professional Career uses three titles for the five professional positions. The prefix "Associate" is used for the lowest of these positions. No prefix is used for the middle two positions and the prefix "Senior" is used for the highest position.

The following positions are defined within the Marketing Management profession discipline:

Marketing Managers are skilled in all six marketing profession disciplines. They have a complete understanding of the IBM Brand Business Management System, the IBM Market Management Process and associated business processes, and are viewed by management as experts in marketing. Depending on the size and nature of their brand unit and/or business unit's scope they may have professionals reporting to them in virtual or direct teams from any or all marketing profession disciplines.

The Marketing Management team is generally led by a Vice President of Marketing who provides leadership and direction to a global team of marketing management executives and professionals.


2.2.3 Characteristics of the Profession Discipline


Marketing management professionals have the following characteristics:


2.2.4 Potential Candidates


Marketing Managers may be sourced from current IBM employees with the requisite skills in marketing management. Marketing Managers may also be sourced from professional hires who have expertise in marketing management or in another Marketing profession discipline.

Figure 5-1 illustrates the the possibilities for movement to and from the Marketing management profession Discipline.

   PICTURE 4          

Figure 5-1. Marketing Management Profession Discipline Career Possibilities


2.2.5 Career Growth


Marketing Managers can occupy positions from Associate Marketing Manager to Senior Marketing Manager. The difference between the ascending positions is a function of increasing skill, capability, experience, and responsibility, and is reflected in the extent of a marketing manager's demonstrated leadership, and the size and scope of his/her contributions and impact on the business.

Growth in this discipline can be achieved through the acquisition of skills and experiences that enable an individual to work in multiple disciplines and/or specialty areas. Professionals can also rise to levels comparable to executive management and career path movement can occur in accordance with planned steps into and through other professions.


2.2.6 Performance Elements


The Marketing Management professional is an individual who generates demand for IBM offerings/solutions and contributes to resulting revenue. A Marketing Management professional is expected to deliver a high level of satisfaction to both the brand unit and/or business unit, customers, business partners, and the market.


2.2.7 Marketing Management Profession Discipline Skills Profile


The skills required of a Marketing Management professional are as follows:

    _______________________________ ________________________________________  
   |                               |  Profession Discipline Positions, with | 
   |                               |         Associated Skill Levels        | 
   |                               |________ _______ _______ _______ _______| 
   | MARKETING MANAGEMENT SKILLS   |  Assoc | Assoc |       |  Mktg |   Sr  | 
   |                               |  Mktg  |  Mktg |  Mktg |  Mgr  |  Mktg | 
   |                               |   Mgr  |  Mgr  |  Mgr  | (adv) |  Mgr  | 
   |                               |        | (adv) |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                        GENERAL MARKETING SKILLS                        | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Know & Apply Marketing        |    3   |   3   |   3   |   4   |   5   | 
   | Concepts & Methods            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Mkt Intelligence |    3   |   3   |   3   |   4   |   4   | 
   | Concepts & Methods            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Customer Reqmts &  |    2   |   3   |   3   |   4   |   5   | 
   | Buying Behaviors              |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Market           |    3   |   3   |   3   |   4   |   4   | 
   | Segmentation                  |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Strategies            |    2   |   3   |   4   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Plans                 |    2   |   3   |   4   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Programs              |    2   |   3   |   4   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Manage Marketing Mix Elements |    2   |   2   |   3   |   4   |   5   | 
   | Strategies/Plans              |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Distribution/End-User |    2   |   2   |   3   |   3   |   4   | 
   | Coverage Strategy             |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Terms Strategy        |    2   |   2   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Perform Market Analysis       |    2   |   2   |   3   |   3   |   3   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Use Marketing Tools & Models  |    2   |   3   |   3   |   3   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Perform Marketplace Financial |    2   |   2   |   3   |   3   |   4   | 
   | Assessment                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Perform Marketplace Situation |    2   |   2   |   3   |   3   |   4   | 
   | Analysis                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Determine Customer/Market     |    2   |   3   |   3   |   4   |   5   | 
   | Needs                         |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Customer Satisfaction |    2   |   3   |   3   |   4   |   5   | 
   | & Loyalty Strategy            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Perform Market & Customer     |    2   |   2   |   3   |   3   |   4   | 
   | Segmentation                  |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Market Segment        |    2   |   2   |   3   |   4   |   4   | 
   | Strategy                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Market Segment        |    2   |   2   |   3   |   4   |   4   | 
   | Business Plan                 |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Offerings/Solutions   |    2   |   2   |   3   |   4   |   4   | 
   | Strategy                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Offrgs/Solns          |    2   |   2   |   3   |   4   |   4   | 
   | w/Competitive Advantage       |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Offering &         |    2   |   2   |   3   |   3   |   3   | 
   | Interface Design Issues       |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Offering/Solution  |    2   |   2   |   3   |   3   |   4   | 
   | Profitability                 |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                           IBM INTERNAL SKILLS                          | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Know & Apply IBM Brand        |    2   |   2   |   3   |   4   |   5   | 
   | Business Management System    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Explain IBM Business Strategy |    2   |   2   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand the IBM Brand      |    2   |   3   |   3   |   4   |   5   | 
   | Strategy                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand/Anticipate/Respond |    2   |   3   |   3   |   4   |   5   | 
   | - Competitive Trends          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Articulate IBM                |    2   |   3   |   3   |   4   |   4   | 
   | Offerings/Technology          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | IBM Formal & Informal Network |    2   |   2   |   3   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Work in Cross-Functional      |    2   |   2   |   3   |   4   |   4   | 
   | Teams                         |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand IBM Global         |    2   |   2   |   3   |   4   |   5   | 
   | Operations                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Creativity/Breakthru Thinking |    2   |   3   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Interpersonal Communication   |    3   |   3   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Negotiation                   |    2   |   3   |   3   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Problem Solving & Decision    |    3   |   3   |   3   |   4   |   5   | 
   | Making                        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Apply Basic Financial         |    2   |   3   |   3   |   4   |   4   | 
   | Concepts                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Apply Project Management      |    2   |   2   |   3   |   4   |   4   | 
   | Techniques                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Self-Directed Learning        |    2   |   2   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Explain IBM & I/T Industry    |    2   |   2   |   3   |   4   |   4   | 
   | Trends/Directions             |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply IBM Market       |    2   |   2   |   3   |   4   |   4   | 
   | Management Process            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Integrated       |    2   |   2   |   3   |   4   |   4   | 
   | Product Development Proc      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply IBM Brand Naming |    2   |   2   |   3   |   4   |   4   | 
   | Strategies                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Initiate Projects             |    2   |   3   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Manage Contracted Resource &  |    2   |   3   |   3   |   3   |   3   | 
   | Services                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Resource & Skill      |    2   |   2   |   3   |   3   |   4   | 
   | Plans                         |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Leadership                    |    2   |   2   |   3   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Foster Teamwork/Enable Teams  |    2   |   2   |   3   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Risk Awareness/Taking         |    2   |   2   |   3   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 

2.2.8 Professional Development


Education roadmaps will be provided at a later date.


2.2.9 Marketing Management Position Descriptions


The following position descriptions describe the basic work of each of the positions within the Marketing Professional Career. Formal descriptions which may contain legally mandated language necessary for classifying employees in a geography should be obtained through the approved on-line job library, if available in the geography, or by contacting the appropriate H.R. personnel within the geography.

Subtopics:


2.2.9.1 Position Title: Associate Marketing Manager


Position Summary and Responsibilities:

Assists with the planning and execution for a limited number of the marketing mix elements (e.g., offering, terms, distribution, support/skills, etc.) for non-complex assignments associated with meeting brand unit and/or business unit objectives. Assigned to a brand unit and/or business unit and works on plans and activities which are typically defined by higher-level professionals and management in the department. These activities are executed by understanding and applying analytically-derived conclusions about the market, customers and/or competitive postures, which were provided through research studies defined by higher-level professionals and management in the marketing organization. Assists with the execution of plans by understanding brand unit and/or business unit policies and practices. May make recommendations to more senior professionals and management in the department on assigned activities. Understands the vision and mission of the marketing management discipline. Interfaces on a limited basis with the other marketing profession disciplines relative to assigned activities.

Skills

Contribution and Leadership

Impact on Business/Scope


2.2.9.2 Position Title: Associate Marketing Manager (advanced)


Position Summary and Responsibilities:

Plans and executes a limited number of the marketing mix elements (e.g., offering, terms, distribution, support/skills, etc.) for non-complex assignments associated with meeting brand unit and/or business unit objectives. Assigned to a brand unit and/or business unit and works on plans and activities which are typically defined by senior professionals and management in the department. These plans and activities are executed by understanding and applying analytically-derived conclusions about the market, customers and/or competitive postures, which were provided through research studies defined by senior professionals and management in the marketing organization. Executes these plans by understanding brand unit and/or business unit policies and practices and recognizes the need for new policies and practices. Makes recommendations to more senior professionals and management in the department on assigned activities and related work as they affect the marketing management profession discipline. Understands the vision and mission of the marketing management discipline and other marketing profession disciplines. Interfaces on a limited basis with the other marketing profession disciplines relative to assigned activities.

Skills

Contribution and Leadership

Impact on Business/Scope


2.2.9.3 Position Title: Marketing Manager


Position Summary and Responsibilities:

Plans and executes all the marketing mix elements (i.e., strategy, offering, terms, distribution, support/skills, fulfillment and image) for several moderately complex projects/assignments associated with meeting brand unit and/or business unit objectives. Assigned to a brand unit and/or business unit and ensures strategies, plans and activities are in place for all assignments. These strategies, plans and activities are developed and executed by taking analytically-derived conclusions about the market, customers and/or competitive postures, which were obtained through senior professionals and management in the marketing organization, and applying them to assigned activities. Develops and executes these plans by understanding and interpreting brand unit and/or business unit policies and practices. Makes recommendations to more senior professionals and management in the department on assigned activities and related work as they affect the entire marketing organization. Understands the vision and mission of all of the Marketing Profession disciplines and their related specialty areas. Interfaces with all functions within the brand unit and/or business unit relative to assigned activities.

Skills

Contribution and Leadership

Impact of Business/Scope


2.2.9.4 Position Title: Marketing Manager (advanced)


Position Summary and Responsibilities:

Directs, plans and executes all of the marketing mix elements (i.e., strategy offerings, terms, distribution, support, fulfillment and image) for multiple complex projects/assignments associated with meeting a geography or major brand unit and/or business unit objectives. Assigned to a major geography or brand unit and/or business unit and ensures strategies are based on analytically-derived conclusions about the market, customers and/or competitive postures. Develops requirements for market research projects and manages internal and external resources in the execution, analysis and proper use of research results. Ensures strategies are clearly-defined and properly executed and meet business objectives for the geography or major brand unit and/or business unit. Develops recommendations for policies and practices for a geography or major brand unit and/or business unit used as guidance to sales, services and channel units management teams regarding assigned activities. Provides advice and counsel to management and lower-level professionals within the geography or brand unit and/or business unit. Understands the mission/vision of the geography or major brand unit and/or business unit. Interfaces with/provides direction to all functions in the geography or major brand unit and and/or business unit.

Skills

Contribution/Leadership

Impact on Business/Scope


2.2.9.5 Position Title: Senior Marketing Manager


Position Summary and Responsibilities:

Lead professional position for the Marketing Management function, directs and plans the execution of all marketing mix elements (i.e., strategy, offerings, terms, distribution, support, fulfillment and image) for multiple, very complex and strategically important projects/assignments associated with meeting corporate, geography or major brand unit and/or business unit objectives. Is relied on as the expert within the marketing management profession discipline regarding all aspects of marketing. Assigned to an international or corporate marketing function or to a geography or major brand unit and/or business unit. Articulates the long-term vision of the marketing mix elements and aligns them with IBM's long-term strategies and strategic initiatives and leads strategy development. Develops new concepts for market research studies. Creates strategies based on analytically-derived conclusions about the market, customers and/or competitive postures. Ensures strategies are clearly-defined and meet overall business objectives on a international, corporate, geography, brand unit and/or business unit level. Exhibits worldwide marketing leadership by working with executive management in the development of corporate policies and practices. Provides advice and counsel to management on the intent and strategic direction of corporate policies and practices. Assists executive management in the development of the worldwide mission and vision for the marketing profession. Interfaces with all levels of management in the function worldwide on all marketing-related issues.

Skills

Contribution and Leadership

Impact on Business/Scope


2.3 Chapter 6. Market Intelligence Profession Discipline

Subtopics:


2.3.1 Market Intelligence Profession Discipline Overview


Market Intelligence is one of six profession disciplines within the Marketing Professional Career (see "Professional Career Structure" in topic 2.1.2) and is responsible for critical components of the marketing mix of elements.

Market Intelligence is concerned with providing relevant market information, derived from research, for the professional marketing team specifically, but also to all corporate managers involved in both short- and long-term planning. Essential elements in this information are the particular types of data critical to the planning process. These include elements about customers/clients, markets, competitors and the business environment.

The primary responsibility of Market Intelligence is to minimize risk in the making of business decisions. This is accomplished through thorough analysis of relevant data and the formulation of comprehensive meaningful action scenarios. Market Intelligence is an organized way of finding objective answers to questions every business must answer to succeed. They include:

Market Intelligence learns about markets by gathering facts in an orderly and objective manner and by determining what customers want to buy, not just what a business wants to sell them. This research focuses and organizes marketing information. It ensures that such information is timely and provides what is needed to:

Investment in Market Intelligence is increasing because it will accomplish the following:

Skilled researchers can apply principles of sample size, sample design, and other disciplines to their tasks. These professionals may be specialized by skill, by industry, or by type of project.

Common activities in this profession discipline are:

Three important functions of Market Intelligence are to evaluate and recommend market opportunities; examine the offerings and identify the best target markets; decide on the best competitive position for the organization within the target as well as the best mode of entry and timing.

2.3.2 Profession Discipline Structure


The Marketing Professional Career uses three titles for the five professional positions. The prefix "Associate" is used for the lowest of these positions. No prefix is used for the middle two positions and the prefix "Senior" is used for the highest position.

The following positions are defined within the Market Intelligence profession discipline:

The Market Intelligence profession discipline is comprised of five specialties as follows:

Market Intelligence professionals are expected to demonstrate expertise in at least one specialty depending on the size and scope of the organization, and on assigned responsibilities. In addition, individuals assigned to one of the Marketing roles will add to their skills profile the skills template for that role (see "Marketing Professional Career Skills Profile" in topic 2.1.10, for role skills)

2.3.3 Characteristics of the Profession Discipline


Market Intelligence professionals have the following characteristics:


2.3.4 Potential Candidates


Market Intelligence professionals may be sourced from current IBM employees who have the basic skills and qualifications. They are concerned with incisive, relevant marketplace information captured through planned short- and long-term processes that support the management systems. Employees in the Market Intelligence profession discipline may also be interested in pursuing careers as consultants and strategists and in market segment management, database marketing, and related fields.

Market Intelligence professionals may also be sourced from professional hires who have the combination of training in research and planning.

Figure 6-1 illustrates the the possibilities for movement to and from the Market Intelligence Profession Discipline.

   PICTURE 5          

Figure 6-1. Market Intelligence Profession Discipline Career Possibilities


2.3.5 Career Growth


Market Intelligence professionals may be assigned positions from Associate Market Researcher through Senior Market Researcher in any of the five specialties. The difference between the ascending levels is a function of increasing skill, capability, experience, and responsibility and are reflected in the extent of an individual's leadership, contributions, and impact on the business.

Growth in this discipline can be achieved through the acquisition of skills and experiences that enable an individual to work in multiple specialty areas. Professionals can also rise to levels comparable to executive management and career path movement can occur in accordance with planned steps into and through other professions.


2.3.6 Performance Elements


Market Intelligence professionals are measured on the the execution of projects within established time and budget parameters. They are also responsible for providing market intelligence information to management to enable them to develop business solutions and make offering decisions. A primary performance element is the reduction of the uncertainty in the decision-making process. Market Intelligence professionals are key members of the Marketing Professional Career and provide a strong influence on the short- and long-term business direction of the brand unit and/or business unit.


2.3.7 Market Intelligence Profession Discipline Skills Profile


The skills required of a Market Intelligence professional are as follows:

    _______________________________ ________________________________________  
   |                               |  Profession Discipline Positions, with | 
   |                               |         Associated Skill Levels        | 
   |                               |________ _______ _______ _______ _______| 
   | MARKET INTELLIGENCE SKILLS    |  Assoc | Assoc |       |  Mkt  | Senior| 
   |                               |   Mkt  |  Mkt  |  Mkt  | Resrch|  Mkt  | 
   |                               | Resrch | Resrch| Resrch| (adv) | Resrch| 
   |                               |        | (adv) |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                        GENERAL MARKETING SKILLS                        | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Know & Apply Marketing        |    2   |   3   |   3   |   4   |   4   | 
   | Concepts & Methods            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Mkt Intelligence |    2   |   3   |   4   |   4   |   5   | 
   | Concepts & Method             |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Customer Reqmts &  |    2   |   3   |   4   |   4   |   5   | 
   | Buying Behaviors              |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Market           |    2   |   3   |   4   |   5   |   5   | 
   | Segmentation                  |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Strategies            |    1   |   2   |   2   |   3   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Plans                 |    2   |   2   |   3   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Programs              |    1   |   2   |   2   |   3   |   3   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Use Market Intelligence       |    2   |   2   |   4   |   4   |   5   | 
   | Consulting Techniques         |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Select Market Intelligence    |    2   |   3   |   4   |   5   |   5   | 
   | Research Methods              |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Perform Primary Research      |    2   |   3   |   4   |   5   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Perform Secondary Research    |    3   |   3   |   4   |   5   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Communicate Market            |    1   |   2   |   3   |   4   |   5   | 
   | Intelligence Findings         |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Use Market Intelligence Data  |    1   |   2   |   3   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                           IBM INTERNAL SKILLS                          | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Know & Apply IBM Brand        |    2   |   2   |   3   |   4   |   5   | 
   | Business Management System    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Explain IBM Business Strategy |    2   |   2   |   3   |   3   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand the IBM Brand      |    1   |   2   |   3   |   4   |   4   | 
   | Strategy                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand/Anticipate/Respond |    1   |   2   |   3   |   4   |   5   | 
   | - Competitive Trends          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Articulate IBM                |    1   |   2   |   3   |   4   |   5   | 
   | Offerings/Technologies        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | IBM Formal & Informal Network |    1   |   2   |   3   |   3   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Work in Cross-Functional      |    2   |   3   |   4   |   5   |   5   | 
   | Teams                         |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand IBM Global         |    1   |   2   |   3   |   3   |   4   | 
   | Operations                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Creativity/Breathru Thinking  |    1   |   2   |   3   |   3   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Interpersonal Communications  |    2   |   3   |   4   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Negotiation                   |    1   |   2   |   3   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Problem Solving & Decision    |    2   |   2   |   3   |   4   |   5   | 
   | Making                        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Apply Basic Financial         |    2   |   2   |   3   |   3   |   4   | 
   | Concepts                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Apply Project Management      |    2   |   3   |   4   |   4   |   5   | 
   | Techniques                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Self-Directed Learning        |    3   |   3   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Manage Contracted Resource &  |    1   |   2   |   3   |   4   |   5   | 
   | Services                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |       CUSTOMER SATISFACTION AND LOYALTY RESEARCH SPECIALTY SKILLS      | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Develop Customer Satisfaction |    1   |   2   |   3   |   4   |   5   | 
   | & Loyalty Strategy            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Evaluate Total Customer       |    1   |   2   |   4   |   5   |   5   | 
   | Satisfaction                  |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Perform Customer Satisfaction |    1   |   2   |   4   |   5   |   5   | 
   | Analysis                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Measure MDQ/TQM Performance   |    1   |   3   |   4   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   |           MARKETING COMMUNICATIONS RESEARCH SPECIALTY SKILLS           | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Understand Creative           |    1   |   2   |   2   |   3   |   3   | 
   | Development Concepts          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Market Segment     |    1   |   2   |   3   |   4   |   4   | 
   | Business Plan                 |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Media Planning   |    1   |   2   |   2   |   3   |   3   | 
   | Development                   |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Attitude           |    1   |   2   |   3   |   4   |   5   | 
   | Measurement & Attitude Change |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Advertising      |    2   |   3   |   3   |   4   |   5   | 
   | Measurement Techniques        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |            NEW OFFERINGS/SOLUTIONS RESEARCH SPECIALTY SKILLS           | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Manage Marketing Mix Elements |    1   |   2   |   3   |   3   |   4   | 
   | Strategies/Plans              |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Perform Market Segmentation   |    1   |   2   |   3   |   3   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Offrgs/Solns          |    1   |   2   |   3   |   4   |   5   | 
   | w/Competitive Advantage       |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Perform Marketplace Situation |    2   |   3   |   3   |   4   |   5   | 
   | Analysis                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |             COMPETITIVE ANALYSIS RESEARCH SPECIALTY SKILLS             | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Know Specific Competitors     |    1   |   2   |   3   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Create Competitor Profiles    |    1   |   2   |   3   |   3   |   5   | 
   | from Incomplete Info          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Analyze Relevant Industry     |    1   |   2   |   2   |   3   |   4   | 
   | Legislation                   |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Track Emerging Technologies   |    1   |   2   |   3   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                INDUSTRY/MARKET RESEARCH SPECIALTY SKILLS               | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Forecast Emerging Industry    |    2   |   3   |   3   |   4   |   5   | 
   | Trends                        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Analyze Relevant Industry     |    1   |   2   |   2   |   3   |   4   | 
   | Legislation                   |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Track Emerging Technologies   |    1   |   2   |   3   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 

2.3.8 Professional Development


Education roadmaps will be provided at a later date.


2.3.9 Market Intelligence Position Descriptions


The following position descriptions describe the basic work of each of the positions within the Marketing Professional Career. Formal descriptions which may contain legally mandated language necessary for classifying employees in a geography should be obtained through the approved on-line job library, if available in the geography, or by contacting the appropriate H.R. personnel within the geography.

Subtopics:


2.3.9.1 Position Title: Associate Market Researcher


Position Summary and Responsibilities:

Assists higher-level professionals and management with the capture of incisive, relevant marketplace information understanding the planned processes that support management systems for offerings/solutions within a brand unit and/or business unit. Participates in less complex aspects of the design of market research studies to address tactical business problems. With assistance, researches customer requirements, and recommends changes that will improve the competitive position of a specific offering or solution within the brand unit and/or business unit. Might interact on a limited basis, with brand unit and/or business unit professionals/management on the positioning of IBM's offerings/solutions.

Skills

Contributions and Leadership

Impact on Business/Scope


2.3.9.2 Position Title: Associate Market Researcher (advanced)


Position Summary and Responsibilities:

Captures incisive, relevant marketplace information through planned processes that support management systems for offerings/solutions within a brand unit and/or business unit. Participates in the design of market research studies to address tactical business problems. Researches customer requirements, and recommends changes that will improve the competitive position of a specific offering/solution within the brand unit and/or business unit. Interacts with brand unit and/or business unit professionals/management on the positioning of IBM's offerings/solutions. Develops consulting skills through work assignments.

Skills

Contributions and Leadership

Impact on Business Scope


2.3.9.3 Position Title: Market Researcher


Position Summary and Responsibilities:

Captures incisive, relevant marketplace information for a number of offerings/solutions within a brand unit and/or business unit. Improves the planned short and long-term processes that capture this information. Selects and designs market research methods to address tactical business problems. Leads the analysis of competitors, industries, markets and customer requirements for a brand unit and/or business unit. Identifies issues to be researched and consults with brand unit and/or business unit management on the positioning of IBM competitive offerings/solutions. Based on research results, makes recommendations to management to optimize the success of offerings/solutions, including selection of market segments.

Skills

Contribution/Leadership

Impact on Business/Scope


2.3.9.4 Position Title: Market Researcher (advanced)


Position Summary and Responsibilities:

Captures incisive, relevant marketplace information for a major business unit or geography. Designs long-term processes that improve the capture of relevant market information according to global market intelligence policies. Acknowledged as an expert in market intelligence research techniques. Oversees the analysis of competitors, industries, markets, and customer requirements for a major business unit or geography. Selects and designs advanced research methods to address long range tactical and strategic business problems. Provides advice and counsel on market intelligence to geographies, business partners, joint ventures and subsidiaries. Identifies highly complex, emerging issues to be researched and consults with executive management in the geographies on the positioning of major IBM competitive offerings/solutions. Based on research results, negotiates with executive management to optimize the success offerings/solutions within a major business unit or geography, including the selection of market segments.

Skills

Contribution/Leadership

Impact on Business/Scope


2.3.9.5 Position Title: Senior Market Researcher


Position Summary and Responsibilities:

Develops market intelligence strategies at the geographic, international or corporate level. Relied on as the expert on market research techniques that capture incisive, and relevant marketplace information for a variety of new and leading edge products and solutions. Develops future market research strategies, requirements and objectives for the analysis of competitors, industries and markets. Contributes to policy formulation which improves the capture of market information through long-term processes and ensures these processes are implemented through all levels of the Market Intelligence function. Conducts complex negotiations with executive management to ensure market research results drive decisions about IBM's strategic offering/solutions in the marketplace. Through significant expertise and leadership supports IBM corporate marketing by understanding and communicating corporate objectives and by continually improving the effectiveness of research methods and techniques.

Skills

Contribution/Leadership

Impact on Business/Scope


2.3.10 Market Intelligence Specialty Descriptions

Subtopics:


2.3.10.1 Specialty Title: Customer Satisfaction and Loyalty Research


Specialty Summary:

The customer satisfaction and loyalty research specialty is concerned with the acquisition, codification, analysis and presentation of marketplace information relative to IBM's and competitor's relationships with customers and business partners. This research helps drive decisions about IBM's offerings/solutions to the marketplace relative to its key internal and external competitors. It is also concerned with identifying key customer satisfaction and loyalty dimensions which optimize IBM's position relative to competitors in the marketplace. The function tracks the progress of IBM's efforts in increasing satisfaction and loyalty with its customers. The research helps to prepare go-to-market strategies and impacts future IBM revenue. Key to the success of this position is a broad set of competencies ranging from consulting and problem identification through research planning, research design, sampling, data collection, measurement instrument design, data collection and analysis, communication of results and overall management of the research process.

Responsibilities:


2.3.10.2 Specialty Title: Marketing Communications Research


Specialty Summary:

Marketing communications research is concerned with the acquisition, codification, analysis and presentation of marketplace information relative to IBM's communications about the company and its offerings/solutions. This research helps drive decisions about IBM's marketing communications offerings/solutions to the marketplaces relative to its key internal and external competitors. Success depends on competencies ranging from consulting and problem identification through research planning, research design, sampling, data collection, measurement instrument design, data collection analysis, communication of results and overall management of the research process.

Responsibilities:


2.3.10.3 Specialty Title: New Offering/Solution Research


Specialty Summary:

New offering research identifies and validates customer requirements from various market segments for all of IBM's offerings/solutions. In addition, offering research is concerned with the acquisition, codification, analysis and presentation of marketplace information relative to IBM's current and future offerings/solutions into the marketplace. This research helps shape and drive decisions about IBM's offerings/solutions relative to its key internal and external competitors. Success depends on competencies ranging from consulting and problem identification through research planning, research design, sampling, data collection, measurement instrument design, data collection and analysis, communication of results and overall management of the research process.

Responsibilities:


2.3.10.4 Specialty Title: Competitive Analysis Research


Specialty Summary:

Competitive analysis research is concerned with the acquisition, codification, analysis and presentation of marketplace information relative to IBM's and a competitor's current and future offerings/solutions in the marketplace. This research helps shape and drive decisions about IBM's offerings/solutions relative to its key internal and external competitors. Success depends on competencies ranging from consulting and problem identification through research planing, research design, sampling, data collection, measurement instrument design, data collection and analysis, communication of results and overall management of the research process.

Responsibilities:


2.3.10.5 Specialty Title: Industry/Market Research


Specialty Summary:

Industry/market analysis research is concerned with the data sources, acquisition, codification, analysis and presentation of marketplace information relative to IBM's and competitor's current and future offerings/solutions within each of IBM's key market segments. This function helps define customer sets, forecasts potential for segment growth, and the identifies key internal and external customer sets and competitors and their strategy within each segment. This research helps shape and drive decisions about IBM's offerings/solutions and coverage plans relative to its key internal and external competitors. Key to the success of this position depends on competencies ranging from consulting and problem identification, research design, sampling, data collection and analysis, communication of results, overall management of the research process, Market Management process, understanding segment business plans, and solution marketing plans.

Responsibilities:


2.4 Chapter 7. Distribution Channels Marketing Profession Discipline

Subtopics:


2.4.1 Distribution Channels Marketing Profession Discipline Overview


Distribution Channels Marketing is one of six profession disciplines within the Marketing Professional Career (see "Professional Career Structure" in topic 2.1.2), and is an integral part of the marketing mix of elements. Distribution Channels Marketing professionals are responsible for identifying and selecting the appropriate distribution channels or mix of channels for IBM offerings/solutions. The responsibilities of these individuals include participation in the creation and implementation of go-to-market plans, distribution channels marketing strategies and plans, and marketing support programs; and for the gathering and coordination of distribution channels marketing offerings/solutions requirements. In addition, these marketing professionals may specialize in specific channels or combinations of channels, e.g., face-to-face marketing, business partner, tele marketing, electronic marketing, or OEM marketing, or may be assigned as a hybrid marketing or fulfillment specialist.

The Distribution Channels Marketing professional understands the components of channel support, e.g., sales strategies, technical support, marketing communications, education, manufacturing and logistics, etc., required to ensure brand unit and/or business unit channels marketing readiness. This professional also works with a variety of functions within IBM such as legal, business practices, offerings/solutions development and others, to ensure channels business is conducted in a manner consistent with corporate and brand unit and/or business unit standards.

The Distribution Channels Marketing professional understands the offerings/solutions, terms and conditions, and distribution practices of IBM's competitors and is capable of successfully creating strategies to increase IBM's channels presence and participation. This individual is a primary resource to the Marketing Management profession discipline within the brand unit and/or business unit management system. They create strategies, plans and programs that support all channels including the client relationship, general business relationship, and sales specialist professionals.

The measures of this discipline are revenue contribution, channel optimization, market participation, and IBM cost of distribution.


2.4.2 Profession Discipline Structure


The Marketing Professional Career uses three titles for the five professional positions. The prefix "Associate" is used for the lowest of these positions. No prefix is used for the middle two positions and the prefix "Senior" is used for the highest position.

The following positions are defined within the Distribution Channels Marketing profession discipline:

This profession discipline is comprised of seven specialties as follows:

Distribution Channels Marketing professionals are expected to demonstrate expertise in at least one specialty depending on the size and scope of the organization and on assigned responsibilities and job position. In addition, individuals assigned to one of the Marketing Profession roles will add to their skills profiles the skills template for that role (see "Marketing Professional Career Skills Profile" in topic 2.1.10, for role skills).


2.4.3 Characteristics of the Profession Discipline


Distribution Channels Marketing professionals have the following characteristics:


2.4.4 Potential Candidates


Distribution Channels Marketing professionals may be sourced from IBM employees who represent a wide array of backgrounds and experience: client relationship, general business, sales, and tele sales professionals. Persons with technical services and/or communications skills, combined with strong marketing skills and expertise would also be candidates.

There are five distribution channels marketing positions which create opportunities for multiple entry points, assuming the individual satisfies certain requirements, including skill proficiency.

Candidates may also be sourced from professional hires who have distribution channels marketing experience or an advanced degree in distribution channels marketing.

Figure 7-1 illustrates the the possibilities for movement to and from the Distribution Channels Marketing Profession Discipline.

   PICTURE 6          

Figure 7-1. Distribution Channels Marketing Profession Discipline Career Possibilities


2.4.5 Career Growth


Distribution Channels Marketing specialists can occupy several positions from Associate Distribution Channels Marketing Specialist to Senior Distribution Channels Marketing Specialist. The difference between the ascending levels is a function of increasing skill, capability, experience, and responsibility which are reflected in the extent of an individual's demonstrated leadership, and the size and scope of his/her contributions and impact on the business.

Growth in this discipline can be achieved through the acquisition of skills and experiences that enable an individual to work in multiple specialty areas. Professionals can also rise to levels comparable to executive management and career path movement can occur in accordance with planned steps into and through other business areas.


2.4.6 Performance Elements


The Distribution Channels Marketing professional is measured on the following factors:

The Distribution Channels Marketing professional is a key member of a brand unit and/or business unit and strongly influences the long-term direction of the unit.

2.4.7 Distribution Channels Marketing Profession Discipline Skills Profile


The skills required of a Distribution Channels Marketing professional are as follows:

    _______________________________ ________________________________________  
   |                               |  Profession Discipline Positions, with | 
   |                               |         Associated Skill Levels        | 
   | DISTRIBUTION CHANNELS         |________ _______ _______ _______ _______| 
   | MARKETING SKILLS              |  Assoc | Assoc |       |  DCM  |   Sr  | 
   |                               |   DCM  |  DCM  |  DCM  |  Spec |  DCM  | 
   |                               |  Spec  |  Spec |  Spec | (adv) |  Spec | 
   |                               |        | (adv) |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                        GENERAL MARKETING SKILLS                        | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Know & Apply Marketing        |    3   |   3   |   3   |   4   |   4   | 
   | Concepts & Methods            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Mkt Intelligence |    2   |   3   |   3   |   4   |   4   | 
   | Concepts & Methods            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Customer Reqmts &  |    3   |   3   |   3   |   4   |   4   | 
   | Buying Behaviors              |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Market           |    2   |   3   |   4   |   4   |   5   | 
   | Segmentation                  |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Strategies            |    2   |   3   |   3   |   4   |  User | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Plans                 |    3   |   3   |   4   |   4   |  User | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Programs              |    3   |   3   |   4   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Distribution Channel  |    2   |   3   |   3   |   4   |  User | 
   | Strategies                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand                    |        |       |       |       |       | 
   | Offerings/Solutions Marketing |    2   |   3   |   3   |   4   |   4   | 
   | Plan                          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Create Marketing Programs     |    3   |   2   |   4   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Promotional Materials |    3   |   3   |   4   |   5   |   3   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Distribution Channels |    2   |   2   |   3   |   4   |   5   | 
   | Contract Reqmts               |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Perform Market Analysis       |    2   |   2   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Design/Develop Channel        |    3   |   3   |   4   |   4   |   4   | 
   | Communications Programs       |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Implement Partnership         |    2   |   2   |   3   |   4   |   4   | 
   | Enhancement Process           |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                           IBM INTERNAL SKILLS                          | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Know & Apply IBM Brand        |    2   |   2   |   3   |   4   |   4   | 
   | Business Management System    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Explain IBM Business Strategy |    2   |   2   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand the IBM Brand      |    2   |   2   |   3   |   4   |   4   | 
   | Strategy                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand/Anticipate/Respond |    3   |   3   |   4   |   4   |   5   | 
   | - Competitive Trends          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Articulate IBM                |    2   |   3   |   3   |   4   |   4   | 
   | Offerings/Technology          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | IBM Formal & Informal Network |    2   |   2   |   3   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Work in Cross-Functional      |    2   |   3   |   3   |   3   |   4   | 
   | Teams                         |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand IBM Global         |    2   |   2   |   3   |   4   |   5   | 
   | Operations                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Creativity/Breakthru Thinking |    2   |   2   |   3   |   3   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Interpersonal Communication   |    3   |   3   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Negotiation                   |    2   |   3   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Problem Solving &             |    2   |   3   |   3   |   4   |   5   | 
   | Decision-Making               |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Apply Basic Financial         |    2   |   2   |   3   |   4   |  User | 
   | Concepts                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Apply Project Management      |    2   |   2   |   3   |   4   |   4   | 
   | Techniques                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Self-Directed Learning        |    2   |   2   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Explain IBM Distribution      |    3   |   3   |   3   |   4   |   4   | 
   | Strategy                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know Channel Businesses       |    3   |   3   |   3   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Risk Awareness/Taking         |    2   |   3   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Manage Customer Satisfaction  |    2   |   3   |   4   |   4   |   4   | 
   | & Loyalty                     |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Global Business    |    2   |   3   |   3   |   4   |   5   | 
   | Partner                       |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Distribution/End-User |    2   |   3   |   3   |   4   |  User | 
   | Coverage Strategy             |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Client Issue ID               |    3   |   3   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Customer Relationship |    2   |   3   |   3   |   4   |  User | 
   | Coverage Plan                 |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Resource & Skill      |    2   |   2   |   3   |   4   |   4   | 
   | Plans                         |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Terms Strategy        |    2   |   2   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Business Partner Conduct      |    3   |   3   |   4   |   4   |   4   | 
   | Guidelines                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                      FACE-TO-FACE SPECIALTY SKILLS                     | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Develop Face-to-Face Channel  |    2   |   2   |   3   |   4   |   4   | 
   | Strategies & Plans            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know IBM's Face-to-Face       |    3   |   3   |   3   |   4   |   5   | 
   | Channel Customer Sets         |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Communicate Segment Strategy  |    3   |   3   |   4   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know Why Customers Buy From   |    3   |   3   |   4   |   4   |   4   | 
   | Different Channels            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Determine Customer/Market     |    2   |   3   |   3   |   4   |   4   | 
   | Needs                         |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                    BUSINESS PARTNER SPECIALTY SKILLS                   | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Develop Business Partner      |    2   |   3   |   4   |   5   |   4   | 
   | Channel Strats/Plans          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know IBM's Business Partner   |    3   |   3   |   4   |   5   |   4   | 
   | Customer Sets                 |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Client Strategy & Planning    |    2   |   2   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Communicate Segment Strategy  |    3   |   3   |   4   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Business Partner/End-User/IBM |    2   |   2   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Business Partner      |    2   |   3   |   4   |   5   |   4   | 
   | Executive Communication       |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand IBM Business       |    3   |   3   |   4   |   5   |   4   | 
   | Partner Programs              |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know IBM Distrb Channels BP   |    2   |   3   |   4   |   5   |   5   | 
   | Distributor Segment           |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know IBM Distrb Channels BP   |    2   |   3   |   4   |   5   |   5   | 
   | Product Agent Segment         |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know IBM Distrb Channels BP   |    2   |   3   |   4   |   5   |   5   | 
   | Reseller Segment              |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know IBM Distrb Channels BP   |    2   |   3   |   4   |   5   |   5   | 
   | Sales Agent Segment           |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know IBM Distrb Channels BP   |    2   |   3   |   4   |   5   |   5   | 
   | Solution Provider Seg         |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know IBM Distrb Channels BP   |    2   |   3   |   4   |   5   |   5   | 
   | Sys Integrator Segment        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know Independent SW Vendor    |    2   |   3   |   4   |   5   |   5   | 
   | Segment                       |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                     TELE MARKETING SPECIALTY SKILLS                    | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Develop Tele Marketing        |    2   |   2   |   3   |   4   |   4   | 
   | Channel Strategies & Plans    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know IBM's Tele Marketing     |    3   |   3   |   3   |   4   |   5   | 
   | Channel Customer Sets         |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Communicate Segment Strategy  |    3   |   3   |   4   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know Why Customers Buy From   |    3   |   3   |   4   |   4   |   4   | 
   | Different Channels            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                  ELECTRONIC MARKETING SPECIALTY SKILLS                 | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Develop Electronic Channel    |    2   |   3   |   4   |   4   |   4   | 
   | Strategies & Plans            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know IBM's Electronic Channel |    3   |   3   |   4   |   5   |   4   | 
   | Customer Sets                 |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Internet           |    3   |   3   |   4   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Internet/Intranet  |    3   |   3   |   3   |   5   |   4   | 
   | Market                        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Internet/Intranet  |    2   |   2   |   3   |   4   |   4   | 
   | Targets                       |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know Internet Service         |    3   |   3   |   4   |   5   |   4   | 
   | Providers                     |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                     OEM MARKETING SPECIALTY SKILLS                     | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Develop OEM Channel           |    2   |   2   |   4   |   5   |   4   | 
   | Strategies & Plans            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know IBM's OEM Customer Set   |    3   |   3   |   3   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Support Integration of IBM    |    3   |   3   |   3   |   4   |   4   | 
   | Offrgs/Solns in OEMs          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand OEM Market Place   |    2   |   3   |   3   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand IBM OEM Contract   |    3   |   3   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Integrated       |    2   |   2   |   3   |   4   |   4   | 
   | Product Development Proc      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                    HYBRID MARKETING SPECIALTY SKILLS                   | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Build Distribution Plan       |    2   |   3   |   4   |   5   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Offering           |    3   |   3   |   4   |   5   |   4   | 
   | Distribution Life Cycle       |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Perform Marketplace Financial |    2   |   3   |   3   |   3   |   3   | 
   | Assessment                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Determine Customer/Market     |    3   |   3   |   4   |   4   |   4   | 
   | Needes                        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know Why Customers Buy From   |    3   |   3   |   4   |   4   |   4   | 
   | Different Channels            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Determine Marketing Resources |    3   |   2   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Execute Segment Study         |    2   |   2   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Use Routes-To-Market   |    2   |   3   |   3   |   5   |   5   | 
   | Tools/Methodologies           |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                      FULFILLMENT SPECIALTY SKILLS                      | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Develop Fulfillment           |    2   |   2   |   3   |   4   |   4   | 
   | Strategies & Plans            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know Customer Fulfillment     |    3   |   3   |   4   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Global Fulfillment |    2   |   3   |   4   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Logistics          |    3   |   3   |   3   |   3   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know Order Entry Process      |    3   |   2   |   2   |   3   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Supply Chain Flow  |    2   |   3   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand J-I-T Delivery     |    2   |   3   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Non-traditional    |    2   |   3   |   3   |   4   |   4   | 
   | Distribution Channels         |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand                    |    3   |   3   |   4   |   4   |   4   | 
   | Linkages/Partnership          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 

2.4.8 Professional Development


Education roadmaps will be provided at a later date.


2.4.9 Distribution Channels Marketing Position Descriptions


The following position descriptions describe the basic work of each of the positions within the Marketing Professional Career. Formal descriptions which may contain legally mandated language necessary for classifying employees in a geography should be obtained through the approved on-line job library, if available in the geography, or by contacting the appropriate H.R. personnel within the geography.

Subtopics:


2.4.9.1 Position Title: Associate Distribution Channels Marketing Specialist


Position Summary and Responsibilities:

Works on activities and projects that support the implementation of the "go-to-market" plans for an assigned specialty (e.g., Face-to-Face, Business Partner, Electronic, Tele, OEM) in a brand unit and/or business unit. Distribution Channels strategies and plans are defined by management or senior professionals, and generally fall within established guidelines and procedures. Assists with the implementation of distribution channels management controls and techniques as defined by management for an assigned specialty. Gathers distribution channels marketing offerings/solutions requirements from channel sales professionals as defined by higher-level professionals and management. Works, on a limited basis, with other professionals in the marketing function as well as other global functions (e.g., legal, business practices, offering/solution development, communications, etc.) to support channels business consistent with corporate and brand unit and/or business unit standards for an assigned specialty.

Skills

Contribution and Leadership

Impact on Business/Scope


2.4.9.2 Position Title: Associate Distribution Channels Marketing Specialist (advanced)


Position Summary and Responsibilities:

Professionals and/or managers implement the "go-to-market" plans for an assigned specialty (e.g., Face-to-Face, Business Partner, Electronic, Tele, OEM) in a brand unit and/or business unit. Distribution Channels strategies and plans are typically defined by management or senior professionals, but approaches and activities used to achieve distribution channels marketing readiness and effectiveness for an assigned specialty are left to the professional/manager to define and negotiate. Works on marketing programs as assigned. Implements distribution channels management controls and techniques as defined by management for an assigned specialty. Gathers distribution channels marketing offerings/solutions requirements from channel sales professionals and submits to other discipline professionals and/or managers. Works with other professionals in the marketing function as well as other global functions (e.g., legal, business practices, offering/solution development, communications, etc.) to conduct channels business consistent with corporate and brand unit and/or business unit standards for an assigned area.

Skills

Contribution and Leadership

Impact on Business/Scope


2.4.9.3 Position Title: Distribution Channels Marketing Specialist


Position Summary and Responsibilities:

Professionals and/or managers develops the "go-to-market" plans with management and senior professionals for a number of assigned specialties (e.g., Face-to-Face, Business Partner, Electronic, Tele, OEM) in a brand unit and/or business unit. Implements these plans by developing distribution channels marketing support programs and deliverables and ensuring distribution channels marketing readiness for assigned specialties. Selects and implements appropriate channel management controls and techniques to ensure success for assigned specialties. Defines distribution channels marketing offering/solution requirements for assigned specialties. Establishes linkages with a variety of functions (e.g., legal, business practices, offering/solution development, communications, etc.) to ensure channels business is conducted consistent with corporate and brand unit and/or business unit standards for assigned area.

Skills

Contribution/Leadership

Impact on Business/Scope


2.4.9.4 Position Title: Distribution Channels Marketing Specialist (advanced)


Position Summary and Responsibilities:

Professionals and/or managers manages the creation and implementation of the "go-to-market" plans for multiple specialties (e.g., Face-to-Face, Business Partner, Electronic, Tele, OEM) for a major brand unit and/or business unit or geography. Recognized as an expert in distribution marketing, leads the creation of distribution channels marketing support programs and deliverables for multiple specialties. Oversees the implementation of distribution plans for multiple specialties and develops strategies to ensure distribution channels marketing readiness for a major brand unit and/or business unit or geography. Develops and implements distribution channels management controls and techniques to ensure success for multiple specialties. Participates in complex negotiations with a variety of functions, (e.g., legal, business practices, offering/solution development teams, communications, etc.) to ensure channels business is conducted consistent with corporate and brand unit and/or business unit standards for multiple specialties and/or areas.

Skills

Contribution/Leadership

Impact on Business/Scope


2.4.9.5 Position Title: Senior Distribution Channels Marketing Specialist


Position Summary and Responsibilities:

Professionals and/or managers are responsible for the overall design, creation and implementation of the "go-to-market" plans for the total set of IBM's offerings/solutions within an assigned area at the geography or international level. Relied on as the expert in distribution channels marketing within the marketing profession and other brand unit and/or business unit professionals. Leads the creation of distribution channel marketing strategies for multiple, very complex and strategically important projects/assignments associated with meeting corporate, geography or major brand unit and/or business unit objectives. Responsible for the overall implementation of distribution plans and channel readiness at the geography or international level. Influences executive management within Marketing Management and other functions regarding requirements for new or improved offerings/solutions. Evaluates skill base of department members by ensuring their high degree of involvement in functional activities. Leads complex negotiations with a variety of functions (e.g., legal, business practices, offering/solution development, communications, etc.) to ensure channels business is conducted consistent with corporate and brand unit and/or business unit standards at the geographic or international level.

Skills

Contribution and Leadership

Impact on Business/Scope


2.4.10 Distribution Channels Marketing Specialty Descriptions

Subtopics:


2.4.10.1 Specialty Title: Face-to-Face Marketing


Specialty Summary:

Individuals working in this Distribution Channels Marketing specialty direct customer programs to a successful conclusion in the ISU's and in General Business. Initiates new marketing programs, provides financial justifications, and develop practical implementation plans. Establishes the business plan and forecasts for the coordination of systems technical support/marketing efforts.

Responsibilities:


2.4.10.2 Specialty Title: Business Partner


Specialty Summary:

Individuals working in this Distribution Channels Marketing specialty design and develop business partner programs in order to drive revenue, profit and market share for IBM and its Business Partners. Redesigns channels marketing programs and processes to provide added value and to optimize the effectiveness of the Business Partner.

Responsibilities:


2.4.10.3 Specialty Title: Tele Marketing


Specialty Summary:

Individuals working in this Distribution Channels Marketing specialty are responsible for developing tele marketing opportunities which are a result of distribution plans and strategies.

Responsibilities:


2.4.10.4 Specialty Title: Electronic Marketing


Specialty Summary:

Individuals working in this Distribution Channels Marketing specialty design and develop channels programs in order to drive revenue profit and market participation for electronic distribution channels marketing. Redesigns channels marketing programs and processes to optimize the effectiveness of the electronic distribution channel.

Responsibilities:


2.4.10.5 Specialty Title: OEM Marketing


Specialty Summary:

Individuals working in this Distribution Channels Marketing specialty are responsible for developing OEM marketing opportunities, which requires a potential OEM channels business to be fully analyzed and understood, e.g., offering/solution, positioning, forecast, long/short-term strategies, and programs. Responsible for technical depth for the OEM offering/solution, for creating and marketing OEM offerings/solutions and for efficient and accurate backlog management.

Responsibilities:


2.4.10.6 Specialty Title: Hybrid Marketing


Specialty Summary:

Individuals working in this Distribution Channels Marketing specialty create distribution plans. Based on an understanding of customers buying behavior determine the optimal routes to market to optimize coverage, profit and customer and business partner satisfaction. Routes to Market tools/methodologies are used to develop plans that are tailored to the individual requirements and/or opportunities of any specific brand unit/business unit, offering/solution or customer set.

Responsibilities:


2.4.10.7 Specialty Title: Fulfillment Strategy


Specialty Summary:

Individuals working in this Distribution Channels Marketing specialty must understand and participate in the Routes To Market process; understand fulfillment processes unique to offering/solution, channels and/or geography; leverage the fulfillment system/process to IBM's competitive advantage. This individual provides the fundamental linkage between marketing management, manufacturing, and sales and services.

Responsibilities:


2.5 Chapter 8. Technical Support Marketing Profession Discipline

Subtopics:


2.5.1 Technical Support Marketing Profession Discipline Overview


Technical Support Marketing is one of six profession disciplines within the Marketing Professional Career (see "Professional Career Structure" in topic 2.1.2), and plays a key role in the marketing mix of elements. Analysis has shown that technical support is one of the most critical and influential factors affecting customer buying decisions - whether they buy a company's goods and services directly from the vendor or from another solution provider. The kind and quality of technical support provided, before and after a purchase, and the resulting satisfaction of the customer and/or business partner with the service and support provided is a deciding factor in whether or not an established customer will purchase again in the future and remain loyal.

When we refer to "technical support," we mean the pre- through post-sales support provided to a customer or business partner, including the offering/solution services, to ensure that the offering or solution meets a customer's needs and solves their business problem(s). Technical Support Marketing, as a key element of the Brand Business Management System, should ensure that an offering/solution can be successfully installed in a customer's environment and adopted quickly and easily by the end-users. This includes ensuring that the offering/solution can be easily integrated with other IBM and non-IBM offerings/solutions.

Technical Support Marketing specialists develop global technical support strategies and plans for an offering/solution, and ensure that they are enabled and executed. To accomplish this, they must understand IBM, brand unit and/or business unit objectives, strategies and offerings/solutions, and their respective technical support strategies, as well as those of their competitors. They must also understand, from the customer's point of view, the key requirements for technical support and services for each market segment they are targeting. This is followed by the definition of the technical support and services offerings and solutions necessary to meet these requirements, deliver the brand "promise of value" and/or business unit value proposition, and attain a competitive advantage. In light of this, Technical Support Marketing is a critical member of the IPD or solution planning process, from concept through delivery to sunset of the offering/solution.

Technical Support Marketing specialists define and ensure that the right technical sales support skilled resources, programs, and education and training are in place; this includes assessing the readiness of the channels to sell and support the offering/solution. They ensure appropriate support of these technical sales resources, so that the right offering or solution is sold to the customer. They also ensure that quality and serviceability are built into the offering/solution, and that the appropriate HW maintenance and/or SW defect and usage support is easily available. In addition, they ensure that the customer or business partner can get quick access to skilled resources to resolve any problems that may arise during implementation and usage of the offering/solution. To assure easy installation, they also determine that the appropriate services offerings/solutions are available and that the necessary resources are defined, trained and available to deliver these services.

These specialists link and team with the geographies, sales, services, development and other marketing teams to ensure execution of the strategies and programs. They measure the satisfaction with technical support and take corrective actions or differentiating actions, as required. In addition, they ensure that financial objectives are met.

Technical support has been a key differentiator for the IBM Company. With the appropriate implementation of the Technical Support Marketing profession discipline, technical support will provide an even stronger, IBM, brand unit and/or business "promise of value."


2.5.2 Profession Discipline Structure


The Marketing Profession uses three titles for the five professional positions. The prefix "Associate" is used for the lowest of these positions. No prefix is used for the middle two positions and the prefix "Senior" is used for the highest position. All five positions do not occurr in all of the Marketing Profession disciplines.

The following positions are defined within the Technical Support Marketing profession discipline:

This profession discipline is comprised of three specialties, as follows:

Each individual in this profession discipline is expected to perform in at least one of these specialties, depending on the size and scope of the organization, responsibilities, and job position. Individuals in higher positions are expected to perform in multiple specialties, or for more than one brand unit and/or business unit, or to implement global cross-brand unit and/or business unit strategies.

In addition, individuals assigned to one of the Marketing Profession roles will add to their skills profile the skills template for that role (see "Marketing Professional Career Skills Profile" in topic 2.1.10, for role skills).


2.5.3 Characteristics of the Profession Discipline


Technical Support Marketing professionals have the following characteristics:


2.5.4 Potential Candidates


Professionals or managers in sales and services organizations today with the appropriate skills and experience (e.g., technical support, marketing, technical sales, project management, etc.) are potential candidates for the Technical Support Marketing profession discipline. These include I/T Specialists, I/T Architects, I/T Availability Services Specialists, Sales Specialists, Project Managers and others, (and managers of these professionals). Candidates may also be drawn from technical support or planning functions within the marketing and development organizations, in particular Engineering and Software Engineering. Program Managers from HQ or other staff functions and professional hires may also be considered, if they have the requisite technical and marketing skills. Since the Technical Support Marketing profession discipline spans four positions from Associate through Senior positions, opportunities exist for multiple entry points into the profession discipline, assuming that the skill proficiency levels are achieved and other requirements are satisfied.

Figure 8-1 illustrates the the possibilities for movement to and from the Technical Support Marketing Profession Discipline.

   PICTURE 7          

Figure 8-1. Technical Support Marketing Profession Discipline Career Possibilities


2.5.5 Career Growth


Technical Support Marketing specialists can occupy positions from Associate Technical Support Marketing Specialist through Senior Technical Support Marketing Specialist in any of the three specialties. The difference between the ascending levels is a function of increasing skill, capability, experience and responsibility, which are reflected in the extent of an individual's demonstrated leadership, contributions, and impact on the business. Individuals in the higher professional positions will be expected to support more than one specialty, or more than one brand unit and/or business unit, or to develop global strategies that cross brand units and/or business units.

Growth in this profession discipline can be achieved through the acquisition of skills and experiences that enable an individual to work in multiple specialty areas and/or span multiple brand units and/or business units. Professionals can rise to positions comparable to executive management, and career path movement can occur in accordance with planned steps into, and through other professions.


2.5.6 Performance Elements


Technical Support Marketing specialists from all three specialties are measured on a number of factors including: building customer and business partner satisfaction and loyalty; developing strategies, plans and programs which are comprehensive, executable/adaptable worldwide, simple for the customer to understand, acquire and use, and easy for the support delivery channels to implement; establishing and maintaining effective communication linkages with field sales and services organizations, business partners, development, vendors, etc. which result in the development and execution of successful technical support and services plans and programs; ensuring synergy with other elements of the marketing mix; developing new/enhanced technical support and services approaches and offerings/solutions; achieving brand unit and/or business unit financial targets.


2.5.7 Technical Support Marketing Profession Discipline Skills Profile


The skills required of a Technical Support Marketing professional are as follows:

    _______________________________ ________________________________________  
   |                               |  Profession Discipline Positions, with | 
   |                               |         Associated Skill Levels        | 
   | TECHNICAL SUPPORT MARKETING   |________ _______ _______ _______ _______| 
   | PROFESSION DISCIPLINE SKILLS  |  Assoc | Assoc |       |  TSM  |   Sr  | 
   |                               |   TSM  |  TSM  |  TSM  |  Spec |  TSM  | 
   |                               |  Spec  |  Spec |  Spec | (adv) |  Spec | 
   |                               |        | (adv) |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                        GENERAL MARKETING SKILLS                        | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Know & Apply Marketing        |    2   |   2   |   3   |   3   |   4   | 
   | Concepts & Methods            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Mkt Intelligence |    2   |   2   |   2   |   3   |   4   | 
   | Concepts & Methods            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Customer Reqmts &  |    3   |   3   |   3   |   3   |   4   | 
   | Buying Behavior               |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Market           |    2   |   2   |   3   |   4   |   4   | 
   | Segmentation                  |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Strategies            |    2   |   2   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Plans                 |    2   |   3   |   3   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Programs              |    3   |   3   |   4   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Customer Satisfaction |    2   |   3   |   4   |   5   |   5   | 
   | & Loyalty Strategy            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Manage Customer Satisfaction  |    2   |   3   |   4   |   5   |   5   | 
   | & Loyalty                     |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                           IBM INTERNAL SKILLS                          | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Know & Apply IBM Brand        |    2   |   3   |   3   |   3   |   4   | 
   | Business Management System    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Explain IBM Business Strategy |    2   |   2   |   3   |   3   |   3   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand the IBM Brand      |    2   |   2   |   3   |   3   |   4   | 
   | Strategy                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand/Anticipate/Respond |    2   |   3   |   3   |   4   |   5   | 
   | - Competitive Trends          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Articulate IBM                |    2   |   3   |   4   |   4   |   4   | 
   | Offerings/Technologies        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | IBM Formal & Informal Network |    3   |   3   |   4   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Work in Cross-Functional      |    3   |   3   |   4   |   4   |   5   | 
   | Teams                         |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand IBM Global         |    2   |   3   |   3   |   4   |   4   | 
   | Operations                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Creativity/Breakthru Thinking |    2   |   2   |   3   |   3   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Interpersonal Communication   |    3   |   3   |   4   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Negotiation                   |    3   |   3   |   4   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Problem Solving &             |    2   |   3   |   3   |   4   |   4   | 
   | Decision-Making               |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Apply Basic Financial         |    3   |   3   |   3   |   4   |   4   | 
   | Concepts                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Apply Project Management      |    2   |   3   |   4   |   4   |   4   | 
   | Techniques                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Self-Directed Learning        |    3   |   3   |   4   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand WW Skills          |    2   |   2   |   3   |   3   |   3   | 
   | Management Process            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Project Track/Report/Deliver  |    3   |   3   |   4   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Manage Contracted Resource &  |    2   |   3   |   3   |   4   |   4   | 
   | Services                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Risk Awareness/Taking         |    2   |   2   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Leadership                    |    2   |   3   |   4   |   5   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Foster Teamwork/Enable Teams  |    3   |   3   |   4   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Eliminate Barriers/Inhibitors |    2   |   3   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Build Shared Commitment       |    2   |   2   |   2   |   3   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                  PROFESSION DISCIPLINE-SPECIFIC SKILLS                 | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Know IBM Global Technical     |    2   |   3   |   3   |   4   |   5   | 
   | Support & Services Orgs       |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Global Technical   |    2   |   2   |   3   |   4   |   5   | 
   | Support Issues                |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know Competitive Technical    |    2   |   3   |   3   |   4   |   4   | 
   | Support Offerings/Solns       |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Integrated       |    2   |   2   |   3   |   3   |   3   | 
   | Product Development Proc      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand & Implement        |    2   |   3   |   3   |   3   |   3   | 
   | Solution Assurance Process    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Recommend New Technical       |    2   |   3   |   4   |   4   |   5   | 
   | Support Offerings/Solns       |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Apply Key Technical Support & |    3   |   3   |   4   |   4   |   5   | 
   | Services Reqmts               |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                TECHNICAL SALES SUPPORT SPECIALTY SKILLS                | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Develop Technical Sales       |    3   |   3   |   4   |   5   |   5   | 
   | Support Programs              |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Installation Support  |    3   |   3   |   4   |   5   |   5   | 
   | Programs                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Demo Programs         |    3   |   3   |   4   |   5   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Utilize User Groups           |    2   |   3   |   3   |   3   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                    HW/SW SERVICE(S) SPECIALTY SKILLS                   | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Understand & Apply IBM's HW   |    3   |   3   |   3   |   4   |   4   | 
   | Service Strategy              |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand & Apply IBM's SW   |    3   |   3   |   3   |   4   |   4   | 
   | Services Strategy             |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Use Root Cause Analysis       |    2   |   3   |   4   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Address Offering/Solution     |    3   |   3   |   4   |   4   |   5   | 
   | Serviceability Reqmts         |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Address Customer Sat &        |    3   |   3   |   4   |   5   |   5   | 
   | Loyalty Reqmts for Service    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Hardware (HW)      |    2   |   3   |   4   |   4   |   5   | 
   | Service T's&C's               |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Software (SW)      |    2   |   3   |   4   |   4   |   5   | 
   | Services T's&C's              |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |               PRODUCT ENABLING SERVICES SPECIALTY SKILLS               | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Define New Services           |    2   |   3   |   4   |   4   |   4   | 
   | Offerings/Solutions           |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Services Support   |    2   |   2   |   3   |   4   |   4   | 
   | Requirements                  |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Services Business  |    2   |   2   |   3   |   4   |   4   | 
   | Management Process            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Services Business     |    2   |   2   |   3   |   4   |   4   | 
   | Plan                          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Sample Services SOW   |    2   |   3   |   4   |   4   |   4   | 
   | for Proposed Service          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Offerings/Solutions   |    2   |   2   |   3   |   4   |   5   | 
   | Strategy                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Offering/Solution  |    2   |   2   |   3   |   4   |   5   | 
   | Profitability                 |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Distribution/End-User |    2   |   2   |   3   |   4   |   4   | 
   | Coverage Strategy             |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Terms Strategy        |    2   |   2   |   2   |   3   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 

2.5.8 Professional Development


Education roadmaps will be provided at a later date.


2.5.9 Technical Support Marketing Position Descriptions


The following position descriptions describe the basic work of each of the positions within the Marketing Professional Career. Formal descriptions which may contain legally mandated language necessary for classifying employees in a geography should be obtained through the approved on-line job library, if available in the geography, or by contacting the appropriate H.R. personnel within the geography.

Subtopics:


2.5.9.1 Position Title: Associate Technical Support Marketing Specialist


Position Summary and Responsibilities:

Working within a brand unit and/or business unit, assists with the development of or develops technical support strategies and plans for some non-complex offerings/solutions. Responsibility is typically limited to one specialty within the Technical Support Marketing profession discipline (e.g., Technical Sales Support, HW/SW Service(s), Product Enabling Services, etc.). Interacts with some of the elements of the marketing mix and related functions to ensure consistency of plans and programs worldwide. Assists team in ensuring successful implementation of technical support and services plans and programs within area of responsibility. Monitors and measures the execution of non-complex plans and programs, assists in the analysis of results, and makes recommendations to the brand unit and/or business unit team for corrective actions.

Skills

Contribution/Leadership

Impact on Business/Scope


2.5.9.2 Position Title: Associate Technical Support Marketing Specialist (advanced)


Position Summary and Responsibilities:

Working within a brand unit and/or business unit, develops technical support strategies and plans for non-complex offerings/solutions, or participates in the development of strategies and plans for more complex and/or global offerings/solutions. Responsibility is typically limited to one specialty within the Technical Support Marketing profession discipline (e.g., Technical Sales Support, HW/SW Service(s), Product Enabling Services, etc.). Interacts with other elements of the marketing mix and related functions to ensure consistency of plans and programs worldwide. Participates with team in ensuring successful implementation of technical support and services plans and programs within area of responsibility. Monitors and measures the execution of plans and programs, assists in the analysis of results, and provides feedback to the brand unit and/or business unit team for corrective actions.

Skills

Contriburion/Leadership

Impact on Business/Scope


2.5.9.3 Position Title: Technical Support Marketing Specialist


Position Summary and Responsibilities:

Working within a brand unit and/or business unit, develops technical support strategies and plans for complex offerings/solutions and/or multiple offerings/solutions. Responsibility may cover more than one specialty within the Technical Support Marketing profession discipline (e.g., Technical Sales Support, HW/SW Service(s), Product Enabling Services, etc.). Understands brand unit and/or business unit objectives and plans and aligns plans and programs with them. Establishes and maintains linkages with other elements of the marketing mix and related functions to ensure that plans and programs are consistent worldwide and present a single IBM image. Ensures successful execution of global and/or geographic strategies and plans. Coordinates team efforts to monitor and measure implementation of plans and programs, analyzes the results, and provides recommendations to the brand unit and/or business unit team for corrective actions.

Skills

Contribution/Leadership

Impact on Business/Scope


2.5.9.4 Position Title: Technical Support Marketing Specialist (advanced)


Position Summary and Responsibilities:

Working within a brand unit and/or business unit, directs the development and implementation of technical support and services strategies and plans for multiple complex offerings/solutions for a major business unit and/or geography. Regarded as an expert in at least one specialty within the Technical Support Marketing profession discipline (e.g., Technical Sales Support, HW/SW Service(s), Product Enabling Services, etc.). Drives the relationship of the Technical Support Marketing team with other elements of the marketing mix, and related functions, and ensures synergy and consistency of plans and programs worldwide and that they present a single IBM image. Responsible for successful deployment of global strategies and plans (all dependencies are satisfied, financial targets met and programs are in place to ensure the readiness of the technical support and services delivery channels). Assesses results of plans and programs against objectives, and drives necessary changes to marketing/services/development plans and programs. This is a leadership position within a geography or major brand unit and/or business unit.

Skills

Contribution/Leadership

Impact on Business/Scope


2.5.9.5 Position Title: Senior Technical Support Marketing Specialist


Position Summary and Responsibilities:

Working within a major business unit or geography, leads the development and deployment of global technical support and services strategies and plans for multiple and complex offerings/solutions for multiple specialties (e.g., Technical Sales Support, HW/SW Service(s), Product Enabling Services etc.); or, spanning multiple brand units and/or business units, leads the development and deployment of global technical support and services strategies and plans for multiple and complex offerings/solutions for one or more specialties. Contributes to policy formulation to align technical support and services offerings/solutions with brand unit and/or business unit strategies, meet IBM and brand unit and/or business unit financial targets and deliver the brand "promise of value" and/or business unit value proposition for technical support and services. Conducts complex negotiations within the Technical Support Marketing function, with other elements of the marketing mix, and related functions, to drive synergy and consistency of plans and programs worldwide and present a single IBM image. Drives successful deployment of global strategies and plans. Anticipates potential problems and drives mid-course corrections with marketing/services/development teams. Develops and sets measurement objectives for technical support and services on a geographic and/or global basis and ensures their attainment. This is a position denoting worldwide leadership within the Technical Support Marketing profession discipline, and typically reports to executive management within a geography or brand unit and/or business unit.

Skills

Contribution/Leadership

Impact on Business/Scope


2.5.10 Technical Support Marketing Specialty Descriptions

Subtopics:


2.5.10.1 Specialty Title: Technical Sales Support Specialty


Specialty Summary:

An individual working in this Technical Support Marketing specialty develops strategies and ensures enablement for the technical sales and installation support that is required for an offering or solution. This includes, in general, the non-fee support associated with the offerings/solutions related to technical sales and installation assistance. The objective is a satisfied and loyal customer at the conclusion of the installation activity.

Responsibilities:


2.5.10.2 Specialty Title: HW/SW Service(s) Specialty


Specialty Summary:

An individual working in this Technical Support Marketing specialty develops strategies and ensures enablement for the hardware and/or software service(s) required to support the customer over the life cycle of an offering or solution and to provide IBM and brand differentiation. This specialty typically focuses on hardware maintenance and software service(s) related to defect and usage.

Responsibilities:


2.5.10.3 Specialty Title: Product Enabling Services Specialty


Specialty Summary:

An individual working in this Technical Support Marketing specialty defines and ensures the development and availability of the skilled resources and Product Enabling Services offerings/solutions (e.g., "SmoothStart," migration and assistance, etc.) needed to drive placement of offerings and solutions. Generally, these services are fee-based and locally delivered by channels (IBM and business partners) and assist the customer in enabling and exploiting hardware and/or software offerings and solutions.

Responsibilities:


2.6 Chapter 9. Marketing Communications Profession Discipline

Subtopics:


2.6.1 Marketing Communications Profession Discipline Overview


Marketing Communications is one of six profession disciplines within the Marketing Professional Career (see "Professional Career Structure" in topic 2.1.2) and is an integral part of the successful implementation of the marketing mix of elements. Marketing Communications focuses its efforts on developing strategies, plans and programs for advertising, collateral/sales promotion, business shows, corporate sponsorships, sports marketing, and/or media strategy, planning and buying, in support of corporate, category, brand unit and/or business unit objectives.

Marketing Communications Specialists are responsible for developing integrated marketing communications strategies and programs which are designed to communicate with IBM's current and potential customers, business partners, suppliers, constituents, and the general public in order to create a positive image for IBM, thereby increasing demand and loyalty for IBM offerings and solutions.

In order to successfully develop long-range strategies and plans and execute strategic marketing communications programs, Marketing Communications Specialists must have a comprehensive understanding of IBM's culture, and of IBM as a business, an organization, and an industry leader. Marketing Communications Specialists are adept at examining the environmental factors and cultural variables that influence consumer behavior and buyers' decision-making. They expertly use this information to develop creative and innovative strategies, plans and programs that provide a competitive advantage for the IBM brand and/or the brand unit and/or business unit and positively affect customer behavior, increase awareness and get measurable, actionable results.

Working with marketing managers and marketing communications researchers, they define appropriate communications research methods and use market research tools and techniques to help determine program objectives and desired response. They are skilled at obtaining measurable results for all programs and using results to improve future programs.

Marketing Communications Specialists commit significant financial resources for program implementation and coordinate the efforts of direct and/or virtual teams of internal and external resources at levels which significantly impact budgets and other fiscal activities.


2.6.2 Profession Discipline Structure


The Marketing Profession uses three titles for the five professional positions. The prefix "Associate" is used for the lowest of these positions. No prefix is used for the middle two positions and the prefix "Senior" is used for the highest position. All five positions do not occurr in all of the Marketing Profession disciplines.

The following positions are defined within the Marketing Communications profession discipline:

The Marketing Communications profession discipline is comprised of five specialties as follows:

Marketing Communications Specialists are expected to demonstrate expertise in at least one specialty depending on the size and scope of the organization to which they report, and on assigned responsibilities and job position. In addition, individuals assigned to the role of Project Leader or Planner will add to their skills profile the skills template for those role (see "Marketing Professional Career Skills Profile" in topic 2.1.10, for role skills).

2.6.3 Characteristics of the Profession Discipline


Marketing Communications professionals have the following characteristics:


2.6.4 Potential Candidates


Marketing Communications Specialists may be sourced from current IBM employees with the requisite skills in Marketing Communications and with expertise in at least one of the Marketing Communications specialties. Marketing Communications Specialists may also be sourced from professional hires who have expertise in one or more specialty, or who have expertise in marketing management.

Figure 9-1 illustrates the the possibilities for movement to and from the Marketing Communications Profession Discipline.

   PICTURE 8          

Figure 9-1. Marketing Communications Profession Discipline Career Possibilities


2.6.5 Career Growth


Marketing Communications professionals may be assigned positions from Associate Marketing Communications Specialist through Senior Marketing Communications Specialist. The difference between the ascending positions is a function of increasing skill, capability, experience, and responsibility, and is reflected in the extent of an individual's demonstrated leadership, the size and scope of his/her contributions and impact on the business.

Growth in this discipline can be achieved through the acquisition of skills and experiences that enable an individual to work in multiple specialty areas. Professionals can also rise to levels comparable to executive management and career path movement can occur in accordance with planned steps into and through other professions.


2.6.6 Performance Elements


The Marketing Communications Specialist creates awareness for IBM offerings/solutions and enhances the image of IBM, and therefore indirectly contributes to resulting revenue. Marketing Communications professionals help create awareness for IBM offerings/solutions, enhance the image of IBM, the brand unit and/or business unit overall. A marketing communication professional is expected to deliver a high level of satisfaction to IBM, the brand unit and/or business unit, target markets, customers, business partners, and the general public.


2.6.7 Marketing Communications Profession Discipline Skills Profile


The skills required of a Marketing Communications professional are as follows:

    _______________________________ ________________________________________  
   |                               |  Profession Discipline Positions, with | 
   |                               |         Associated Skill Levels        | 
   |                               |________ _______ _______ _______ _______| 
   | MARKETING COMMUNICATIONS      |  Assoc | Assoc |       |  Mktg | Senior| 
   | SKILLS                        |  Mktg  |  Mktg |  Mktg |  Comm |  Mktg | 
   |                               |  Comm  |  Comm |  Comm |  Spec |  Comm | 
   |                               |  Spec  |  Spec |  Spec | (adv) |  Spec | 
   |                               |        | (adv) |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                        GENERAL MARKETING SKILLS                        | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Know & Apply Marketing        |    2   |   3   |   3   |   4   |   4   | 
   | Concepts & Methods            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Mkt Intelligence |    2   |   3   |   3   |   3   |   4   | 
   | Concepts & Methods            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Customer Reqmts &  |    2   |   2   |   3   |   3   |   4   | 
   | Buying Behaviors              |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Market           |    2   |   2   |   3   |   3   |   3   | 
   | Segmentation                  |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Strategies            |    2   |   3   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Plans                 |    2   |   3   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Programs              |    2   |   3   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Use Persuasive Ideas &        |    3   |   3   |   4   |   4   |   5   | 
   | Language                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Use Copywriting Techniques    |    3   |   3   |   4   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Communicate-Appeal to Target  |    2   |   3   |   4   |   4   |   4   | 
   | Audience Values               |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Key Message           |    2   |   3   |   3   |   4   |   4   | 
   | Strategies                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Select Among Media            |    2   |   3   |   3   |   4   |   4   | 
   | Alternatives-Message          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Define Research Projects      |    3   |   3   |   4   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply IBM Brand Naming |    2   |   3   |   3   |   4   |   4   | 
   | Strategies                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                           IBM INTERNAL SKILLS                          | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Know & Apply IBM Brand        |    2   |   3   |   3   |   3   |   3   | 
   | Business Management System    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Explain IBM Business Strategy |    2   |   3   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand the IBM Brand      |    2   |   3   |   3   |   4   |   4   | 
   | Strategy                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand/Anticipate/Respond |    2   |   3   |   3   |   3   |   3   | 
   | - Competitive Trends          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Articulate IBM                |    2   |   3   |   3   |   3   |   4   | 
   | Offerings/Technologies        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | IBM Formal & Informal Network |    2   |   3   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Work in Cross-Functional      |    2   |   3   |   3   |   4   |   4   | 
   | Teams                         |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand IBM Global         |    2   |   3   |   3   |   4   |   4   | 
   | Operations                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Creativity/Breakthru Thinking |    2   |   3   |   4   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Interpersonal Communication   |    3   |   3   |   4   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Negotiation                   |    2   |   3   |   4   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Problem Solving & Decision    |    3   |   3   |   4   |   4   |   4   | 
   | Making                        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Apply Basic Financial         |    2   |   3   |   3   |   4   |   4   | 
   | Concepts                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Apply Project Management      |    2   |   3   |   4   |   4   |   4   | 
   | Techniques                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Self-Directed Learning        |    2   |   3   |   4   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand WW CRM Message     |    2   |   3   |   3   |   4   |   4   | 
   | Management Process            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Intellectual Capital  |    3   |   3   |   4   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Business Intellect    |    3   |   3   |   4   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Explain IBM Communications    |    3   |   3   |   4   |   4   |   4   | 
   | Vision/Strategy               |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | IBM Vision/Mission/Strategy   |    2   |   3   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Plan Projects                 |    3   |   3   |   4   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Project Track/Report/Deliver  |    3   |   3   |   4   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Report on Projects            |    3   |   3   |   4   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Manage Project Risk           |    3   |   3   |   4   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Manage Contracted Resource &  |    3   |   3   |   4   |   4   |   4   | 
   | Services                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Leadership                    |    2   |   3   |   4   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Foster Teamwork/Enable Teams  |    2   |   3   |   4   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Risk/Awareness Taking         |    2   |   3   |   4   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Apply Technologies & Tools    |    2   |   3   |   3   |   3   |   3   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Consulting Methods            |    2   |   3   |   4   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Perform Time Management       |    3   |   3   |   3   |   3   |   3   | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                      ADVERTISING SPECIALTY SKILLS                      | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Develop Advertising Programs  |    2   |   3   |   4   |   5   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Advertising      |    2   |   3   |   4   |   4   |   4   | 
   | Measurement Techniques        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand                    |        |       |       |       |       | 
   | Advertising/Promotion Agency  |    3   |   3   |   3   |   4   |   4   | 
   | Operations                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Creative           |    3   |   3   |   3   |   4   |   4   | 
   | Development Concepts          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand 2-Dimensional      |    3   |   3   |   3   |   4   |   4   | 
   | Design                        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know TV/Video Production      |    3   |   3   |   3   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Market Segment     |    2   |   3   |   3   |   3   |   4   | 
   | Business Plan                 |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |               COLLATERAL/SALES PROMOTION SPECIALTY SKILLS              | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Develop Collateral/Sales      |    2   |   3   |   4   |   5   |   5   | 
   | Promotion Programs            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Advertising      |    2   |   3   |   4   |   4   |   4   | 
   | Measurement Techniques        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand                    |        |       |       |       |       | 
   | Advertising/Promotion Agency  |    3   |   3   |   3   |   4   |   4   | 
   | Operations                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Creative           |    3   |   3   |   3   |   4   |   4   | 
   | Development Concepts          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand 2-Dimensional      |    3   |   3   |   3   |   4   |   4   | 
   | Design                        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know TV/Video Production      |    3   |   3   |   3   |   4   |   5   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Market Segment     |    2   |   3   |   3   |   3   |   4   | 
   | Business Plan                 |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                     BUSINESS SHOWS SPECIALTY SKILLS                    | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Develop Marketing Special     |    2   |   3   |   4   |   5   |   5   | 
   | Events Programs               |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Advertising      |    2   |   3   |   3   |   4   |   4   | 
   | Measurement Techniques        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Select Trade/Business Shows   |    3   |   3   |   4   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Exhibit Design & |    3   |   3   |   3   |   4   |   4   | 
   | Construction                  |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Creative           |    3   |   3   |   3   |   4   |   4   | 
   | Development Concepts          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand 2-Dimensional      |    3   |   3   |   3   |   4   |   4   | 
   | Design                        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know TV/Video Production      |    3   |   3   |   3   |   4   |   4   | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Market Segment     |    2   |   3   |   3   |   3   |   4   | 
   | Business Plan                 |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                 CORPORATE SPONSORSHIPS SPECIALTY SKILLS                | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Develop Corporate Sponsorship |    2   |   3   |   4   |   5   |   5   | 
   | Programs                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Press/Media Relations |    3   |   3   |   3   |   4   |   4   | 
   | Deliverables                  |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Advertising      |    2   |   3   |   3   |   4   |   4   | 
   | Measurement Techniques        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand                    |        |       |       |       |       | 
   | Advertising/Promotion Agency  |    3   |   3   |   3   |   4   |   4   | 
   | Operations                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand 2-Dimensional      |    3   |   3   |   3   |   4   |   4   | 
   | Design                        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Creative           |    3   |   3   |   3   |   4   |   4   | 
   | Development Concepts          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand TV/Video           |    2   |   3   |   3   |   4   |   4   | 
   | Production                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                    SPORTS MARKETING SPECIALTY SKILLS                   | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Develop Sports Marketing      |    2   |   3   |   4   |   5   |   5   | 
   | Programs                      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Press/Media Relations |    3   |   3   |   3   |   4   |   4   | 
   | Deliverables                  |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Advertising      |    2   |   3   |   3   |   4   |   4   | 
   | Measurement Techniques        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand                    |        |       |       |       |       | 
   | Advertising/Promotion Agency  |    3   |   3   |   3   |   4   |   4   | 
   | Operations                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand 2-Dimensional      |    3   |   3   |   3   |   4   |   4   | 
   | Design                        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand Creative           |    3   |   3   |   3   |   4   |   4   | 
   | Development Concepts          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand TV/Video           |    2   |   3   |   3   |   4   |   4   | 
   | Production                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |           MEDIA STRATEGY, PLANNING & BUYING SPECIALTY SKILLS           | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Know & Apply Media Planning   |    3   |   3   |   4   |   5   |   5   | 
   | Development                   |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Media Audience & |    3   |   3   |   4   |   5   |   5   | 
   | Distrb Meas Techs             |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Advertising      |    2   |   3   |   4   |   4   |   4   | 
   | Measurement Techniques        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Select, Evaluate & Negotiate  |    2   |   3   |   3   |   4   |   4   | 
   | Media Opportunities           |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Media Ordering & |    2   |   3   |   3   |   4   |   4   | 
   | Billing                       |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Manage Media Budgets &        |    2   |   3   |   3   |   4   |   4   | 
   | Expenditures                  |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Know & Apply Media            |    2   |   3   |   3   |   4   |   4   | 
   | Post-Analysis                 |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Understand                    |        |       |       |       |       | 
   | Advertising/Promotion Agency  |    3   |   3   |   3   |   4   |   4   | 
   | Operations                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 

2.6.8 Professional Development


Education roadmaps will be provided at a later date.


2.6.9 Marketing Communications Position Descriptions


The following position descriptions describe the basic work of each of the positions within the Marketing Professional Career. Formal descriptions which may contain legally mandated language necessary for classifying employees in a geography should be obtained through the approved on-line job library, if available in the geography, or by contacting the appropriate H.R. personnel within the geography.

Subtopics:


2.6.9.1 Position Title: Associate Marketing Communications Specialist


Position Summary and Responsibilities:

Works on marketing communications activities and projects that support the department's mission or that are part of the implementation of marketing communications programs for the brand unit and/or business unit. Assignments are primarily limited within a single marketing communications specialty, such as advertising, collateral/sales promotion, business shows, etc. Marketing communications objectives and programs are defined by management or senior professionals in the department or by work group, and generally fall within established guidelines and procedures. Requires basic marketing communications skills. Knowledge of IBM's business is acquired through work assignments.

Skills

Contribution/Leadership

Impact of Business/Scope


2.6.9.2 Position Title: Associate Marketing Communications Specialist (advanced)


Position Summary and Responsibilities:

Plans and implements marketing communications programs that are part of an overall marketing communications program or part of the total communications support provided to a brand unit and/or business unit. Involvement is typically limited to one marketing communications specialty at one time (e.g. advertising, collateral/sales promotion, business shows etc.). Marketing Communications objectives and programs are typically defined by management or by senior professionals, but approaches and activities used to achieve marketing communications effectiveness are often left to the professional to define and negotiate. Requires knowledge of the brand/business unit and/or organization's mission, culture, products and services.

Skills

Contribution and Leadership

Impact on Business/Scope


2.6.9.3 Position Title: Marketing Communications Specialist


Position Summary and Responsibilities:

Plans, develops and leads the implementation of key marketing communications programs and assignments of a complex nature in support of brand unit and/or business unit objectives. Involvement spans one or more marketing communications specialties at one time (e.g., advertising, collateral/sales promotion, business shows, etc.).. Works with management and more senior professionals to define programs and objectives but approaches and activities used to achieve marketing communications effectiveness are the responsibility of the professional to define and negotiate. Identifies and evaluates relevant factors and/or inhibitors which may affect the success of these programs, and develops action plans. Requires an understanding of the brand and/or business unit objectives and business plans, as well as knowledge of the competitive environment and industry trends.

Skills

Contribution/Leadership

Impact on Business/Scope


2.6.9.4 Position Title: Marketing Communications Specialist (advanced)


Position Summary and Responsibilities:

Develops strategies and plans for marketing communications programs and activities in support of the brand/business unit's business objectives. Leads program implementation. Involvement spans multiple marketing communications specialties at one time (e.g., advertising, collateral/sales promotion, business shows, etc.) with a mastery in at least two. Is able to articulate the brand unit and/or business unit strategy and current events in the external environment -- both from a professional and business standpoint. Anticipates reaction and identifies issues which may arise from strategic business decisions or from current or planned programs. This is a leadership position typically found at the geography or major brand unit and/or business unit or corporate level.

Skills

Contribution/Leadership

Impact on Business/Scope


2.6.9.5 Position Title: Senior Marketing Communications Specialist


Position Summary and Responsibilities:

Manages strategies and plans for marketing communications programs and activities in support of the brand unit and/or business unit business objectives. Also acts in a consulting capacity, providing marketing communications advice and counsel to executive line management. Work output is of the highest level, demonstrating mastery in two or more marketing communications specialties (e.g., advertising, collateral/sales promotion, business shows, etc.). Is recognized as the expert in all aspects of marketing communications by line management for knowledge and understanding of the business. This is a position denoting worldwide leadership in the marketing communications discipline, and typically reports to senior marketing communications management at the geography, business unit or corporate level.

Skills

Contribution and Leadership

Impact on Business/Scope


2.6.10 Marketing Communications Specialty Descriptions

Subtopics:


2.6.10.1 Specialty Title: Advertising


Specialty Summary:

Individuals working in this Marketing Communications specialty initiate and direct advertising programs in support of IBM's goal to become the industry leader in key market segments. They assist marketing executives in refining marketing plans and from these plans develop effective advertising plans. They develop close working relationships with marketing executives as well as the senior management in the business units supported. They maintain contacts with these senior executives to ensure advertising strategy and execution are consistent with marketing strategies. They direct the efforts of IBM's advertising agency and provide leadership and guidance in order to keep them motivated, productive and on schedule. Individuals in this specialty routinely conduct research to understand communications and marketing effectiveness of advertisements.

Responsibilities:


2.6.10.2 Specialty Title: Collateral/Sales Promotion


Specialty Summary:

Individuals working in this Marketing Communications specialty initiate and direct collateral/sales promotion programs in support of IBM's goals to become the industry leader in key marketing segments. He/she assists marketing executives in refining marketing plans. From these plans, he/she develops solid collateral/sales promotion plans. The media used to support these plans includes videos, diskettes, premiums, point-of-sale materials and displays, slides, foils/foilmasters and product literature (brochures, flyers, specification sheets, application briefs and portfolios), and are used in support of offering/solution announcements, dealer and dealer incentive programs, marketing programs and promotions. In addition, the incumbent develops a close working relationship with all levels of management, up through and including the Global Brand Manager/Business Unit General Manager of the brand unit and/or business unit supported.

Responsibilities:


2.6.10.3 Specialty Title: Business Shows


Specialty Summary:

Business Shows/Special Events is responsible for planning, implementing, producing, budgeting and measuring major meetings including national business and trade shows. Provides show support of major offering/solution announcements and marketing events in support of brand unit and/or business unit objectives. Provides a vehicle for the delivery of key marketing messages to customer decision makers attending national shows and special events. Manages the allocation of funds among marketing organizations to provide enhanced focus on key market segments. Develops and implements measurement techniques to determine business effectiveness and impact on sales volumes. Has regular contacts with all levels of management to understand their objectives and to continually improve show performance.

Responsibilities:


2.6.10.4 Specialty Title: Corporate Sponsorships


Specialty Summary:

Responsible for the development of major corporate sponsorship projects on a worldwide basis serving all brand units and/or business units, and for the development and execution of external press and internal promotions. Manages the allocation of funds among organizations to provide enhanced focus on key management goals. Develops and implements measurement programs to determine the effectiveness of a sponsorship and uses the results to modify the sponsorship as appropriate. Has regular meetings with all levels of management to understand their objectives and to continually improve each sponsorship's impact.

Responsibilities:


2.6.10.5 Specialty Title: Sports Marketing


Specialty Summary:

Responsible for the creation and implementation of a worldwide sports sponsorship strategy and supporting programs that provide measurable and intuitive returns on investment. Directs all internal and external activities relating to the sponsorship of sporting events within the confines of the budget.

Responsibilities:


2.6.10.6 Specialty Title: Media Strategy, Planning & Buying


Specialty Summary:

Media strategy, planning and buying is concerned with communicating the message to the target audience in the right media at the right time and frequency, and at the best possible price/value relationship. This involves selecting the right mix of media (e.g., TV, magazines, radio, Internet, etc.), the right media vehicles (e.g., the specific TV program, magazine, newspaper, web site, etc.) within the media options available (e.g., full-page, half-page, 60-second commercial, etc.) and ensuring that the placement is leveraged for maximum effect (e.g., pricing, positioning, added value, etc.). It involves a complete understanding of the target audience and their media consumption habits, developing a strategy and plan (media maps) that incorporates customer buying behaviors, and their wants and needs with message strategies. It also involves a complete understanding of the media marketplace dynamics to effectively execute that strategy and plan.

Responsibilities:


2.7 Chapter 10. Direct Marketing Profession Discipline

Subtopics:


2.7.1 Direct Marketing Profession Discipline Overview


Direct Marketing (DM) is one of six profession disciplines within the Marketing Profession.

The Direct Marketing profession discipline is a discipline family that includes the original Direct Marketing and Database Marketing Professions.

Direct Marketing is a structured approach to acquiring and cultivating lifetime customer relationships. Integrated and consistent messages focused on retaining or reactivating customers and acquiring new customers are developed and delivered over an extended period of time. Direct Marketing also supports the on-going development and maintenance of a marketing information database that is designed to provide a competitive advantage through the use of empirically-based and analytically-derived conclusions about the market and customers. As a discipline within the Marketing Profession, Direct Marketing is responsible for the strategy, planning, development and implementation of a message and data plan that supports a brand and/or customer set business unit's marketing plan.

Although both Direct Marketing and Database Marketing are described in this overview section, the remainder of this document will focus on Direct Marketing. Refer to Chapter 11, "Database Marketing Profession Discipline" in topic 2.8 for the career path for Database Marketing.

DIRECT MARKETING:

Professionals who specialize in direct marketing, i.e., demand generation, assist brand and/or customer set business units in translating marketing strategies into effective direct marketing campaigns, programs and tactics that are designed to create demand, i.e., measurable responses and opportunities for sales channels. Direct Marketing professionals create demand by orchestrating the delivery of effective messages and offers to the market through the use of cost-effective media alternatives, which include, but are not limited to, direct response advertising, mail, catalogs, telemarketing, telecoverage and interactive.

Direct Marketing professionals generally begin their career as a Direct Marketing Specialist. Direct Marketing Specialists are focused on development and implementation activities associated with brand and/or customer set message plans. In addition to direct marketing skills, they must have an understanding of database marketing, project management, business planning, and customer satisfaction processes. Daily activities may include, but are not limited to catalog management, creative design, project management, print production, literature fulfillment, and opportunity (lead) management. With experience, a Direct Marketing Specialist may become a Direct Marketing Strategist. The Direct Marketing Strategist is responsible for the strategy and planning of messages that support brand and/or customer set business plans. The Direct Marketing Manager is an expert in direct marketing techniques and plays a leadership role in the strategy, planning, development and implementation of messages that support a large or multiple brand and/or customer set business units. A Direct Marketing Manager typically leads a team/project or is a manager of people.

The following positions are defined for the Direct Marketing Profession Discipline:

Development and Implementation

Strategy and Planning

Strategy, Planning, Development and Implementation

The Direct Marketing Manager and Senior Direct Marketing Manager positions are intended for non-manager employees who have successfully completed the Direct Marketing certification program, and for managers with people management responsibilities. Managers with people management responsibilities also have the option to complete the Direct Marketing certification program.

When a non-manager employee is approved for certification by a certification review board, he/she is expected to perform the job responsibilities of the Direct Marketing Manager or Senior Direct Marketing Manager. Non-manager employees should not be promoted to Direct Marketing Manager or Senior Direct Marketing Manager until they have completed the certification process.

DATABASE MARKETING:

Professionals who specialize in database marketing develop and maintain operational and analytical market information databases that support creative and innovative direct marketing programs, as well as provide a competitive advantage for brand and/or customer set business units. Database marketing is designed to develop empirically-based and analytically-derived conclusions about the market and customers. Analytic capabilities such as modeling, RFM (receny, frequency methodology) scoring, and sophisticated reporting are used to link multiple sources of information related to the customer for the purpose of understanding customer purchase behavior, improving market segmentation, and delivering the right market messages to the right customer at the right time.

Direct Marketing professionals who specialize in database marketing generally begin their career as a Database Marketing Specialist. Database Marketing Specialists are focused on development and implementation activities associated with brand and/or customer set data plans. They are proficient in the use of message, contact database, and/or decision support tools. Daily activities may include, but are not limited to, data acquisition and integration, end user support services, data maintenance and preparation, measurements and reporting, list preparation, decision support services, and business process support. With experience, a Database Marketing Specialist may become a Database Marketing Strategist. The Database Marketing Strategist is responsible for the strategy and planning of data plans that support brand and/or customer set business plans. The Database Marketing Manager is an expert in database marketing techniques and plays a leadership role in the strategy, planning, development and implementation of data plans that support a large or multiple brand and/or customer set business units. A Database Marketing Manager typically leads a team/project or is a manager of people.

The following positions are defined for those in the Database Marketing profession discipline:

Development and Implementation

Strategy and Planning

Strategy, Planning, Development & Implementation

The Database Marketing Manager and Senior Database Marketing Manager positions are intended for non-manager employees who have successfully completed the Database Marketing certification program and for managers with people management responsibilities. Managers with people management responsibilities also have the option to complete the Database Marketing certification program.

When a non-manager employee is approved for certification by a certification review board, he/she is expected to perform the job role responsibilities of the Database Marketing Manager or Senior Database Marketing Manager. Non-manager employees should not be promoted to Database Marketing Manager or Senior Database Marketing Manager until they have completed the certification process.

Measurement of the Direct Marketing profession discipline will include qualified opportunities (leads), return on investment, revenue, expense management, business unit (internal client/sponsor) and customer (external) satisfaction.


2.7.2 Profession Discipline Structure


Figure 10-1 through Figure 10-3 summarize the requirements of each position of the profession discipline and the developmental requirements for progression within the profession discipline. Detailed position descriptions can be found in "Direct Marketing Position Descriptions" in topic 2.7.10.

   PICTURE 9          

Figure 10-1. Direct Marketing Profession Discipline Roadmap - #1

   PICTURE 10           

Figure 10-2. Direct Marketing Profession Discipline Roadmap - #2

   PICTURE 11           

Figure 10-3. Direct Marketing Profession Discipline Roadmap - #3


2.7.3 Characteristics of the Profession Discipline


Direct Marketing professionals have the following characteristics:

The Direct Marketing Manager and Senior Direct Marketing Manager have the following specific characteristics:

   PICTURE 12           

Figure 10-4. Direct Marketing Profession Discipline: Career Possibilities


2.7.4 Potential Candidates


Direct Marketing professionals may be sourced from current IBM employees who represent a wide array of backgrounds and experience, i.e., marketing, sales, database marketing, or other positions in a direct marketing organization.

Direct Marketing professionals may also be sourced from professional hires who have direct marketing, and/or database marketing experience.

More information on movement from other professions is available in Direct Marketing Career Possibilities.

Figure 10-4 in topic 2.7.3 illustrates the the possibilities for movement to and from the Direct Marketing profession discipline.


2.7.5 Career Growth


The difference between a Direct Marketing Specialist, Direct Marketing Strategist and a Direct Marketing Manager is a function of increasing skill, capability, experience, and responsibility.

The entry position to the profession discipline is the Direct Marketing Specialist who focuses on direct marketing/message development and implementation activities. Direct Marketing Specialists can develop their career to advisory and senior or become a Direct Marketing Strategist.

Direct Marketing Strategists can occupy positions from advisory to senior. No entry position is available because some direct marketing experience is required before engaging with a segment/business unit (internal client/sponsor) in direct marketing/message planning and strategy activities. Additional positions exist beyond Direct Marketing Strategist-Senior, but those are achieved only by successfully completing the Direct Marketing certification process. The profession provides a career path to the certified position of Direct Marketing Manager or Senior Direct Marketing Manager. This allows an employee with expert direct marketing skills to advance through the profession.

The first step in the certification process is qualification, i.e attainment of the skills required of the certified position of Direct Marketing Manager. Upon completion of the qualification process, the professional's manager should facilitate an individual development plan that includes mentoring activities and work experiences required by the certified position, Direct Marketing Manager. Once the appropriate skill level and other criteria have been met, and a business need for a certified professional has been identified, the candidate may submit a nomination package for certification.


2.7.6 Certification Nomination Guide


The Worldwide Direct Marketing Certification Nomination Guide contains the criteria, required documentation, and process for certification in the profession discipline.


2.7.7 Performance Elements


The direct marketing professional is an individual who generates demand, i.e., direct response or qualified opportunities (leads), and contributes to resulting revenue. A direct marketing professional is expected to deliver a high level of satisfaction to both the the segment/business unit (internal client/sponsor) and the customer.


2.7.8 Direct Marketing Profession Discipline Skills Profile


The skills required of a direct marketing professional include generic professional skills such as client environment, business acumen, project management, personal leadership etc., as well as direct marketing and database marketing skills. The following chart summarizes the skills required, within job levels, for a Direct Marketing Specialist, Direct Marketing Strategist and Direct Marketing Manager.

    ____________________________________ ___________________________________  
   |                                    |  Profession Discipline Positions, | 
   |                                    |    with Associated Skill Levels   | 
   | DIRECT MARKETING SPECIALIST SKILLS |________ ________ ________ ________| 
   |                                    |   DM   |   DM   |   DM   |   Key  | 
   |                                    |  Spec  |  Spec  |  Spec  |  Skill | 
   |                                    |        |   Adv  |   Sr   |        | 
   |____________________________________|________|________|________|________| 
   |                             BUSINESS ACUMEN                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Understand Segment Business Plan   |    1   |    2   |    2   |        | 
   |____________________________________|________|________|________|________| 
   | Understand Solution Marketing Plan |    1   |    2   |    2   |        | 
   |____________________________________|________|________|________|________| 
   | Customer Satisfaction Management   |    2   |    2   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Consulting Methods                 |    2   |    2   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Message Management                 |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Understand Response Plan           |    2   |    3   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Understand Information Fulfillment |    2   |    3   |    4   |        | 
   | Process                            |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand Direct Marketing        |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Understand DB Marketing            |    3   |    3   |    4   |        | 
   |____________________________________|________|________|________|________| 
   |                                INDUSTRY                                | 
   |________________________________________________________________________| 
   | You should select/assign to your job role the appropriate industry     | 
   | customer classification templates and the appropriate industry         | 
   | solution templates.                                                    | 
   |________________________________________________________________________| 
   |                             IBM ENVIRONMENT                            | 
   |____________________________________ ________ ________ ________ ________| 
   | IBM Organization                   |    2   |    3   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Articulate IBM                     |    2   |    3   |    3   |        | 
   | Offerings/Technology               |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand WW CRM Processes        |    1   |    2   |    2   |        | 
   |____________________________________|________|________|________|________| 
   | Understand WW CRM Opportunity      |    3   |    3   |    4   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand Relationship Plan       |    1   |    2   |    2   |        | 
   |____________________________________|________|________|________|________| 
   | Understand WW CRM Request          |    3   |    4   |    4   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                       PRODUCT/TECHNOLOGY/SERVICES                      | 
   |________________________________________________________________________| 
   | You should select/assign to your job role the appropriate              | 
   | product/brand templates.                                               | 
   |________________________________________________________________________| 
   |                                PERSONAL                                | 
   |____________________________________ ________ ________ ________ ________| 
   | Leadership                         |    2   |    2   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Coaching                           |    1   |    2   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Foster Teamwork/Enable Teams       |    2   |    3   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Mentoring                          |    2   |    3   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Interpersonal Communication        |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Negotiation                        |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Problem Solving, Decision-Making   |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Quality/Problem Prevention         |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Perform Time Management            |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 

    _________________________________________ ______________________________  
   |                                         |     Profession Discipline    | 
   |                                         |  Positions, with Associated  | 
   | DIRECT MARKETING STRATEGIST SKILLS      |         Skill Levels         | 
   |                                         |_________ __________ _________| 
   |                                         |   DMSt  |  DMSt Sr |   Key   | 
   |                                         |   Adv   |          |  Skill  | 
   |_________________________________________|_________|__________|_________| 
   |                           CLIENT ENVIRONMENT                           | 
   |_________________________________________ _________ __________ _________| 
   | Client Relationships                    |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Client Strategy & Planning              |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   |                             BUSINESS ACUMEN                            | 
   |_________________________________________ _________ __________ _________| 
   | Market Management                       |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Perform Primary Research                |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Perform Secondary Research              |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Perform Marketplace Situation Analysis  |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Perform Analytics to Gain Marketing     |    2    |     2    |         | 
   | Intelligence                            |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Analyze & Interpret Marketing           |    3    |     3    |         | 
   | Information/Data                        |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Synthesize Marketing Information/Data   |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Segment Business Plan        |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Solution Marketing Plan      |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Apply Basic Financial Concepts          |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Provide Investment Advice               |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Customer Satisfaction Management        |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Consulting Methods                      |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Message Management                      |    4    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Use Market Research & DB Info-Message   |    3    |     4    |         | 
   | Strategy                                |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Analyze Message & Message Plan Results  |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Develop Message Data Strategy           |    2    |     2    |         | 
   |_________________________________________|_________|__________|_________| 
   | Use Message Management Tools            |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Message Template             |    4    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Track & Measure Marketplace Changes     |    2    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Message Plan                 |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Select Among Media Alternatives-Message |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Message Creation & Delivery  |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Develop Marketing Messages              |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Ensure IBM Communication Compliance     |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Copy & Visual Point Analysis |    3    |     4    |         | 
   | Issues                                  |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Develop Contextual Design               |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Select Among Message Alternatives       |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Design Market Test-Message              |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Use Non-Verbal Communication Technique  |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Translate Concept/Idea Into Visual Form |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Response Plan                |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Information Fulfillment      |    3    |     3    |         | 
   | Process                                 |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Direct Marketing             |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand DB Marketing                 |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   |                                INDUSTRY                                | 
   |________________________________________________________________________| 
   | You should select/assign to your job role the appropriate industry     | 
   | customer classification templates, and the appropriate industry        | 
   | solution templates.                                                    | 
   |________________________________________________________________________| 
   |                             IBM ENVIRONMENT                            | 
   |_________________________________________ _________ __________ _________| 
   | IBM Organization                        |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Articulate IBM Offerings/Technology     |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Processes             |    2    |     2    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Skills Management     |    3    |     3    |         | 
   | Process                                 |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Offerings Information |    3    |     4    |         | 
   | Process                                 |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Information           |    2    |     3    |         | 
   | Management Process                      |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Opportunity           |    3    |     3    |         | 
   | Management Process                      |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Relationship          |    3    |     4    |         | 
   | Management Process                      |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Relationship Plan            |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Supplier Management   |    3    |     3    |         | 
   | Process                                 |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Request Management    |    3    |     3    |         | 
   | Process                                 |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   |                           PROJECT MANAGEMENT                           | 
   |_________________________________________ _________ __________ _________| 
   | Initiate Projects                       |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Manage Project Resource Requirements    |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Manage Contracted Resource & Services   |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Apply Project Management Techniques     |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   |                       PRODUCT/TECHNOLOGY/SERVICES                      | 
   |________________________________________________________________________| 
   | You should select/assign to your job role the appropriate              | 
   | product/brand templates.                                               | 
   |________________________________________________________________________| 
   |                                PERSONAL                                | 
   |_________________________________________ _________ __________ _________| 
   | Leadership                              |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Coaching                                |    2    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Foster Teamwork/Enable Teams            |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Mentoring                               |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Creativity/Breakthru Thinking           |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Interpersonal Communication             |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Negotiation                             |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Problem Solving, Decision-Making        |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Risk Awareness/Taking                   |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Quality/Problem Prevention              |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 

    _________________________________________ ______________________________  
   |                                         |     Profession Discipline    | 
   |                                         |  Positions, with Associated  | 
   | DIRECT MARKETING MANAGER SKILLS         |         Skill Levels         | 
   |                                         |_________ __________ _________| 
   |                                         |  DM Mgr |   Sr DM  |   Key   | 
   |                                         |         |    Mgr   |  Skill  | 
   |_________________________________________|_________|__________|_________| 
   |                           CLIENT ENVIRONMENT                           | 
   |_________________________________________ _________ __________ _________| 
   | Client Relationships                    |    5    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Client Strategy & Planning              |    4    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   |                             BUSINESS ACUMEN                            | 
   |_________________________________________ _________ __________ _________| 
   | Market Management                       |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Perform Primary Research                |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Perform Secondary Research              |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Perform Marketplace Situation Analysis  |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Perform Analytics to Gain Marketing     |    2    |     2    |         | 
   | Intelligence                            |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Analyze & Interpret Marketing           |    4    |     4    |         | 
   | Information/Data                        |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Synthesize Marketing Information/Data   |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Segment Business Plan        |    5    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Solution Marketing Plan      |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Apply Basic Financial Concepts          |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Provide Investment Advice               |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Customer Satisfaction Management        |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Consulting Methods                      |    4    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Value-Add Selling                       |    4    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Message Management                      |    5    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Use Market Research & DB Info-Message   |    4    |     4    |         | 
   | Strategy                                |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Analyze Message & Message Plan Results  |    5    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Develop Message Data Strategy           |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Use Message Management Tools            |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Message Template             |    5    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Track & Measure Marketplace Changes     |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Message Plan                 |    5    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Select Among Media Alternatives-Message |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Message Creation & Delivery  |    5    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Develop Marketing Messages              |    5    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Ensure IBM Communication Compliance     |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Copy & Visual Point Analysis |    4    |     4    |         | 
   | Issues                                  |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Develop Contextual Design               |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Select Among Message Alternatives       |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Design Market Test-Message              |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Use Non-Verbal Communication Technique  |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Translate Concept/Idea Into Visual Form |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Response Plan                |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Information Fulfillment      |    3    |     3    |         | 
   | Process                                 |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Direct Marketing             |    5    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand DB Marketing                 |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   |                                INDUSTRY                                | 
   |________________________________________________________________________| 
   | You should select/assign to your job role the appropriate industry     | 
   | customer classification templates and the appropriate industry         | 
   | solution templates.                                                    | 
   |________________________________________________________________________| 
   |                             IBM ENVIRONMENT                            | 
   |_________________________________________ _________ __________ _________| 
   | IBM Organization                        |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | IBM Vision/Mission/Strategy             |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Articulate IBM Offerings/Technology     |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | IBM Management System                   |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Processes             |    2    |     2    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Skills Management     |    3    |     3    |         | 
   | Process                                 |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Offerings Information |    4    |     4    |         | 
   | Process                                 |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Information           |    3    |     3    |         | 
   | Management Process                      |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Opportunity           |    3    |     3    |         | 
   | Management Process                      |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Relationship          |    4    |     4    |         | 
   | Management Process                      |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Relationship Plan            |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Supplier Management   |    3    |     3    |         | 
   | Process                                 |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Request Management    |    3    |     3    |         | 
   | Process                                 |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   |                           PROJECT MANAGEMENT                           | 
   |_________________________________________ _________ __________ _________| 
   | Initiate Projects                       |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Manage Project Resource Requirements    |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Manage Contracted Resource & Services   |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Apply Project Management Techniques     |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   |                       PRODUCT/TECHNOLOGY/SERVICES                      | 
   |________________________________________________________________________| 
   | You should select/assign to your job role the appropriate              | 
   | product/brand templates.                                               | 
   |________________________________________________________________________| 
   |                                PERSONAL                                | 
   |_________________________________________ _________ __________ _________| 
   | Leadership                              |    5    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Coaching                                |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Foster Teamwork/Enable Teams            |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Mentoring                               |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Creativity/Breakthru Thinking           |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Interpersonal Communication             |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Negotiation                             |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Problem Solving, Decision-Making        |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Risk Awareness/Taking                   |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Quality/Problem Prevention              |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 

Subtopics:


2.7.8.1 Direct Marketing Specialty Skills Templates


Note: SKILLS V2 refers to these templates as 'Discipline' Templates.
When SKILLS V3 is available, they will be renamed to 'Specialty' Templates.

Direct Marketing Specialty Skills Templates have been created to support specialized skills. These specialty templates may include additional skills, or may simply require a proficiency level that is higher or lower than a skill within the job role template. A Direct Marketing Specialist will be directed to select one or more Direct Marketing Specialty Skills Templates, in addition to their Profession Discipline/Job Role Skills Template, to better reflect his/her responsibilities. A Direct Marketing Strategist and Direct Marketing Manager will have the option to select one or more Direct Marketing Specialty Skills Templates. (In smaller Direct Marketing organizations, it is feasible that a Direct Marketing Strategist may also have the job responsibilities of the Direct Marketing Specialist).


   The Direct Marketing Specialties are as follows: 

(sub-bullets reflect general responsibilities within a specialty, not specific skills)


   The Direct Marketing Specialty Skills Templates are as follows: 

    ____________________________________ ___________________________________  
   |                                    |            Skill Levels           | 
   | DIRECT MARKETING SPECIALTY         |________ ________ ________ ________| 
   |  - CATALOG MANAGEMENT              | (Base) |   Adv  |   Sr   |   Key  | 
   |                                    |        |        |        |  Skill | 
   |____________________________________|________|________|________|________| 
   |                           CLIENT ENVIRONMENT                           | 
   |____________________________________ ________ ________ ________ ________| 
   | Client Relationships               |    2   |    3   |    4   |        | 
   |____________________________________|________|________|________|________| 
   |                             BUSINESS ACUMEN                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Apply Basic Financial Concepts     |    2   |    3   |   3    |        | 
   |____________________________________|________|________|________|________| 
   | Use Message Management Tools       |    2   |    3   |   3    |        | 
   |____________________________________|________|________|________|________| 
   | Understand Message Template        |    2   |    3   |   3    |        | 
   |____________________________________|________|________|________|________| 
   | Understand Message Plan            |    2   |    3   |   3    |        | 
   |____________________________________|________|________|________|________| 
   | Select Among Media                 |    3   |    4   |   4    |        | 
   | Alternatives-Message               |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand Message Creation &      |    3   |    4   |   4    |        | 
   | Delivery                           |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Develop Marketing Messages         |    2   |    3   |   3    |        | 
   |____________________________________|________|________|________|________| 
   | Use Copywriting Techniques         |    3   |    4   |   4    |        | 
   |____________________________________|________|________|________|________| 
   | Ensure IBM Communication           |    3   |    4   |   4    |        | 
   | Compliance                         |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand Copy & Visual Point     |    3   |    4   |    4   |        | 
   | Analysis Issues                    |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Develop Contextual Design          |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Use Non-Verbal Communication       |    3   |    4   |    5   |        | 
   | Technique                          |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Translate Concept/Idea Into Visual |    3   |    4   |    5   |        | 
   | Form                               |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                             IBM ENVIRONMENT                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Understand WW CRM Skills           |    2   |    3   |    3   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand WW CRM Offerings        |    3   |    3   |    4   |        | 
   | Information Process                |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand WW CRM Supplier         |    2   |    3   |    3   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                           PROJECT MANAGEMENT                           | 
   |____________________________________ ________ ________ ________ ________| 
   | Track & Report Status              |    2   |    3   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Record Project Resource & Schedule |    3   |    4   |    4   |        | 
   | Data                               |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Manage Project Resource            |    3   |    4   |    4   |        | 
   | Requirements                       |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Manage Project Change              |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Manage Contracted Resource &       |    3   |    4   |    4   |        | 
   | Services                           |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Apply Project Management           |    2   |    3   |    3   |        | 
   | Techniques                         |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                                PERSONAL                                | 
   |____________________________________ ________ ________ ________ ________| 
   | Creativity/Breakthru Thinking      |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 

    ____________________________________ ___________________________________  
   |                                    |            Skill Levels           | 
   | DIRECT MARKETING SPECIALTY         |________ ________ ________ ________| 
   |  - CREATIVE CONCEPT & DESIGN       | (Base) |   Adv  |   Sr   |   Key  | 
   |                                    |        |        |        |  Skill | 
   |____________________________________|________|________|________|________| 
   |                           CLIENT ENVIRONMENT                           | 
   |____________________________________ ________ ________ ________ ________| 
   | Client Relationships               |    2   |    3   |    3   |        | 
   |____________________________________|________|________|________|________| 
   |                             BUSINESS ACUMEN                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Apply Basic Financial Concepts     |    2   |    3   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Use Message Management Tools       |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Understand Message Template        |    3   |    3   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Understand Message Plan            |    3   |    3   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Select Among Media                 |    3   |    4   |    4   |        | 
   | Alternatives-Message               |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand Message Creation &      |    3   |    4   |    4   |        | 
   | Delivery                           |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Develop Marketing Messages         |    2   |    3   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Use Copywriting Techniques         |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Ensure IBM Communication           |    3   |    4   |    4   |        | 
   | Compliance                         |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand Copy & Visual Point     |    3   |    4   |    4   |        | 
   | Analysis Issues                    |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Develop Contextual Design          |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Use Non-Verbal Communication       |    3   |    4   |    5   |        | 
   | Technique                          |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Translate Concept/Idea Into Visual |    3   |    4   |    5   |        | 
   | Form                               |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                             IBM ENVIRONMENT                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Understand WW CRM Skills           |    2   |    3   |    3   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand WW CRM Offerings        |    3   |    3   |    3   |        | 
   | Information Process                |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand WW CRM Supplier         |    2   |    3   |    3   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                           PROJECT MANAGEMENT                           | 
   |____________________________________ ________ ________ ________ ________| 
   | Track & Report Status              |    2   |    3   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Record Project Resource & Schedule |    3   |    4   |    4   |        | 
   | Data                               |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Manage Project Resource            |    3   |    4   |    4   |        | 
   | Requirements                       |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Manage Project Change              |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Manage Contracted Resource &       |    3   |    4   |    4   |        | 
   | Services                           |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Apply Project Management           |    2   |    3   |    3   |        | 
   | Techniques                         |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                                PERSONAL                                | 
   |____________________________________ ________ ________ ________ ________| 
   | Creativity/Breakthru Thinking      |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 

    ____________________________________ ___________________________________  
   |                                    |            Skill Levels           | 
   | DIRECT MARKETING SPECIALTY         |________ ________ ________ ________| 
   |  - PROJECT MANAGEMENT              | (Base) |   Adv  |   Sr   |   Key  | 
   |                                    |        |        |        |  Skill | 
   |____________________________________|________|________|________|________| 
   |                           CLIENT ENVIRONMENT                           | 
   |____________________________________ ________ ________ ________ ________| 
   | Client Relationships               |    2   |    3   |    3   |        | 
   |____________________________________|________|________|________|________| 
   |                             BUSINESS ACUMEN                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Apply Basic Financial Concepts     |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Track Message & Message Plan       |    3   |    4   |    4   |        | 
   | Results                            |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Use DB Applications &              |    2   |    3   |    4   |        | 
   | Tools-Message Plans                |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Use Message Management Tools       |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Understand Message Template        |    1   |    2   |    2   |        | 
   |____________________________________|________|________|________|________| 
   | Understand Message Plan            |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Understand Message Creation &      |    2   |    3   |    3   |        | 
   | Delivery                           |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                             IBM ENVIRONMENT                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Understand WW CRM Skills           |    1   |    2   |    2   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand WW CRM Offerings        |    2   |    3   |    3   |        | 
   | Information Process                |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand WW CRM Supplier         |    2   |    3   |    3   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                           PROJECT MANAGEMENT                           | 
   |____________________________________ ________ ________ ________ ________| 
   | Initiate Projects                  |    2   |    3   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Develop Project Cost Structures    |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Define/Estimate Work Tasks         |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Use Estimating Planning Tools      |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Develop Project Plans              |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Project Track/Report/Deliver       |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Track & Report Status              |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Record Project Resource & Schedule |    3   |    4   |    4   |        | 
   | Data                               |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Manage Project Resource            |    3   |    4   |    4   |        | 
   | Requirements                       |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Manage Project Risk                |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Manage Project Change              |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Manage Contracted Resource &       |    3   |    4   |    4   |        | 
   | Services                           |        |        |        |        | 
   |____________________________________|________|________|________|________| 

    ____________________________________ ___________________________________  
   |                                    |            Skill Levels           | 
   | DIRECT MARKETING SPECIALTY         |________ ________ ________ ________| 
   |  - PRODUCTION & PRINTING           | (Base) |   Adv  |   Sr   |   Key  | 
   |                                    |        |        |        |  Skill | 
   |____________________________________|________|________|________|________| 
   |                             BUSINESS ACUMEN                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Apply Basic Financial Concepts     |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Use Message Management Tools       |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Understand Message Plan            |    1   |    2   |    2   |        | 
   |____________________________________|________|________|________|________| 
   | Understand Message Creation &      |    1   |    2   |    2   |        | 
   | Delivery                           |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Ensure IBM Communication           |    1   |    2   |    2   |        | 
   | Compliance                         |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                             IBM ENVIRONMENT                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Understand WW CRM Skills           |    2   |    3   |    3   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand WW CRM Offerings        |    2   |    3   |    3   |        | 
   | Information Process                |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand WW CRM Supplier         |    2   |    3   |    3   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                           PROJECT MANAGEMENT                           | 
   |____________________________________ ________ ________ ________ ________| 
   | Track & Report Status              |    2   |    3   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Record Project Resource & Schedule |    3   |    4   |    4   |        | 
   | Data                               |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Manage Project Resource            |    3   |    4   |    4   |        | 
   | Requirements                       |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Manage Project Change              |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Manage Contracted Resource &       |    3   |    4   |    4   |        | 
   | Services                           |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Coordinate Project Facilities      |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Apply Project Management           |    2   |    3   |    4   |        | 
   | Techniques                         |        |        |        |        | 
   |____________________________________|________|________|________|________| 

    ____________________________________ ___________________________________  
   |                                    |            Skill Levels           | 
   | DIRECT MARKETING SPECIALTY         |________ ________ ________ ________| 
   |  - LITERATURE FULFILLMENT          | (Base) |   Adv  |   Sr   |   Key  | 
   |                                    |        |        |        |  Skill | 
   |____________________________________|________|________|________|________| 
   |                             BUSINESS ACUMEN                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Apply Basic Financial Concepts     |    2   |    3   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Use DB Applications &              |    2   |    3   |    3   |        | 
   | Tools-Message Plans                |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand Information Fulfillment |    3   |    4   |    4   |        | 
   | Process                            |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                             IBM ENVIRONMENT                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Understand WW CRM Offerings        |    2   |    3   |    3   |        | 
   | Information Process                |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand WW CRM Supplier         |    3   |    4   |    4   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                           PROJECT MANAGEMENT                           | 
   |____________________________________ ________ ________ ________ ________| 
   | Manage Contracted Resource &       |    3   |    4   |    4   |        | 
   | Services                           |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Coordinate Project Facilities      |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Apply Project Management           |    2   |    3   |    3   |        | 
   | Techniques                         |        |        |        |        | 
   |____________________________________|________|________|________|________| 

    ____________________________________ ___________________________________  
   |                                    |            Skill Levels           | 
   | DIRECT MARKETING SPECIALTY         |________ ________ ________ ________| 
   |  - OPPORTUNITY (LEAD) MANAGEMENT   | (Base) |   Adv  |   Sr   |   Key  | 
   |                                    |        |        |        |  Skill | 
   |____________________________________|________|________|________|________| 
   |                           CLIENT ENVIRONMENT                           | 
   |____________________________________ ________ ________ ________ ________| 
   | Client Relationships               |    2   |    3   |    4   |        | 
   |____________________________________|________|________|________|________| 
   |                             BUSINESS ACUMEN                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Use DB Applications &              |    2   |    3   |    3   |        | 
   | Tools-Message Plans                |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Use Message Management Tools       |    2   |    3   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Understand Message Plan            |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Understand Response Plan           |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   |                             IBM ENVIRONMENT                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Understand WW CRM Opportunity      |    3   |    4   |    4   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand Relationship Plan       |    3   |    3   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Understand WW CRM Request          |    3   |    4   |    5   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                           PROJECT MANAGEMENT                           | 
   |____________________________________ ________ ________ ________ ________| 
   | Apply Project Management           |    2   |    3   |    3   |        | 
   | Techniques                         |        |        |        |        | 
   |____________________________________|________|________|________|________| 

2.7.9 Professional Development


Many forms of education exist that can help to increase skill proficiency levels, including:

For an overview of the Worldwide Professions and links to the Common Skills Categories and Professions Roadmaps, refer to the Education Roadmap page of the IEC Course Catalog at http://w3.lahulpe.ibm.com/roadmap/index.htm.

In support of the Worldwide CRM Message Management Process, additional skills were created and integrated into the Direct Marketing profession discipline skills templates. Skills development roadmaps and activities are also being developed to support the new and revised skills templates. These roadmaps will be published in the Direct Marketing/Database Marketing Profession & Skills Development Reference Guide.


2.7.10 Direct Marketing Position Descriptions


The following position descriptions describe the basic work of each of the positions within the Marketing Profession. Formal descriptions which may contain legally mandated language necessary for classifying employees in a geography should be obtained through the approved on-line job library, if available in the geography, or by contacting the appropriate H.R. personnel within the geography.

Subtopics:


2.7.10.1 Position Title: Direct Marketing Specialist


Position Concept:

The Direct Marketing Specialist works closely with Direct Marketing Strategists/Managers and other direct marketing/database marketing professionals, and assists in implementing message plans that support client/sponsor segment business plans (market or brand). The Direct Marketing Specialist is usually assigned to a team and is guided by senior team members and management. The Direct Marketing Specialist focuses on developing direct marketing skills and professional effectiveness. Work is reviewed with peers and management for developmental purposes. The Direct Marketing Specialist is proficient in at least one direct marketing discipline, which includes, but is not limited to, catalog management, project management, creative concept and design, print production, literature fulfillment, and/or opportunity management. All activities support the Message Management process (delivery of marketing messages to customers), and associated processes within Customer Relationship Management (CRM).

Skills

Contribution/Leadership

Impact on Business/Scope


2.7.10.2 Position Title: Direct Marketing Specialist-Advisory


Position Concept:

The Direct Marketing Specialist-Advisory works closely with Direct Marketing Strategists/Managers and other direct marketing/database marketing professionals to develop and implement message plans that support client/ sponsor segment business plans (market or brand). The Direct Marketing Specialist-Advisory works independently as a productive member of a team or leader of a small team. The Direct Marketing Specialist-Advisory develops leadership skills and uses analytical skills and business/ professional knowledge to generate solutions (e.g., quality deliverables), and achieve the agreed upon objectives of a segment message plan or direct marketing project. The Direct Marketing Specialist-Advisory demonstrates proficiency in one more direct marketing disciplines, which include, but are not limited to catalog management, project management, creative concept and design, print production, literature fulfillment, and/or opportunity management. All activities support the Message Management process (delivery of marketing messages to customers), and associated processes within Customer Relationship Management (CRM).

Skills

Contribution/Leadership

Impact on Business/Scope


2.7.10.3 Position Title: Direct Marketing Specialist-Senior


Position Concept:

The Direct Marketing Specialist-Senior works closely with Direct Marketing Strategists/Managers and other direct marketing/database marketing professionals to develop and implement message plans that support complex client/sponsor segment business plans (market or brand). The Direct Marketing Specialist-Senior is self-directed, perceived as a leader, provides advice and guidance to other professionals, and is often assigned as a team leader or to a special project. The Direct Marketing Specialist-Senior drives the implementation of segment message plans and achievement of the agreed upon objectives of a segment message plan or direct marketing project. The Direct Marketing Specialist-Senior demonstrates comprehensive knowledge in one or marketing disciplines, which include, but are not limited to, catalog management, project management, creative concept and design, print production, literature fulfillment, and/or opportunity management. The Direct Marketing Specialist-Senior influences others in the effective implementation of the Message Management process (delivery of marketing messages to customers), and associated processes within Customer Relationship Management (CRM).

In addition to the attributes of the Direct Marketing Specialist-Advisory, the Direct Marketing Specialist-Senior has responsibility to act as a mentor to at least one less-experienced Direct Marketing Specialist.

Skills

Contribution/Leadership

Impact on Business/Scope


2.7.10.4 Position Title: Direct Marketing Strategist-Advisory


Position Concept:

The Direct Marketing Strategist-Advisory is responsible for creating segment message strategies/plans that support client/sponsor segment business plans (market or brand). The Direct Marketing Strategist-Advisory works independently as a productive member of a team, or leader of a small team. The Direct Marketing Strategist-Advisory develops leadership skills and uses analytical skills, creativity, and business/professional knowledge to generate strategies and solutions. The Direct Marketing Strategist-Advisory demonstrates proficiency in strategy and planning activities, including translating market or brand strategies into messages and deliverables for products, services and/or solutions for the purpose of generating transaction opportunities, building customer loyalty, and/or maintaining customer relationships. Activities include the selection and use of multiple direct marketing techniques, (e.g., catalog, direct mail, telemarketing), and the use of data analytics to understand customer purchase behavior and target opportunities. All activities support the Message Management process (delivery of marketing messages to customers), and associated processes within Customer Relationship Management (CRM).

Skills

Contribution/Leadership

Impact on Business/Scope


2.7.10.5 Position Title: Direct Marketing Strategist-Senior


Position Concept:

The Direct Marketing Strategist-Senior is responsible for creating segment message strategies/plans that support complex client/sponsor segment business plans (market or brand). The Direct Marketing Strategist-Senior is self-directed, perceived as a leader, provides advice and guidance to other professionals, and is often assigned as a team leader or to a special project. The Direct Marketing Strategist-Senior demonstrates comprehensive knowledge in all strategy and planning activities, including translating market or brand strategies into messages and deliverables for products, services and/or solutions for the purpose of generating transaction opportunities, building customer loyalty, and/or maintaining customer relationships. The Direct Marketing Strategist-Senior drives the selection and effective use of direct marketing techniques (e.g., catalog, direct mail, telemarketing), and the use of data analytics to understand customer purchase behavior and target opportunities. The Direct Marketing Strategist-Senior influences others in the effective implementation of the Message Management process (delivery of marketing messages to customers), and associated processes within Customer Relationship Management (CRM).

In addition to the attributes of the Direct Marketing Strategist-Advisory, the Direct Marketing Strategist-Senior has responsibility to act as a mentor to at least one less-experienced Direct Marketing Strategist or Specialist.

Skills

Contribution/Leadership

Impact on Business/Scope


2.7.10.6 Position Title: Direct Marketing Manager


Position Concept:

The Direct Marketing Manager leads a direct marketing team or manages a unit/department focused on building and implementing message strategies/plans that support client/sponsor segment business plans (market or brand). The Direct Marketing Manager is guided by worldwide direct marketing strategies, has latitude to set priorities and determine resources, and has a breadth of business and direct marketing knowledge. The Direct Marketing Manager is recognized as an expert in translating market or brand strategies into messages and deliverables for products, services, and/or solutions. The Direct Marketing Manager has experience in all facets of strategy/planning, development and implementation of segment message plans, including the use of analytics to profile customer purchase behavior and target opportunities. The Direct Marketing Manager is responsible for the client/sponsor relationship and satisfaction, and is accountable for all agreed upon objectives (e.g., revenue, expense budgets, schedules) with department executives and/or client/sponsors. The Direct Marketing Manager plays a leadership role in implementing the Message Management process (delivery of marketing messages to customers), Customer Relationship Management (CRM), and worldwide direct marketing initiatives.

In addition to the attributes of the Direct Marketing Specialist-Senior and the Direct Marketing Strategist-Senior, the Direct Marketing Manager has responsibility to act as a mentor to one or more direct marketing professionals.

Skills

Contribution/Leadership

Impact on Business/Scope


2.7.10.7 Position Title: Senior Direct Marketing Manager


Position Concept:

The Senior Direct Marketing Manager leads a large direct marketing team or manages a unit/department focused on building and implementing message strategies/plans that support multiple and/or complex client/sponsor segment business plans (market or brand). The Senior Direct Marketing Manager develops innovative direct marketing strategies, has input to policy-making, and is considered an expert and leader by other authorities inside and outside the company. The Senior Direct Marketing Manager is considered a person of vision, anticipates change, recognizes new trends in direct marketing/database marketing, and is the expert in translating market or brand strategies into messages and effective deliverables for products, services, and/or solutions. The Senior Direct Marketing Manager has expert knowledge and breadth of experience in all facets of planning/strategy, development and implementation of segment message plans, and drives the use of data analytics to profile customer purchase behavior and target opportunities. The Senior Direct Marketing Manager is responsible for one or more client/sponsor relationships and satisfaction, and is accountable for all agreed upon objectives, (e.g., expense budgets, schedules, revenue) with client/sponsors and/or department executives. The Senior Direct Marketing Manager is a unit/department/functional leader in implementing the Message Management process, (delivery of marketing messages to customers), Customer Relationship Management (CRM), and worldwide direct marketing initiatives.

The Senior Direct Marketing Manager has responsibility to act as a mentor to one or more direct marketing professionals, and to facilitate the use of a mentoring program within the unit/department.

Skills

Contribution/Leadership

Impact on Business/Scope


2.8 Chapter 11. Database Marketing Profession Discipline

Subtopics:


2.8.1 Database Marketing Profession Discipline Overview


Direct Marketing (DM) is one of six profession disciplines within the Marketing Profession.

The Direct Marketing profession discipline is a discipline family that includes the original Direct Marketing and Database Marketing Professions.

Direct Marketing is a structured approach to acquiring and cultivating lifetime customer relationships. Integrated and consistent messages focused on retaining or reactivating customers and acquiring new customers are developed and delivered over an extended period of time. Direct Marketing also supports the on-going development and maintenance of a marketing information database that is designed to provide a competitive advantage through the use of empirically-based and analytically-derived conclusions about the market and customers. As a discipline within the Marketing Profession, Direct Marketing is responsible for the strategy, planning, development and implementation of a message and data plan that supports a brand and/or customer set business unit's marketing plan.

Although both Direct Marketing and Database Marketing are described in this overview section, the remainder of this document will focus on Database Marketing. Refer to Chapter 10, "Direct Marketing Profession Discipline" in topic 2.7 for the career path for Direct Marketing.

DATABASE MARKETING:

Professionals who specialize in database marketing develop and maintain operational and analytical market information databases that support creative and innovative direct marketing programs, as well as provide a competitive advantage for brand and/or customer set business units. Database marketing is designed to develop empirically-based and analytically-derived conclusions about the market and customers. Analytic capabilities such as modeling, RFM (receny, frequency methodology) scoring, and sophisticated reporting are used to link multiple sources of information related to the customer for the purpose of understanding customer purchase behavior, improving market segmentation, and delivering the right market messages to the right customer at the right time.

Direct Marketing professionals who specialize in database marketing generally begin their career as a Database Marketing Specialist. Database Marketing Specialists are focused on development and implementation activities associated with brand and/or customer set data plans. They are proficient in the use of message, contact database, and/or decision support tools. Daily activities may include, but are not limited to, data acquisition and integration, end user support services, data maintenance and preparation, measurements and reporting, list preparation, decision support services, and business process support. With experience, a Database Marketing Specialist may become a Database Marketing Strategist. The Database Marketing Strategist is responsible for the strategy and planning of data plans that support brand and/or customer set business plans. The Database Marketing Manager is an expert in database marketing techniques and plays a leadership role in the strategy, planning, development and implementation of data plans that support a large or multiple brand and/or customer set business units. A Database Marketing Manager typically leads a team/project or is a manager of people.

The following positions are defined for those who specialize in database marketing within the Direct Marketing profession discipline:

Development and Implementation

Strategy and Planning

Strategy, Planning, Development and Implementation

The Database Marketing Manager and Senior Database Marketing Manager positions are intended for non-manager employees who have successfully completed the Database Marketing certification program and for managers with people management responsibilities. Managers with people management responsibilities also have the option to complete the Database Marketing certification program.

When a non-manager employee is approved for certification by a certification review board, he/she is expected to perform the job role responsibilities of the Database Marketing Manager or Senior Database Marketing Manager. Non-manager employees should not be promoted to Database Marketing Manager or Senior Database Marketing Manager until they have completed the certification process.

DIRECT MARKETING:

Professionals who specialize in Direct Marketing, i.e., demand generation, assist brand and/or customer set business units in translating marketing strategies into effective direct marketing campaigns, programs and tactics that are designed to create demand, i.e., measurable responses and opportunities for sales channels. Direct Marketing professionals create demand by orchestrating the delivery of effective messages and offers to the market through the use of cost-effective media alternatives, which include, but are not limited to, direct response advertising, mail, catalogs, telemarketing, telecoverage and interactive.

Direct Marketing professionals who specialize in demand generation generally begin their career as a Direct Marketing Specialist. Direct Marketing Specialists are focused on development and implementation activities associated with brand and/or customer set message plans. In addition to direct marketing skills, they must have an understanding of database marketing, project management, business planning, and customer satisfaction processes. Daily activities may include, but are not limited to catalog management, creative design, project management, print production, literature fulfillment, and opportunity (lead) management. With experience, a Direct Marketing Specialist may become a Direct Marketing Strategist. The Direct Marketing Strategist is responsible for the strategy and planning of messages that support brand and/or customer set business plans. The Direct Marketing Manager is an expert in direct marketing techniques and plays a leadership role in the strategy, planning, development and implementation of messages that support a large or multiple brand and/or customer set business units. A Direct Marketing Manager typically leads a team/project or is a manager of people.

The following positions are defined for the Direct Marketing profession discipline:

Development and Implementation

Strategy and Planning

Strategy, Planning, Development and Implementation

The Direct Marketing Manager and Senior Direct Marketing Manager positions are intended for non-manager employees who have successfully completed the Direct Marketing certification program, and for managers with people management responsibilities. Managers with people management responsibilities also have the option to complete the Direct Marketing certification program.

When a non-manager employee is approved for certification by a certification review board, he/she is expected to perform the job responsibilities of the Direct Marketing Manager or Senior Direct Marketing Manager. Non-manager employees should not be promoted to Direct Marketing Manager or Senior Direct Marketing Manager until they have completed the certification process.

Measurement of the Direct Marketing profession discipline will include qualified opportunities (leads), return on investment, revenue, expense management, business unit (internal client/sponsor) and customer (external) satisfaction.


2.8.2 Profession Discipline Structure


Figure 11-1 in topic 2.8.3 through Figure 11-3 in topic 2.8.3 summarize the requirements of each position of the profession discipline and the developmental requirements for progression within the profession discipline. Detailed position descriptions can be found in "Database Marketing Position Descriptions" in topic 2.8.10.

2.8.3 Characteristics of the Profession Discipline


Database marketing professionals have the following characteristics:

The Database Marketing Manager and Senior Database Marketing Manager have the following specific characteristics:

   PICTURE 13           

Figure 11-1. Database Marketing Profession Discipline Roadmap - #1

   PICTURE 14           

Figure 11-2. Database Marketing Profession Discipline Roadmap - #2

   PICTURE 15           

Figure 11-3. Database Marketing Profession Discipline Roadmap - #3


2.8.4 Potential Candidates


Database Marketing professionals may be sourced from current IBM employees who represent a wide array of backgrounds and experience; i.e., marketing, sales, I/T, technical services and/or project management. Employees in the Direct Marketing profession discipline may also be interested in pursuing a career in database marketing.

Database Marketing professionals may also be sourced from professional hires who have database marketing and/or direct marketing experience.

More information on movement from other professions is available in Database Marketing Career Possibilities.

Figure 11-4 illustrates the the possibilities for movement to and from the Database Marketing profession discipline.

   PICTURE 16           

Figure 11-4. Database Marketing Profession Discipline: Career Possibilities


2.8.5 Career Growth


The difference between a Database Marketing Specialist, Database Marketing Strategist and a Database Marketing Manager is a function of increasing skill, capability, experience, and responsibility.

The entry position to the profession is the Database Marketing Specialist who focuses on data plan development and implementation activities. Database Marketing Specialists can develop their career to advisory and senior or become a Database Marketing Strategist.

Database Marketing Strategists can occupy positions from the advisory to senior level. No entry position is available because some database marketing experiences is required before engaging with a segment/business unit (internal client/sponsor) in data planning and strategy activities. Additional positions exist beyond the Database Marketing Strategist-Senior level, but those are achieved only by successfully completing the Database Marketing certification process. This allows an employee with expert database marketing skills to advance through the profession.

The first step in the certification process is qualification, i.e attainment of the skills required for certification. Upon completion of the qualification process, the professional's manager should facilitate an individual development plan that includes mentoring activities and work experiences required by the certified position of Database Marketing Manager. Once the appropriate skill level and other criteria have been met, and a business need for a certified professional has been identified, the candidate may submit a nomination package for certification.


2.8.6 Certification Nomination Guide


The Worldwide Database Marketing Certification Nomination Guide contains the criteria, required documentation, and process for certification in the profession discipline.


2.8.7 Performance Elements


The database marketing professional is an individual who partners with other marketing/direct marketing professionals to generate demand, i.e., direct response or qualified opportunities (leads) and contributes to resulting revenue. A database marketing professional focuses on data accuracy, completeness and recency, return on investment, client/sponsor (internal) satisfaction and customer (external) satisfaction.


2.8.8 Database Marketing Profession Discipline Skills Profile


The skills required of a database marketing professional include generic professional skills such as client environment, business acumen, project management, personal leadership etc., as well as database marketing and direct marketing skills. The following charts summarize the skills required, within job levels, for a Database Marketing Specialist, Database Marketing Strategist and a Database Marketing Manager.

    ____________________________________ ___________________________________  
   |                                    |  Profession Discipline Positions, | 
   |                                    |    with Associated Skill Levels   | 
   | DATABASE MARKETING SPECIALIST      |________ ________ ________ ________| 
   | SKILLS                             |   DBM  |   DBM  |   DBM  |   Key  | 
   |                                    |  Spec  |  Spec  |  Spec  | Skills | 
   |                                    |        |   Adv  |   Sr   |        | 
   |____________________________________|________|________|________|________| 
   |                             BUSINESS ACUMEN                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Market Management                  |    1   |    2   |    2   |        | 
   |____________________________________|________|________|________|________| 
   | Understand Segment Business Plan   |    1   |    2   |    2   |        | 
   |____________________________________|________|________|________|________| 
   | Understand Solution Marketing Plan |    1   |    2   |    2   |        | 
   |____________________________________|________|________|________|________| 
   | Apply Basic Financial Concepts     |    1   |    2   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Customer Satisfaction Management   |    1   |    2   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Consulting Methods                 |    0   |    1   |    2   |        | 
   |____________________________________|________|________|________|________| 
   | Message Management                 |    2   |    3   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Develop Message Data Strategy      |    1   |    2   |    2   |        | 
   |____________________________________|________|________|________|________| 
   | Use DB Applications & Tools -      |    3   |    4   |    4   |        | 
   | Message Plans                      |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Use Message Management Tools       |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Understand Message Template        |    2   |    3   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Understand Message Plan            |    2   |    3   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Understand Message Creation &      |    1   |    2   |    2   |        | 
   | Delivery                           |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand Response Plan           |    2   |    3   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Manage Data Quality                |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Understand Direct Marketing        |    3   |    3   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Understand DB Mktg                 |    3   |    3   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Design Specifications for          |    1   |    2   |    3   |        | 
   | Marketing DB System                |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                                INDUSTRY                                | 
   |________________________________________________________________________| 
   | You should select/assign to your job role the appropriate industry     | 
   | customer classification templates and the appropriate industry         | 
   | solution templates.                                                    | 
   |________________________________________________________________________| 
   |                             IBM ENVIRONMENT                            | 
   |____________________________________ ________ ________ ________ ________| 
   | IBM Organization                   |    1   |    2   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Articulate IBM                     |    1   |    2   |    2   |        | 
   | Offerings/Technology               |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand WW CRM Processes        |    1   |    2   |    2   |        | 
   |____________________________________|________|________|________|________| 
   | Understand WW CRM Information      |    1   |    2   |    3   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                           PROJECT MANAGEMENT                           | 
   |____________________________________ ________ ________ ________ ________| 
   | Apply Project Management           |    2   |    3   |    4   |        | 
   | Techniques                         |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                       PRODUCT/TECHNOLOGY/SERVICES                      | 
   |________________________________________________________________________| 
   | You should select/assign to your job role the appropriate              | 
   | product/brand templates.                                               | 
   |________________________________________________________________________| 
   |                                PERSONAL                                | 
   |____________________________________ ________ ________ ________ ________| 
   | Leadership                         |    2   |    2   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Coaching                           |    0   |    2   |    3   |        | 
   |____________________________________|________|________|________|________| 
   | Foster Teamwork/Enable Teams       |    2   |    3   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Mentoring                          |    2   |    3   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Interpersonal Communication        |    3   |    3   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Negotiation                        |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Problem Solving, Decision-Making   |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Quality/Problem Prevention         |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 
   | Perform Time Management            |    3   |    4   |    4   |        | 
   |____________________________________|________|________|________|________| 

    _________________________________________ ______________________________  
   |                                         |     Profession Discipline    | 
   |                                         |  Positions, with Associated  | 
   |                                         |         Skill Levels         | 
   | DATABASE MARKETING STRATEGIST SKILLS    |_________ __________ _________| 
   |                                         |   DBM   |    DBM   |   Key   | 
   |                                         |  Strat  | Strat Sr |  Skill  | 
   |                                         |   Adv   |          |         | 
   |_________________________________________|_________|__________|_________| 
   |                           CLIENT ENVIRONMENT                           | 
   |_________________________________________ _________ __________ _________| 
   | Client Relationships                    |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Client Strategy & Planning              |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   |                             BUSINESS ACUMEN                            | 
   |_________________________________________ _________ __________ _________| 
   | Market Management                       |    2    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Perform Secondary Research              |    2    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Perform Marketplace Situation Analysis  |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Perform Analytics to Gain Marketing     |    3    |     4    |         | 
   | Intelligence                            |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Analyze & Interpret Marketing           |    4    |     5    |         | 
   | Information/Data                        |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Synthesize Marketing Information/Data   |    4    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Develop Statistical Query Programs -    |    3    |     4    |         | 
   | Analytics                               |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Segment Business Plan        |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Solution Marketing Plan      |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Apply Basic Financial Concepts          |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Provide Investment Advice               |    2    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Customer Satisfaction Management        |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Consulting Methods                      |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Message Management                      |    4    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Use Market Research & DB Info - Message |    2    |     3    |         | 
   | Strategy                                |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Analyze Message & Message Plan Results  |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Develop Message Data Strategy           |    4    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Use DB Applications & Tools - Message   |    4    |     4    |         | 
   | Plans                                   |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Use Message Management Tools            |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Message Template             |    4    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Track & Measure Marketplace Changes     |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Message Plan                 |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Message Creation & Delivery  |    2    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Ensure IBM Communication Compliance     |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Response Plan                |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Manage Data Quality                     |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Build & Implement Data Plans - Message  |    3    |     4    |         | 
   | Data Strategy                           |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Direct Marketing             |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand DB Mktg                      |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Design Specifications for Marketing DB  |    3    |     4    |         | 
   | System                                  |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Mailing List Strategies      |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   |                                INDUSTRY                                | 
   |________________________________________________________________________| 
   | You should select/assign to your job role the appropriate industry     | 
   | customer classification templates and the appropriate industry         | 
   | solution templates.                                                    | 
   |________________________________________________________________________| 
   |                             IBM ENVIRONMENT                            | 
   |_________________________________________ _________ __________ _________| 
   | IBM Organization                        |    2    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Articulate IBM Offerings/Technology     |    2    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Processes             |    2    |     2    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Skills Management     |    2    |     3    |         | 
   | Process                                 |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Information           |    3    |     3    |         | 
   | Management Process                      |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Relationship          |    2    |     3    |         | 
   | Management Process                      |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Relationship Plan            |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Supplier Management   |    2    |     3    |         | 
   | Process                                 |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Request Management    |    2    |     3    |         | 
   | Process                                 |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   |                           PROJECT MANAGEMENT                           | 
   |_________________________________________ _________ __________ _________| 
   | Initiate Projects                       |    2    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Manage Contracted Resource & Services   |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Apply Project Management Techniques     |    2    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   |                       PRODUCT/TECHNOLOGY/SERVICES                      | 
   |________________________________________________________________________| 
   | You should select/assign to your job role the appropriate              | 
   | product/brand templates.                                               | 
   |________________________________________________________________________| 
   |                                PERSONAL                                | 
   |_________________________________________ _________ __________ _________| 
   | Leadership                              |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Coaching                                |    2    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Foster Teamwork/Enable Teams            |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Mentoring                               |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Creativity/Breakthru Thinking           |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Interpersonal Communication             |    2    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Negotiation                             |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Problem Solving, Decision-Making        |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Risk Awareness/Taking                   |    2    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Quality/Problem Prevention              |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 

    _________________________________________ ______________________________  
   |                                         |     Profession Discipline    | 
   |                                         |  Positions, with Associated  | 
   | DATABASE MARKETING MANAGER SKILLS       |         Skill Levels         | 
   |                                         |_________ __________ _________| 
   |                                         |   DBM   |  Sr DBM  |   Key   | 
   |                                         |   Mgr.  |    Mgr   |  Skill  | 
   |_________________________________________|_________|__________|_________| 
   |                           CLIENT ENVIRONMENT                           | 
   |_________________________________________ _________ __________ _________| 
   | Client Relationships                    |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Client Strategy & Planning              |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   |                             BUSINESS ACUMEN                            | 
   |_________________________________________ _________ __________ _________| 
   | Market Management                       |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Perform Marketplace Situation Analysis  |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Perform Analytics to Gain Marketing     |    4    |     4    |         | 
   | Intelligence                            |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Analyze & Interpret Marketing           |    5    |     5    |         | 
   | Information/Data                        |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Synthesize Marketing Information/Data   |    5    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Segment Business Plan        |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Solution Marketing Plan      |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Apply Basic Financial Concepts          |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Provide Investment Advice               |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Customer Satisfaction Management        |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Consulting Methods                      |    4    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Value-Add Selling                       |    3    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Message Management                      |    5    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Use Market Research & DB Info - Message |    3    |     3    |         | 
   | Strategy                                |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Analyze Message & Message Plan Results  |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Develop Message Data Strategy           |    5    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Message Template             |    5    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Message Plan                 |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Message Creation & Delivery  |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Ensure IBM Communication Compliance     |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Response Plan                |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Manage Data Quality                     |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Build & Implement Data Plans - Message  |    5    |     5    |         | 
   | Data Strategy                           |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Direct Marketing             |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand DB Mktg                      |    5    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Design Specifications for Marketing DB  |    4    |     4    |         | 
   | System                                  |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Mailing List Strategies      |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   |                                INDUSTRY                                | 
   |________________________________________________________________________| 
   | As appropriate, you should select/assign the appropriate industry      | 
   | customer classification templates and the appropriate industry         | 
   | solution templates.                                                    | 
   |________________________________________________________________________| 
   |                             IBM ENVIRONMENT                            | 
   |_________________________________________ _________ __________ _________| 
   | IBM Organization                        |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | IBM Vision/Mission/Strategy             |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Articulate IBM Offerings/Technology     |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | IBM Management System                   |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Processes             |    2    |     2    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Skills Management     |    3    |     3    |         | 
   | Process                                 |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Information           |    4    |     4    |         | 
   | Management Process                      |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Relationship          |    3    |     3    |         | 
   | Management Process                      |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand Relationship Plan            |    3    |     3    |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Supplier Management   |    3    |     3    |         | 
   | Process                                 |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   | Understand WW CRM Request Management    |    3    |     3    |         | 
   | Process                                 |         |          |         | 
   |_________________________________________|_________|__________|_________| 
   |                           PROJECT MANAGEMENT                           | 
   |_________________________________________ _________ __________ _________| 
   | Initiate Projects                       |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Manage Project Resource Requirements    |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Manage Contracted Resource & Services   |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Apply Project Management Techniques     |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   |                       PRODUCT/TECHNOLOGY/SERVICES                      | 
   |________________________________________________________________________| 
   | You should select/assign the appropriate product/brand templates.      | 
   |________________________________________________________________________| 
   |                                PERSONAL                                | 
   |_________________________________________ _________ __________ _________| 
   | Leadership                              |    5    |     5    |         | 
   |_________________________________________|_________|__________|_________| 
   | Coaching                                |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Foster Teamwork/Enable Teams            |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Mentoring                               |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Creativity/Breakthru Thinking           |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Interpersonal Communication             |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Negotiation                             |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Problem Solving, Decision-Making        |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Risk Awareness/Taking                   |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 
   | Quality/Problem Prevention              |    4    |     4    |         | 
   |_________________________________________|_________|__________|_________| 

Subtopics:


2.8.8.1 Database Marketing Specialty Skills Templates


Note: SKILLS V2 refers to these templates as 'Discipline' Templates.
When SKILLS V3 is available, they will be renamed to 'Specialty' Templates.

Database Marketing Speciality Skills Templates have been created to support specialized skills. These specialty templates may include additional skills, or may simply require a proficiency level that is higher or lower than a skill within the job role template. A Database Marketing Specialist will be directed to select one or more Database Marketing Speciality Skills Templates, in addition to their Profession Discipline/Job Role Skills Template, to better reflect his/her responsibilities. A Database Marketing Strategist and Database Marketing Manager will have the option to select one or more Specialty Skills Templates. (In smaller Direct Marketing organizations, it is feasible that a Database Marketing Strategist may also have the job responsibilities of the Database Marketing Specialist).

The Database Marketing Specialties are as follows:
(sub-bullets reflect general responsibilities within a speciality, not specific skills)




   The Database Marketing Specialty Skills Templates are as follows: 

    ____________________________________ ___________________________________  
   |                                    |            Skill Levels           | 
   | DATABASE MARKETING SPECIALTY       |________ ________ ________ ________| 
   |  - ARCHITECTURE/INFRASTRUCTURE     | (Base) |   Adv  |   Sr   |   Key  | 
   |                                    |        |        |        |  Skill | 
   |____________________________________|________|________|________|________| 
   |                             BUSINESS ACUMEN                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Track Message & Message Plan       |    2   |    3   |    3   |        | 
   | Results                            |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Ensure IBM Communication           |    2   |    3   |    4   |        | 
   | Compliance                         |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand Information Fulfillment |    1   |    2   |    3   |        | 
   | Processes                          |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Build & Implement Data Plans -     |    2   |    3   |    4   |        | 
   | Message Data Strat                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                             IBM ENVIRONMENT                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Understand WW CRM Opportunity      |    2   |    3   |    4   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand WW CRM Relationship     |    2   |    3   |    4   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand WW CRM Supplier         |    1   |    2   |    3   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand WW CRM Request          |    2   |    3   |    4   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                           PROJECT MANAGEMENT                           | 
   |____________________________________ ________ ________ ________ ________| 
   | Manage Contracted Resource &       |   3    |   4    |    4   |        | 
   | Services                           |        |        |        |        | 
   |____________________________________|________|________|________|________| 

    ____________________________________ ___________________________________  
   |                                    |            Skill Levels           | 
   | DATABASE MARKETING SPECIALTY       |________ ________ ________ ________| 
   |  - DATA MANAGEMENT & OPERATIONS    | (Base) |   Adv  |   Sr   |   Key  | 
   |                                    |        |        |        |  Skill | 
   |____________________________________|________|________|________|________| 
   |                             BUSINESS ACUMEN                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Track Message & Message Plan       |    3   |    4   |    4   |        | 
   | Results                            |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand Information Fulfillment |    1   |    2   |    3   |        | 
   | Process                            |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                             IBM ENVIRONMENT                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Understand WW CRM Opportunity      |    2   |    2   |    3   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand WW CRM Request          |    2   |    2   |    3   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 

    ____________________________________ ___________________________________  
   |                                    |            Skill Levels           | 
   | DATABASE MARKETING SPECIALTY       |________ ________ ________ ________| 
   |  - DECISION SUPPORT                | (Base) |   Adv  |   Sr   |   Key  | 
   |                                    |        |        |        |  Skill | 
   |____________________________________|________|________|________|________| 
   |                             BUSINESS ACUMEN                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Perform Analytics to Gain          |    2   |    3   |    4   |        | 
   | Marketing Intelligence             |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Develop Statistical Query Programs |    2   |    3   |    4   |        | 
   | - Analytics                        |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                             IBM ENVIRONMENT                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Understand WW CRM Supplier         |    1   |    2   |    3   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                           PROJECT MANAGEMENT                           | 
   |____________________________________ ________ ________ ________ ________| 
   | Manage Contracted Resource &       |    2   |    3   |    4   |        | 
   | Services                           |        |        |        |        | 
   |____________________________________|________|________|________|________| 

    ____________________________________ ___________________________________  
   |                                    |            Skill Levels           | 
   | DATABASE MARKETING SPECIALTY       |________ ________ ________ ________| 
   |  - LIST SELECTION & MANAGEMENT     | (Base) |   Adv  |   Sr   |   Key  | 
   |                                    |        |        |        |  Skill | 
   |____________________________________|________|________|________|________| 
   |                             BUSINESS ACUMEN                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Ensure IBM Communication           |    3   |    3   |    4   |        | 
   | Compliance                         |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Build & Implement Data Plans -     |    2   |    3   |    4   |        | 
   | Message Data Strat                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   | Understand Mailing List Strategies |    3   |    3   |    4   |        | 
   |____________________________________|________|________|________|________| 
   |                             IBM ENVIRONMENT                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Understand WW CRM Supplier         |    1   |    2   |    3   |        | 
   | Management Process                 |        |        |        |        | 
   |____________________________________|________|________|________|________| 
   |                           PROJECT MANAGEMENT                           | 
   |____________________________________ ________ ________ ________ ________| 
   | Manage Contracted Resource &       |    2   |    3   |    4   |        | 
   | Services                           |        |        |        |        | 
   |____________________________________|________|________|________|________| 

2.8.9 Professional Development


Many forms of education exist that can help to increase skill proficiency levels, including:

For an overview of the Worldwide Professions and links to the Common Skills Categories and Professions Roadmaps, refer to the Education Roadmap page of the IEC Course Catalog at http://w3.lahulpe.ibm.com/roadmaps/index.html

In support of the Worldwide CRM Message Management Process, additional skills were created and integrated into the Direct Marketing profession discipline skills templates. Skills development roadmaps and activities are also being developed to support the new and revised skills templates. These roadmaps will be published in the Direct Marketing/Database Marketing Profession & Skills Development Reference Guide.


2.8.10 Database Marketing Position Descriptions


The following position descriptions describe the basic work of each of the positions within the Marketing Profession. Formal descriptions which may contain legally mandated language necessary for classifying employees in a geography should be obtained through the approved on-line job library, if available in the geography, or by contacting the appropriate H.R. personnel within the geography.

Subtopics:


2.8.10.1 Position Title: Database Marketing Specialist


Position Concept:

The Database Marketing Specialist works closely with Database Marketing Strategists/Managers and direct marketing professionals, and assists in implementing data plans that support client/sponsor segment message plans (market or brand). The Database Marketing Specialist is usually assigned to a team and is guided by senior team members and management. Work is reviewed with peers and management for developmental purposes. The Database Marketing Specialist focuses on developing database marketing skills and professional effectiveness. Primary activities include using message and contact database tools to support the enhancement of the marketing information database and implementation of segment data plans. The Database Marketing Specialist is proficient in at least one database marketing discipline, which includes, but is not limited to, database architecture/infrastructure, data operations, decision support, and/or list selection and management. All activities support the Message Management process (delivery of marketing messages to customers), and associated processes within Customer Relationship Management (CRM).

Skills

Contribution/Leadership

Impact on Business/Scope


2.8.10.2 Position Title: Database Marketing Specialist - Advisory


Position Concept:

The Database Marketing Specialist-Advisory works closely with Database Marketing Strategists/Managers and direct marketing professionals to develop and implement data plans that support client/sponsor segment message plans (market or brand). The Database Marketing Specialist-Advisory works independently as a productive member of a team, or leader of a small team. The Database Marketing Specialist-Advisory focuses on developing leadership skills, using analytical skills, enhancing the marketing information database, and developing/implementing segment data plans. The Database Marketing Specialist-Advisory demonstrates proficiency in one or more database marketing disciplines, which include, but are not limited to, database architecture/infrastructure, data operations, decision support, and/or list selection and management. All activities support the Message Management process (delivery of marketing messages to customers), and associated processes within Customer Relationship Management (CRM).

Skills

Contribution/Leadership

Impact on Business/Scope


2.8.10.3 Position Title: Database Marketing Specialist - Senior


Position Concept:

The Database Marketing Specialist-Senior works closely with Database Marketing Strategists/Managers and direct marketing professionals to develop and implement data plans that support complex client/sponsor segment message plans (market or brand). The Database Marketing Specialist-Senior is self-directed, perceived as a leader, provides advice and guidance to other professionals, and is often assigned as a team leader or to a special project. The Database Marketing Specialist-Senior drives the enhancement of the marketing information database, and development a implementation of segment data plans. The Database Marketing Specialist Senior demonstrates comprehensive knowledge in one or more database marketing disciplines, which include, but are not limited to, database architecture /infrastructure, data operations, decision support, and/or list selection and management. The Database Marketing Specialist-Senior influences others in the effective implementation of the Message Management process (delivery of marketing messages to customers), and associated processes within Customer Relationship Management (CRM).

In addition to the attributes of the Database Marketing Specialist-Advisory, the Database Marketing Specialist-Senior has responsibility to act as a mentor to at least one less-experienced Database Marketing Specialist.

Skills

Contribution/Leadership

Impact on Business/Scope


2.8.10.4 Position Title: Database Marketing Strategist - Advisory


Position Concept:

The Database Marketing Strategist-Advisory is responsible for creating data strategy/plans that support client/sponsor segment message plans (market or brand). The Database Marketing Strategist-Advisory works independently as a productive member of a team, or leader of a small team. The Database Marketing Strategist-Advisory focuses on developing leadership skills, and using analytical skills and business/professional knowledge to generate strategies and solutions. The Database Marketing Strategist-Advisory demonstrates proficiency in strategy and planning activities, including the use of marketing information and data analysis techniques to understand customer purchase behavior, target business opportunities, and to assist Direct Marketing Strategists/Managers in the development of segment message strategies and deliverables. The Database Marketing Strategist-Advisory determines the requirements for customer contact data, and ensures those requirements are met. All strategy and planning activities support the Message Management process (delivery of marketing messages to customers), and associated processes within Customer Relationship Management (CRM).

Skills

Contribution/Leadership

Impact on Business/Scope


2.8.10.5 Position Title: Database Marketing Strategist - Senior


Position Concept:

The Database Marketing Strategist-Senior is responsible for creating data strategy/plans that support complex client/sponsor segment message plans (market or brand). The Database Marketing Strategist-Senior is self-directed, perceived as a leader, provides advice and guidance to other professionals, and is often assigned as a team leader or to a special project. The Database Marketing Strategist-Senior demonstrates comprehensive knowledge in marketing information and data analysis techniques to understand customer purchase behavior, target business opportunities, and to support Direct Marketing Strategists/Managers in the development of segment message strategies and deliverables. The Database Marketing Strategist-Senior drives the requirements for customer contact data, defines objectives, and ensures those requirements and objectives are met. The Database Marketing Strategist-Senior influences others in the effective implementation of the Message Management process (delivery of marketing messages to customers), and associated processes within Customer Relationship Management (CRM).

In addition to the attributes of the Database Marketing Strategist-Advisory, the Database Marketing Strategist-Senior has responsibility to act as a mentor to at least one less-experienced Database Marketing Strategist or Specialist.

Skills

Contribution/Leadership

Impact on Business/Scope


2.8.10.6 Position Title: Database Marketing Manager


Position Concept:

The Database Marketing Manager leads a database marketing team or manages a unit/department focused on building and implementing data strategies/plans that support client/sponsor segment business and message plans (market or brand). The Database Marketing Manager is guided by worldwide database marketing strategies, has latitude to set priorities and determine resources, and has a breadth of business and database marketing knowledge. The Database Marketing Manager is recognized as an expert in the use of market information and data analysis techniques to profile customer purchase behavior and target business opportunities. The Database Marketing Manager partners with Direct Marketing Strategists/Managers to develop and implement segment message/ strategies. The Database Marketing Manger has experience in all facets of planning/strategy, development and implementation of message/ data plans, and is accountable for all agreed to objectives (e.g., expense budgets, data integrity, schedules) with Direct Marketing Strategists/ Managers and/or client/sponsors. The Database Marketing Manager plays a leadership role in implementing the Message Management process, (delivery of marketing messages to customers), Customer Relationship Management (CRM), and worldwide database marketing initiatives.

In addition to the attributes of the Database Marketing Specialist-Senior and the Database Marketing Strategist-Senior, the Database Marketing Manager has responsibility to act as a mentor to one or more database marketing professionals.

Skills

Contribution/Leadership

Impact on Business/Scope


2.8.10.7 Position Title: Senior Database Marketing Manager


Position Concept:

The Senior Database Marketing Manager leads a large database marketing team or manages a unit/department focused on building and implementing data strategies/plans that support multiple and/or complex client/sponsor segment business and message plans (market or brand). The Database Marketing Manager develops innovative database marketing/direct marketing strategies, has input to policy-making, and is considered an expert and leader by other authorities inside and outside the company. The Senior Database Marketing Manager is considered a person of vision, anticipates change, recognizes new trends in database marketing/direct marketing and is the expert in the use of marketing information and data analysis techniques to profile customer behavior and target business opportunities. The Senior Database Marketing Manager partners with Direct Marketing Strategists/Managers to develop and implement innovative segment message/data strategies. The Senior Database Marketing Manager has expert knowledge and breadth of experience in all facets of planning/ strategy, development and implementation of message/data plans, and is accountable for all agreed to objectives (e.g., expense budgets, data integrity, schedules) with Direct Marketing Strategists/Managers, client/ sponsors, and/or department executives. The Senior Database Marketing Manager is a unit/department/functional leader in implementing the Message Management process, (delivery of marketing messages to customers), Customer Relationship Management (CRM), and worldwide database marketing initiatives.

The Senior Database Marketing Manager has responsibility to act as a mentor to one or more database marketing professionals, and to facilitate the use of a mentoring program within the unit/department.

Skills

Contribution/Leadership

Impact on Business/Scope


3.0 Sales Professions

Subtopics:


3.1 Chapter 12. Client Relationship Profession

Subtopics:


3.1.1 Client Relationship Profession Overview


Understanding customers' values and needs and properly attending to their requirements, locally as well as globally, is extremely critical to success. The Client Relationship Professional is responsible for understanding business requirements and influencing the inner circle of top management.

The Client Relationship Professional is responsible for the overall Customer/IBM relationship and the execution of associated business strategies. He/she monitors key IBM activities within the client environment. He/she identifies and qualifies IBM opportunities, shares information with appropriate members of the extended team supporting the customer, gains customer commitment to solutions and ensures overall customer satisfaction.

The following positions are defined within the Client Relationship profession:

The major differences among these positions are experience, skill levels and business contribution.

The certified positions demand higher skill requirements and are differentiated primarily by the complexity of the client environment and the level of experience required to excel. The Consulting Client Representative position recognizes and leverages high-level industry and leadership skills.

There are three profession disciplines within the Client Relationship profession:

  1. Client Relationship Profession - I/T
  2. Client Relationship Profession - International
  3. Client Relationship Profession - Business Partner

A discipline is a specified area within the profession that focuses on a specialized business activity and the development of skills that support the role.

Client Relationship professionals work in industry specific areas and develop an extensive knowledge of the client's industry and the operation of the extended enterprise.

The Client Relationship Profession - I/T discipline focuses on the Information Technology in support of business and functional requirements within the client's extended enterprise. In this discipline, the Client Relationship Representative develops and maintains a working relationship with senior I/T executives and managers. This specialty requires in-depth skills in technology, industry solutions and/or services offerings.

The Client Relationship Profession - International discipline is designed to ensure focus on special requirements of global customers. In this role, the Client Relationship Representative - International must development the skills required to sell solutions and manage issues particular to the international marketplace.

The Client Relationship Profession - Business Partner discipline focuses on marketing to and through Business Partners and maintains fruitful relationships with third party business executives and managers. It requires a high level partnership skills, with the ability to strike a business balance among:


3.1.2 Profession Structure


The Client Relationship Relationship Profession consists of 6 positions:

  1. Client Representative
  2. Advisory Client Representative
  3. Senior Client Representative
  4. Consulting Client Representative (where announced)
  5. Client Manager
  6. Client Executive

The Client Manager and Client Executive positions are certified positions. Figure 12-1, Figure 12-2 and Figure 12-3 summarize the requirements of each position of the profession and the developmental requirements for progression within the profession. Detailed position descriptions can be found in "Client Relationship Position Descriptions" in topic 3.1.10.

   PICTURE 17           

Figure 12-1. Client Relationship Profession Roadmap

   PICTURE 18           

Figure 12-2. Client Relationship Profession Roadmap

   PICTURE 19           

Figure 12-3. Client Relationship Profession Roadmap


3.1.3 Characteristics of the Profession


IBM competes in a market-driven environment and is focused on satisfying each customer's unique business needs. To be successful, the Client Relationship Professional must understand each customer's business, where they place value, develop expertise and deliver on promised results.

In summary, the Client Relationship professional has the mission of nurturing the customer relationships. Their success is dependent on the value that they bring to their client(s). It is the Client Relationship Professional's responsibility to register business opportunities in the CRM Opportunity Management system.

3.1.4 Potential Candidates


The concept of this profession is based on the principle that customer valued opportunities are best recognized and solutions proposed by individuals who have broad based and in-depth knowledge of the client's business.

The Client Relationship Representative/Executive is a skill-based position. Strong personal leadership, communication, problem-solving and project management skills are required for success. In addition, sound business acumen and a working understanding of the client's industry are fundamental. Furthermore, the Client Relationship professional must be an effective coordinator of projects and resources in support of the client. (Please refer to section "Skill Requirements by Position" below).

Since the profession spans positions from client representative through certified levels, opportunity exists at multiple entry points assuming skills proficiency and experience requirements are satisfied.

Figure 12-4 shows some possible candidates for the Client Relationship Profession and possible career movement from a client relationship position.

Additional information on moving from another profession into the Client Relationship Profession is available in Client Relationship Career Movement Possibilities.

   PICTURE 20           

Figure 12-4. Client Relationship Profession Career Possibilities


3.1.5 Career Growth


The Client Relationship professional career growth is linked to the individual's ability to understand their client's key business requirements and effectiveness with senior management. These required skills are not acquired overnight, but are the result of several years of working with and understanding the customers' industry and environment. Career growth is fundamentally based on business need, skill development and business/professional contribution.

The Client Relationship Representative career positions span from client representative through the consulting level. The Client Manager/Executive roles assume greater responsibility and require certification. The major difference among these positions is a function of demonstrated skill, experience and business contribution. The Consulting Client Representative demonstrates industry leadership and expertise. The Client Manager and the Client Executive positions have similar skill requirements as the client representative positions; however, the positions are differentiated by certain classification criteria that reflect the complexity of the client environment and the individual's business contribution.

As a Client Relationship Representative develops skills and experience, he/she can aspire to higher levels of responsibility and compensation. The Consulting Client Representative is an alternative career step for Client Representatives with the appropriate industry skills and is not a required step for certification nomination. More information on certification can be found in the following section, Certification Nomination Guide. Refer to Figure 12-1 in topic 3.1.2, Figure 12-2 in topic 3.1.2 and Figure 12-3 in topic 3.1.2.

A Client Relationship Representative qualifies for each level of the professional career when management assesses that prerequisite skills levels (see Skills Requirements Table which lists in detail the skills and proficiency requirements by position) and other professional standards have been met. Professional skills are achieved through experience and participation in a variety of skills development activities. The activities (see Training/Education Roadmaps section of this guide) include classroom, readings, self-study arrangements, industry associations, conferences, mentoring and internships.


3.1.6 Certification Nomination Guide


A Client Relationship Representative may seek certification when the business requires a Client Manager/Executive to support client relationship activity, and management concludes that his/her experience and skills are sufficient. Once a business need for a certified professional has been identified, the candidate will submit a nomination package for certification, with approvals from management. Guidance for certification can be found in the Worldwide Client Relationship Certification Nomination Guide.


3.1.7 Performance Elements


The client relationship profession is designed to ensure the IBM sales team has the skills necessary to work as business partners with our customers. The Client Relationship professional has the mission to nurture the customer relationship and identify client projects and opportunities where IBM has a solution and can bring value.

Accordingly, the key measurement of the IBM business relationship with the client will be the level of satisfaction the client has with the Client Relationship Representative's contribution to his business and the degree of involving the Representative in his plans and projects. Additionally, and as IBM's focal point with the client, all revenue for services, products and solutions and associated profit are the other key performance factors.


3.1.8 Client Relationship Profession Skills Profile


The skills required for a Client Relationship position include professional skills, IBM environment skills, personal skills, and project management skills. The following table lists the skills required of a Client Relationship professional at the Client Representative, Advisory, Senior, Consulting, Client Manager and Client Executive positions within the profession.

Position templates are found on the Skills tool and include for each position template a section on extended descriptions and a list of the required skills. An example of a template extended description is that of the Client Representative position as follows: (Other position templates extended descriptions in the skills tool are similar to this) :

Client Representative

Template Owner - Colleen Brunton
Template Number - 06073

Description

     TEMPLATE NAME: Client Representative 

USERS OF THIS TEMPLATE: This template is used by a Client Representative.

OVERVIEW: The Client Representative is responsible for the overall customer/IBM relationship and associated strategies. This individual is involved in identifying and qualifying IBM opportunities, sharing the information among the extended team members, gaining customer commitment to solutions as appropriate and ensuring overall customer satisfaction.

RELATED TEMPLATES: * Client Representative-Adv * Client Representative-Sr * Client Representative-Cons * Client Manager * Client Executive

ADDITIONAL INFORMATION: More information on the Client Relationship profession can be found in the Worldwide Guide to IBM Sales & Distribution Professional Careers. If you are unfamiliar with local procedures for obtaining this document, you can obtain instructions by issuing the following from an OV/VM command line:

For AP: Request WWGUIDAP from WWSSPROF at RHQVM15 For EMEA: Request WWGUIDEM from WWSSPROF at RHQVM15 For LA: Request WWGUIDLA from WWSSPROF at RHQVM15 For NA: Request WWGUIDNA from WWSSPROF at RHQVM15

OWNER: Colleen Brunton IBMUSM02/CBRUNTON December 1997

    _____________________ __________________________________________________  
   |                     |    Profession Positions, with Associated Skill   | 
   | CLIENT RELATIONSHIP |                      Levels                      | 
   | SKILLS              |______ _______ ______ ______ _______ ______ ______| 
   |                     |  CR  |  Adv  |  Sr  | Cons |   CL  |  CL  |  Key | 
   |                     |      |   CR  |  CR  |  CR  |  Mgr  | Exec | Skill| 
   |_____________________|______|_______|______|______|_______|______|______| 
   |                           PROFESSIONAL SKILLS                          | 
   |_____________________ ______ _______ ______ ______ _______ ______ ______| 
   | Client Management   |   2  |   3   |   4  |   4  |   4   |   5  |      | 
   | System & Culture    |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Client              |      |       |      |      |       |      |      | 
   | Information/Data    |   2  |   3   |   4  |   4  |   4   |   5  |      | 
   | Infrastructures     |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Develop & Implement |   2  |   3   |   4  |   4  |   5   |   5  |      | 
   | Account Plan        |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Develop & Maintain  |      |       |      |      |       |      |      | 
   | Client              |   2  |   3   |   4  |   4  |   5   |   5  |   Y  | 
   | Relationships       |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Apply Knowledge of  |      |       |      |      |       |      |      | 
   | Client's Business   |   2  |   3   |   4  |   4  |   5   |   5  |   Y  | 
   | Strategies          |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Apply Knowledge of  |   2  |   3   |   4  |   5  |   4   |   5  |   Y  | 
   | Client's Industry   |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Apply Knowledge of  |      |       |      |      |       |      |      | 
   | Multi-Industry      |   2  |   3   |   4  |   4  |   4   |   4  |      | 
   | Solutions           |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Deploy the IBM      |      |       |      |      |       |      |      | 
   | Coverage/Relationshi|   2  |   3   |   3  |   4  |   4   |   5  |      | 
   | Plan                |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Manage Customer     |      |       |      |      |       |      |      | 
   | Satisfaction &      |   2  |   3   |   4  |   4  |   5   |   5  |      | 
   | Loyalty             |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Consultative        |   2  |   3   |   4  |   5  |   5   |   5  |   Y  | 
   | Selling             |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Analyze & Select    |      |       |      |      |       |      |      | 
   | Target              |   2  |   3   |   4  |   5  |   5   |   5  |      | 
   | Opportunities       |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Apply Appropriate   |      |       |      |      |       |      |      | 
   | Financial Strateges |   2  |   3   |   3  |   4  |   4   |   4  |      | 
   | to Client           |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Apply Knowledge of  |      |       |      |      |       |      |      | 
   | Business Processes  |   2  |   3   |   4  |   4  |   4   |   4  |      | 
   | to Client           |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Understand          |      |       |      |      |       |      |      | 
   | Appropriate         |   2  |   3   |   3  |   4  |   4   |   4  |      | 
   | Consulting          |      |       |      |      |       |      |      | 
   | Techniques          |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Articulate the      |      |       |      |      |       |      |      | 
   | Impact of           |   2  |   3   |   3  |   4  |   4   |   5  |   Y  | 
   | Information         |      |       |      |      |       |      |      | 
   | Technology          |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   |                         IBM ENVIRONMENT SKILLS                         | 
   |_____________________ ______ _______ ______ ______ _______ ______ ______| 
   | Understand IBM      |      |       |      |      |       |      |      | 
   | Organization/Managem|nt 2  |   3   |   3  |   4  |   4   |   5  |   Y  | 
   | System              |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Apply Business      |   3  |   3   |   4  |   4  |   4   |   4  |      | 
   | Conduct Guidelines  |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Articulate IBM      |      |       |      |      |       |      |      | 
   | Business Strategies |   2  |   3   |   4  |   5  |   5   |   5  |      | 
   | & Initiatives       |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Understand IBM      |   2  |   3   |   3  |   4  |   4   |   4  |   Y  | 
   | Architectures       |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Know & Explain IBM  |   2  |   3   |   3  |   4  |   4   |   4  |      | 
   | Products/Technologie|/Servi|es     |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   |                             PERSONAL SKILLS                            | 
   |_____________________ ______ _______ ______ ______ _______ ______ ______| 
   | Leadership          |   2  |   3   |   4  |   5  |   5   |   5  |   Y  | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Negotiation         |   2  |   3   |   4  |   4  |   4   |   5  |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Interpersonal       |   3  |   4   |   4  |   5  |   5   |   5  |      | 
   | Communication       |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Demonstrate         |      |       |      |      |       |      |      | 
   | Effective           |   2  |   3   |   3  |   4  |   4   |   5  |      | 
   | Problem-Solving     |      |       |      |      |       |      |      | 
   | Techniques          |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Team Building       |   2  |   3   |   4  |   4  |   5   |   5  |   Y  | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Creativity/Breakthro|gh 2  |   3   |   4  |   4  |   5   |   5  |      | 
   | Thinking            |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Mentoring           |      |       |      |   4  |   4   |   4  |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   |                        PROJECT MANAGEMENT SKILLS                       | 
   |_____________________ ______ _______ ______ ______ _______ ______ ______| 
   | Initiate Projects   |   2  |   2   |   3  |   3  |   3   |   3  |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Plan Projects       |   2  |   2   |   2  |   3  |   3   |   3  |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Track & Report on   |   2  |   3   |   3  |   3  |   4   |   4  |      | 
   | Client Projects     |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Manage Risk &       |      |       |      |      |       |      |      | 
   | Change on Client    |   2  |   2   |   3  |   3  |   3   |   3  |      | 
   | Projects            |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Manage              |      |       |      |      |       |      |      | 
   | Contractors/Vendors |   2  |   2   |   3  |   3  |   3   |   3  |      | 
   | on Client Projects  |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 

3.1.9 Professional Development


For more information about Client Relationship profession skills, refer to the Education Roadmap page of the IEC Course Catalog at http://w3.lahulpe.ibm.com/roadmaps/index.html for an overview of the Worldwide Professions and links to the Common Skills Categories and Professions Roadmaps.

Also refer to Client Relationship Professional Development Activities.

In addition, use of mentoring is encouraged to improve skills with the support of more experienced professions.


3.1.10 Client Relationship Position Descriptions


The following position descriptions describe the basic work of each of the positions within the Professions. Formal descriptions which may contain legally mandated language necessary for classifying employees in a geography should be obtained through the approved on-line job library, if available in the geography, or by contacting the appropriate H.R. personnel within the geography.

Subtopics:


3.1.10.1 Position Title: Client Representative


Position Concept:

In the Client Representative position the individual develops skills under the guidance of a team leader or manager and is provided assistance in accomplishing his/her responsibilities. The Client Rep performs tasks that include developing relationships within the client's account and identifying viable client business problems which may translate into IBM opportunities.

Skills

Contribution/Leadership

Impact on Business/Scope


3.1.10.2 Position Title: Advisory Client Representative


Position Concept:

The Advisory Client Representative works independently, with general direction, or as a member of a large team. At this position he/she is expected to be proficient in establishing and maintaining an IBM relationship with one or more clients. The Advisory Client Representative has substantial marketing, business, technical and professional skills and takes initial responsibility for the success of the relationship. This involves identifying and qualifying IBM opportunities gaining client commitment to solutions, and ensuring overall client satisfaction. The Advisory Client Representative understands the client's business and is able to determine areas where IBM solutions improve the client's business effectiveness.

Skills

Contribution/Leadership

Impact on Business/Scope


3.1.10.3 Position Title: Senior Client Representative


Position Concept:

The Senior Client Representative works independently or as a member of a large team or leader of a small team. He/she is proficient in establishing and maintaining an IBM relationship with one or more clients. The Senior Client Representative has in-depth marketing, business, technical and professional skills and has primary responsibility for the success of the relationship. This involves identifying and qualifying IBM opportunities, gaining client commitment to IBM solutions and ensuring overall client satisfaction. He/She has an in-depth understanding of the client's business and is able to determine areas where IBM's functional business segments can complement the client's business.

Skills

Contribution/Leadership

Impact on Business/Scope


3.1.10.4 Position Title: Consulting Client Representative (where announced)


Position Concept:

The Consulting Client Representative is a key contributor within the ISU organization, demonstrating proficiency and leadership within a specific industry. He/She is actively engaged in external and internal industry associations, industry education and related activities and is responsible for disseminating this industry expertise / knowledge to others within the ISU.

The Consulting Client Representative is a lead individual contributor on large important/strategic accounts or on large portions of very large strategic accounts. He/She is proficient in establishing and maintaining an IBM relationship with one or more important strategic clients and makes calls on policy level customer executives within their accounts or area of responsibility. He/She has expert marketing business, technical and professional skills and has primary responsibility for the success of the relationship. This involves identifying and qualifying IBM opportunities, engaging the appropriate IBM resources, gaining client commitment to solutions when appropriate, and ensuring overall client satisfaction. The Consulting Client Representative has an in-depth understanding of the client's business and is able to determine areas where IBM's functional business segments can complement the client's business. In addition, the Consulting Client Representative often provides guidance and direction to others. He/She often assists others in the development of their strategies and plans and in identifying and qualifying opportunities.

Skills

Contribution/Leadership

Impact on Business/Scope


3.1.10.5 Position Title: Client Manager


Position Concept:

The Client Manager works as a member/leader of a large team. He/She is proficient in establishing and maintaining an IBM relationship with one strategic or several important clients. He/She has expert marketing, business, technical and professional skills and has ultimate responsibility for the success of the relationship. This involves identifying and qualifying IBM opportunities, engaging the appropriate IBM resources, gaining client commitment to solutions when appropriate, and ensuring overall client satisfaction. The Client Manager has an in-depth understanding of the client's business and is able to determine areas where IBM's functional business segments can complement the client's business. In addition, the Client Manager often provides guidance and direction to others. He/She often assists others in the development of their strategies and plans identifying and qualifying opportunities, making executive calls and professional skills development.

Skills

Contribution/Leadership

Impact on Business/Scope


3.1.10.6 Position Title: Client Executive


Position Concept:

The Client Executive develops a long term business relationship with one strategic or several important clients, providing total solutions to the client's business needs. The Client Executive maintains effective business relationships at the senior level with key decision makers and influencers. The Client Executive identifies IBM opportunities and develops solutions strategies. He/She is accountable for total client satisfaction, IBM market share, revenue and profit earned from the client, and is the responsible IBM interface with the client nationally and/or internationally.

Skills

Contribution/Leadership

Impact on Business/Scope


3.2 Chapter 13. General Business Relationship Profession

Subtopics:


3.2.1 General Business Relationship Profession Overview


Over the past several years, General Business has embarked on a strategy that provides a dedicated focus to general business customers through management and the execution of segment-specific go-to-market plans, optimizing efficient sales and marketing methods in each phase of the selling cycle.

The focus on General Business improving the efficiency of the coverage model has resulted in the following 1997 coverage-based market segmentation model.

    ____________________________________ ___________________________________  
   | Key Accounts (Q1)                  | Small Accounts (Q2)               | 
   |____________________________________|___________________________________| 
   | 20% of Customers                   | 80% will have Telecoverage        | 
   | Face to Face Selling               | (Inside Sales Reps)               | 
   | Industry Specialized               | Industry Specialized              | 
   |____________________________________|___________________________________| 
   | Winback Accounts (Q3)              | Very Small/New Business (Q4)      | 
   |____________________________________|___________________________________| 
   | Named Accounts                     | Two-Tier Distribution             | 
   | Winback Reps                       | Cross-Functional Teams            | 
   |                                    | Solutions Portfolios              | 
   |____________________________________|___________________________________| 

   Q1:  The primary coverage in this quadrant is face-to-face General 
        Business Territory Reps, segmented by major industry groupings.  The 
        intent is to ensure that the appropriate resources are focused on the 
        appropriate opportunities. 

Q2: Telecoverage with solution sourcing and fulfillment primarily through business partners and ISVs, with IBM resources deployed only as required. The strategy is to align telecoverage by industry.

Q3: Primary coverage is competitive winback reps segmented by major industry groupings; and direct marketing for demand generation.

Q4: Leads are generated by direct marketing campaigns with business partners and ISVs providing solutions, primarily through two-tier distributors.

Based upon this model, the primary focus of General Business Territory Reps is in the Key Account/Opportunities (Q1) and the Competitive Winback (Q3) quadrants.

The General Business relationship professional is required to develop client relationships and execute an industry aligned territory coverage plan that is responsible for revenue, profit and customer satisfaction. The professional develops a territory plan to maximize revenue and customer satisfaction while minimizing IBM's sales expense. They establish, develop and build IBM relationships with the client's executive team. These relationships are developed in a number of accounts as well as through other channels.

This highly skilled professional must evaluate various distribution methods to market, develop and direct an effective strategy based on customer requirements within the segment. This model includes IBM Representatives, Business Partners, Call Centers and Telesales. Developing IBM relationships by managing a seamless movement of customers through this hybrid model is critical to both IBM's success and that of the customer.

In addition to territory management and relationship skills, the General Business Professional must have extensive industry and solution skills in order to work effectively with the client and satisfy their needs. This professional works closely with Segment Management professionals to execute the segment go-to-market plan, and develop an effective territory plan. This in turn will provide the most efficient and effective coverage plan.

The skills required by territory manager/executives working in a customer-driven environment are far different from the skills required in traditional roles.

Territory relationship positions require:

These skills are acquired as the result of an extended working relationship with customers and understanding their business. Along with this tenure comes a trust, so much so that the General Business Relationship Professional is viewed as a partner more so than a vendor. Continuity and skills are both key elements of this relationship profession.

Prior to the Professional Careers announcement, much of the internal reward and recognition system was based on breaking this continuity with the customer. The foundation of the General Business Relationship Profession is to reward this continuity with career growth tied to customer and territory growth.

The territory representative positions span entry through senior levels with the major differences being skill level and business contribution. The Territory Manager/Executive position is an expert position and requires certification. At appointment time, the Territory Manager/Executive must complete an initial nomination package highlighting how these skills have been demonstrated. Certification requires expansion of these skills which is further supported by completion of external and internal education programs.


3.2.2 Profession Structure


The General Business Relationship Profession consists of 5 positions:

  1. Territory Representative
  2. Advisory Territory Representative
  3. Senior Territory Representative
  4. Consulting Territory Representative
  5. Territory Manager
  6. Territory Executive

The Territory Manager and Territory Executive positions are certified positions. Figure 13-1 and Figure 13-2 summarize the requirements of each position of the profession and the developmental requirements for progression within the profession. Detailed position descriptions can be found in "General Business Relationship Position Descriptions" in topic 3.2.9.

   PICTURE 21           

Figure 13-1. General Business Relationship Profession Roadmap - #1

   PICTURE 22           

Figure 13-2. General Business Relationship Profession Roadmap - #2

   PICTURE 23           

Figure 13-3. General Business Relationship Profession Roadmap - #3


3.2.3 Characteristics of the Profession


The characteristics of a General Business Relationship Professional are as follows:


3.2.4 Potential Candidates


To participate in the General Business Relationship Profession, one must be actively performing in the role of the General Business Relationship Representative / Manager / Executive, and have direct account relationship responsibility. There must also be a business need in order to be nominated for certification. Any of the following may be candidates for this profession:

Figure 13-4 shows some possible candidates for the General Business Relationship Profession.

More information on moving from another profession into the General Business Relationship Profession is available in General Business Career Possibilities.

   PICTURE 24           

Figure 13-4. General Business Relationship Profession Career Possibilities


3.2.5 Career Growth


Specialization and expert careers have been implemented in IBM to provide skills and support to clients of all sizes. In general business, specialization and expert careers support the general business strategy. For those currently in the GB Relationship Profession, the following are examples of career growth possibilities:

  1. Relationship

  2. Marketing/Sales

  3. Consulting


3.2.6 Certification Nomination Guide


As someone working in this relationship profession, you may qualify for certification as a Territory Manager/Executive if you meet the certification criteria, skill proficiency levels required, and there is a business need. Guidance for certification can be found in the Worldwide General Business Certification Nomination Guide.

The key performance criteria for this profession include the ability for the Territory Rep/Manager/Executive to professionally manage IBM and non-IBM sales coverage resources to maximize coverage, revenue and profit. It is essential these professionals optimize the use of call centers, business partners, and other channels. They should display the ability to effectively review and re-balance their territory periodically to move less active accounts to direct marketing centers while moving accounts with new potential to their "top 20 list". Therefore, optimizing coverage and maximizing territory management will be significant considerations for a candidate who applies to become a certified territory manager/executive.

Additional criteria include the ability to represent IBM in large geographies, to grow market share profitably, to display industry leadership and assure the highest level of customer satisfaction.


3.2.7 General Business Relationship Profession Skills Profile


The general business profession incorporates an expert career called Territory Manager/Executive which requires the highest, most advanced levels of skills and capabilities. Developing and enhancing your skills through education and experience are fundamental to career growth and requires focus, discipline and clear goals.

The key skill categories for the profession are:

The following relationship templates are used in the GB relationship profession:

Industry/Product Templates

To customize the relationship template for your particular job role, you should do the following (select only those which are appropriate for your territory):

  1. Select the appropriate INDUSTRY Customer Classification (CC) and INDUSTRY Solution Area (SA) Discipline Template(s) for your environment, and add them to your Job Role Profile.

  2. If you require additional skills in Products/Technology/Services, select and assign the appropriate Product-Specific Product Skills template(s), for example: "AS/400 PRODS-GENERAL PRODUCT SKILLS"

For a complete listing of the relationship skills templates for the General Business Relationship Profession, please access the SKILLS application.

    _____________________ __________________________________________________  
   |                     |    Profession Positions, with Associated Skill   | 
   | TERRITORY REP /     |                      Levels                      | 
   | MANAGER / EXECUTIVE |______ _______ ______ ______ _______ ______ ______| 
   | GENERAL BUSINESS    | Terr |  Adv  |  Sr  | Cons |  Terr | Terr |  Key | 
   | SKILLS              |  Rep |  Terr | Terr | Terr |  Mgr  | Exec | Skill| 
   |                     |      |  Rep  |  Rep |  Rep |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   |                           CLIENT ENVIRONMENT                           | 
   |_____________________ ______ _______ ______ ______ _______ ______ ______| 
   | Client              |  3   |   3   |  4   |  4   |   5   |  5   |   Y  | 
   | Relationships       |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Relationships with  |  3   |   3   |  4   |  5   |   4   |  5   |   Y  | 
   | Client Execs        |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Relationships with  |  3   |   4   |  4   |  5   |   4   |  5   |   Y  | 
   | End Users           |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Relationships with  |  3   |   4   |  4   |  4   |   5   |  5   |   Y  | 
   | Client I/T          |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Client Strategy and |  3   |   4   |  4   |  4   |   5   |  5   |   Y  | 
   | Planning            |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Client Critical     |  2   |   3   |  4   |  4   |   5   |  5   |   Y  | 
   | Success Factors     |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Client Planning     |  3   |   4   |  5   |  5   |   5   |  5   |   Y  | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Use Business        |  3   |   4   |  4   |  4   |   5   |  5   |   Y  | 
   | Partners            |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Client Management   |  3   |   4   |  4   |  4   |   5   |  5   |   Y  | 
   | Sys/Culture         |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Client Info/Data    |  4   |   4   |  5   |  5   |   5   |  5   |   Y  | 
   | Infrastruct         |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Know Client         |  2   |   3   |  4   |  5   |   5   |  5   |   Y  | 
   | Compet/Econ Environ |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   |                             BUSINESS ACUMEN                            | 
   |_____________________ ______ _______ ______ ______ _______ ______ ______| 
   | Market Management   |  2   |   2   |  3   |  3   |   4   |  4   |   N  | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Use Dir Mkt         |  3   |   4   |  4   |  4   |   5   |  5   |   Y  | 
   | Processes / Service |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Coverage /          |  3   |   4   |  5   |  5   |   5   |  5   |   Y  | 
   | Relationship Plan   |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Consultive Sales    |  3   |   3   |  4   |  4   |   5   |  5   |   Y  | 
   | Call                |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Financial Skills    |  3   |   3   |  3   |  3   |   4   |  4   |   N  | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Advise on Financing |  3   |   3   |  4   |  4   |   5   |  5   |   N  | 
   | Choices             |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Customer            |  3   |   3   |  5   |  5   |   5   |  5   |   Y  | 
   | Satisfaction Mgmt   |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Facilitate          |  2   |   2   |  2   |  2   |   3   |  3   |   N  | 
   | Organization Change |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Consulting Methods  |  2   |   2   |  3   |  3   |   3   |  4   |   Y  | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Value-add Selling   |  3   |   4   |  4   |  5   |   5   |  5   |   Y  | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Potential           |  3   |   4   |  5   |  5   |   5   |  5   |   Y  | 
   | Opportunity to Real |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Client Issue        |  4   |   4   |  4   |  4   |   5   |  5   |   Y  | 
   | Identification      |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Frame Client        |  3   |   4   |  4   |  5   |   5   |  5   |   Y  | 
   | Solution            |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Close Opportunity   |  3   |   4   |  5   |  5   |   5   |  5   |   Y  | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Measure Client      |  3   |   3   |  4   |  4   |   5   |  5   |   N  | 
   | Results             |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   |                                INDUSTRY                                | 
   |_____________________ ______ _______ ______ ______ _______ ______ ______| 
   | Industry            |  4   |   4   |  4   |  5   |   4   |  4   |   Y  | 
   | Segments/Industries |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   |                             IBM ENVIRONMENT                            | 
   |_____________________ ______ _______ ______ ______ _______ ______ ______| 
   | IBM Organization    |  3   |   3   |  4   |  4   |   4   |  4   |   Y  | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | IBM Vision /        |  3   |   4   |  4   |  4   |   4   |  4   |   Y  | 
   | Mission / Strategy  |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | IBM Management      |  3   |   3   |  4   |  4   |   4   |  4   |   Y  | 
   | System              |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Operate Channel     |  3   |   4   |  4   |  4   |   4   |  4   |   Y  | 
   | Strategies          |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   |                           PROJECT MANAGEMENT                           | 
   |_____________________ ______ _______ ______ ______ _______ ______ ______| 
   | Initiate Projects   |  2   |   2   |  2   |  2   |   3   |  3   |   N  | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Plan Projects       |  2   |   2   |  2   |  2   |   3   |  3   |   N  | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Project             |  2   |   2   |  2   |  2   |   3   |  3   |   N  | 
   | Track/Report/Deliver|      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Manage Project Risk |  2   |   2   |  2   |  2   |   3   |  3   |   N  | 
   |_____________________|______|_______|______|______|_______|______|______| 
   |                      PRODUCT/TECHNOLOGIES/SERVICES                     | 
   |_____________________ ______ _______ ______ ______ _______ ______ ______| 
   | Platforms           |  3   |   3   |  3   |  3   |   3   |  3   |   Y  | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Applications        |  3   |   3   |  3   |  3   |   3   |  3   |   Y  | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Architectures       |  3   |   3   |  3   |  3   |   3   |  3   |   N  | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Methodologies       |  2   |   2   |  2   |  2   |   2   |  2   |   N  | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | I/T Related         |  3   |   3   |  4   |  4   |   4   |  4   |   Y  | 
   | Services            |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Position Lotus      |  3   |   3   |  4   |  4   |   4   |  4   |   N  | 
   | Notes               |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Understand Network  |  3   |   3   |  4   |  4   |   4   |  4   |   N  | 
   | Comp. Tech.         |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   |                                PERSONAL                                | 
   |_____________________ ______ _______ ______ ______ _______ ______ ______| 
   | Leadership          |  3   |   4   |  4   |  5   |   5   |  5   |   Y  | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Mentoring           |  2   |   3   |  4   |  5   |   5   |  5   |   N  | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Communication       |  4   |   4   |  5   |  5   |   5   |  5   |   Y  | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Negotiation         |  3   |   4   |  5   |  5   |   5   |  5   |   Y  | 
   |_____________________|______|_______|______|______|_______|______|______| 
   |                             PROBLEM SOLVING                            | 
   |_____________________ ______ _______ ______ ______ _______ ______ ______| 
   | Problem Solving,    |  3   |   3   |  4   |  4   |   5   |  5   |   Y  | 
   | Decision Making     |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 

3.2.8 Professional Development


Growing your skills requires a combination of experience, education, training, coaching and mentoring. these elements are called Skill Development Activities. Education and training can be separated into several forms ranging from self study, distance learning, internships, classroom, and seminars. The integration of these delivery methods can be an efficient and cost effective say to build your skills. Refer to the Education Roadmap page of the IEC Course Catalog at http://w3.lahulpe.ibm.com/roadmaps/index.html for an overview of the Worldwide Professions and links to the Common Skills Categories and Professions Roadmaps.


3.2.9 General Business Relationship Position Descriptions


The following position descriptions describe the basic work of each of the positions within the Professions. Formal descriptions which may contain legally mandated language necessary for classifying employees in a geography should be obtained through the approved on-line job library, if available in the geography, or by contacting the appropriate H.R. personnel within the geography.

Subtopics:


3.2.9.1 Position Title: Territory Representative


Position Concept:

The role of the Territory Representative is to develop an IBM relationship with clients in an assigned territory, thereby providing business solutions to their business needs. Understands an industry segment in a selected market. Participates on a cross-functional team, taking advantage of all marketing resources available to General Business. Maintains an effective business relationship with client contacts and identifies marketing opportunities. Assists in the selection of the appropriate offering and distribution channel that will meet the client's business objectives and provide a financial return to IBM. Builds a working relationship with members of other IBM marketing functions. The primary measurements are customer satisfaction and revenue.

Skills

Contribution/Leadership

Impact On Business/Scope


3.2.9.2 Position Title: Advisory Territory Representative


Position Concept:

The role of the Advisory Territory Representative is to develop an ongoing IBM relationship with many clients in an assigned territory, thereby providing solutions to their business needs. This requires an understanding of industry segment(s) in a selected market. Implements the General Business industry marketing plans in the territory. Advisory Territory Representatives may form or lead a small cross-functional team, taking advantage of all marketing resources available within General Business. Independently selects the appropriate offering and distribution channels that will meet the client's business objectives and provide a financial return to IBM. The Advisory Territory Representative maintains an effective business relationship with the client decision makers, identifies marketing opportunities, and is accountable for customer satisfaction for all assigned accounts. Builds working relationships with members of other IBM marketing functions (i.e., Sales Specialists, I/T Architects, Consultants, etc.), Direct Marketing, Business Partners and other channels. The primary measurements are customer satisfaction, revenue and profitability.

Skills

Contribution/Leadership

Impact On Business/Scope


3.2.9.3 Position Title: Senior Territory Representative


Position Concept:

The role of the Senior Territory Representative is to develop an on-going IBM business relationship with clients and provide solutions to their business needs. This requires a through understanding of an assigned industry segment of a major industry. Leads cross-functional marketing teams, taking advantage of all marketing resources within General Business. Selects the appropriate offerings and distribution channels that are designed to meet the client's business objectives and provide an optimum financial return to IBM.

The Senior Territory Representative has the authority to make commitments on behalf of IBM, including terms and conditions, resources and financial arrangements. Maintains an effective business relationship with the client's management team. Responsible for identifying opportunities and developing solutions using effective distribution channels. Accountable for total customer satisfaction, market share, IBM profit and revenue within the client base, and acts as the IBM interface with focus accounts within a General Business industry segment.

Skills

Contribution/Leadership

Impact On Business/Scope


3.2.9.4 Position Title: Consulting Territory Representative (if available)


Position Concept:

The Consulting Territory Representative is a key contributor within the Small and Medium Business organization, demonstrating proficiency and leadership within a specific industry. He/She is actively engaged in external and internal industry associations, industry education and related activities and takes a leadership role in disseminating this industry expertise/knowledge to others within Small and Medium Business.

The Consulting Territory Representative is a lead individual contributor in a significant Small and Medium Business Territory with important/strategic accounts. He/She is proficient in establishing and maintaining an IBM relationship with important, strategic clients. The Consulting Territory Representative has the relationship which grants access to policy level customer executives within his/her set of accounts. He/She has expert marketing, business, technical and professional skills and has primary responsibility for the success of the relationships with the clients. This responsibility involves identifying and qualifying IBM opportunities, engaging the appropriate IBM resources, gaining client commitment to solutions when appropriate, and ensuring overall client satisfaction. The Consulting Territory Representative is proficient in a specific industry and is actively engaged in external and internal industry associations/organizations and related activities. The representative holding this position has an in-depth understanding of the client's business and is able to determine areas where IBM's functional business segments and business partners can complement the client's business. In addition, the Consulting Territory Representative often provides guidance and direction to others. He/She often assists others in the development of their strategies and plans and in identifying and qualifying opportunities.

Skills

Contribution/Leadership

Impact On Business/Scope


3.2.9.5 Position Title: Territory Manager


Position Concept:

The role of the Territory Manager is to develop an ongoing IBM business relationship with major clients and provide solutions to their business needs that impact their financial success. This requires a through understanding of a number of assigned industry segments. Leads cross-functional marketing teams made up of senior professionals, taking advantage of all marketing resources within General Business, and is aware of resources in other geographies. Selects the appropriate offerings and distribution channels that are designed to meet the client's business objectives and provide an significant financial return to IBM.

The Territory Manager has the authority, with executive review, to make all commitments on behalf of IBM, including terms and conditions, resources and financial arrangements. Maintains effective business relationships with senior management and influences client executive management. Responsible for identifying marketing opportunities and developing complex solutions/support strategies, including the number and size of distribution channels. Accountable for total customer satisfaction, market share, IBM profit and revenue within the client base and acts as the senior IBM interface with the largest accounts within General Business. The incumbent is recognized as an expert within one or more industries and gives advice and counsel to other professionals as needed.

Skills

Contribution/Leadership

Impact On Business/Scope


3.2.9.6 Position Title: Territory Executive


Position Concept:

The role of the Territory Executive is to develop an on-going strategic IBM business relationship with the largest clients throughout a business unit. Provides solutions to their business needs that may determine their financial success. This requires a through understanding of all assigned industry segments within the General Business function. Leads cross-functional marketing teams, made up of senior professionals from a number of geographies, taking advantage of all marketing resources within General Business and utilizes all available marketing resources throughout the world. Selects the appropriate offerings and distribution channels that are designed to meet the client's business objectives and provide a considerable financial return to IBM.

The Territory Executive has the authority, without review, to make all commitments on behalf of IBM, including terms and conditions, resources and financial arrangements. Maintains effective business relationships with client executive management and influencers of executive management. Responsible for identifying marketing opportunities and developing leading edge support strategies, using effective distribution channels. Accountable for total customer satisfaction, market share, IBM profit and revenue within the client base and acts as the senior IBM interface with accounts that have considerable impact on the General Business organization. The incumbent is recognized as an expert in one or more industries and gives advice and counsel to senior professionals within General Business on a worldwide basis.

Skills

Contribution/Leadership

Impact On Business/Scope


3.3 Chapter 14. Sales Specialist Profession

Subtopics:


3.3.1 Sales Specialist Profession Overview


Sales specialist professionals are responsible for selling IBM offerings directly to customers. IBM offerings include hardware, software, services and industry solutions. A sales specialist professional specializes in a set of related offerings, called a discipline. Sales specialist professionals are assigned to specific opportunities where they possess the sales and technical expertise required to conduct all phases of the sales cycle. They are responsible for winning the business and the customer's satisfaction with the engagement and the offering.

A primary measurement for this profession is revenue contribution.

The sales specialist professional understands the offerings of our competitors and is capable both of successfully engaging them directly and of developing sales strategies to increase IBM market share in the assigned territory. A sales specialist professional is a partner to the client relationship and general business relationship professionals.

The Sales Specialist Profession is intended to complement and enable IBM's overall strategy to be more responsive to our customers' needs. As experts in their offerings, sales specialists can best match IBM solutions to customer requirements.

Sales specialist professionals carry quota for their set of offerings, contributing directly to IBM's revenue achievement or other offering measurements, and to the overall success of their offerings.


3.3.2 Profession Structure


The following positions, from low to high, are defined within the Sales Specialist Profession:

The Consulting Sales Specialist and Senior Consulting Sales Specialist positions are intended for those employees who have successfully completed the profession certification process. They are the "certified" positions. Figure 14-1 in topic 3.3.3 and Figure 14-2 in topic 3.3.3 summarize the requirements of each position of the profession and the developmental requirements for progression within the profession. Detailed position descriptions can be found in "Sales Specialist Position Descriptions" in topic 3.3.11.

Subtopics:


3.3.2.1 Disciplines within the Profession


The Sales Specialist Profession is made up of many specialized disciplines. Each discipline focuses on IBM's offerings in a particular area -- products (hardware or software), services, or Industry solutions. Within a discipline, there may be defined subsets of offerings called specialties.

The following are the disciplines currently defined in the Sales Specialist Profession; however, some of them may not be fully implemented yet:


3.3.3 Characteristics of the Profession


   PICTURE 25           

Figure 14-1. Sales Specialist Profession Roadmap - #1

   PICTURE 26           

Figure 14-2. Sales Specialist Profession Roadmap - #2


3.3.4 Potential Candidates


People in sales or services organizations today with both sales and technical expertise are potential candidates for the Sales Specialist Profession. These might include client relationship or general business professionals with strong technical skills or I/T specialists with strong sales skills. People from other IBM organizations with appropriate skills and expertise would also be candidates.

Since the Sales Specialist Profession spans five positions from the Sales Specialist position through the Senior Consulting Sales Specialist position, opportunities exist for multiple entry points into the profession, assuming that the skill proficiency requirements and other requirements are satisfied.

The expert positions of the profession -- Consulting or Senior Consulting -- are most likely to be filled by candidates already within the Sales Specialist Profession, who have attained the necessary skills and experience to meet the expert position criteria, when a business need is identified.

Although the lower level sales specialist positions are directly linked to the Consulting and Senior Consulting sales specialist positions, some sales specialists may choose to pursue other professions or careers, where the required skills and experiences are similar to the Sales Specialist Profession. These include the consultant profession, a general management
| career as a sales manager, positions within the brand or development
| organizations, or one of the relationship professions. Or, sales specialists who have deep technical skills and who may assist the sales effort, but who do not have ownership of the opportunity or responsibility for closing the sales, may consider the I/T Specialist positions.

Figure 14-3 shows some possible candidates for the Sales Specialist Profession and possible career movement from a sales specialist position.

More information on movement from other professions to the Sales Specialist Profession is available in Sales Specialist Career Possibilities.

Charts in this document describe in more detail some of the possibilities for making a career change from one of the other Worldwide Sales & Services Professions to the Sales Specialist Profession. For each Profession pair, there is a summary of the commonalities and deltas for skills, contribution / leadership, and scope of responsibility / impact on the business, that should be considered when making a career change.

   PICTURE 27           

Figure 14-3. Sales Specialist Profession Career Possibilities


3.3.5 Career Growth


The difference between a Sales Specialist and a Senior Consulting Sales Specialist is a function of increasing skill, capability, experience, and responsibility. As a sales specialist professional develops skills and assumes more responsibility, that individual can aspire to higher levels of both compensation and status.

Sales specialists can occupy positions from Sales Specialist to Senior Sales Specialist. Additional positions exist beyond the senior level, but those are achieved only by successfully completing the certification process.

The profession provides a direct career path from the lowest sales specialist position to the highest sales specialist position. This allows an employee with exceptional sales and technical skills to advance through the career.

As with all IBM Certified Professionals, the sales specialist professional may seek certification when that person achieves the level of skills and experience required to enter the expert positions (Consulting Sales Specialist and Senior Consulting Sales Specialist) within the profession. The candidate for certification will hone those skills through a combination of education, mentoring, and most importantly, experience. Once the appropriate skill level and other criteria have been met, and a business need for a certified professional has been identified, the candidate will submit a nomination package for certification, with approvals from management. The candidate achieves at least the Consulting Sales Specialist position within the profession by successfully gaining the approval of a Certification Review Board.

In the last step of the process, the position of the Certified Professional -- either Consulting or Senior Consulting -- is assigned based on certain classification criteria. These criteria include the level of skills, revenue attainment or other quantifiable business contribution, leadership, impact on the business, and scope of responsibility.


3.3.6 Certification Nomination Guide


The Worldwide Sales Specialist Certification Nomination Guide contains the criteria, required documentation, and process for certification in the profession.


3.3.7 Performance Elements


The sales specialist professional is an individual who generates sales and the resulting revenue. A sales specialist is expected to deliver a high level of satisfaction both to the customer and to the client team which identifies the opportunity to the professional. For each discipline or specialty offering set, there may be specific, established quotas or objectives that can be applied as performance elements. The professional will be expected to win against competition and generate profit for the IBM Corporation.

In summary, the performance elements are as follows:

In certain situations, other quantifiable business measurements may apply, such as year-to-year growth or results from an investment territory.

3.3.8 Sales Specialist Profession Skills Profile


The skills required of a sales specialist include generic professional skills in the categories of client environment, business acumen, industry, IBM environment, project management, product/technology/services, and personal, as well as detailed skills within the discipline area. The following chart summarizes the skills required of a sales specialist at the different positions within the profession.

    ____________________________ ___________________________________________  
   |                            |   Profession Positions, with Associated   | 
   |                            |                Skill Levels               | 
   |                            |_______ ______ ______ _______ ______ ______| 
   | SALES SPECIALIST SKILLS    |       |  Adv |  Sr  |  Cons |  Sr  |      | 
   |                            | Sales | Sales| Sales| Sales | Cons |  Key | 
   |                            |  Spec | Spec | Spec |  Spec | Sales| Skill| 
   |                            |       |      |      |       | Spec |      | 
   |____________________________|_______|______|______|_______|______|______| 
   |                           CLIENT ENVIRONMENT                           | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | Client Relationships       |   2   |   3  |   3  |   4   |   4  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   | Client Strategy & Planning |   2   |   3  |   3  |   3   |   3  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   | Client Management          |   2   |   3  |   3  |   3   |   3  | Y    | 
   | System/Culture             |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   |                             BUSINESS ACUMEN                            | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | Market Management          |   1   |   2  |   3  |   3   |   4  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   | Use Business Partners      |   2   |   3  |   4  |   4   |   5  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   | Finance Skills/Technique   |   2   |   3  |   4  |   4   |   5  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   | Use Value-Added Finance    |   2   |   3  |   4  |   4   |   5  | Y+   | 
   | Method                     |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Consulting Methods         |   2   |   3  |   3  |   4   |   5  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   | Value-Add Selling          |   3   |   3  |   4  |   5   |   5  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   | Client Issue ID            |   2   |   3  |   4  |   4   |   5  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   | Consultative Sales Call    |   3   |   4  |   4  |   5   |   5  | Y+   | 
   |____________________________|_______|______|______|_______|______|______| 
   | Potential Opportunities to |   2   |   3  |   4  |   5   |   5  | Y    | 
   | Real                       |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Frame Client Solutions     |   3   |   4  |   4  |   5   |   5  | Y+   | 
   |____________________________|_______|______|______|_______|______|______| 
   | Close Opportunity          |   3   |   4  |   5  |   5   |   5  | Y+   | 
   |____________________________|_______|______|______|_______|______|______| 
   | Measure Client Results     |   1   |   2  |   4  |   4   |   4  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   | Customer Satisfaction      |   2   |   3  |   4  |   4   |   5  | Y+   | 
   | Management                 |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   |                                INDUSTRY                                | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | Industry                   |       |      |      |       |      |      | 
   | Segments/Industries (1)    |   2   |   3  |   3  |   4   |   4  | Y    | 
   |  (Any Sales Specialist)    |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Industry                   |       |      |      |       |      |      | 
   | Segments/Industries (1)    |   3   |   4  |   4  |   5   |   5  | Y    | 
   |  (Industry Solutions Sales |       |      |      |       |      |      | 
   | Specialist)                |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   |                             IBM ENVIRONMENT                            | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | IBM Organization           |   2   |   3  |   4  |   4   |   5  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   | IBM                        |   2   |   3  |   4  |   4   |   4  | Y    | 
   | Vision/Mission/Strategy    |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | IBM Management System      |   2   |   3  |   4  |   4   |   5  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   |                           PROJECT MANAGEMENT                           | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | Initiate Projects          |   1   |   3  |   3  |   3   |   4  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   | Plan Projects              |   2   |   3  |   3  |   3   |   3  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   | Project                    |   2   |   2  |   3  |   3   |   3  | Y    | 
   | Track/Report/Deliver       |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Manage Project Risk        |   1   |   2  |   3  |   3   |   3  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   |                       PRODUCT/TECHNOLOGY/SERVICES                      | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | Platforms                  |   2   |   3  |   4  |   4   |   4  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   | Applications               |   2   |   3  |   3  |   4   |   4  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   | I/T Related Services       |   2   |   3  |   4  |   4   |   4  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   | Architectures              |   2   |   3  |   4  |   4   |   4  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   | Methodologies              |   1   |   2  |   3  |   3   |   3  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   | Discipline                 |   3   |   4  |   4  |   5   |  5** | Y+   | 
   | products/services (2)      |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   |                                PERSONAL                                | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | Leadership                 |   2   |   3  |   4  |   5   |   5  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   | Communication              |   3   |   4  |   4  |   5   |   5  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 
   | Interpersonal              |   3   |   4  |   4  |   5   |   5  | Y    | 
   | Communication              |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Business-to-Business       |   3   |   4  |   5  |   5   |   5  | Y+   | 
   | Communication              |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Negotiation                |   2   |   4  |   4  |   5   |   5  | Y+   | 
   |____________________________|_______|______|______|_______|______|______| 
   | Problem Solving &          |   2   |   3  |   4  |   4   |   5  | Y    | 
   | Decision-Making            |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Risk Awareness/Taking      |   2   |   3  |   4  |   4   |   5  | Y    | 
   |____________________________|_______|______|______|_______|______|______| 

 |      4 skills have been deleted from the templates --  2 business acumen 
 |      financial, 2 personal 

(1) Replaced by an industry customer classification template.

(2) Replaced by a discipline-specific template. Proficiency level is overall proficiency required for discipline skills.

** At Sr Cons position, must have expert knowledge in multiple disciplines / specialties.

+ Indicates critical skill for the profession.

Skill templates for the Sales Specialist Profession are found in the SKILLS tool. The profession templates have the following names:

The sales specialist discipline templates are generally named Sales Spec-"discipline"-"position", where "discipline" is the name or abbreviation of the discipline (or discipline/specialty), and "position" is an abbreviation for the relative position within the profession.

Industry customer classification templates are generally named "Industry"-CC-"other identifiers", where "Industry" is the name or abbreviation of the industry and "other identifiers" may include the abbreviation of an industry segment and/or an indication of which professionals should use the template.


3.3.9 Professional Development


Many forms of education or developmental activities exist that can help to increase skill proficiency levels, including formal classroom training, self-study, outside reading, courses outside IBM, and also experience on the job. A sales specialist is expected to focus on general professional skills, selling skills, and skills specific to the discipline offerings.

Figure 14-1 in topic 3.3.3 summarizes developmental activities from one position in the profession to the next. For an overview of the Worldwide Professions and links to the Common Skills Categories and Professions Roadmaps, refer to the Education Roadmap page of the IEC Course Catalog at http://w3.lahulpe.ibm.com/roadmaps/index.html


3.3.10 Additional Information


Questions about the Sales Specialist Profession may be sent to the following ID for your geography:

                      _________________ _________________  
 |                   | Asia Pacific    | IBMAU(SUEBODDY) | 
                     |_________________|_________________| 
 |                   | EMEA            | NHBVM9(CHILDJM) | 
                     |_________________|_________________| 
 |                   | Latin America   | ARG(GONZALER)   | 
                     |_________________|_________________| 
                     | North America   | HQVMIC1(MSQA)   | 
                     |_________________|_________________| 

3.3.11 Sales Specialist Position Descriptions


The following position descriptions describe the basic work of each of the positions within the Professions. Formal descriptions which may contain legally mandated language necessary for classifying employees in a geography should be obtained through the approved on-line job library, if available in the geography, or by contacting the appropriate H.R. personnel within the geography.

Subtopics:


3.3.11.1 Position Title: Sales Specialist


Position Concept:

Sales specialist professionals are responsible for selling IBM offerings (hardware, software, services, and industry solutions) directly to customers.

Sales Specialists become specialized in a set of related offerings known as a discipline. They are assigned to specific opportunities where they possess the sales and technical expertise required to conduct the phases of the sales cycle. For assigned opportunities, the Sales Specialist is responsible for closing the sale and positively impacting the customer's satisfaction with the engagement and the offerings. The Sales Specialist works under the guidance of a team leader or more experienced sales specialist, or may work independently for specific assignments. The Sales Specialist is expected to establish proficiency in the products or services of the assigned discipline, and to learn how these are included in total solutions. The Sales Specialist is typically assigned small to medium size opportunities within a business unit, area/country, or industry unit.

Skills

Contribution/Leadership

Impact On Business/Scope


3.3.11.2 Position Title: Advisory Sales Specialist


Position Concept:

Sales specialist professionals are responsible for selling IBM offerings (hardware, software, services, and industry solutions) directly to customers.

Advisory Sales Specialists maintain in-depth skills in the discipline offerings, and are assigned to discipline-specific opportunities where they possess the sales and technical expertise required to conduct all phases of the sales cycle. They are responsible for closing the sale and winning the customer's satisfaction with the engagement and the offerings. The Advisory Sales Specialist works independently, as a member of a large team, or the leader of a small team. The Advisory Sales Specialist is typically assigned to medium to large size opportunities within a business unit, area/country, or industry unit.

Skills

Contribution/Leadership

Impact On Business/Scope


3.3.11.3 Position Title: Senior Sales Specialist


Position Concept:

Sales specialist professionals are responsible for selling IBM offerings (hardware, software, services, and industry solutions) directly to customers.

The Senior Sales Specialist works independently or is the leader of a team of sales specialists, providing advice and guidance to other specialists. The Senior Sales Specialist has comprehensive knowledge of the discipline's offerings and is responsible for the success of those offerings within the business unit. This professional typically leads large and/or complex opportunities, where customers are national or otherwise significant, and is responsible for winning the business. The Senior Sales Specialist has in-depth sales, business, and professional skills to work with any level of customer management. With a perspective beyond the assigned territory, this professional provides input to sales objectives and strategies for the business unit.

Skills

Contribution/Leadership

Impact On Business/Scope


3.3.11.4 Position Title: Consulting Sales Specialist


Position Concept:

Sales specialist professionals are responsible for selling IBM offerings (hardware, software, services, and industry solutions) directly to customers.

The Consulting Sales Specialist works independently or is the leader of a team of sales specialists, guiding and mentoring others. This sales specialist is an expert in the offerings of the discipline, with breadth of knowledge in other disciplines. In addition to achieving personal business objectives, the Consulting Sales Specialist assures that sales of the set of discipline offerings meets assigned objectives within the business unit, area/country, or industry unit. This professional leads multi-functional teams covering large, complex opportunities, negotiating with the highest levels of customer management. This professional is responsible for the unit sales strategy and gathering requirements, and provides advice to sales and development executives. This sales specialist anticipates potential problems, is generally guided by business directives, and has latitude to define priorities and resources for sales opportunities.

This is a non-management position. However, people management responsibility may be assigned, if it is incidental to the other responsibilities.

Skills

Contribution/Leadership

Impact On Business/Scope


3.3.11.5 Position Title: Senior Consulting Sales Specialist


Position Concept:

Sales specialist professionals are responsible for selling IBM offerings (hardware, software, services, and industry solutions) directly to customers.

The Senior Consulting Sales Specialist is the expert in the discipline / specialty offerings, both within the geography and internationally, and has in-depth knowledge in other disciplines / specialties. This sales specialist leads very large multi-functional teams to develop and close the most complex, leading-edge, high-risk opportunities, planning and leading negotiations with the highest levels of customer management. The Senior Consulting Sales Specialist is accountable for teams and results in large business units or geographies, where customers are international or worldwide. This professional anticipates, creates and defines innovative sales strategies and customer solutions in strategic environments, with executive review, and provides input to policy-making for discipline offerings. This sales specialist is considered as an expert and leader by others inside and outside IBM.

This is a non-management position. However, people management responsibility may be assigned, if it is incidental to the other responsibilities.

Skills

Contribution/Leadership

Impact On Business/Scope


4.0 Services Professions

Subtopics:


4.1 Chapter 15. Consultant Profession

Subtopics:


4.1.1 Consultant Profession Overview


The mission of consulting is to help client organizations understand and take the best advantage of business, organizational, functional, and information technology strategies. Consultants provide advice and counsel to clients for a fee. They use their skills, experience, intellectual capital, and an integrated set of methodologies to solve client business problems, translating their findings into written, actionable recommendations. IBM consultants are hired by clients for a variety of business and I/T related reasons, ranging from re-engineering a business process to advising how to manage operations. Consultants work in an unstructured environment creating, sharing, and reusing intellectual capital to solve diverse, technology related issues that extend from the Board Room to the Machine Room.

Subtopics:


4.1.1.1 Organizational Structure


The organizational structure through which consultants deliver services is called a practice. The service(s) a practice delivers is defined by the capabilities of the individuals, supported by the methodologies and tools developed by service line (specialist areas) experts. Some examples of IBM consulting services are Transformation Consulting Services, Information & Technology Consulting Services, Object Technology Services, and Systems Integration/Application Development Services. Consultant deliver services working in teams on client "engagements". Engagement team activities include research and data collection, analysis, preparation of recommendations, presentation of the final report, and contribution and reuse of intellectual capital. Throughout their careers, at various stages, consultants are expected to contribute to the engagement either as a team member performing engagement activities or as the engagement manager with overall responsibility for engagement performance. Furthermore, consultants are expected to grow, share, and reuse intellectual capital for the benefit of the entire Consulting organization.


4.1.1.2 Consultant Skills


Performing the responsibilities of a Consultant dictates the development of a set of key skills. Consultants are expected to work with all levels of the client organization including top executives. Therefore, they must possess strong communication and interpersonal skills. A good understanding of human behavior and organizational dynamics is also important, as consultants must be able to deal with complex organizations and act as agents of change. Given the engagement environment, consultants must be strong team players, both as team builders and leaders; yet consultants must be able to work autonomously with little supervision. Because of the creative aspects of the work, strong analytical skills are required. Business acumen and financial skills are needed to determine the impact of their recommendations on the clients' business. In addition, at the senior levels, leadership and people management skills are required to manage client relationships and engagement responsibilities. Consultants should possess a strong knowledge of I/T trends and directions. They should also have technical expertise in a particular industry and/or service line methodology.

Consultant skills are grouped into four categories: generic, service line (specialist area), industry, and product. All consultants need to develop some level of competency in generic and service line skills and possibly industry and product skills. The level of skill competency required will be dictated by the position, industry, and other related factors. In general, Associate Consultants, Consultants, and Senior Consultants will focus on developing generic skills, i.e., fact-finding, analysis, business acumen, intellectual capital management and personal effectiveness skills, as well as service line, and industry skills. Principals will need well developed project management, client management, intellectual capital creation, and leadership skills. People and practice management are essential skills for Principals and Managing Principals. Executive Consultants may have strong competencies in one or more service lines, industries or technologies. They are regarded as critical thought leaders in their specialist areas, and contribute intellectual capital.

IBM Professionals and professional hires with extensive consulting, industry, marketing, and/or technology-specific skills are ideal candidates for the consulting profession. Persons new to consulting can acquire technology, industry, and service line skills through formal education, mentoring, and on-the job training.


4.1.2 Profession Structure


The Consultant Profession offers a dual career path. As consultants gain skill and experience, they may progress along the consulting career path into the Executive Consultant Levels (i.e., Associate Consultant, Consultant, Senior Consultant, Executive Consultant - which has three levels, a professional level equivalent to Principal and two executive levels equivalent to Managing Principal and Vice President) or choose business/people management, beginning with the Principal position (i.e., Associate Consultant, Consultant, Senior Consultant, Principal, Managing Principal, Vice President, General Manager).

Figure 15-1 and Figure 15-2 summarize the requirements of each position of the profession and the developmental requirements for progression within the profession. Detailed position descriptions can be found in "Consultant Position Descriptions" in topic 4.1.12.

   PICTURE 28           

Figure 15-1. Consultant Profession Roadmap - #1

   PICTURE 29           

Figure 15-2. Consultant Profession Roadmap - #2

All consultants (The term "consultant" used in this context is intended to describe all positions within the Consultant Professional Career) are expected to perform engagement team activities. However, a typical engagement team has an average size of four to five members and will include a mix of Associate Consultants, Consultants, and Senior Consultants, possibly supported by a Research Associate. Other IBM professionals, such as I/T Architects, Project Managers, or I/T Specialists may also be members of an engagement team. The Research Associate and Associate Consultant are entry positions for the college hire and experienced IBM service professional. Associate Consultants, Consultants, and Senior Consultants all perform the same type of engagement work. The difference in responsibility is based on skill and experience level. Senior Consultants and Executive Consultants (and occasionally Principals) usually play the role of the engagement manager on large engagements. Principals usually also have people management and business development responsibilities. Executive Consultants lead complex engagements or may work on multiple engagements simultaneously and are expected to contribute expertise and/or intellectual capital to engagements, the practice, and the Consulting organization. Managing Principals oversee all engagements in their practice and have profit and loss, selling, client satisfaction, and people management responsibilities. Key quantitative measurements for consultants are: billable activity or utilization; personal revenue; profitability; new or add-on business; and growth and reuse of intellectual capital for the Consulting organization.

4.1.3 Characteristics of the Profession


The IBM Consulting Group is a global network of highly skilled professionals dedicated to furthering the client's success by applying industry, operational, and technical knowledge. The mission includes developing and deploying the industry's best intellectual capital, ensuring excellence in worldwide service quality, innovating with technology, and providing the best local and global resource for the client's business challenges.

Consultants share a common set of values which include: Clients first, people contributing through teams are a key asset, extraordinary environment for professional growth, and superior results in everything

Individuals who aspire to become consultants should possess a variety of skills. They are grouped below in two categories: basic consulting skills for those entering the profession and advanced consulting skills for those desiring advancement in the profession.

All consultants use a set of IBM integrated methodologies to solve client business problems. All consultants are expected to become certified in a specific service line. Many consultants will have a specific industry expertise.

4.1.4 Potential Candidates


Candidates for the Consultant Profession can come from a variety of sources. Three specific sources are:

Campus recruiting comes in two varieties: University hires predominantly for the Research Associate position and Associate Consultant position and advanced degree hires with prior work experience for the Associate Consultant and Consultant positions. Experienced hires from other consulting firms are generally sought after for Senior Consultant and Principal positions. Internal IBM transfers may come from other units in Global Services, M&D sites, IBM Research, or Sales and Services.

   PICTURE 30           

Figure 15-3. Consultant Profession Career Possibilities

Figure 15-3 shows possible candidates for the Consultant Profession and possible career movement from a Consultant position.

More information on movement from other professions is available in Consultant Career Possibilities.


4.1.5 Career Growth


The Consultant Profession offers a dual career path. A path which includes management of a piece of the business or a path which results in recognition primarily based on thought leadership and subject matter expert skills. Progression up either side of the career ladder is dependent on proven capabilities and business need. Figure 15-4 shows the progression of the Dual Consulting Career Path and Figure 15-1 in topic 4.1.2 shows an Overview of Consulting Roles and Responsibilities for each position.

   PICTURE 31           

Figure 15-4. Dual Consulting Career Path


4.1.6 Certification Requirements


The certification process is intended to recognize IBM consultants who are working at a defined standard of excellence. With the exception of the Research Associate and Associate Consultant positions, which are not certifiable positions, a person entering the consulting profession is expected to be certified within two years. Normally (unless an experienced hire), Consultants are expected to be certified prior to promotion to the Senior Consultant position.

Consultant certification is somewhat different from other WW Professions. It is more of a "license to practice". Consultants are expected to know and apply the IBM issue based consulting methodology, and demonstrate effective use of one of the service line (specialist area) methodologies. Consultant certification is particularly important in a business where many of its constituents join as experienced hires and may have used other methodologies prior to joining. The vast majority of IBM consultants are expected to be certified. Therefore certification takes place a little earlier than some other WW Professions.

The certification process is designed to inspect and validate a candidates credentials based on:

Typically, to meet the Certification requirements, an individual would have several years of consulting or related business experience, often outside IBM. They would have a strong track record of sustained contribution to their organization in terms of revenue and customer satisfaction. They often have two academic qualifications, and if they have been working in a consulting organization, their utilization would be consistently high. Certification criteria are mapped to the consulting industry, and the expectation is that IBM Certified Consultants would have high market value.

To be eligible for certification, a consultant must:

(Note: "Confirmed" in this context refers to the way that Practices are set up within the IBM Consulting Group. When a Practice is first set up, a Principal is appointed to manage business development activities. Once it is clear that there is a viable business, the Practice itself is accepted and the Principal confirmed.)

If you meet these criteria, you are ready to submit a nomination for certification. This package must be approved by your principal. Then it should be submitted to the certification representative for a preliminary review. If your nomination application is accepted, your package will be assessed and you will be interviewed. You will be approved based on board recommendations. Certificates are signed and issued by the General Manager of the geography. Certified Consultants must be re-certified every three years - or after an absence from the profession of two or more years.

A Principal must be "confirmed" within eighteen months of appointment. This requires meeting several criteria. You must:


4.1.7 Certification Nomination Guide


The Worldwide Consultant Certification Nomination Guide contains the criteria, required documentation, and process for certification in the profession.


4.1.8 Performance Elements


Utilization and personal revenue are the key quantitative measures up through the consultant level. Senior Consultants, Executive Consultants, Principals and Executive level positions in the Consultant Profession are measured on utilization personal revenue, follow-on and new business, and engagement profitability. All consultants are expected to contribute to the intellectual capital of the IBM Consulting Group.


4.1.9 Consultant Profession Skills Profile


Performing the responsibilities of a Consultant dictates the development of a set of key skills. Consultants are expected to work with all level of the client organization including top executives. Therefore, they must possess strong communication and interpersonal skills. A good understanding of human behavior and organizational dynamics is also important, as consultants must be able to deal with complex organizations and act as agents of change.

Given the engagement environment, consultants must be strong team players, both as team builders and leaders; yet consultants must be able to work autonomously with little supervision. Because of the creative aspects of the work, analytical skills are required. Business acumen and financial skills are needed to determine the financial impact of their recommendations on the clients' business. In addition, at the senior levels, leadership and people management skills are required to manage client relationships and engagement responsibilities. Consultants should possess a strong knowledge of I/T trends and directions. They should also have technical expertise in a particular industry and/or service line methodology.


4.1.10 Consulting Templates


There are different types of templates corresponding to the different categories of consulting skills.

The various types of templates are selected in combination to form a consultant's skill profile. A consultant's profile describes the complete "suite" of consulting skills, e.g., generic, service line skills, industry, etc. required for specific position and job role, i.e., senior consultant in a Transformation Consulting practice in the manufacturing industry.

Proficiency levels in the generic templates are "standards" and represent fixed skill requirements for all consultants worldwide. Required proficiency levels for service line skills are determined based on the specific need of the business or practice.

Subtopics:


4.1.10.1 Generic Template


The generic template includes "Professions" skills which are common to all of the "IBM Professional Careers" and skills that are specific to the consulting profession. (Refer to the PROFESSIONS TEMPLATE at the end of this chapter for the twenty-four "professions-specific" skills.) This generic template is also referred to as "fixed" because, unlike other types of templates, it can not be customized. The generic template represents a worldwide standard that all consulting professionals will recognize and use.

For simplicity, both "profession-specific" and "consulting-specific" generic skills are combined and organized by key job responsibilities (identified as activity groups) as described below.

  1. Business/Project Management
  2. Finding Facts, Analysis, and Conclusions
  3. Managing Client Relationships
  4. Business Development (Selling)
  5. Practice/Professional Development
  6. Service Line, Industry, and Product Expertise ("Product" added since publishing the Career Guide)
  7. Leadership/Personal Effectiveness

Every consultant will use a generic (or "fixed") template corresponding to their position (i.e associate consultant, consultant, etc.). Generic templates are described in the following tables. Note that each column in the table represents a consulting position template:


4.1.10.2 Skill Template for IBM Consultant - Generic Template


    _____________________ __________________________________________________  
   |                     |    Profession Positions, with Associated Skill   | 
   | CONSULTANT          |                      Levels                      | 
   | PROFESSION SKILLS   |______ _______ ______ ______ _______ ______ ______| 
   |                     |  RA  |   AS  |  CO  |  SC  |   PR  |  EX  |  Key | 
   |                     |      |       |      |      |       |      | Skill| 
   |_____________________|______|_______|______|______|_______|______|______| 
   |                     BUSINESS/ENGAGEMENT MANAGEMENT                     | 
   |_____________________ ______ _______ ______ ______ _______ ______ ______| 
   | Manage Consulting   |  0   |   1   |  3   |   5  |   5   |   5  |      | 
   | Engagements         |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Initiate Projects   |  0   |   2   |  3   |   4  |   4   |   4  |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Plan Projects       |  1   |   2   |  3   |   4  |   4   |   4  |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Project Track,      |  1   |   2   |  3   |   4  |   5   |   5  |      | 
   | Report, and Deliver |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Manage Project Risk |  0   |   1   |  3   |   4  |   5   |   5  |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   |                FINDING FACTS, ANALYSIS, AND CONCLUSIONS                | 
   |_____________________ ______ _______ ______ ______ _______ ______ ______| 
   | (Employ) Consulting |  1   |   3   |  4   |   4  |   4   |   4  |      | 
   | Methods             |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Employ Generic      |  2   |   3   |  4   |   5  |   5   |   5  |      | 
   | Consulting Methods  |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Apply) Financial   |  1   |   2   |  3   |   4  |   5   |   4  |      | 
   | Skills              |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Apply Basic         |  1   |   2   |  3   |   4  |   4   |   4  |      | 
   | Financial Concepts  |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Use Value-Added     |  1   |   2   |  3   |   4  |   4   |   3  |      | 
   | Finance Method      |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   |                      MANAGING CLIENT RELATIONSHIPS                     | 
   |_____________________ ______ _______ ______ ______ _______ ______ ______| 
   | (Develop) Client    |  2   |   3   |  3   |   4  |   5   |   4  |      | 
   | Relationships       |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Develop)           |      |       |      |      |       |      |      | 
   | Relationships with  |  1   |   2   |  3   |   4  |   4   |   4  |      | 
   | client execs        |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Develop)           |      |       |      |      |       |      |      | 
   | Relationships with  |  2   |   3   |  3   |   4  |   4   |   5  |      | 
   | end-users           |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Develop)           |      |       |      |      |       |      |      | 
   | Relationships with  |  2   |   3   |  3   |   4  |   4   |   5  |      | 
   | client I/T          |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Understand) Client |  2   |   3   |  3   |   4  |   5   |   4  |      | 
   | Strategy and Plan   |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Understand)        |      |       |      |      |       |      |      | 
   | Client's Management |  1   |   3   |  3   |   4  |   4   |   4  |      | 
   | System and Culture  |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   |                     BUSINESS DEVELOPMENT (SELLING)                     | 
   |_____________________ ______ _______ ______ ______ _______ ______ ______| 
   | (Perform) Market    |  0   |   1   |  2   |   3  |   4   |   3  |      | 
   | Management          |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Perform Market      |  0   |   1   |  2   |   4  |   4   |   3  |      | 
   | Analysis            |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Develop Segment     |  0   |   1   |  2   |   3  |   4   |   3  |      | 
   | Mkt/Bus Plan        |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Client Issue        |  1   |   2   |  3   |   4  |   5   |   5  |      | 
   | Identification      |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Execute)           |      |       |      |      |       |      |      | 
   | Consultative Sales  |  0   |   2   |  3   |   4  |   4   |   4  |      | 
   | Calls               |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Convert) Potential |      |       |      |      |       |      |      | 
   | Opportunities to    |  0   |   2   |  3   |   4  |   4   |   5  |      | 
   | Real                |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Frame Client        |  1   |   2   |  3   |   4  |   5   |   4  |      | 
   | Solution            |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Close Opportunity   |  0   |   1   |  3   |   4  |   5   |   4  |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   |                    PRACTICE/PROFESSIONAL DEVELOPMENT                   | 
   |_____________________ ______ _______ ______ ______ _______ ______ ______| 
   | Coaching (Coach)    |  2   |   2   |  3   |   4  |   4   |   4  |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Mentoring (Mentor)  |  0   |   1   |  2   |   4  |   5   |   5  |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Give Career Advice  |  0   |   1   |  2   |   3  |   4   |   3  |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Delegate Tasks and  |  2   |   2   |  3   |   4  |   4   |   4  |      | 
   | Responsibilities    |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Manage Performance  |  1   |   1   |  2   |   3  |   5   |   5  |      | 
   | of People           |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Acknowledge         |      |       |      |      |       |      |      | 
   | Employee            |  2   |   2   |  3   |   3  |   4   |   4  |      | 
   | Contribution        |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   |                  PRODUCT/INDUSTRY/SERVICE LINE SKILLS                  | 
   |_____________________ ______ _______ ______ ______ _______ ______ ______| 
   | (Understand)        |      |       |      |      |       |      |      | 
   | Industry            |  2   |   2   |  3   |   4  |   5   |   4  |      | 
   | Segments/Industries |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Understand)        |  1   |   2   |  3   |   3  |   3   |   4  |      | 
   | Platforms           |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Understand)        |  1   |   2   |  3   |   3  |   3   |   4  |      | 
   | Applications        |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Understand)        |  1   |   2   |  3   |   3  |   3   |   4  |      | 
   | Architectures       |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Understand)        |  1   |   3   |  4   |   5  |   4   |   5  |      | 
   | Methodologies       |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Understand) I/T    |  1   |   3   |  4   |   4  |   4   |   4  |      | 
   | Related Services    |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   |                    LEADERSHIP/PERSONAL EFFECTIVENESS                   | 
   |_____________________ ______ _______ ______ ______ _______ ______ ______| 
   | (Demonstrate)       |  1   |   3   |  4   |   4  |   4   |   4  |      | 
   | Leadership          |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Show Thought        |  1   |   3   |  4   |   4  |   4   |   5  |      | 
   | Leadership          |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Foster Teamwork /   |  3   |   3   |  3   |   4  |   4   |   5  |      | 
   | Enable Teams        |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Facilitate Meetings |  1   |   3   |  4   |   5  |   3   |   3  |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Communication       |  2   |   3   |  4   |   5  |   5   |   4  |      | 
   | (Communicate)       |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Negotiate           |  1   |   3   |  4   |   4  |   5   |   4  |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Use Problem Solving |      |       |      |      |       |      |      | 
   | and Decision Making |  3   |   3   |  4   |   4  |   4   |   5  |      | 
   | Techniques          |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Understand IBM      |  2   |   3   |  3   |   4  |   4   |   4  |      | 
   | Organization        |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Explain) IBM       |      |       |      |      |       |      |      | 
   | Vision / Mission /  |  2   |   3   |  3   |   3  |   4   |   4  |      | 
   | Strategy            |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Describe) IBM      |  1   |   3   |  4   |   4  |   4   |   4  |      | 
   | Management Systems  |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Use IBM Client      |  1   |   2   |  4   |   4  |   4   |   4  |      | 
   | Satisfaction System |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Use IBM             |      |       |      |      |       |      |      | 
   | Intellectual        |  3   |   3   |  4   |   4  |   4   |   5  |      | 
   | Capital System      |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Use IBM Opportunity |  3   |   3   |  4   |  4   |   4   |   4  |      | 
   | Management System   |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Use IBM CG          |      |       |      |      |       |      |      | 
   | Consulting          |  3   |   3   |  4   |   4  |   4   |      |      | 
   | Workbench           |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 

Subtopics:


4.1.10.2.1 Service Line Templates


The following service line templates map to the eleven (11) consulting service lines.

These templates will be updated in early 1997 to reflect changes in service line direction, methodologies, tools, and techniques. Templates can be found in SKILLS V2/3 by searching "CONSULTANT-" or "SL-". The resulting list will include the specific service line/ competency name.

An individual's required proficiency level on service line and depends on the overall needs of the consulting business and local practice requirements.

  1. Business Transformation (BT)
  2. Information Technology Strategy (ITS)
  3. Workflow Management
  4. Management Technologies
  5. Information Systems Management (ISM)
  6. Networking
  7. Business Recovery
  8. Application Development Effectiveness (ADE)
  9. Rapid Solutions (SI/AD)
  10. Redevelopment/Year 2000 (SI/AD)
  11. Object Technology (OT)

4.1.10.3 Skill Template for IBM Consultant - Service Line Templates


TRANSFORMATION CONSULTING
(consultant in TC must be proficient in at least one of the competencies highlighted below)

    __________ ____________________________________________ ________________  
   |          |                    SKILL                   | See Note Below | 
   |__________|____________________________________________|________________| 
   |                        TRANSFORMATION CONSULTING                       | 
   |__________ ____________________________________________ ________________| 
   | PT26-01  | Do Architect Transformation and            |                | 
   |          | Reengineering                              |                | 
   |__________|____________________________________________|________________| 
   | PT26-02  | Employ Dynamic Stability Concepts          |                | 
   |__________|____________________________________________|________________| 
   | PT26-03  | Perform Customer Value Management          |                | 
   |__________|____________________________________________|________________| 
   | PT26-04  | Perform Customer Market Segmentation       |                | 
   |__________|____________________________________________|________________| 
   | PT26-05  | Perform Customer Wants, Needs, &           |                | 
   |          | Requirements                               |                | 
   |__________|____________________________________________|________________| 
   | PT26-06  | Perform Customer Satisfaction and Analysis |                | 
   |__________|____________________________________________|________________| 
   | PT26-07  | Perform Customer Capability Enabler        |                | 
   |          | Analysis                                   |                | 
   |__________|____________________________________________|________________| 
   | PT26-08  | Perform Customer Management Process        |                | 
   |          | Development                                |                | 
   |__________|____________________________________________|________________| 
   | PT26-09  | Perform Process Assessment, Redesign, &    |                | 
   |          | Management                                 |                | 
   |__________|____________________________________________|________________| 
   | PT26-10  | Perform Process Assessment/Analyze         |                | 
   |__________|____________________________________________|________________| 
   | PT26-11  | Perform Process Improvement                |                | 
   |__________|____________________________________________|________________| 
   | PT26-12  | Perform Process Redesign                   |                | 
   |__________|____________________________________________|________________| 
   | PT26-13  | Perform Process Re-engineering             |                | 
   |__________|____________________________________________|________________| 
   | PT26-14  | Perform Process Measurements               |                | 
   |__________|____________________________________________|________________| 
   | PT26-15  | Perform Change Management and Organization |                | 
   |          | Dynamics                                   |                | 
   |__________|____________________________________________|________________| 
   | PT26-16  | Do Performance Analysis                    |                | 
   |__________|____________________________________________|________________| 
   | PT26-17  | Do Business Culture Analysis               |                | 
   |__________|____________________________________________|________________| 
   | PT26-18  | Do Job & Work Group Design and Alignment   |                | 
   |__________|____________________________________________|________________| 
   | PT26-19  | Do Change Barrier Analysis                 |                | 
   |__________|____________________________________________|________________| 
   | PT26-20  | Do Change Enabler Alignment and Deployment |                | 
   |__________|____________________________________________|________________| 
   | PT26-21  | Do Organization/Enterprise Design &        |                | 
   |          | Restruct.                                  |                | 
   |__________|____________________________________________|________________| 
   | PT26-22  | Do Management & Leadership Team Building   |                | 
   |          | and Coaching                               |                | 
   |__________|____________________________________________|________________| 
   | PT26-23  | Do Performance Comp. & Modeling            |                | 
   |          | Application for Perf Improvement           |                | 
   |__________|____________________________________________|________________| 
   | PT26-24  | Do Enterprise Management System Modeling   |                | 
   |          | Application                                |                | 
   |__________|____________________________________________|________________| 
   | PT26-25  | Do HR Program Design and Alignment         |                | 
   |__________|____________________________________________|________________| 
   | PT26-26  | Perform Business Economic Analysis         |                | 
   |__________|____________________________________________|________________| 
   | PT26-27  | Analyze Business Processes                 |                | 
   |__________|____________________________________________|________________| 
   | PT26-28  | Do Activity Based Costing                  |                | 
   |__________|____________________________________________|________________| 
   | PT26-29  | Apply Simulation Techniques                |                | 
   |__________|____________________________________________|________________| 
   | PT26-30  | Apply Experimental Design Techniques       |                | 
   |__________|____________________________________________|________________| 
   | PT26-31  | Apply Cost-Benefit Analysis Techniques     |                | 
   |__________|____________________________________________|________________| 
   | PT26-32  | Apply Scale Curve Analytics                |                | 
   |__________|____________________________________________|________________| 
   | PT26-33  | Apply Experience Curve Analysis            |                | 
   |__________|____________________________________________|________________| 
   | PT26-34  | Apply Scope Economy Analysis               |                | 
   |__________|____________________________________________|________________| 
   | PT26-35  | Apply Option Theory Analysis               |                | 
   |__________|____________________________________________|________________| 
   | PT26-36  | Perform Product Lifecycle Management       |                | 
   |__________|____________________________________________|________________| 
   | PT26-37  | Perform Product Engineering Sub-Process    |                | 
   |          | Analysis                                   |                | 
   |__________|____________________________________________|________________| 
   | PT26-38  | Perform Product Cost Analysis              |                | 
   |__________|____________________________________________|________________| 
   | PT26-39  | Perform Engineering Data Management        |                | 
   |          | Analysis                                   |                | 
   |__________|____________________________________________|________________| 
   | PT26-49  | Make (Build)/Buy Analysis                  |                | 
   |__________|____________________________________________|________________| 
   | PT26-41  | Design for Manufacturability               |                | 
   |__________|____________________________________________|________________| 
   | PT26-42  | Perform Order Fulfillment                  |                | 
   |__________|____________________________________________|________________| 
   | PT26-43  | Perform Order Fulfillment Sub-Process      |                | 
   |          | Analysis                                   |                | 
   |__________|____________________________________________|________________| 
   | PT26-44  | Perform Inventory Reduction Analysis       |                | 
   |__________|____________________________________________|________________| 
   | PT26-45  | Perform Quick Response Techniques          |                | 
   |          | Application                                |                | 
   |__________|____________________________________________|________________| 
   | PT26-46  | Perform MRP Requirements Assessment        |                | 
   |__________|____________________________________________|________________| 
   | PT26-47  | Perform Transformation Modes and Policies  |                | 
   |          | Analysis                                   |                | 
   |__________|____________________________________________|________________| 
   | PT26-48  | Perform Operations Management              |                | 
   |__________|____________________________________________|________________| 
   | PT26-49  | Perform Operations Process Analysis        |                | 
   |__________|____________________________________________|________________| 
   | PT26-50  | Perform Value-Add Analysis                 |                | 
   |__________|____________________________________________|________________| 
   | PT26-51  | Perform TQM Program Design and             |                | 
   |          | Implementation                             |                | 
   |__________|____________________________________________|________________| 
   | PT26-52  | Perform Manufacturing Line Modeling &      |                | 
   |          | Simulation                                 |                | 
   |__________|____________________________________________|________________| 
   | PT26-53  | Perform Factory Automation Requirements    |                | 
   |          | Analysis                                   |                | 
   |__________|____________________________________________|________________| 
   | Note:  Individual required proficiency level of service line depends   | 
   |        on the overall needs of the consulting business and local       | 
   |        practice requirements.                                          | 
   |________________________________________________________________________| 

IT STRATEGY (ITS)
(A consultant in ITS must be proficient in at least one of the competencies highlighted below.)

    __________ ____________________________________________ ________________  
   |          |                    SKILL                   | See Note Below | 
   |__________|____________________________________________|________________| 
   |                        TRANSFORMATION CONSULTING                       | 
   |__________ ____________________________________________ ________________| 
   | PT26-55  | Determine Strategic Choices                |                | 
   |__________|____________________________________________|________________| 
   | PT26-56  | Use Infrastructure Analysis                |                | 
   |__________|____________________________________________|________________| 
   | PT26-57  | Use Strategic Alignment                    |                | 
   |__________|____________________________________________|________________| 
   | PT26-58  | Employ Dynamic Stability                   |                | 
   |__________|____________________________________________|________________| 
   | PT26-59  | Do Process Assessment/Analysis             |                | 
   |__________|____________________________________________|________________| 
   | PT26-60  | Use Technology Evaluation and Impact       |                | 
   |          | Analysis                                   |                | 
   |__________|____________________________________________|________________| 
   | PT26-61  | Determine Business System Architecture     |                | 
   |__________|____________________________________________|________________| 
   | PT26-62  | Use Strategic Alignment                    |                | 
   |__________|____________________________________________|________________| 
   | PT26-63  | Use Technology Evaluation and Linkages     |                | 
   |__________|____________________________________________|________________| 
   | PT26-64  | Use Value Delivery Analysis                |                | 
   |__________|____________________________________________|________________| 
   | PT26-65  | Use IT Services Applications               |                | 
   |__________|____________________________________________|________________| 
   | Note:  Individual required proficiency level of service line depends   | 
   |        on the overall needs of the consulting business and local       | 
   |        practice requirements.                                          | 
   |________________________________________________________________________| 

WORKFLOW MANAGEMENT

    __________ ____________________________________________ ________________  
   |          |                    SKILL                   | See Note Below | 
   |__________|____________________________________________|________________| 
   |                           WORKFLOW MANAGEMENT                          | 
   |__________ ____________________________________________ ________________| 
   | PT26-66  | Use Emerging Technologies                  |                | 
   |__________|____________________________________________|________________| 
   | PT26-67  | Perform Emerging Technology Assessment     |                | 
   |__________|____________________________________________|________________| 
   | PT26-68  | Perform Emerging Technology Cost/Benefit   |                | 
   |          | Analysis                                   |                | 
   |__________|____________________________________________|________________| 
   | PT26-69  | Perform Activity Based Costing             |                | 
   |__________|____________________________________________|________________| 
   | PT26-70  | Perform Emerging Technology Risk           |                | 
   |          | Assessment                                 |                | 
   |__________|____________________________________________|________________| 
   | PT26-71  | Perform Emerging Technology Impact         |                | 
   |          | Analysis                                   |                | 
   |__________|____________________________________________|________________| 
   | PT26-72  | Perform Emerging Technology Design and     |                | 
   |          | Implementation                             |                | 
   |__________|____________________________________________|________________| 
   | PT26-73  | Perform Emerging Technology Platform &     |                | 
   |          | Architecture Selection                     |                | 
   |__________|____________________________________________|________________| 
   | Note:  Individual required proficiency level of service line depends   | 
   |        on the overall needs of the consulting business and local       | 
   |        practice requirements.                                          | 
   |________________________________________________________________________| 

MANAGEMENT TECHNOLOGIES

    __________ ____________________________________________ ________________  
   |          |                    SKILL                   | See Note Below | 
   |__________|____________________________________________|________________| 
   |                         MANAGEMENT TECHNOLOGIES                        | 
   |__________ ____________________________________________ ________________| 
   | PT26-74  | Do Mathematical Modeling and Simulation    |                | 
   |__________|____________________________________________|________________| 
   | PT26-75  | Use Object-Oriented Architecture, Design,  |                | 
   |          | & Implementation                           |                | 
   |__________|____________________________________________|________________| 
   | PT26-76  | Use Discrete Event Simulation              |                | 
   |__________|____________________________________________|________________| 
   | PT26-77  | Use Linear Programming                     |                | 
   |__________|____________________________________________|________________| 
   | PT26-78  | Use Non-Linear Programming                 |                | 
   |__________|____________________________________________|________________| 
   | PT26-79  | Use Stochastic Programming                 |                | 
   |__________|____________________________________________|________________| 
   | PT26-80  | Use Differential Equations                 |                | 
   |__________|____________________________________________|________________| 
   | PT26-81  | Use Neural Network Analysis                |                | 
   |__________|____________________________________________|________________| 
   | PT26-82  | Use Expert Systems                         |                | 
   |__________|____________________________________________|________________| 
   | PT26-83  | Use Genetic Optimization                   |                | 
   |__________|____________________________________________|________________| 
   | PT26-84  | Use Simulated Annealing                    |                | 
   |__________|____________________________________________|________________| 
   | Note:  Individual required proficiency level of service line depends   | 
   |        on the overall needs of the consulting business and local       | 
   |        practice requirements.                                          | 
   |________________________________________________________________________| 

INFORMATION TECHNOLOGY PLANNING (ITP)
(A consultant in ITP is expected to be proficient in at least one of each of the skill areas below.)

    __________ ____________________________________________ ________________  
   |          |                    SKILL                   | See Note Below | 
   |__________|____________________________________________|________________| 
   |                  INFORMATION TECHNOLOGY PLANNING (ITP)                 | 
   |__________ ____________________________________________ ________________| 
   | PT26-85  | Develop Architectures                      |                | 
   |__________|____________________________________________|________________| 
   | PT26-86  | Develop Business Architectures             |                | 
   |__________|____________________________________________|________________| 
   | PT26-87  | Develop Data Architecture                  |                | 
   |__________|____________________________________________|________________| 
   | PT26-88  | Develop Object Architecture                |                | 
   |__________|____________________________________________|________________| 
   | PT26-89  | Develop Technology Architecture            |                | 
   |__________|____________________________________________|________________| 
   | PT26-90  | Ensure Inter-Architecture Integration      |                | 
   |__________|____________________________________________|________________| 
   | PT26-91  | Perform Business Analysis                  |                | 
   |__________|____________________________________________|________________| 
   | PT26-92  | Perform CSF Analysis                       |                | 
   |__________|____________________________________________|________________| 
   | PT26-93  | Perform Business Impact Analysis           |                | 
   |__________|____________________________________________|________________| 
   | PT26-94  | Perform Gap Analysis                       |                | 
   |__________|____________________________________________|________________| 
   | PT26-95  | Define I/T Values and Principals           |                | 
   |__________|____________________________________________|________________| 
   | PT26-96  | Define I/T Standards                       |                | 
   |__________|____________________________________________|________________| 
   | PT26-97  | Define Evaluation Criteria                 |                | 
   |__________|____________________________________________|________________| 
   | PT26-98  | Perform Financial Analysis                 |                | 
   |__________|____________________________________________|________________| 
   | PT26-99  | Perform Situation Assessment               |                | 
   |__________|____________________________________________|________________| 
   | PT26-100 | Perform Solution Definition                |                | 
   |__________|____________________________________________|________________| 
   | PT26-101 | Perform Valuation and Justification        |                | 
   |__________|____________________________________________|________________| 
   | PT26-102 | Perform Transition Planning                |                | 
   |__________|____________________________________________|________________| 
   | Note:  Individual required proficiency level of service line depends   | 
   |        on the overall needs of the consulting business and local       | 
   |        practice requirements.                                          | 
   |________________________________________________________________________| 

INFORMATION SYSTEMS MANAGEMENT (ISM) (A consultant in ISM is expected to be proficient in at least one of the skill areas below.)

    __________ ____________________________________________ ________________  
   |          |                    SKILL                   | See Note Below | 
   |__________|____________________________________________|________________| 
   |                  INFORMATION SYSTEMS MANAGEMENT (ISM)                  | 
   |__________ ____________________________________________ ________________| 
   | PT26-103 | Assess and Design Restructuring and        |                | 
   |          | Consolidation                              |                | 
   |__________|____________________________________________|________________| 
   | PT26-104 | Assess and Design Problem Management       |                | 
   |          | Systems                                    |                | 
   |__________|____________________________________________|________________| 
   | PT26-105 | Assess and Design Availability Management  |                | 
   |          | Systems                                    |                | 
   |__________|____________________________________________|________________| 
   | PT26-106 | Perform IT Assessment                      |                | 
   |__________|____________________________________________|________________| 
   | PT26-107 | Design Systems Management Framework        |                | 
   |__________|____________________________________________|________________| 
   | PT26-108 | Assess and Design IT Customer Satisfaction |                | 
   |          | Management Systems                         |                | 
   |__________|____________________________________________|________________| 
   | PT26-109 | Assess and Design Security Management      |                | 
   |          | Systems                                    |                | 
   |__________|____________________________________________|________________| 
   | PT26-110 | Assess and Design IT Change Management     |                | 
   |          | System                                     |                | 
   |__________|____________________________________________|________________| 
   | PT26-111 | Assess and Design Performance Management   |                | 
   |          | Systems                                    |                | 
   |__________|____________________________________________|________________| 
   | PT26-112 | Assess and Design Help Desks               |                | 
   |__________|____________________________________________|________________| 
   | PT26-113 | Assess and Design Capacity Management      |                | 
   |          | Systems                                    |                | 
   |__________|____________________________________________|________________| 
   | PT26-114 | Define I/T Management Systems              |                | 
   |__________|____________________________________________|________________| 
   | Note:  Individual required proficiency level of service line depends   | 
   |        on the overall needs of the consulting business and local       | 
   |        practice requirements.                                          | 
   |________________________________________________________________________| 

APPLICATION DEVELOPMENT EFFECTIVENESS (ADE)

    __________ ____________________________________________ ________________  
   |          |                    SKILL                   | See Note Below | 
   |__________|____________________________________________|________________| 
   |               APPLICATION DEVELOPMENT EFFECTIVENESS (ADE)              | 
   |__________ ____________________________________________ ________________| 
   | PT26-115 | Perform ADE Effectiveness Consulting       |                | 
   |__________|____________________________________________|________________| 
   | PT26-116 | Employ ADE Project Review Intervention     |                | 
   |__________|____________________________________________|________________| 
   | PT26-117 | Employ ADE Process Formalization           |                | 
   |          | Intervention                               |                | 
   |__________|____________________________________________|________________| 
   | Note:  Individual required proficiency level of service line depends   | 
   |        on the overall needs of the consulting business and local       | 
   |        practice requirements.                                          | 
   |________________________________________________________________________| 

BUSINESS RECOVERY

    __________ ____________________________________________ ________________  
   |          |                    SKILL                   | See Note Below | 
   |__________|____________________________________________|________________| 
   |                            BUSINESS RECOVERY                           | 
   |__________ ____________________________________________ ________________| 
   | PT26-118 | Perform Business Recovery Consulting       |                | 
   |__________|____________________________________________|________________| 
   | PT26-119 | Perform Enterprise Solutions Analysis      |                | 
   |__________|____________________________________________|________________| 
   | PT26-120 | Perform Customer Environment Analysis      |                | 
   |__________|____________________________________________|________________| 
   | PT26-121 | Perform Business Impact Analysis           |                | 
   |__________|____________________________________________|________________| 
   | PT26-122 | Develop Recovery Plan                      |                | 
   |__________|____________________________________________|________________| 
   | PT26-123 | Perform Integrated Risk Management         |                | 
   |          | Analysis                                   |                | 
   |__________|____________________________________________|________________| 
   | PT26-124 | Develop Enterprise-Wide Recovery Strategy  |                | 
   |__________|____________________________________________|________________| 
   | Note:  Individual required proficiency level of service line depends   | 
   |        on the overall needs of the consulting business and local       | 
   |        practice requirements.                                          | 
   |________________________________________________________________________| 

NETWORKING

    __________ ____________________________________________ ________________  
   |          |                    SKILL                   | See Note Below | 
   |__________|____________________________________________|________________| 
   |                               NETWORKING                               | 
   |__________ ____________________________________________ ________________| 
   | PT26-125 | Assess and Design Network and Systems      |                | 
   |          | Management                                 |                | 
   |__________|____________________________________________|________________| 
   | PT26-126 | Perform Network Trends and Directions      |                | 
   |          | Studies and Surveys                        |                | 
   |__________|____________________________________________|________________| 
   | PT26-127 | Assess and Design Network Operations       |                | 
   |          | Policies and Procedures                    |                | 
   |__________|____________________________________________|________________| 
   | PT26-128 | Assess and Design Network                  |                | 
   |__________|____________________________________________|________________| 
   | PT26-129 | Assess and Design Network Architecture     |                | 
   |__________|____________________________________________|________________| 
   | PT26-130 | Assess and Develop Network Strategy        |                | 
   |__________|____________________________________________|________________| 
   | PT26-131 | Define Network Requirements                |                | 
   |__________|____________________________________________|________________| 
   | PT26-132 | Perform Network Assessment & Audit         |                | 
   |__________|____________________________________________|________________| 
   | Note:  Individual required proficiency level of service line depends   | 
   |        on the overall needs of the consulting business and local       | 
   |        practice requirements.                                          | 
   |________________________________________________________________________| 

RAPID SOLUTIONS (SI/AD)

    __________ ____________________________________________ ________________  
   |          |                    SKILL                   | See Note Below | 
   |__________|____________________________________________|________________| 
   |                         RAPID SOLUTIONS (SI/AD)                        | 
   |__________ ____________________________________________ ________________| 
   | PT26-133 | Employ Rapid Solutions Consulting          |                | 
   |          | Methodology                                |                | 
   |__________|____________________________________________|________________| 
   | PT26-134 | Employ Project Management Methodology      |                | 
   |          | (e.g., MITP)                               |                | 
   |__________|____________________________________________|________________| 
   | Note:  Individual required proficiency level of service line depends   | 
   |        on the overall needs of the consulting business and local       | 
   |        practice requirements.                                          | 
   |________________________________________________________________________| 

REDEVELOPMENT/YEAR 2000 (SI/AD)

    __________ ____________________________________________ ________________  
   |          |                    SKILL                   | See Note Below | 
   |__________|____________________________________________|________________| 
   |                     REDEVELOPMENT/YEAR 2000 (SI/AD)                    | 
   |__________ ____________________________________________ ________________| 
   | PT26-133 | Employ Application Redevelopment           |                | 
   |          | Methodology                                |                | 
   |__________|____________________________________________|________________| 
   | PT26-134 | Employ Project Management Methodology      |                | 
   |          | (i.e., MITP)                               |                | 
   |__________|____________________________________________|________________| 
   | Note:  Individual required proficiency level of service line depends   | 
   |        on the overall needs of the consulting business and local       | 
   |        practice requirements.                                          | 
   |________________________________________________________________________| 

OBJECT ORIENTED TECHNOLOGY

    __________ ____________________________________________ ________________  
   |          |                    SKILL                   | See Note Below | 
   |__________|____________________________________________|________________| 
   |                       OBJECT ORIENTED TECHNOLOGY                       | 
   |__________ ____________________________________________ ________________| 
   | PT26-143 | Build Object Model                         |                | 
   |__________|____________________________________________|________________| 
   | PT26-144 | Define Object Technology Transition Plan   |                | 
   |__________|____________________________________________|________________| 
   | PT26-145 | Build Re-usable assets                     |                | 
   |__________|____________________________________________|________________| 
   | PT26-146 | Use Object Foundry                         |                | 
   |__________|____________________________________________|________________| 
   | Note:  Individual required proficiency level of service line depends   | 
   |        on the overall needs of the consulting business and local       | 
   |        practice requirements.                                          | 
   |________________________________________________________________________| 

Subtopics:


4.1.10.3.1 Consulting Template -- Example


A consultant's template will consist of one or more of the template types shown below.

    ____________________________________ ___________________________________  
   |                                    |      Same For All Consultants     | 
   |           GENERIC SKILLS           |   (Includes Profession Template)  | 
   |____________________________________|___________________________________| 
   |         SERVICE LINE SKILLS        |  At Least 1 Service Line Template | 
   |____________________________________|___________________________________| 
   |           INDUSTRY SKILLS          |    0 Or More Industry Templates   | 
   |____________________________________|___________________________________| 
   |           PRODUCT SKILLS           |    0 Or More Product Templates    | 
   |____________________________________|___________________________________| 

At a minimum, your job role template would consist of the generic and appropriate service line templates corresponding to your position and it may contain one or more industry and/or product templates based on your job responsibilities. For example, if you are a Senior Consultant in a Networking practice in the Finance industry. Your profile would include the professional skills for CONSULTANT-SENIOR, networking service line, finance industry, and networking product templates.

Using the example above, proficiency levels for the generic template represent what is required of a Senior Consultant regardless of service line, industry, and/or product expertise. These levels are not negotiable. However, the proficiency levels shown in the service line templates are guidelines. You (the consultant) will customize the service line skills in your template to represent the unique requirements of your business. It would be up to you/the Consultant and the Principal to determine what is appropriate.


4.1.10.4 Skill Template for IBM Consultant - Profession Template


Profession Template -- 24 skills common to all professions. These skills are integrated with key consulting skills in the generic template.

    _____________________ __________________________________________________  
   |                     |    Profession Positions, with Associated Skill   | 
   | CONSULTANT          |                      Levels                      | 
   | PROFESSION SKILLS   |______ _______ ______ ______ _______ ______ ______| 
   |                     |  RA  |   AS  |  CO  |  SC  |   PR  |  EX  |  Key | 
   |                     |      |       |      |      |       |      | Skill| 
   |_____________________|______|_______|______|______|_______|______|______| 
   |                           PROFESSION TEMPLATE                          | 
   |_____________________ ______ _______ ______ ______ _______ ______ ______| 
   | (Develop) Client    |  2   |   3   |  3   |  4   |   5   |   4  |      | 
   | Relationships       |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Understand) Client |  2   |   3   |  3   |  4   |   5   |   4  |      | 
   | Strategy and Plan   |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Understand)        |      |       |      |      |       |      |      | 
   | Client's Management |  1   |   3   |  3   |  4   |   4   |   4  |      | 
   | System and Culture  |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Apply) Financial   |  1   |   2   |  3   |  4   |   5   |   4  |      | 
   | Skills              |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Employ) Consulting |  1   |   3   |  4   |  4   |   4   |   4  |      | 
   | Methods             |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Perform) Market    |  0   |   1   |  2   |  3   |   4   |   3  |      | 
   | Management          |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Execute)           |      |       |      |      |       |      |      | 
   | Consultative Sales  |  0   |   2   |  3   |  4   |   4   |   4  |      | 
   | Calls               |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Understand)        |      |       |      |      |       |      |      | 
   | Industry            |  2   |   2   |  3   |  4   |   5   |   4  |      | 
   | Segments/Industries |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Understand IBM      |  2   |   3   |  3   |  4   |   4   |   4  |      | 
   | Organization        |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Explain) IBM       |      |       |      |      |       |      |      | 
   | Vision / Mission /  |  2   |   3   |  3   |  3   |   4   |   4  |      | 
   | Strategy            |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Describe) IBM      |  1   |   3   |  4   |  4   |   4   |   4  |      | 
   | Management Systems  |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Initiate Projects   |  0   |   2   |  3   |  4   |   4   |   4  |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Plan Projects       |  1   |   2   |  3   |  4   |   4   |   4  |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Project Track,      |  1   |   2   |  3   |  4   |   5   |   5  |      | 
   | Report, and Deliver |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Manage Project Risk |  0   |   1   |  3   |  4   |   5   |   5  |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Understand)        |  1   |   2   |  3   |  3   |   3   |   4  |      | 
   | Platforms           |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Understand)        |  1   |   2   |  3   |  3   |   3   |   4  |      | 
   | Applications        |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Understand)        |  1   |   2   |  3   |  3   |   3   |   4  |      | 
   | Architectures       |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Understand)        |  1   |   3   |  4   |  5   |   4   |   5  |      | 
   | Methodologies       |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Understand) I/T    |  1   |   3   |  4   |  4   |   4   |   4  |      | 
   | Related Services    |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | (Demonstrate)       |  1   |   3   |  4   |  4   |   4   |   4  |      | 
   | Leadership          |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Communication       |  2   |   3   |  4   |  5   |   5   |   4  |      | 
   | (Communicate)       |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Negotiate           |  1   |   3   |  4   |  4   |   5   |   4  |      | 
   |_____________________|______|_______|______|______|_______|______|______| 
   | Use Problem Solving |      |       |      |      |       |      |      | 
   | and Decision Making |  3   |   3   |  4   |  4   |   4   |   5  |      | 
   | Techniques          |      |       |      |      |       |      |      | 
   |_____________________|______|_______|______|______|_______|______|______| 

4.1.11 Professional Development


Growing your skills requires a combination of experience, on the job training, education, coaching and mentoring. The Consulting Profession emphasizes a range of skill development activities to grow skills. Education and training can be separated into several forms including self study, distance learning, internships, classroom and seminars. The integration of these delivery methods can be an efficient and cost effective way to build your skills. For an overview of the Worldwide Professions and links to the Common Skills Categories and Professions Roadmaps, refer to the Education Roadmap page of the IEC Course Catalog at http://w3.lahulpe.ibm.com/roadmaps/index.html.

Also, refer to the Consulting Profession Career Planning Guide.


4.1.12 Consultant Position Descriptions


The following position descriptions describe the basic work of each of the positions within the Professions. Formal descriptions which may contain legally mandated language necessary for classifying employees in a geography should be obtained through the approved on-line job library, if available in the geography, or by contacting the appropriate H.R. personnel within the geography.

Subtopics:


4.1.12.1 Position Title: Research Associate


Position Concept:

Research Associates support engagement activities, primarily through data research and analysis, and administration of engagement activities (e.g., creation of charts/graphs and other reports, data entry, etc.) under supervision. Research Associates are expected to be proficient in the use of the analysis and graphics tools on the Consultant Work- bench, and the Intellectual Capital System. Research Associates may work on client premises and may occasionally assist with client presentations. A Research Associate is the entry level for the Consulting Profession, and presumes skills of a college graduate or equivalent. Research Associates are expected to be billable.

Skills

Contribution/Leadership

Impact on Business/Job Scope


4.1.12.2 Position Title: Associate Consultant


Position Concept:

Associate Consultants gather facts (through research, structured and unstructured interviews, surveys, etc.) in support of specific engagements, typically one engagement at a time. They develop leadership skills through ownership of specific tasks or projects within an engagement. Associate Consultants perform primary and secondary research and are responsible for the design, analysis and presentation of data. Associate Consultants are expected to use key analysis and graphics tools on the Consultant Workbench, and the Intellectual Capital System. Associate Consultants are expected to establish relationships within client organizations and deliver timely, high quality service to the client. Associate Consultant level utilization rates and approved business development activities are expected to be in the 80% range.

In addition to the attributes of Research Associate, typical attributes of this position include the following:

Skills

Contribution/Leadership

Impact on Business/Job Scope


4.1.12.3 Position Title: Consultant


Position Concept:

The Consultant performs the bulk of the engagement work as defined by the client contract. They lead major portions of large or medium engagements, and lead small engagements autonomously. Consultants gather facts (through research, interviewing, surveys, etc.) analyze the client's business, draw conclusions, prepare final reports, and give presentations. Consultants are expected to be proficient in the use of key analysis and graphics tools on the Consultant Workbench, and the Intellectual Capital System. Consultants are expected to establish relationships with key client personnel and deliver timely, high quality service to the client. Consultant level utilization rates and approved business development activities are expected to be in the 70% range.

In addition to the attributes of the Associate Consultant, typical attributes of this position include the following:

Skills

Contribution/Leadership

Impact on Business/Job Scope


4.1.12.4 Position Title: Senior Consultant


Position Concept:

Senior Consultants manage engagement work as defined by the client contract. They lead medium to large complex engagements and major phases of very large engagements. Senior Consultants manage the fact finding, analysis, development of hypotheses/conclusions, production of final reports and delivery of presentations. They are responsible for ensuring that the engagement delivers to client expectations on time and to budget, as well as delivering planned profit to IBM. They recognize and track changing requirements and renegotiate contracts with the client. Senior Consultants are responsible for managing the intellectual capital throughout the engagement. They are expected to invest time in the professional development of other consultants and act as mentors. Senior consultants are expected to establish relationships with executive client personnel and develop a reputation within their market/industry. Senior Consultants are expected to have extremely strong engagement management skills. Senior Consultant level utilization rates and approved business development activities are expected to be in the 60% range.

In addition to the attributes of a Consultant, typical attributes of this position include the following:

Skills

Contribution/Leadership

Impact on Business/Job Scope


4.1.12.5 Position Title: Principal


(This is a management position. The equivalent non-management position is an Executive Consultant, described in the next job description.

Position Concept:

Principals are responsible for developing new business and building practices - revenue/profit and critical skills. They are expected to have very strong engagement management skills, but their focus is on building profitable IBM Consulting business and developing client relationships. Principals have overall responsibility for practice and business results, including engagement deliverables, client satisfaction and profit. Principals' focus will change depending on the maturity of the business. They manage pre-engagement work (defining and closing opportunities, determining engagement scope and cost projections, formulating initial hypotheses). They have responsibility for and may be involved in all aspects of the engagement, including renegotiation of client contracts in line with changing client requirements. Principals are responsible for business development - follow-on work with specific clients, and new business in particular markets/industries. Principals are responsible for professional development of Consultants and often have specific people management responsibilities. They are responsible for developing their practice. This position is very visible, within IBM and client organizations. They are expected to achieve utilization rates and business development activities in the 45% range.

In addition to the attributes of a Senior Consultant, typical attributes of this position include the following:

Skills

Contribution/Leadership

Impact on Business/Job Scope


4.1.12.6 Position Title: Executive Consultant


(This is a non-management position. The equivalent management position is a Principal, described in the previous job description.)

Position Concept:

Executive Consultants at professional levels, and growing through the Executive positions, are principally responsible for managing complex engagements, developing intellectual capital, defining methodologies, and, increasingly as they attain IBM executive positions, acting as mentor to complex engagements. Executive Consultants are responsible for ensuring that all deliverables meet client requirements and timescales, and that hypotheses and conclusions are tested through experience gained on previous engagements and through the development of intellectual capital. They are responsible for qualifying client expectations and ensuring that the engagement team work effectively together to meet expectations. They identify and close new business. They regularly review client contracts and plan and agree changes in scope with the clients to meet IBM profit objectives. Executive Consultants have the primary responsibility for assessing intellectual capital gained through engagements, contributing new intellectual capital, and developing an asset based consultancy. They may be involved in development of new Service Lines and supporting methodologies and education, especially in IBM executive positions. They act as mentors to individual consultants, but also to total engagements. They are expected to establish relationships with clients at all levels, but particularly with individuals in clients who have expert knowledge of their own and industry/market processes. Executive Consultant utilization rates are expected to be in the 60% range.

In addition to the attributes of a Senior Consultant, typical attributes of this position include the following:

Skills

Contribution/Leadership

Impact on Business/Job Scope


4.2 Chapter 16. Education Profession

Subtopics:


4.2.1 Education Profession Overview


The Education Profession was created to meet the demanding, changing needs of customers. The Education Profession consists of Education Specialists, both certified and non-certified. These educators work closely with IBM organizations and IBM customers to learn their businesses and how they function. This partnership enables educators to:

The Education Specialists function as part of multi-disciplined performance teams working closely with business units. Based on the role(s) they play, they are responsible for performance analysis, solution selection and integration, solution development, solution delivery, portfolio management, and monitoring and measuring solution implementation. Education Specialists employ specific methodologies and tools which encompass performance technology, the Systems Approach to Education (SATE), and other appropriate methodologies.

The Education Specialist consists of both non-consulting Education Specialists and Consulting Education Specialists. They must have strong education and training skills with a greater level of expertise than the traditional "educator."

The Consulting Education Specialists must have strong product/offering skills in their speciality area(s) of instruction, development, performance management and/or curriculum management. They must also have strong personal skills, particularly leadership and communications. The Consulting Education Specialist may or may not have quota(s) such as billable hours, number of teach days, development ratio, etc. The key performance elements are performance quotas, client satisfaction and team participation. A direct career path from the Education Specialist to the Consulting Education Specialist is provided. Certification is dependant on business need, first and foremost, and also attaining certification by the Education Profession Review Board.

A major source for Education Specialists is from within the IBM community.

Subtopics:


4.2.1.1 Business Strategy Summary


Customers are undergoing profound changes as their marketplaces are driven more and more by knowledge and information. Their firms must transform into adaptive, learning organizations whose underlying characteristics need to change to address these new market forces. As they go through these fundamental and difficult changes they are looking for partners and suppliers who have the knowledge, expertise, services and products that best fit their needs.

Knowledge and expertise, and the ability to deliver it in many forms, are becoming key difference-makers in the marketplace. Central to our client's transformation is the ability to develop a knowledgeable, high-performance workforce at all levels. Therefore, the mission of IBM education and training is to improve the performance of our customers, both internal and external. Education and training supports our customers' business strategies and response to business issues by facilitating the required human performance outcomes.

Education and training has expanded the instructional model to a "performance model" as described in the following chart.

   PICTURE 32           

    _______________ ________________________________ _______________________  
   |               |          INSTRUCTIONAL         |   PERFORMANCE MODEL   | 
   |               |              MODEL             |                       | 
   |_______________|________________________________|_______________________| 
   | Goals         | Individual Knowledge & Skills  | Business Outcomes     | 
   |_______________|________________________________|_______________________| 
   | Target        | The Individual                 | The Organization      | 
   |_______________|________________________________|_______________________| 
   | Deliverables  | Instructional Products &       | Solution Systems      | 
   |               | Services                       |                       | 
   |_______________|________________________________|_______________________| 
   | Domain        | The Classroom                  | The Workplace         | 
   |_______________|________________________________|_______________________| 
   | Process       | Systematic                     | Systematic & Systemic | 
   |_______________|________________________________|_______________________| 

Both the instructional model and the performance model start with business requirements. Under the instructional model, we analyze the "skills" needed. In contrast, under the performance model, we analyze what "human performance" is needed. That includes where we are today, what's causing the "gap" and what set of additional interventions will best close that gap. Interventions are selected based on the cause of the problem. For example, if the performance gap results from a lack of skill or knowledge, education and training are probably the answer. Process re-engineering, changes to the measurement and compensation plans, new technologies or tools, feedback instruments, organizational development techniques are examples of additional interventions that can be applied.

4.2.2 Profession Structure


The Education Profession consists of 5 positions:

  1. Education Specialist

    The Education Specialist applies experience and knowledge of one or more IT disciplines and a basic professional knowledge of education principles to increase the knowledge of clients. This would normally be achieved by instructional delivery or occasionally through development of basic educational materials.Is responsible for a thorough understanding of concepts taught/developed, including practical, hands-on experience with subject matter.

  2. Advisory Education Specialist

    The Advisory Education Specialist is a seasoned, experienced professional working on education services assignments of medium to large complexity. Will normally be highly skilled in own discipline in addition to at least one of the four areas of training specialization. May also have program management responsibility.

  3. Senior Education Specialist

    The Senior Education Specialist is an experienced Professional working on education assignments of a large and/or complex nature, and will have an outstanding record of success in this environment. Is instrumental in helping to formulate Education & Training policy and direction. Will have extensive experience in more than one of the four areas of education specialization. May also have significant program management responsibility.

  4. Consulting Education Specialist

    The Consulting Education Specialist works on large complex education assignments and is a key contributor to the success of the education business unit.

  5. Senior Consulting Education Specialist

    The Senior Consulting Education Specialist operates as an exceptionally experienced professional working on multiple large complex education assignments and is a key contributor to the success of the education business unit. Is expected to have responsibility for a very significant business stream from own personal activities. Operation scope would normally be at business unit, country, international or global projects level.

Note: The areas of education specialization referred to above are: Instruction; Development; Performance Consultancy; Curriculum Specialization

The Consulting and Senior Consulting positions are certified positions. Figure 16-1 in topic 4.2.3 and Figure 16-2 in topic 4.2.3 summarize the requirements of each position of the profession and the developmental requirements for progression within the profession. Detailed position descriptions can be found in "Education Position Descriptions" in topic 4.2.10.


4.2.3 Characteristics of the Profession


An Education Specialist will perform in one or many areas of the Education business. There are four area of Education Specialization:


As a foundation for the skills in a speciality area, the specialist will use Performance Technology, SATE methodology and other methodologies as appropriate in the speciality.

The Education Specialist will be the leading training provider of new skills to professionals and management. They will:

To accomplish these tasks, the Education Specialist will:

With these characteristics, an Education Specialist can provide insights and leading-edge ideas which will help position our customers in the global economy. This expertise, through training, will be a key "value add" that influences the customer's preference in partnerships.

   PICTURE 33           

Figure 16-1. Education Specialist Profession Roadmap - #1

   PICTURE 34           

Figure 16-2. Education Specialist Profession Roadmap - #2


4.2.4 Potential Candidates


Education Specialist Candidates are in positions that grow strong product/services/technical expertise and communications skills, such as:

Refer to Figure Figure 16-3 in topic 4.2.5 for more details on some possible candidates for the Education Profession and possible career movement from an education specialist position.

For the Consulting Specialist position, candidates would most likely come from the education organizations and profession, although people with relevant experience from other IBM professions could also be candidates. More information on movement from other professions is available in Education Career Possibilities.


4.2.5 Career Growth


Progression through the positions in the education specialist career path from Associate to Senior is dependant on a number of factors. Individual ability and experience, and also business need are two key factors. Further details may be found on this in the following sections on skills and in the appendix detailing the relevant position descriptions.

Within the Education Profession, there is provision for two levels of certified professional, Consulting and Senior Consulting.

The focus in both positions is clearly supporting and adding value to the education business, while operating effectively at a very senior level. Job descriptions are to be found in the relevant section of this guide.

The establishment of any positions at the certified levels is a business decision taken at unit level. Depending on a number of factors, chiefly how the business is shaped and controlled in any one unit, there will be varying requirements for the numbers of individuals in certified positions. (It is possible that there may be a very limited requirement in some cases.)

The differentiation between the two is essentially that of business volume supported. Also, for the Senior Consulting, a skill level of five (5) would be expected in all the Customer Environment, and Business Acumen areas.

   PICTURE 35           

Figure 16-3. Education Profession Career Possibilities

An individual could progress from Consulting to Senior Consulting, firstly by the business requirement, and secondly by achieving the standard and having the track record of at least three years outstanding success as a Consulting education specialist.

The certification requirement of being regularly assessed remains unchanged in either position.


4.2.6 Certification Nomination Guide


The Worldwide Education Certification Nomination Guide contains the criteria, required documentation, and process for certification in the profession.


4.2.7 Performance Elements


    ________________________________________________________________________  
   |             Education Specialist:  Position Level Criteria             | 
   |_________________ __________________ _________________ _________________| 
   |                 |    Specialist    |     Advisory    |      Senior     | 
   |_________________|__________________|_________________|_________________| 
   | Experience      | Background in IT | Typically 4     | Typically a     | 
   |                 | and Services     | years in        | minimum of 6    | 
   |                 | environment      | IT/Services     | years in IT /   | 
   |                 |                  | environment At  | Services /      | 
   |                 |                  | least 3 years   | Education       | 
   |                 |                  | in education.   | environment,    | 
   |                 |                  |                 | significant     | 
   |                 |                  |                 | industry        | 
   |                 |                  |                 | related         | 
   |                 |                  |                 | education       | 
   |                 |                  |                 | experience.     | 
   |_________________|__________________|_________________|_________________| 
   | Client          | Limited with     | Significant,    | Extensive, will | 
   | Responsibility  | guidance.        | may control     | lead complex    | 
   |                 |                  | non-complex     | assignments.    | 
   |                 |                  | assignments.    |                 | 
   |_________________|__________________|_________________|_________________| 
   | Technical       | Practitioner     | Practitioner    | Practitioner    | 
   | Expertise       | skill in at      | skills in at    | skills in       | 
   |                 | least 1          | least 1         | several         | 
   |                 | specialist area. | specialist      | specialist      | 
   |                 | Good knowledge   | area.  Sound    | areas.  Expert  | 
   |                 | of business      | knowledge of    | knowledge of    | 
   |                 | environment in   | business        | business        | 
   |                 | own area.  Good  | environment in  | environment in  | 
   |                 | range of         | own area.  Wide | own areas.      | 
   |                 | education and    | range of        | Expert in       | 
   |                 | training         | education and   | education and   | 
   |                 | techniques.      | training        | training        | 
   |                 |                  | techniques.     | techniques.     | 
   |_________________|__________________|_________________|_________________| 
   | Financial       | Little direct.   | Significant.    | Extensive.  May | 
   | Responsibility  | Contributes to   | May be assigned | have overall    | 
   |                 | business         | full            | program         | 
   |                 | targets.         | responsibility  | management      | 
   |                 |                  | in areas.       | control.        | 
   |_________________|__________________|_________________|_________________| 

Subtopics:


4.2.7.1 Performance Elements Detail


Depending on the area(s) of Education Specialization within which an individual operates, the position may or may not be a quota position. The areas of specialization are:

Typically, Key Performance Elements could be:


4.2.7.2 Role Comparison for Education Specialist


The following table compares various characteristics, performance elements, and compensation among the Education Specialist, Education Expert and Services Specialist tasks.

Note: Depending on the area(s) of specialization noted above, the items marked * below, may differ in individual cases.

    _________________ __________________ _________________ _________________  
   |                 | Education        | Consulting      | I/T Specialist  | 
   |                 | Specialist       | Education       |                 | 
   |                 |                  | Specialist      |                 | 
   |_________________|__________________|_________________|_________________| 
   | Focus *         | Primarily        | Primarily       | Primarily       | 
   |                 | education        | contributing    | billable        | 
   |                 | product delivery | intellectual    |                 | 
   |                 | / development /  | capital to add  |                 | 
   |                 | services revenue | value           |                 | 
   |_________________|__________________|_________________|_________________| 
   |                 | Strong education | Very strong     | Moderate        | 
   |                 | and              | education and   | communication   | 
   |                 | communication    | communication   | skills          | 
   |                 | skills           | skills          |                 | 
   |_________________|__________________|_________________|_________________| 
   |                 | Strong           | Very strong     | Strong product  | 
   |                 | product/IT       | subject matter  | skills          | 
   |                 | skills           | expertise       |                 | 
   |_________________|__________________|_________________|_________________| 
   |                 | IBM education    | Recognized as a | Generally       | 
   |                 | focal point to   | focal point     | single customer | 
   |                 | multiple         | within the      | interface       | 
   |                 | customers        | education       |                 | 
   |                 |                  | industry        |                 | 
   |_________________|__________________|_________________|_________________| 
   | Key Performance | Financial        | Revenue,        | Revenue,        | 
   | Elements *      | targets:         | profit,         | personal        | 
   |                 | cost/revenue,    | business        | utilization,    | 
   |                 | profit, customer | targets,        | customer        | 
   |                 | satisfaction     | customer        | satisfaction    | 
   |                 |                  | satisfaction    |                 | 
   |_________________|__________________|_________________|_________________| 
   | Compensation    | Specialist plan  | Specialist plan | IT Specialist   | 
   |                 |                  |                 | plan            | 
   |_________________|__________________|_________________|_________________| 

4.2.8 Education Profession Skills Profiles

Subtopics:


4.2.8.1 Skills Profiles Overview


    ____________________________ ___________________________________________  
   |                            |   Profession Positions, with Associated   | 
   | EDUCATION SPECIALIST       |                Skill Levels               | 
   |  - UNIVERSAL SKILLS        |_______ ______ ______ _______ ______ ______| 
   |                            |  Spec |  Adv |  Sr  |  Cons |  Sr  |  Key | 
   |                            |       |      |      |       | Cons | Skill| 
   |____________________________|_______|______|______|_______|______|______| 
   |                          CUSTOMER ENVIRONMENT                          | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | Client Relationships       |   2   |   3  |   3  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Client Strategy & Planning |   2   |   3  |   3  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Client Management          |   1   |   2  |   3  |   4   |   5  |      | 
   | Sys/Culture                |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   |                             BUSINESS ACUMEN                            | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | Market Management          |   1   |   2  |   3  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Financial Skills           |   2   |   2  |   3  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Consulting Methods         |   1   |   2  |   3  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Value-Add Selling          |   2   |   3  |   4  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   |                                INDUSTRY                                | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | Industry/Education         |   2   |   3  |   4  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   |                             IBM ENVIRONMENT                            | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | IBM Organization           |   2   |   3  |   4  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | IBM                        |   2   |   3  |   3  |   4   |   5  |      | 
   | Vision/Mission/Strategy    |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | IBM Management System      |   2   |   3  |   4  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   |                           PROJECT MANAGEMENT                           | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | Initiate Projects          |   2   |   3  |   4  |   4   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Plan Projects              |   2   |   3  |   4  |   4   |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Project                    |   2   |   3  |   4  |   4   |   4  |      | 
   | Track/Report/Deliver       |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Manage Project Risk        |   2   |   3  |   3  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   |                          PRODUCTS & TECHNOLOGY                         | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | Platforms                  |   2   |   3  |   3  |   3   |   3  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Applications               |   2   |   3  |   4  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | I/T Related Services       |   2   |   3  |   4  |   4   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Architectures              |   2   |   3  |   4  |   4   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Methodologies              |   2   |   3  |   4  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   |                                PERSONAL                                | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | Leadership                 |   3   |   4  |   5  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Communication              |   3   |   4  |   5  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Negotiation                |   2   |   2  |   3  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Problem Solving/Decision   |   3   |   4  |   4  |   4   |   5  |      | 
   | Making                     |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 

    ____________________________ ___________________________________________  
   |    EDUCATION SPECIALIST    |   Profession Positions, with Associated   | 
   |        - DEVELOPMENT       |                Skill Levels               | 
   |    SPECIALIZATION SKILLS   |_______ ______ ______ _______ ______ ______| 
   |                            | Assoc |  Adv |  Sr  |  Cons |  Sr  |  Key | 
   |                            |       |      |      |       | Cons | Skill| 
   |____________________________|_______|______|______|_______|______|______| 
   | PERFORMANCE ANALYSIS       |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Conduct Performance        |   2   |   3  |   4  |   5   |   5  |      | 
   | Analysis                   |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Use Perf Analysis Tools &  |   2   |   3  |   4  |   5   |   5  |      | 
   | Techniques                 |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Prescribe Solutions Based  |   2   |   3  |   4  |   5   |   5  |      | 
   | on Perf Analysis           |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | INSTRUCTIONAL DESIGN       |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Analyze Delivery Methods & |   3   |   4  |   5  |   5   |   5  |      | 
   | Techniques                 |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Plan Instructional Design  |   3   |   4  |   5  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Write Enabling Objectives  |   3   |   4  |   5  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Execute Syst Instructional |   3   |   4  |   5  |   5   |   5  |      | 
   | Design Approach            |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | INSTRUCTIONAL DEVELOPMENT  |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Develop Courses            |   3   |   4  |   5  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Use Authoring Tools /      |   3   |   4  |   5  |   5   |   5  |      | 
   | Techniques                 |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | INSTRUCTIONAL DELIVERY     |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Prepare for Training       |   2   |   2  |   3  |   3   |   4  |      | 
   | Events                     |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Deliver Training Events    |   2   |   3  |   3  |   4   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | EVALUATION                 |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Design Evaluation          |   2   |   3  |   4  |   5   |   5  |      | 
   | Instruments                |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Apply Types of Evaluation  |   3   |   4  |   5  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Analyze Evaluation Results |   3   |   4  |   5  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | SUBJECT MATTER EXPERTISE   |   3   |   4  |   5  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 

    ____________________________ ___________________________________________  
   |    EDUCATION SPECIALIST    |   Profession Positions, with Associated   | 
   |   - PERFORMANCE TECHNOLOGY |                Skill Levels               | 
   |    SPECIALIZATION SKILLS   |_______ ______ ______ _______ ______ ______| 
   |                            |  Spec |  Adv |  Sr  |  Cons |  Sr  |  Key | 
   |                            |       |      |      |       | Cons | Skill| 
   |____________________________|_______|______|______|_______|______|______| 
   | PERFORMANCE ANALYSIS       |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Conduct Performance        |   2   |   3  |   4  |   5   |   5  |      | 
   | Analysis                   |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Use Perf Analysis Tools &  |   2   |   3  |   4  |   5   |   5  |      | 
   | Techniques                 |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Prescribe Solutions Based  |   2   |   3  |   4  |   5   |   5  |      | 
   | on Perf Analysis           |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | INSTRUCTIONAL DESIGN       |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Analyze Delivery Methods & |   2   |   3  |   4  |   5   |   5  |      | 
   | Techniques                 |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Plan Instructional Design  |   2   |   3  |   4  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Write Enabling Objectives  |   2   |   3  |   4  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Execute Syst Instructional |   2   |   3  |   4  |   5   |   5  |      | 
   | Design Approach            |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | INSTRUCTIONAL DEVELOPMENT  |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Develop Courses            |   2   |   2  |   3  |   4   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Use Authoring Tools /      |   2   |   2  |   3  |   4   |   4  |      | 
   | Techniques                 |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | INSTRUCTIONAL DELIVERY     |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Prepare for Training       |   2   |   2  |   3  |   4   |   4  |      | 
   | Events                     |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Deliver Training Events    |   2   |   2  |   3  |   4   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | EVALUATION                 |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Design Evaluation          |   2   |   3  |   3  |   4   |   5  |      | 
   | Instruments                |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Apply Types of Evaluation  |   2   |   3  |   3  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Analyze Evaluation Results |   2   |   3  |   3  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | SUBJECT MATTER EXPERTISE   |   3   |   4  |   5  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 

    ____________________________ ___________________________________________  
   |    EDUCATION SPECIALIST    |   Profession Positions, with Associated   | 
   |         - CURRICULUM       |                Skill Levels               | 
   |    SPECIALIZATION SKILLS   |_______ ______ ______ _______ ______ ______| 
   |                            |  Spec |  Adv |  Sr  |  Cons |  Sr  |  Key | 
   |                            |       |      |      |       | Cons | Skill| 
   |____________________________|_______|______|______|_______|______|______| 
   | PERFORMANCE ANALYSIS       |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Conduct Performance        |   3   |   3  |   4  |   4   |   5  |      | 
   | Analysis                   |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Use Perf Analysis Tools &  |   3   |   3  |   4  |   5   |   5  |      | 
   | Techniques                 |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Prescribe Solutions Based  |   3   |   3  |   4  |   5   |   5  |      | 
   | on Perf Analysis           |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | INSTRUCTIONAL DESIGN       |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Analyze Delivery Methods & |   2   |   3  |   3  |   4   |   5  |      | 
   | Techniques                 |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Plan Instructional Design  |   2   |   3  |   3  |   4   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Write Enabling Objectives  |   2   |   3  |   3  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Execute Syst Instructional |   2   |   3  |   3  |   4   |   5  |      | 
   | Design Approach            |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | INSTRUCTIONAL DEVELOPMENT  |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Develop Courses            |   2   |   3  |   3  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Use Authoring Tools /      |   2   |   3  |   3  |   3   |   4  |      | 
   | Techniques                 |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | INSTRUCTIONAL DELIVERY     |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Prepare for Training       |   2   |   3  |   3  |   4   |   4  |      | 
   | Events                     |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Deliver Training Events    |   2   |   3  |   3  |   4   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | EVALUATION                 |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Design Evaluation          |   2   |   3  |   3  |   3   |   5  |      | 
   | Instruments                |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Apply Types of Evaluation  |   3   |   3  |   3  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Analyze Evaluation Results |   3   |   3  |   4  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | SUBJECT MATTER EXPERTISE   |   3   |   4  |   4  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 

    ____________________________ ___________________________________________  
   |    EDUCATION SPECIALIST    |   Profession Positions, with Associated   | 
   |        - INSTRUCTION       |                Skill Levels               | 
   |    SPECIALIZATION SKILLS   |_______ ______ ______ _______ ______ ______| 
   |                            |  Spec |  Adv |  Sr  |  Cons |  Sr  |  Key | 
   |                            |       |      |      |       | Cons | Skill| 
   |____________________________|_______|______|______|_______|______|______| 
   | PERFORMANCE ANALYSIS       |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Conduct Performance        |   2   |   3  |   3  |   4   |   5  |      | 
   | Analysis                   |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Use Perf Analysis Tools &  |   2   |   3  |   3  |   3   |   4  |      | 
   | Techniques                 |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Prescribe Solutions Based  |   2   |   3  |   3  |   4   |   5  |      | 
   | on Perf Analysis           |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | INSTRUCTIONAL DESIGN       |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Analyze Delivery Methods & |   2   |   3  |   4  |   5   |   5  |      | 
   | Techniques                 |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Plan Instructional Design  |   2   |   3  |   4  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Write Enabling Objectives  |   2   |   3  |   4  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Execute Syst Instructional |   2   |   3  |   4  |   4   |   5  |      | 
   | Design Approach            |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | INSTRUCTIONAL DEVELOPMENT  |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Develop Courses            |   1   |   2  |   3  |   3   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Use Authoring              |   1   |   2  |   3  |   3   |   4  |      | 
   | Tools/Techniques           |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | INSTRUCTIONAL DELIVERY     |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Prepare for Training       |   4   |   4  |   5  |   5   |   5  |      | 
   | Events                     |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Deliver Training Events    |   4   |   4  |   5  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | EVALUATION                 |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Design Evaluation          |   3   |   3  |   4  |   5   |   5  |      | 
   | Instruments                |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Apply Types of Evaluation  |   3   |   4  |   5  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Analyze Evaluation Results |   3   |   4  |   5  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | SUBJECT MATTER EXPERTISE   |   3   |   4  |   5  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 

4.2.8.2 Skills Profile - Details


Universal Skills: Education Specialist

                              CUSTOMER ENVIRONMENT 

    _______________________________ ________________________________________  
   | Skills                        |  Profession Positions, with Associated | 
   |                               |              Skill Levels              | 
   |                               |________ _______ _______ _______ _______| 
   |                               |  Spec. |  Adv. | Senior| Cons. | Senior| 
   |                               |        |       |       |       | Cons. | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Client Relationships:         |    2   |   3   |   3   |   4   |   5   | 
   | Develop, maintain and manage  |        |       |       |       |       | 
   | client relationships          |        |       |       |       |       | 
   | (internal and external) at    |        |       |       |       |       | 
   | functional and executive      |        |       |       |       |       | 
   | levels throughout the         |        |       |       |       |       | 
   | organization.                 |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Client Strategy and Planning: |    2   |   3   |   3   |   4   |   5   | 
   | Understand the client's       |        |       |       |       |       | 
   | vision, goals, objectives,    |        |       |       |       |       | 
   | strategy, tactics and how     |        |       |       |       |       | 
   | they relate to IBM business   |        |       |       |       |       | 
   | objectives.  Often work with  |        |       |       |       |       | 
   | client to formulate business, |        |       |       |       |       | 
   | organization and/or           |        |       |       |       |       | 
   | information strategies to     |        |       |       |       |       | 
   | help them apply information,  |        |       |       |       |       | 
   | technology and/or services in |        |       |       |       |       | 
   | support of their business.    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Client Management             |    1   |   2   |   3   |   4   |   5   | 
   | Sys/Culture:                  |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   |    Understand the client's   |        |       |       |       |       | 
   |     management structure,     |        |       |       |       |       | 
   |     processes, formal and     |        |       |       |       |       | 
   |     informal organization,    |        |       |       |       |       | 
   |     and information           |        |       |       |       |       | 
   |     infrastructure and        |        |       |       |       |       | 
   |     culture.                  |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   |    Understand the key        |        |       |       |       |       | 
   |     business processes needed |        |       |       |       |       | 
   |     to support the client's   |        |       |       |       |       | 
   |     business (goals,          |        |       |       |       |       | 
   |     objectives and critical   |        |       |       |       |       | 
   |     success factors).         |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   |    Understand the customs,   |        |       |       |       |       | 
   |     protocols and business    |        |       |       |       |       | 
   |     etiquettes in which the   |        |       |       |       |       | 
   |     customer operates.        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 

Universal Skills: Education Specialist

                                BUSINESS ACUMEN 

    _______________________________ ________________________________________  
   | Skills                        |  Profession Positions, with Associated | 
   |                               |              Skill Levels              | 
   |                               |________ _______ _______ _______ _______| 
   |                               |  Spec. |  Adv. | Senior| Cons. | Senior| 
   |                               |        |       |       |       | Cons. | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Market Management:            |    1   |   2   |   3   |   4   |   5   | 
   | Understand the market         |        |       |       |       |       | 
   | management process steps;     |        |       |       |       |       | 
   | analyze and assess the        |        |       |       |       |       | 
   | marketplace; select           |        |       |       |       |       | 
   | attractive segments based on  |        |       |       |       |       | 
   | client wants and needs,       |        |       |       |       |       | 
   | market dynamics and IBM's     |        |       |       |       |       | 
   | core capabilities;            |        |       |       |       |       | 
   | build/assemble offerings      |        |       |       |       |       | 
   | (hardware, software,          |        |       |       |       |       | 
   | services); determine          |        |       |       |       |       | 
   | profitable delivery methods;  |        |       |       |       |       | 
   | and measure success and       |        |       |       |       |       | 
   | future needs.                 |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Financial Skills:  Analysis   |    2   |   2   |   3   |   4   |   5   | 
   | of client finances and/or     |        |       |       |       |       | 
   | financial decision-making     |        |       |       |       |       | 
   | process for the purpose of    |        |       |       |       |       | 
   | recommending solutions.       |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Consulting Methods:  Provide  |    1   |   2   |   3   |   4   |   5   | 
   | client advice and guidance on |        |       |       |       |       | 
   | what to do and/or how to do   |        |       |       |       |       | 
   | it in your area of expertise  |        |       |       |       |       | 
   | in a business context.        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Value-Add Selling:            |    2   |   3   |   4   |   4   |   5   | 
   |                               |        |       |       |       |       | 
   |    Use a selling process     |        |       |       |       |       | 
   |     that replaces the         |        |       |       |       |       | 
   |     traditional adversary     |        |       |       |       |       | 
   |     buyer/seller relationship |        |       |       |       |       | 
   |     with a win-win            |        |       |       |       |       | 
   |     partnership focused on    |        |       |       |       |       | 
   |     value.                    |        |       |       |       |       | 
   |    Focus on selling the      |        |       |       |       |       | 
   |     impact and value that     |        |       |       |       |       | 
   |     you, and the products and |        |       |       |       |       | 
   |     services sold, have on a  |        |       |       |       |       | 
   |     client's business.        |        |       |       |       |       | 
   |    Sell solutions to a       |        |       |       |       |       | 
   |     client's business         |        |       |       |       |       | 
   |     problems that translate   |        |       |       |       |       | 
   |     into a measurable return  |        |       |       |       |       | 
   |     on the client's           |        |       |       |       |       | 
   |     investment.               |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 

Universal Skills: Education Specialist

                                    INDUSTRY 

    _______________________________ ________________________________________  
   | Skills                        |  Profession Positions, with Associated | 
   |                               |              Skill Levels              | 
   |                               |________ _______ _______ _______ _______| 
   |                               |  Spec. |  Adv. | Senior| Cons. | Senior| 
   |                               |        |       |       |       | Cons. | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Industry/Education:           |    2   |   3   |   4   |   4   |   5   | 
   | Understand and have influence |        |       |       |       |       | 
   | within an industry.  Have a   |        |       |       |       |       | 
   | general knowledge of the      |        |       |       |       |       | 
   | workings of an industry and   |        |       |       |       |       | 
   | form relationships within it. |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | Ability to:                   |        |       |       |       |       | 
   |    Understand the framework  |        |       |       |       |       | 
   |     within which an industry  |        |       |       |       |       | 
   |     operates and the          |        |       |       |       |       | 
   |     underlying competing      |        |       |       |       |       | 
   |     strategies.               |        |       |       |       |       | 
   |    Form, implement or        |        |       |       |       |       | 
   |     understand IBM's industry |        |       |       |       |       | 
   |     strategy.                 |        |       |       |       |       | 
   |    Create solutions for an   |        |       |       |       |       | 
   |     industry's wants and      |        |       |       |       |       | 
   |     needs.                    |        |       |       |       |       | 
   |    Market and sell IBM       |        |       |       |       |       | 
   |     solutions, products and   |        |       |       |       |       | 
   |     services that are         |        |       |       |       |       | 
   |     specific to an industry.  |        |       |       |       |       | 
   |    Recruit partners, form    |        |       |       |       |       | 
   |     and dissolve alliances in |        |       |       |       |       | 
   |     an industry.              |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 

Universal Skills: Education Specialist

                                IBM ENVIRONMENT 

    _______________________________ ________________________________________  
   | Skills                        |  Profession Positions, with Associated | 
   |                               |              Skill Levels              | 
   |                               |________ _______ _______ _______ _______| 
   |                               |  Spec. |  Adv. | Senior| Cons. | Senior| 
   |                               |        |       |       |       | Cons. | 
   |_______________________________|________|_______|_______|_______|_______| 
   | IBM Organization:             |    2   |   3   |   4   |   5   |   5   | 
   |                               |        |       |       |       |       | 
   |    Understand and be able to |        |       |       |       |       | 
   |     explain IBM's global      |        |       |       |       |       | 
   |     operations, structure and |        |       |       |       |       | 
   |     its alignment to          |        |       |       |       |       | 
   |     Industries in order to    |        |       |       |       |       | 
   |     respond proactively to    |        |       |       |       |       | 
   |     satisfy client            |        |       |       |       |       | 
   |     requirements.             |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   |    Understand and navigate   |        |       |       |       |       | 
   |     IBM's formal and informal |        |       |       |       |       | 
   |     organizations to locate   |        |       |       |       |       | 
   |     resources and assistance. |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | IBM Vision/Mission/Strategy:  |    2   |   3   |   3   |   4   |   5   | 
   | Explain IBM's business        |        |       |       |       |       | 
   | strategies, tactical goals    |        |       |       |       |       | 
   | and corporate mission.        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | IBM Management System:  Use   |    2   |   3   |   4   |   4   |   5   | 
   | the management system, its    |        |       |       |       |       | 
   | processes and practices.      |        |       |       |       |       | 
   | Refine the management system  |        |       |       |       |       | 
   | and ensure it is in step with |        |       |       |       |       | 
   | the needs of business.        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 

Universal Skills: Education Specialist

                               PROJECT MANAGEMENT 

    _______________________________ ________________________________________  
   | Skills                        |  Profession Positions, with Associated | 
   |                               |              Skill Levels              | 
   |                               |________ _______ _______ _______ _______| 
   |                               |  Spec. |  Adv. | Senior| Cons. | Senior| 
   |                               |        |       |       |       | Cons. | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Project Management:           |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Initiate Projects:  Define    |    2   |   3   |   4   |   4   |   4   | 
   | and prepare Statement of Work |        |       |       |       |       | 
   | (SOW) and proposals that      |        |       |       |       |       | 
   | clearly identify objectives,  |        |       |       |       |       | 
   | scope, benefits, costs,       |        |       |       |       |       | 
   | responsibilities,             |        |       |       |       |       | 
   | assumptions, deliverables     |        |       |       |       |       | 
   | schedules, completion         |        |       |       |       |       | 
   | criteria and resource         |        |       |       |       |       | 
   | requirements needed to        |        |       |       |       |       | 
   | successfully start an         |        |       |       |       |       | 
   | engagement.                   |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Plan Projects:                |    2   |   3   |   4   |   4   |   5   | 
   |                               |        |       |       |       |       | 
   |    Identify and define       |        |       |       |       |       | 
   |     standards, deliverables,  |        |       |       |       |       | 
   |     work products and project |        |       |       |       |       | 
   |     procedures.               |        |       |       |       |       | 
   |    Prepare plans at the task |        |       |       |       |       | 
   |     level and develop an      |        |       |       |       |       | 
   |     organization structure    |        |       |       |       |       | 
   |     for the project.          |        |       |       |       |       | 
   |    Identify resource         |        |       |       |       |       | 
   |     requirements in terms of  |        |       |       |       |       | 
   |     personnel, hardware,      |        |       |       |       |       | 
   |     software and facilities.  |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Project Track/Report/Deliver: |    2   |   3   |   4   |   4   |   4   | 
   |                               |        |       |       |       |       | 
   |    Execute the defined work  |        |       |       |       |       | 
   |     tasks and produce the     |        |       |       |       |       | 
   |     defined work products     |        |       |       |       |       | 
   |     according to the detailed |        |       |       |       |       | 
   |     plans to the satisfaction |        |       |       |       |       | 
   |     of the client while       |        |       |       |       |       | 
   |     meeting the defined       |        |       |       |       |       | 
   |     project metrics           |        |       |       |       |       | 
   |     (schedule, profit,        |        |       |       |       |       | 
   |     budget, benefits, etc.).  |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   |    Orchestrate all project   |        |       |       |       |       | 
   |     components, internal and  |        |       |       |       |       | 
   |     external to the project,  |        |       |       |       |       | 
   |     in a manner which meets   |        |       |       |       |       | 
   |     the prescribed objectives |        |       |       |       |       | 
   |     and benefits of the       |        |       |       |       |       | 
   |     project.                  |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   |    Understand and accept     |        |       |       |       |       | 
   |     sole and full             |        |       |       |       |       | 
   |     responsibility for        |        |       |       |       |       | 
   |     ensuring the successful   |        |       |       |       |       | 
   |     achievement of the        |        |       |       |       |       | 
   |     project.                  |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   |    Bring the project to      |        |       |       |       |       | 
   |     completion according to   |        |       |       |       |       | 
   |     the established criteria  |        |       |       |       |       | 
   |     and accomplishing the     |        |       |       |       |       | 
   |     metrics which were        |        |       |       |       |       | 
   |     defined during project    |        |       |       |       |       | 
   |     initiation and planning.  |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   |    Define closure, clearly   |        |       |       |       |       | 
   |     determine what            |        |       |       |       |       | 
   |     constitutes successful    |        |       |       |       |       | 
   |     closure for all parties   |        |       |       |       |       | 
   |     and gain acceptance and   |        |       |       |       |       | 
   |     sign-off by all parties   |        |       |       |       |       | 
   |     when closure is attained. |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   |    Generate within the       |        |       |       |       |       | 
   |     client the desire to do   |        |       |       |       |       | 
   |     follow-on business.       |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Manage Project Risk:  Define, |    2   |   3   |   3   |   4   |   5   | 
   | assess and evaluate risk      |        |       |       |       |       | 
   | factors and changes.  Manage  |        |       |       |       |       | 
   | risk and change.              |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 

Universal Skills: Education Specialist

                          PRODUCT/TECHNOLOGY/SERVICES 

    _______________________________ ________________________________________  
   | Skills                        |  Profession Positions, with Associated | 
   |                               |              Skill Levels              | 
   |                               |________ _______ _______ _______ _______| 
   |                               |  Spec. |  Adv. | Senior| Cons. | Senior| 
   |                               |        |       |       |       | Cons. | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Platforms:                    |    2   |   3   |   3   |   3   |   3   | 
   |                               |        |       |       |       |       | 
   |    Explain IBM's strategic   |        |       |       |       |       | 
   |     product families, the     |        |       |       |       |       | 
   |     hardware and software     |        |       |       |       |       | 
   |     components.               |        |       |       |       |       | 
   |    Relate the major          |        |       |       |       |       | 
   |     differences between       |        |       |       |       |       | 
   |     platforms for purposes of |        |       |       |       |       | 
   |     product positioning and   |        |       |       |       |       | 
   |     addressing customer       |        |       |       |       |       | 
   |     requirements.             |        |       |       |       |       | 
   |    General knowledge of main |        |       |       |       |       | 
   |     IBM platform competitors. |        |       |       |       |       | 
   |     And, in platform(s) of    |        |       |       |       |       | 
   |     your expertise, direct    |        |       |       |       |       | 
   |     knowledge of OEM          |        |       |       |       |       | 
   |     platform(s).              |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Applications:                 |    2   |   3   |   4   |   4   |   4   | 
   |                               |        |       |       |       |       | 
   |    Explain IBM's strategic   |        |       |       |       |       | 
   |     application offerings and |        |       |       |       |       | 
   |     their use in the          |        |       |       |       |       | 
   |     marketplace.  Relate the  |        |       |       |       |       | 
   |     major differences between |        |       |       |       |       | 
   |     alternative offerings for |        |       |       |       |       | 
   |     the purpose of addressing |        |       |       |       |       | 
   |     customer requirements.    |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   |    General knowledge of main |        |       |       |       |       | 
   |     IBM applications          |        |       |       |       |       | 
   |     competitors.  And, in     |        |       |       |       |       | 
   |     application(s) of your    |        |       |       |       |       | 
   |     expertise, direct         |        |       |       |       |       | 
   |     knowledge of              |        |       |       |       |       | 
   |     complementary and         |        |       |       |       |       | 
   |     competitive applications. |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | I/T Related Services:         |    2   |   3   |   4   |   4   |   4   | 
   | Create, differentiate,        |        |       |       |       |       | 
   | position and perform services |        |       |       |       |       | 
   | and support offerings for     |        |       |       |       |       | 
   | IBM.                          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Architectures:  Knowledge of  |    2   |   3   |   4   |   4   |   4   | 
   | IBM's strategic architectures |        |       |       |       |       | 
   | and their use in the          |        |       |       |       |       | 
   | marketplace.  In              |        |       |       |       |       | 
   | architecture(s) of your       |        |       |       |       |       | 
   | expertise, knowledge of       |        |       |       |       |       | 
   | complementary and competitive |        |       |       |       |       | 
   | architectures, and their use  |        |       |       |       |       | 
   | in the marketplace.           |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Methodologies:  Knowledge of  |    2   |   3   |   4   |   4   |   5   | 
   | IBM's strategic methodologies |        |       |       |       |       | 
   | and their use in addressing   |        |       |       |       |       | 
   | customer requirements.  In    |        |       |       |       |       | 
   | methodologies of your         |        |       |       |       |       | 
   | expertise, knowledge of       |        |       |       |       |       | 
   | complementary and competitive |        |       |       |       |       | 
   | methodologies, and their use  |        |       |       |       |       | 
   | in the marketplace.           |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 

Universal Skills: Education Specialist

                                    PERSONAL 

    _______________________________ ________________________________________  
   | Skills                        |  Profession Positions, with Associated | 
   |                               |              Skill Levels              | 
   |                               |________ _______ _______ _______ _______| 
   |                               |  Spec. |  Adv. | Senior| Cons. | Senior| 
   |                               |        |       |       |       | Cons. | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Leadership:  Set direction,   |    3   |   4   |   5   |   5   |