Security Software One Offerings Sales Acceleration Plays - Arrow ECS

laurelsandwichSoftware and s/w Development

Nov 25, 2013 (3 years and 6 months ago)

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Playbook Index


About this playbook

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IMT Fast Start OI Planning
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Getting Started

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Big Data Softwar
e One Offerings Sales Acceleration Plays
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Big Data Discovery, Search, & Advanced Analytics

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Smarter Analytics Software One Offerings Sales Acceleration Plays

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Financial Performance Management

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Customer Insight Foundation

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Security Software One Offerings Sales Acceleration Plays

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Security Intelligence

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Advanced Threat Protection

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Database & Application Protection

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Cloud Software One Offerings Sales Acceleration Plays

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Virtualization Optimization

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Application Performance Management

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IBM Endpoint Management for Patch Management

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Mobile Software One Offerings

Sales Acceleration Plays
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Cross
-
platform Mobile Applications

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Collaborative Team
-
based Development

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Bring Your Own Device (BYOD)

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Smarter Commerce Software One Offerings Sales Acceleration Plays

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Digital Marketing Optimization


Cross Industry

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Secure File Transfer & Compliance


Cross Industry

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B2B Integration


Cross Industry

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Social Business Software One Offerings Sales Acceleration Plays

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Social Collaboration
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Customer Experience Suite

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Business Process Software One Offerings Sales Acceleration Plays

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Business Process Management

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Software Delive
ry Software One Offerings Sales Acceleration Plays

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Collaborative Lifecycle Management capabilities for Small to Medium sized teams

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Rational Test Workbench (RTW)

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Systems and Software Engineering Foundation

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Runtime (GMU Initiative) Software One Offerings Sales Acceleration Plays

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Client Runtime Environment

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36

About this playbo
ok

The 2013 IBM Software One Offerings Playbook is stronger than ever. It provides IBM Sales teams with key high impact Software

sales plays based
on the IBM Software One offerings focus. These plays will enable you to identify new opportunities and drive
value
-
oriented, referenceable solutions
with proven ROI. For each play you will find a
Prospecting Guide

which you can use to plan your client prospecting conversations, and also links to
Sales Kits from our Industry and Brand teams. To improve prospecting

success, these plays are aligned with IBM Software Story, Marketing ca
m-
paigns and the cross
-
company Smarter Planet growth initiatives.

IMT Fast Start OI Planning

IBM Client Reps with Software Client Leaders (SCL) should
use this playbook

in IBM Account P
lanning Workshops
to build their 2013 Fast Start
OI plans
. Use the Playbook to build a team approach to prospecting on your key accounts, leveraging Industry “sweet spots” buying age
ndas and
popular client project areas. To learn more about building a Fast

Start Prospecting Plan, you can review the "
Prospect with Confidence" module

on
the Learning for Growth
website.



For Core IBM accounts, focus on up
-
sell and cross
-
sell opportunities to complement their current
install base and strategic direction.



For Investment accounts, look for opportunities to provide clear client
value and a
fast
ROI, or to complement
or replace competitive installs.
For
all IBM accounts, look at opportunities to engage senior decision makers with
capabilities, which address their industry initiatives and goals.



Be sure to leverage Software Acquisitions as an entry point to discuss new
capabilities acquired by IBM, which may be a strategic fit for your
clients.

Getting Started

1.

Print out the full Playbook or just those industries which apply to your territory

2.

When you have selected plays for execution, review the online version for additi
onal sales support (reference stories, industry & competitive ta
c-
tics, customer presentation, sales & technical progression tactics, proposal & pricing support, and contact info)

3.

Target client decision makers and key influencers and uncover their buying a
genda and reasons to act on our client value propositions.

4.

Use the resources provided in the
Five Steps to Prospecting Success

to help you plan and execute more effect
ively

5.

For the full set of playbooks, including Brand, Acquisition & Competitive Plays, visit the
SWG Sales Acceleration Play Menu
.







Big Data

Software One Offerings Sales Acceleration Plays


Click Each Sweet Spot for the Online Version of the Prospecting Kit



IBM Software One

initiatives

For clients who need . . .

Client r
oles to target


Client value

Big Data Discovery,
Search, & Advanced An
a-
lytics

To uncover insights and hidden rel
a-
tionships found in massive amounts of
structured data and unstructured / i
n-
compatible content.

Operations and IT Executives who
need improved insight about their cu
s-
tomers and business operations to make
better / faster decisions

Uncover and leverage high value
data from new or unused sources.
Improve customer insight, predict
customer behavior, and optimize
business outcomes. Opti
mize real
-
time / informed / collaborative d
e-
cisions.

Big Data Discovery, Search, & Advanced Analytics

November 2012
1. Overview

Every day, 2.5 quintillion bytes of new data are crea
t-
ed
-

so much that 90% of the data in the world today
has been created in
the last two years alone. This
data comes from everywhere: sensors used to gather
climate information, posts to social media sites, digital
pictures and videos, purchase transaction records,
and cell phone GPS signals to name a few. Over
80% of this data

is in unstructured formats. Today,
few organizations are able to leverage these new data
sources to gain new insights and improve decision
-
making

2. What Customers Struggle With:



Inability to know what other data sources are
available and not being leve
raged



Inability to manage and analyze data unless it is
structured and stored in a relational database or
warehouse



How to leverage fast moving data for real
-
time
decision
-
making



How to uncover and add high value data from the
new data sources for improve
d insights



Inability to use all sources customer data (cu
s-
tomer support, social media, blogs) to better unde
r-
stand and predict customer behavior.



Explosion of volume, variety and velocity of i
n-
formation. Need insight from ever
-
growing data,
and make decisi
ons / take action faster and faster.



Inability to equip employees with relevant cu
s-
tomer & product intelligence

3. How We Can Help Them



Uncover insights and hidden relationships

-

massive amounts of structured data and unstru
c-
tured / incompatible content f
rom databases, oper
a-
tional systems, videos, emails, and more, to enable
better decisions at all levels.



Know everything about your customer
-

an
a-
lyze all sources of data to know your customers and
predict future behavior.



Drive greater knowledge share and
collabor
a-
tion across silos
-

Tagging, rating and annotating
content, makes it easier for others to locate, unde
r-
stand and leverage the information.



Run zero
-
latency operations
-

a
nalyze all avai
l-
able operational data and react in real
-
time to opt
i-
mize pr
ocesses.

Reduce the cost of IT with new
cost
-
effective technologies.



Innovate new products at speed and scale
-

capture all sources of feedback and analyze vast
amounts of market data to drive innovation.



Instant awareness of fraud and risk
-

d
evelop
bet
ter fraud/risk models by analyzing all available
data, and detect fraud in real
-
time with streaming
transaction analysis.



Exploit instrumented assets
-

monitor assets
from real
-
time data feeds to predict and prevent
maintenance issues

4. Who Is Interested

& Why



Line of Business and Operations Executives

who need improved insight about their customers
and business operations to make better / faster d
e-
cisions to optimize business outcomes.



IT:

CIOs and IT Directors who need to cost
-
effectively and reliably i
ntroduce, integrate, and
manage new big data technologies with their exis
t-
ing IT systems to support the needs of the business
for improved / faster decision
-
making

5. Value of the Solution



Discover and visualize all data
-

unlock business
value from data s
ources to drive innovation, real
-
time decisions, and actionable insights



Analyze any type of data
-

cost
-
effectively ma
n-
age and analyze massive volumes, variety, and v
e-
locity of data from new sources



Capture and act on all of your business data
-

rapidly
analyze & correlate information as it arrives
from thousands of real
-
time sources.

Line of Business

and Operations VPs
:

Uncover
and leverage high value data from new or unused
sources. Improve customer insight, predict customer
behavior, and optimize busin
ess outcomes.
Optimize
real
-
time / informed / collaborative decisions.

For IT Executives:

Best
-
in
-
class software built on
top of an enterprise
-
ready platform for fast deplo
y-
ment and lower project risk. Sophisticated text analy
t-
ics designed to analyze an
y type of data. Professio
n-
al
-
grade end
-
user tooling.


6. Starting Questions

Line of Business and Operations VPs:



What business challenges / imperatives have you
been unable to address because you lacked access
to all the available data?



How do you know

which customers are the most
profitable / valuable? Do you know why they churn?



Do you personalize your marketing? Are you able
to predict customer behavior and target offers?



How are you empowering your customer facing
professionals with relevant custo
mer data?



What are you doing to differentiate your company
using data to innovate new products offerings?



Are you analyzing market data from social media
to identify and capitalize on key market trends?

IT Directors and VPs:



What is your strategy for integ
rating data from
new sources into your existing IT systems?



What business initiatives have you been unable
to support because you lacked a cost
-
effective way
to manage & analyze growing data volumes &
types?



How are you supporting the ability to analyze
unstructured data or data in motion (real
-
time)?



How are you ensuring the trustworthiness and
quality of the data from the new sources?

7. References



Vestas



uses InfoSphere BigInsights to reduce
response time for wind forecasting information by
approximately 97%

from weeks to hours



University of Ontario

in Toronto (UOIT)



uses
InfoSphere Streams to detect health problems in
premature babies up to 24 hours sooner.



Proctor & Gamble

-

uses InfoSphere Data E
x-
plorer to help promote better

search and discovery
among employees by searching more than 30 data
repositories.

8. Products & Platforms



InfoSphere Data Explorer



InfoSphere BigInsights



InfoSphere Streams

9. Sales Acceleration Play


Exploit New Data Sources

Smarter Analytics Software One Offerings

Sales Acceleration Plays


Click Each Sweet Spot for the Online Version of the Prospecting Kit



IBM Software One
initiatives

For clients who

need . . .

Client r
oles to target


Client value

Financial Performance
Management

To achieve greater visibility into f
i-
nancial performance and create a
tighter alignment

between their oper
a-
tional and financial plans

Office of Finance: CFO, VP or Director
of Finance, VP Financial Planning and
Analysis (FP&A), Finance Managers,
Controller

Save time and money by accelera
t-
ing financial planning processes.
Reduce risk by impro
ving forecast
accuracy. Drive revenue and profits
through enhanced financial mode
l-
ing.

Customer Insight Found
a-
tion

To optimize their customer and citizen
relationships b
y understanding buying
and usage behavior, listening to what
they are saying online, planning and
modeling different optimization sc
e-
narios, predicting the likelihood of
customer satisfaction and churn, and
taking action at the point of impact.

VP/Director

Customer Care,
VP/Director Marketing, VP/Director
Sales

Obtain 360
-
degree view of the cu
s-
tomer to drive revenue, increase
profits and reduce cost across sales,
marketing and customer care o
p-
er
a
tions.

Financial Performance Management

October 2012
1. Overv
iew

The demands on the Office of Finance continue to
increase significantly. Office of Finance now have a
wider focus that include measurement of business
performance, provide inputs into enterprise strategy,
drive enterprise cost reduction, manage risk an
d drive
the integration of information across the enterprise
(source:
2010 CFO Study
).


There are three areas of
activities that involve the Office of Finance during

the
financial cycle: "Close, Consolidate and Report",
"Modeling and Optimization (Profitability or Value)"
and "Planning, Analysis and Forecasting"


2. What Customers Struggle With:

Organizations are making key decisions

without ha
v-
ing full visibility in
to the information to be able to make
the best business decisions possible and there is a
lack of control and integrity throughout the process
that introduce risk, errors and lack of transparency.


Office of Finance

are inundated with administration
and pr
ocess tasks

that surround getting the info
r-
mation into a suitable

format for business
-
decision
and regulatory purposes.


Organizations continue to
utilize their existing tools (spreadsheets, old sy
s-
tems)

which are no longer efficient for the demands
that t
he Office of Finance face.


This leads to a number of pain points:



Long time to complete Financial Perfo
r-
mance Management process



Challenges with data management and fo
r-
mat



Prone to inaccuracy and difficult to audit


3. How We Can Help Them

Finance organiz
ations need the very best tools and
disciplines to drive profit and growth enterprise
-
wide.
IBM Cognos' Business Analytic solutions enable f
i-
nance customers to:



Link financial and operational plans through dri
v-
er
-
based models.



Guarantee the quality and acc
uracy of financial
numbers for timely, sustainable compliance.



Track performance against strategic objectives.



Perform "what
-
if" scenario modeling and create
flexible rolling forecasts.



Replace rigid budgets with continuous planning
--
daily, weekly, or mont
hly.


4. Who Is Interested & Why

Typical Decision Maker:

CFO

Typical Project Sponsors:

VP Finance, VP FP&A,
Controllers

Key Influencers:

CIO, VP, Director IT, LOB Finance
Managers


5. Value of the Solution

Gain Time

Streamlined and automated processes th
at allow fle
x-
ible reaction to change frees up time for value
-
added
analysis to drive performance.


Gain Control

Provides appropriate workflow and business models
that gains control back to the people who need it.


Gain Confidence

Ensuring data accuracy a
nd transparency, whilst
providing users across the enterprise with the ability
to test their scenarios and choose the best option
suited to them.


6. Starting Questions

Role: CFO



How do you currently gain visibility and insight
into your business to make
critical financial dec
i-
sions?



What challenges does your department face in
trying to satisfy both internal and external info
r-
mation requirements in a timely manner?



How integrated are your Finance and Accounting
departments?



What is your annual cost for s
upporting financial
applications and reporting systems?

Role: VP Finance or FP&A,



What tools are you using for planning and
analysis? How prevalent are spreadsheets within
these processes? What issues are you exper
i-
encing?



How long are your budgeting an
d forecasting
cycles? What value would it be to you to shorten
the turn
-
around time?



How much time and resources are spent va
l-
idating data? Fixing error
-
prone models & anal
y-
sis? Updating manual reports and presentations?

Role:

Controllers and Group Consoli
dation Ma
n-
agers:



What tools are you using to do your financial
consolidation and corporate reporting?



What issues plague you in trying to close the
books, understand your financial results AND
meet compliance requirements?



How much time is spent verifying

the accuracy of
your financial results? Fixing errors and doing
manual journal entries?



Are you satisfied with the auditability of your f
i-
nancial close process?


7. References

Logica

-

IBM Cognos Financial Performance Ma
n-
agement and IBM Cognos Business Intelligence pr
o-
vided the basis for a structured information enviro
n-
ment.

Atlantic Lottery

-

Working with IBM and IBM Business
Partner T4G Limited, Atlantic Lottery deployed IBM
Cognos TM1 to integrate its legacy General Ledger
(GL) systems and reporting data marts into a single,
in
tegrated system. The new system automatically
applies a set of rules to accurately and consistently
complete critical financial tasks.

Moran H
ealth Care Group

-

IBM Cognos TM1 brought
together the company’s disparate data into a single
solution that helped them improve their operational
and financial reporting and analysis processes.

8. Products & Platforms



IBM Cognos TM1



IBM Cognos Controller



IBM Cognos FSR

9. Sales Acceleration Play

Financial Performance Management

Customer Insight Foundation

December 2012


1. Overview

Customer Analytics is

a targeted Business Analytics
solution for marketing, sales and service departments.
Customer Analytics solutions enable IBM clients to
optimize their customer and citizen relationships by
understanding buying and usage behavior, listening to
what they a
re saying online, planning and modeling
different optimization scenarios, predicting the likel
i-
hood of customer satisfaction and churn, and taking
action at the point of impact.


2. What Customers Struggle With:



Marketing
: Difficulty segmenting customers a
nd
markets. Lack of visibility into campaign results. I
n-
creased competition & marketing channels. Unable
to track customer sentiment.



Sales
: Unable to invest in customers with grea
t-
est return due to not being able to identify those
customers. Ineffective
cross
-
sell / up
-
sell. Lack of
alignment with customer requirements. Inconsistent
sales process and execution. Not meeting the sales
plan.



Customer Service
: Limited insight into buying
behaviors that foster customer loyalty. Unable to
respond to customer se
rvicing issues. Inability to
proactively identify customer churn.


3. How We Can Help Them



Understand their customer's performance
:
Insight into historical customer purchase and se
r-
vice usage, campaigns and outreach programs e
f-
fectiveness, and customer loy
alty initiatives to u
n-
derstand the most effective outreach programs.



Listen to what their customers are saying
about them online
: Analytics to better understand
customer sentiments voiced through online social
forums, like Facebook, Twitter, and Blogs.



Mod
el and plan for the impacts of outreach
programs
: What
-
If analysis to quantify the impact
and cost/benefit of targeted programs on specific
areas of the business.



Predict and act
: Identify customer risk and opt
i-
mization areas, like which customers are most

prone to churn. Deploy targeted programs to the
most effective point of impact.

4. Who Is Interested & Why



Marketing executives
: Need to plan, track, and
optimize campaigns and promotional programs to
ensure that they're targeting the right customers
thro
ugh the right channels. Concerned about r
e-
sponse rates to programs and cost effectiveness of
generating leads.



Sales executives
: Need to forecast, analyze and
model sales pipeline to identify opportunities for
program incentives and revenue growth.



Custome
r Service executives
: Need to unde
r-
stand effectiveness of policies and procedures of
the customer service department in an effort to d
e-
vise methods of improvement that impact customer
service, customer perception and up
-
sell & cross
-
sell effectiveness.


5.

Value of the Solution

Consider the following real
-
world success stories:




Cincinnati Zoo
: Obtains 360
-
degree view of the
customer and saves $100k annually by identifying
ineffective marketing campaigns.



Alameda County Social Services
: Reduced
benefits ove
rpayments. Improved appeals litigation.
Improved case worker productivity. ROI: 631%.
Payback: 2 months. Average annual benefit:
$24,725,000.



First Tennessee Bank
: Direct mail costs r
e-
duced by 20%. Reduced number of annual ca
m-
paign cycles from 12 to 4. Inc
reased campaign r
e-
sponse rate by 3.1%.



Hertz
: Automated categorization freed Hertz field
managers from manually tagging comments, and it
increased categorization consistency from 43 pe
r-
cent to more than 85 percent
-

roughly double what
the managers achieve
d manually.


6. Starting Questions



How do you track the effectiveness of campaigns
and promotions dedicated to creating sales or
brand recognition?



How do you identify the drivers that are the most
productive in converting leads to actual sales?



How do you

identify and segment customers to
target to improve conversion rates?



How do you respond to market or competitive
changes with new services and products that a
d-
dress opportunities? How long does it take to r
e-
spond?



Are you able to capture your customer’s
sent
i-
ments through social media? How do you link them
to specific outreach communications and activities?



How do you quantify the impact potential ou
t-
bound marketing programs will have on budgets
and costs?


7. References



Cincinnati Zoo
video
|
case study
|
reference
(internal IBM only)



Alameda County Social Services
video
|
case
study
|
reference
(internal IBM only)



Hertz
video
|
reference
(internal IBM only)



First Tennessee Bank
video
|
case study
|
re
f-
erence
(internal IBM only)



Assurant Insurance
v
ideo


8. Products & Platforms



Cognos Consumer Insight



Cognos TM1



Cognos Business Intelligence



SPSS Decision Management



SPSS Modeler



SPSS Data Collection



SPS
S Statistics


Secondary Offerings



Netezza Data Warehouse Appliance



Information Integration


9. Sales Acceleration Play

Customer Analytics

(horizontal)

Customer Analytics for Banking

Customer Analytics for Insurance


Security Software One Offerings Sales Acceleration Plays


Click Each Sweet Spot for the Online Version of the Prospecting Kit



IBM Software One

init
iatives

For clients who need . . .

Client roles to target


Client Value

Security Intelligence

To simplify and automate compliance
reporting, ensure compliance audits

are
passed every time, and need to unde
r-
stand which business activities pose the
greatest risk of compliance violations.

CIO, CISO, Chief Compliance Officer
(CCO)

Strengthen/automate reporting for
compliance audits. Reduce compl
i-
ance costs and effort for
SOX,
HIPAA, PCI, NERC, FISMA,
GLBA, GPG
-
13, FSA, Garante,
etc. Reduce costs, redundancy or
manual effort of log management
tasks.

Advanced Threat Prote
c-
tion

To provide a

security platform which
stop threats before impact without sa
c-
rificing high
-
speed network perfo
r-
mance and delivers preemptive ne
t-
work protection.

CIO, CISO, Chief Compliance Officer
(CCO)

Block threats before they impact
the client's system. Inspected
thr
oughput from 200MBps to
20GBps providing protection wit
h-
out interference. Security backed
by X
-
Force.

Database & Application
Protection

To provide end to end security fo
r both
their databases and the applications
they service

CSO, CIO, CTO

Protect databases and applications
from intrusion and security vulne
r-
ability



Security Intelligence
1. Overview

Information security and compliance challenges are a ma
s-
sive problem

for clients today, with the rise of cloud comp
u-
ting, mobile computing, stealthy advanced threats, and other
factors. Most security solutions have not kept up, and are
failing to help clients protect their sensitive information, d
e-
tect threats and breache
s quickly, and manage compliance
efficiently. QRadar SIEM is a real
-
time security monitoring
solution that helps detect threats other solutions miss, by
analyzing more types of information and applying greater
intelligence. Major Fortune 500, government
, and SMB
clients worldwide are choosing QRadar SIEM over compet
i-
tors because of its unique network flow analysis capabilities,
greater ease of use, faster time to value, and lower total cost
of ownership.

2. What customers struggle with

Customers struggle

with several key challenges:

A.

Identifying true security threats and incidents (“finding the
needle in the haystack”).

Most solutions identify too many
“false positives” but miss the most critical and difficult
-
to
-
detect threats, especially those considere
d
“low and slow.”

B.

Obtaining real time insight.

Most customers don’t know
soon enough when suspicious activity is taking place on
th
eir networks.

C.

Finding a solution that actually saves them time.

Cu
s-
tomers generally expect to reduce their operating expense
(labor requirements) when they purchase a SIEM or Sec
u-
rity Intelligence solution. But most SIEM solutions are di
f-
ficult to use
and can even require
additional

headcount.
These are considered
first
-
generation, legacy SIEM pro
d-
ucts
, and they created a negati
ve reputation for SIEM
among some customers.

Did You Know?

According to the
2011 Verizon Data Breach Investigations
Report

:



External threa
ts were responsible for 92% of data breac
h-
es in 2010



External threats were responsible for 99% of compr
o-
mised records in 2010


3. How we can help them

A.

Identifying true security threats and incidents (“finding the
needle in the haystack”).

QRadar SIEM gath
ers and co
r-
relates
more types of data

(events, flows, assets, topol
o-
gies, vulnerabilities and external threat data) than any
other solution. This allows it to determine with superior
accuracy which suspicious activities are legitimate threats
that require

investigation, and which are benign activities.

B.

Obtaining real time insight.

QRadar is the
only SIEM or
Security Intelligence solution

with NBAD capabilities. This
expertise allows it to determine normal baseline levels for
network, application and us
er activity, and immediately
d
e
tect when unusual activity takes place

C.

QRadar platform’s distributed, federated database a
r-
chitecture allows it to store, correlate and report on the
highest data volumes in real time (hundreds of thousands
of events per seco
nd, fully correlated). Unlike competing
products, QRadar’s distributed appliance approach allows
an organization to start with any size deployment and add
new processing capacity or functional capabilities on the
fly. The topology and composition of a QR
adar deplo
y-
ment can grow organically and don’t face major archite
c-
tural constraints.

D.

QRadar platform delivers significant automation in all
phases of the deployment lifecycle


installation, initial
configuration, tuning and ongoing management


which
redu
ces the manual effort required to protect an IT env
i-
ronment and investigate potential threats and breaches.


4. Who is interested and why

Chief Information Security Officer (CISO)/CIO:



Better detect external threats that could impair business
continuity or

expose sensitive information



Improve overall visibility and predict security risks to the
business



Reduce proliferation of vendors and technologies through
consolidation

VP / Director of IT or Security:



Address the increased sophistication and number of
a
ttacks penetrating their networks



Improve operational efficiency of network and security
teams



Reduce proliferation of vendors and technologies
through consolidation



Select flexible solutions that are future
-
proof and can
scale to support changes and growt
h

Security / Network Engineer:



Identify anomalous behavior and difficult
-
to
-
detect
threats across the network



Save time by reducing “false positives,” prioritizing
threats better, and making it easier to research incidents


5. Keywords to Listen For

When y
ou hear the customer mention an interest or focus on
the following topics, it suggests a promising opportunity.


We need to…”



Reduce the cost or manual effort of our SIEM solution



Consolidate our SIEM or security monitoring solutions



Detect security breach
es and risks faster



Identify anomalous network / user / application activity



Better prioritize our security incidents; reduce “false pos
i-
tives”



Monitor network activity in virtual and cloud environments



Perform better forensic investigations of security
br
eaches


6. Starting Questions

Every organization today is thinking about external threats
and the impact they could have on business continuity, bus
i-
ness reputation and legal liability (due to data
loss/exposure). To start a conversation and begin to iden
tify
a customer’s business pains and priorities, use some of the
following questions:



Would you know if an advanced threat attacked your
customer or employee data, before the compromise was
completed?



Do you feel confident you're protected against stealthy
,
long
-
term attacks that use social engineering to gain a
c-
cess to employee accounts?



Can you detect all the threats and risks across mobile
and cloud environments and social networks?



Do you find it difficult to keep up with constantly evol
v-
ing threats, us
ing limited staff and budget?


7. Products and platforms

All QRadar products (except QRadar VFlow Collector) are
delivered as pre
-
packaged hardware appliances, based on a
Linux operating system. QRadar VFlow Collector is deli
v-
ered as a virtual appliance f
or VMware vSphere 4.0.

8. References



At a Fortune 100 customer, QRadar SIEM identifies 25
-
50 high
-
priority offenses per day from more than 6 billion
events monitored daily.



A Fortune 500 auto manufacturer used QRadar SIEM
to immediately detect a worm atta
ck that its IDS solution
missed




Advanced Threat Protection
1. Overview


The intrusion prevention market is a mature market
that continues to evolve as the threat landscape
changes. Most clients have some form of intrusion
prevention strategy, however,
many can benefit from
the high levels of security offered by IBM.

The sophistication of cyber threats, attackers and
their motives is rapidly escalating. Techniques used
by sophisticated attackers are bypassing traditional
defenses. Attackers are going aft
er specific organiz
a-
tions and they are exploiting previously unknown vu
l-
nerabilities using highly customized malware, making
these attacks very difficult to protect against. At the
same time, organizations are opening their networks
to support cloud and mo
bile initiatives, and new d
e-
vices like smartphones. The result is the traditional
perimeter breaks down, causing organizations to look
at a logical, multi
-
perimeter approach to security.

Organizations also need help protecting data, ensu
r-
ing data integrity
, mitigating breach risks and lowering
the cost of compliance. Security for Hadoop
-
based
systems and data warehouse should be top of mind,
and organizations need to build security into these
systems.


2) What customers struggle with:


Constantly changing s
ecurity threats are putting cl
i-
ents at risk of a security incident or breach, as well as
threatening their compliance posture.


At the same
time, limited budgets, resources, and expertise are
making it increasingly difficult to keep pace with these
threats
.

Customers need help to:



Detect, prevent, and rapidly respond to
threats to the infrastructure, endpoints and
data, and build security into applications and
systems up front



Meet compliance requirements while redu
c-
ing compliance costs



Automate security te
sting in development to
efficiently secure applications and associa
t-
ed data from attack, and de
-
identify conf
i-
dential data in test and Q/A

IT staff typically face the following challenges:



Identifying true security threats and incidents
(“finding the needl
e in the haystack”). Most
solutions identify too many “false positives”,
while missing critical, difficult
-
to
-
detect
threats, especially those considered “low and
slow.”



Obtaining real time insight. Many customers
don’t know when suspicious activity occurs

(i.e. network access from a foreign country
where no business is conducted, or botnet
infections across hundreds of endpoints)



Scaling up a deployment as needed. Most
competitors struggle scaling their solutions
because of the underlying architecture.



Fin
ding a time saving solution. Customers
expect to reduce operating expense (labor
requirements) when they purchase a security
solution; yet many are difficult to deploy and
use.

3. How we can help them:




Minimize the risk and costs associated with a
securit
y incident or breach



Ensure critical infrastructure is available and
undisrupted



Address critical security and compliance
risks with minimal impact to infrastructure



Reduce costs by consolidating point sol
u-
tions and simplifying management



Rest assured with

security backed by X
-
Force Research security experts

4. Who is interested & why:


Chief Information Officer (CIO): The CIO is a key d
e-
cision maker when it comes to the use of information
in the company.


Ensure the integrity and security of
data and compl
iance with internal and external IT
governance requirements (e.g. PCI)

Chief Compliance Officer (CCO): Ensure the integrity
and security of data and compliance with internal and
external IT governance requirements (e.g. PCI).

Limit
exposure to fines and o
ther penalties that can be i
m-
posed if audits are failed.


Business Line Executives:


Responsible for budget
impact of maintaining compliance and costs of non
-
compliance.


Costs and exposure vary by industry,
but can be significant, significantly affecting
bottom
-
line profitability of a business.

5. Value of the solution




SunTrust Banks

maintains 98.5%

patch
compliance and decreased cycle times from
2
-
3 weeks to 2
-
3 days.



Chichester

School District

increased first
pass patch success rate from 50 to 99% and
reduced time to install and validate

a patch
from one week to one hour.



Concord Hospital

increased patch compl
i-
ance from 60 to 93%.



IBM

realized 78% decrease in endpoint s
e-
curity issues in first quarter of deployment.



IBM provides

higher accuracy and quality of
protection based on “real
-
world” security
events



IBM goes beyond traditional network IPS
with unique features such as Web applic
a-
tion protection, Data loss prevention (DLP),
ability to detect embedded shell
-
code
threats, and

much more



IBM consistently protects our clients before
they are at risk (average of 341 days prior to
public disclosures)

6. Starting questions




Have you been hacked?



Would you know if you've been hacked?



How would you be able to tell if you've been
hacke
d?



What is your current intrusion prevention
strategy?



Does your current approach address emer
g-
ing threats, such as Web application security
threats?




How are you dealing with 0
-
day attacks?



What is your patch management strategy?


Do you have protection
while you are patc
h-
ing?



Would you be interested in learning about
IBM’s intrusion prevention solutions which
are capable of protecting you from the latest
threats while maximizing performance and
availability of your critical applications?



We have helped c
lients across a wide spe
c-
trum of industries and technologies be su
c-
cessful with their network security strategies,
could I spend 20 minutes with you showing
you how we did that?

7. References

(see section 5)

8. Products & platforms


IBM Security Network P
rotection, Security Network
IPS, QRadar Network Anomaly Detection

9. Sales Acceleration play




Addressing Emerging Threats



Database & Application Protectio
n
1) Overview

Businesses are being asked to deliver more sophisticated
and complex services to customers, employees and par
t-
ners. But the applications that meet these demands must
also be adaptable to constantly changing market demands.
Increasingly the c
hoice is to use Web
-
based applications for
these new services. Businesses must focus on the security
of these applications in order to protect themselves from
potential exposure of confidential information and damage to
the systems. Threats that are more t
han inconveniences, but
can put the entire business at risk. Protection from these
threats must be taken into account holistically


through the
lifecycle of applications


from development to deployment
to ongoing management and end
-
of
-
life consideration.


IBM’s application security solutions allow companies to
preemptively and actively protect applications from external
and internal threats.

2) What Customers Struggle With:



Managing application security risk from cyber
-
attack and regulatory non
-
complian
ce.



Early identification of vulnerabilities that are co
n-
tinually introduced into application code. Web 2.0
is introducing more application security exposures



Lack of secure code practices as part of core d
e-
velopment objectives which ultimately drives i
n-
c
reased risk and costs around web application s
e-
curity.



Development organizations lack both knowledge
and tools to test early and thus reduce risks and
costs.



Firewalls and IPS’s don’t block application attacks
(Port 80 & 443 are open)



Network scanners w
on’t find web application vu
l-
nerabilities.



IBM X
-
Force research reports that in 2011 that
37% of all vulnerabilities are Web application vu
l-
nerabilities. Out of the vulnerable applications,
90% included one or more vulnerabilities that were
introduced th
rough third
-
party JavaScript code,
such as marketing campaigns, code that embeds
Flash animation, and AJAX libraries. "



∙Costs of security breaches: Average cost of a
security breach is $6.6 million ; Client Notification
($202 per record); Fines (as h
igh as $15 million);
Lost client trust & corporate reputation; Brand
loss & lawsuits; Disruption to business operations

3) How We Can Help Them:



Automate Web application security testing that a
c-
curately pinpoints critical vulnerabilities and pr
o-
vide
s advice on how to fix them.



Remediation of vulnerabilities before applications
go live significantly improves business integrity
and dramatically reduces cost.



Establishes a true end
-
to
-
end application security
solution for managing security compliance
across
all stages of the development process


from co
d-
ing to production with both static (black box) and
dynamic (white box) solutions integrated into the
software development lifecycle.



IBM Rational AppScan®
helps ensure the secur
i-
ty and compliance of w
eb applications throughout
the software development life cycle by providing
visibility to vulnerabilities that could be exploited
by hackers. It is designed for the broadest range
of users


from non
-
security professionals to a
d-
vanced power users.
AppScan Family
Brochure


o

Productivity gains from greater transparency and a
u-
tomation

o

User customizatio
n through the AppScan SDK with
AppScan eXtensions Framework and Pyscan (Python
scripting integration)

o

Coverage for more modern and complex sites

o

Advanced remediation and fix recommendations for
unmatched accuracy and efficiency

4) Who Is Interested & Why




Information security professional



CIO and C
-
level executives



IT security managers



Security Auditors



Penetration Tests, Secondary QA Managers &
Testers



Development Managers

5) Value of the Solution



Proactively identify vulnerabilities that overwork
ed
and stretched staff previously may have missed.
New services and business tools are up and ru
n-
ning faster, improving overall efficiency, increasing
time
-
to
-
market and productivity, freeing as much
as 15 hours per week for other projects



Clients are abl
e to manage security policy centra
l-
ly and apply consistent security criteria throughout
the organization.



Improves enterprise wide security compliance and
provides reporting and analysis that addresses
auditors, security leaders and development orga
n-
izati
ons.



Strengthens application security, protect confide
n-
tial data and improve compliance while helping
protect against the threat of cyber attacks by a
u-
tomating vulnerability testing. Clients have exper
i-
enced as much as 50% time savings with each
scan.



Co
st effectively establish a web security and reg
u-
latory compliance foundation



Protect your business

-

Central foundation helps
you get a handle on your overall security and
compliance and prioritize efforts



Better security at lower cost

-

Automating labor
-
intensive discovery and recovery of common vu
l-
nerabilities helps decrease project costs



Take control with actionable

information
-

Quick
identification of incompliance and metrics for i
m-
mediate action and effortless audits

6) Starting Questions



Does yo
ur company have web facing applic
a-
tions?



Do you find that you lack the bandwidth to ensure
and drive compliance?



How would incorporating application security earl
i-
er in the development cycle help you to reduce the
cost of responding to security issues?



Are your security and compliance testing methods
automated or manual?



What is your current strategy around the web s
e-
curity? How do you plan to expand your applic
a-
tion security & compliance going forward?



Have you read the article? “
Attackers Hold Millions
of Patient Records For Ransom






Do you currently store, process, use, or transmit
cardholder data?



What are you currently do
ing around PCI DSS?



Is your web site used to collect any customer i
n-
formation?



Is it used to send or receive sensitive information


including corporate IP, employee data, customer
or partner information?

7) References



Wyeth



ITWorx



Agentrics



Success Story
-

Large Technology Company






W3 Client References site

8) Products & Platforms



AppScan Enterprise Edition, AppScan Standard
Edition, AppScan OnDemand, AppScan Source
Edition



Policy Tester

9) Sales Acceleration Play

Addressing Emerging Threats
-

All Lifecycles

C
loud Software One Offerings Sales Acceleration Plays

Click Each Sweet Spot for the Online Version of the Prospecting Kit

IBM S
oftware One
initiatives

For clients who need . . .

Client roles to target


Client Value

Virtualization Optimization

To increase capacity & optimize wor
k-
loads but are l
imited by an inability to
identify, isolate and remedy perfo
r-
mance troubles

CIO, CTO, IT Administrators, IT o
p-
erations

Provides detailed identification of
performance issues in complex
virtualized environments and
failures to speed repair

Application Performance
Management

To depend on their applications to run
their business and generate revenue
and keep customers happy

CIO, CTO, IT Administrators and d
i-
rectors

Helps

ensure critical business a
p-
plications are up, running and d
e-
livering on the goals of the co
m-
pany

IBM Endpoint Management
for Patch Management

To be sure their entire
IT infrastru
c-
ture is up to date, with the latest patc
h-
es and fixes, protected from viruses
and malware regardless of the type of
device

CIO, CSO, IT and Security Admini
s-
trators

Ensures system patches are d
e-
ployed and provides proof and
ability to audit.


Virtualization Optimization
1. Overview

Virtualization offers organizations the potential to meet new
goals and reach new levels of business performance by
delivering valued services to business users more efficiently
and effectively. But to realize this
potential, organizations
need more than virtualization capabilities. They must have
the virtualization management capabilities in place that will
enable them to deliver quality services while, at the same
time, helping to control costs and manage risk. Ma
nag
e-
ment is an important part of the journey that organizations
today must make toward virtualizing across business and IT
infrastructures.


VMware has a strong market penetration, appearing in
well over half of all accounts, to compete and win click
on th
is
link

to get the latest VMware Win Best Practice
Strategies


2. What customers struggle with:



Consolidating resources and rightsizing workloads to
reduce HW and lice
nsing costs and reduce performance
risk



Managing workloads across both the physically conso
l-
idated infrastructure and virtualized resources to extend
cost reduction and improved service delivery across both
environments



Automating processes to increase pr
ocess effectiv
e-
ness by codifying business rules and priorities and aut
o-
mating standardized processes



Optimizing delivery and align with business needs by
enabling service self
-
provisioning



Ability to achieve high level of patch compliance across
OS’s and a
pplications with days of patch release while
lowering end
-
use impact and operational costs?


3. How can we help them:

SmartCloud Provisioning:



This provisioning solution includes integrated image
management, with the ability to create, store, catalog, d
e-
pl
oy, secure and track images.



Image management analytics can reduce risk and
wasted resources by identifying similar images to consol
i-
date and standardize, reducing the number of unique i
m-
ages deployed.

IEM for Patch Management or SmartCloud Patch Manag
e-
men
t:



Automatically manages patches for multiple operating
systems, including Microsoft Windows, UNIX, Linux and
Mac OS, plus smartphones and tablets from the same
console and server



Patch virtual machines, both online and offline



Enhances visibility into pat
ch compliance with flexible,
real
-
time monitoring and reporting

TSM for Virtual Environments



Minimizes storage capacity required for data protection,
controlling growth and costs while enabling flexible reco
v-
ery including near
-
instant restores



Plugs
-
in t
o the vCenter console for easy VMware admin
backup and recovery actions



Efficient backup of virtual machines eliminates backup
windows; reducing the load on the physical resources.



Automatically discovers and protects new virtual m
a-
chines.

SmartCloud Contr
ol Desk



Reduce Business Risk by using advanced impact
analysis and defining automated change procedures that
ensure integrity of existing infrastructure while supporting
business agility



Improve efficiency and Quality of Service by unif
y-
ing asset, change
and problem management across both
IT and the rest of the enterprise

SmartCloud Monitoring



Identifies performance problems to speed troubleshoo
t-
ing



Simplifies capacity planning while identifying areas for
HW and Licensing savings



See Virtualization Mgmt.


APM prospecting guide


4. Who is interested and why:

CIO, C(I)SO, Director of IT Security, Chief Compliance O
f-
ficer, VP of IT Operations, VP/Director of IT Strategy


5. Value of the solution:



Manage image sprawl and reduce vulnerabilities
-

rich analyti
cs, image versioning and federated image l
i-
brary features



Compress patch cycles to hours/days with 98
-
99%
first
-
pass success



Manage ALL endpoints from a single agent, unified
console and management server which support over
250,000 endpoints



Efficient d
ata backup minimizes workload impact to the
virtual machine



Faster backups and less redundant data

eliminates
traditional backup windows by continuously capturing
block level changes



Minimize service outages related to IT changes within
IT Operations by u
p to 70%



Increase process speed and efficiency up to 40%

6. Starting Questions:



Is VM sprawl driving up management cost?



Which tools do you currently use for patch distribution for
each supported operating system?





Can you patch offline VMs?



What are you
r current ROI/Payback period targets for
technology projects?



Are you controlling storage costs



Can you automatically discover and protect new virtual
machines?



Can you assess changes to your virtual environment
before they are implemented?

7. References:


Dutch Cloud


Link

An IT infrastructure servi
ce provider in the Netherlands r
e-
duces administrative workload by 70 percent and decreases
virtual machine provisioning times by more than 90 percent

SunTrust Banks, Inc.
Link

SunTrust Banks, Inc. maintains a 98.5 percent patch and
update compliance rate; decreases update and patch cycle
times from 2
-

3 weeks to 2
-

3 days; reduces productivity
losses and human errors through automation

Ipswich
City Council



Link

A city council in Australia gains a more reliable data
-
backup
environment, increases data volumes without increasin
g
maintenance and optimizes resources use

Etihad Airways



Link

An airline company in the United Arab Emirates improves
operating effic
iency, increases system knowledge and visibi
l-
ity and reduces operating and maintenance costs

8. Supported platforms



See individual product datasheet


9. Sales Acceleration Play

IBM Endpoint Manager, 7 Ways to Win


10. Additional Information

SmartCloud Provisioning sales kit
-

LINK

IEM Sales Kit

-

LINK


TSM for VE sales kit
-

LINK

SmartCloud Control Desk sales kit



LINK

Application Performance Management
1. Overview

The financial exposure caused by failure or slowdown
of critical, customer
-
facing applications is hu
ge, and
the longer it takes to identify and solve a problem the
larger the potential loss. Companies need to quickly
see when applications fail and pinpoint the cause so
that corrective action can be taken.

Hardly a week passes where you don't see or hear

about a company suffering revenue loss or loss of
consumer confidence and embarrassment because of
a service outage or slowdown.

Applications and a
p-
plication environments are complex and only getting
more so.


Few industries still exist where customer
de
mand and market competition is not driving conti
n-
ual reinvention of the business and service delivery
model.



2. What Customers Struggle With

Rate of Change
-

Demands of the business, like new
markets, new applications, new users, and new cha
n-
nels make i
t difficult to stay ahead of business d
e-
mands and to provide/maintain service levels that
ensure business goals.

Accelerated rate of change
drives the need for increased visibility of the enviro
n-
ment provided by monitoring.

Managing costs
-

Application pr
oblems result in ine
f-
ficient, time consuming, costly, problem solving efforts
involving many different departments all blaming each
other as the cause of the problem.

3. How We Can Help Them

Our solution identifies slowdowns and allows teams to
begin addr
essing problems before customers have a
chance to call in to complain. It provides companies
with monitoring tools that give them visibility into the
entire chain of resources that deliver IT services b
e-
cause without it you can only manage, not drive.


Here are examples:



Problem: Customer dissatisfaction
caused by application downtime and
slowdowns, and lower customer satisfa
c-
tion leads to lower revenue from that a
p-
plication.


Solution: a single, integrated solution which provides
a view across your appl
ication, middleware, physical
and virtual environments, minimizing downtime and
problem resolution time.

4. Value of the Solution

Improved Availability



Manage business applications by monitoring e
s-
sential system resources, detecting bottlenecks
and poten
tial problems, and automatically r
e-
sponding to events



Proactive system monitoring often identifies pro
b-
lems early, enabling rapid fixes before end users
experience significant impact to their perfo
r-
mance.



Drive timely performance and capacity planning
ac
tivities to avoid outages from resource over
-
utilization.

5. Who Is Interested & Why

Chief Information Officer (CIO):

The CIO is respo
n-
sible for the availability of business applications and
the revenue they drive.

Business Line Executives:

P&L respons
ibility for
business revenues, reputation and budget impact.
Interested in ensuring service quality and continuity.

WHAT TO LOOK FOR IN PROSPECTS YOU ARE
CALLING ON:

Prospects

that have a significant dependency on
multiple operating systems and virtualized

enviro
n-
ments are a prime target for this offering.



Customers with key revenue drivers
running on a mixed set of operating sy
s-
tems.



Customers where one or two of these
drivers are based on custom applic
a-
tions.

6. Starting Questions to Ask



Everyone has ser
vice slowdowns, when this last
happened to you, what was the impact and were
you satisfied with your response?



How dependent is your future business model on
new services and applications and what’s in place
to respond? How sensitive is your application a
nd
resource environment to sudden changes in d
e-
mand (e.g. volume of users, complexity of the task
and application changes)?



Given the rate of change of business requir
e-
ments what level of confidence do you have in the
information (capacity, application per
formance, etc),
used to decide and respond? Do you receive the i
n-
formation in a timely manner?

7. References

Gartner APM

lists Tivoli APM solutions in the leaders
quadrant
with the best ability to deliver results: exte
r-
nal link forthcoming.

EMA Impact Brief
: IBM Delivers Unique Efficiencies
for Application/Infrastructure Performance

Over 200 references for ITM in the
Cu
stomer Refe
r-
ence Database


Including:

Japan Airlines

-

Reduced the number of system fai
l-
ures and interruptions, and overall downtime, dram
a
t-
ically: In the first year, system failures were down 58
percent, IT service interruptions were down 39 pe
r-
cent and downtime was reduced by 80 percent; in
addition, the rate of outages continues to improve

Ceska Pojistovna, a.s.



Saved USD225,000 by int
e-
grating monitoring and reporting systems into a ce
n-
tral management platform, tying together multiple IT
silos with varying applications, o
perating systems,
databases and hardware. The single console allows
IT administrators to identify and diagnose problems
for quick resolution

Royal Bank of Canada

-

Streamlined its monitoring
processes by having a single point of control (SPOC)
for monitoring all of its applications

8. Products & Platforms

ITCAM for Transactions, ITCAM for Applications, I
T-
CAM for Microsoft Applications, ITM,

TADDM

9. Sales Acceleration Play



SmartCloud Application Performance Ma
n-
agement

IBM Endpoint Management for Patch Management











1. Overview

With software and the threats against it constantly evolving,
organizations need an effective way to assess, deploy and
manage a constant flow of patches for the many operating
systems and applications in these enviro
nments. For Sy
s-
admins responsible for potentially tens or hundreds of tho
u-
sands of endpoints running various OS’s and software appl
i-
cations, patch management can easily overwhelm already
strained budgets and staff.


Dealing with these vulnerabilities
to an

organization can cause sleepless nights when often:



70% of vulnerabilities are rated Highly or Extremely
critical



90% of vulnerabilities are exploitable from a remote
location



50% of vulnerabilities provide system access to the
attacker

Cybercriminals

know that a patch available does not mean a
patch deployed so having the tools to keep your organization
safe is key.

2. What customers struggle with:



The ability to achieve high rates of patch compl
i-
ance across OS’s and applications with days of
patch
release while lowering end
-
use impact and
operational costs.



Overreliance on "free" update services from each
vendor or multiple tools to cover all require OS’s
and applications



Poor quality tools that cannot identify all systems
needing a patch or corre
ctly assess for pre
-
reqs



Patch tools that cannot easily and securely update
Internet
-
connected devices, tools with poor roll
-
back capabilities require more testing, caution,
time prior to deployment



Lack of granular controls for scheduling, end user
comm
unication, reboots and lack of integration
with power management tools/policies to "wake
up" machines at night for patching



Poor tool architecture requiring small groups of
machines to be patched at a time due to network
bandwidth impact

3. How can we he
lp them:

IEM for Patch Management



Automatically manages patches for multiple OS’s,
including Microsoft Windows, UNIX, Linux and
Mac OS, plus smartphones and tablets from the
same console and server



Patch virtual machines, both online and offline



Automa
tically manage patches for applications
from a wide range of vendors, including Microsoft,
Apple, Adobe, Mozilla and Java



Enables patch management for endpoints on or off
the network, including roaming, Internet
-
connected
devices



Enhances visibility into

patch compliance with fle
x-
ible, real
-
time graphical monitoring and reporting



Automatically compares endpoint compliance
against defined policies, such as mandatory patch
levels



Delivers information on patch status

4. Who is interested and why:

CISO, C
SO, VP Security, CCO, CRO, Director Security, IT
Manager, IT Director, Dir. Desktop Administration, Dir. End
User Support

5. Value of the solution:



Compress patch cycles to hours/days with 98
-
99%
first
-
pass success



Manage ALL endpoints (*nix, Windows, M
ac, m
o-
bile devices, POS, kiosks and more) from a single
agent, unified console and management server
which support over 250,000 endpoints





Achieve real time visibility and control (vs. iterative
enterprise scans) across all endpoints, regardless
of locati
on or bandwidth constraint





Automate remediation of configuration drift to r
e-
duce vulnerabilities, user frustration and support
tickets



Wake computers for 'off hours' maintenance

6. Starting Questions:



Which tools do you currently use for patch distrib
u-
tion for each supported operating system?



Which tools do you use to validate that the pr
o-
cess has been successful?



How are you managing patches for third
-
party a
p-
plications from vendors including Adobe, Mozilla,
Apple and Java?



Is your current tool abl
e to effectively assess and
update remote, mobile and disconnected m
a-
chines via the internet?



How long before you are certain that all endpoints
have successfully deployed the new security
patches?



What is your average first pass success rate for
deployi
ng new patches?



Which tools do you currently use to provide the
compliance reports you need for all operating sy
s-
tems, applications and vulnerabilities?



What are your current ROI/Payback period targets
for technology projects?



Would you be able to addre
ss a Zero Day attack in
hours/minutes without having to rely on AV sign
a-
ture updates or emergency vendor patches that
can take days/weeks to arrive?

7. References:

SunTrust Banks, Inc.
Link

SunTrust Banks, Inc. maintains a 98.5% patch and update
compliance rate; decreases update and patch cycle times
from 2
-

3 weeks to 2
-

3 days; reduces productivity losses
and human errors through automatio
n

Tax Tech
Link

Reduced the IT staff required for software updates and
patching from 20 people to 1 person while reducing call vo
l-
umes fro
m up to 100 to fewer than 20 calls per day.

8. Supported platforms



Microsoft Windows, including XP, 2000, 2003, Vista,
2008, 2008 R2, 7, CE, Mobile, XP Embedded and E
m-
bedded Point
-
of
-
Sale



Mac OS X



Solaris



IBMAIX®



Linux on IBMSystem z®



HP
-
UX



VMware
ESX Server



Red Hat Enterprise Linux



SUSE Linux Enterprise



CentOS Linux



Debian Linux



Ubuntu Linux



Server requirements: Microsoft SQL Server
2005/2008, Microsoft Windows Server
2003/2008/2008 R2



Console requirements: Microsoft Windows
XP/2003/Vista/20
08/2008 R2/7

9. Sales Acceleration Play

IBM Endpoint Manager,
6 Ways to Win

10. Additional Information

IEM Sales Kit
-

LINK

Mobile Software One Offerings Sales Acceleration Plays


Click Each Sweet Spot for the Online Version of the Prospecting Kit



IBM Software One

initiatives

For clients who need . .
.

Client roles to target


Client value

Cross
-
platform Mobile A
p-
plications

To reach more customers and emplo
y-
ees on the devices they want to use
with minimal, flexible d
evelopment;
channel existing back
-
end enterprise
resources to the end
-
user while still
managing & securing sensitive co
m-
pany information being accessed by
devices.

IT, LOB, Operations

Accelerated development by reu
s-
ing existing, readily
-
available
skills, t
ools, and security mech
a-
nisms and choice of suitable pla
t-
forms using Native, Hybrid, or
Web techniques.

Collaborative Team
-
based
Development

To effectively design, devel
op, test
and deliver high quality, cross
-
platform enterprise mobile applic
a-
tions.

IT Executives, Development Mana
g-
ers, Analysts and Architects, Software
Engineers, Quality Professionals

Ensures that applications meet
business goals the first time resul
t-
ing

from increased alignment b
e-
tween LOB and development

Bring
-
Your
-
Own
-
Device
(BYOD)

The ability to manage a wide range of
distributed and mobile IT devices and
need detai
led, up to date information
on them in order to ensure optimal pe
r-
formance.

Operations Manager, IT Asset Mana
g-
er, Security Manager

Client Value; Use a single, highly
scalable (up to 250,000 endpoints
per server) application to manage
all endpoints regardle
ss of endpoint
OS. Supports client BYOD policies
while still allowing control over
security, passwords, application
licensing


Cross
-
platform Mobile Applications
1. Overview


Enterprises need to

build, connect, and run

a
growing portfolio of mobile
apps for customers, par
t-
ners, and employees.


That means they have to also
manage and s
e-
cure

mobile applications and data on a variety of m
o-
bile devices and operating systems.


As a result, they will inevitably
extend and tran
s-
form

business to y
ield new opportunities and bus
i-
ness models.

2. What Customers Struggle with


Supporting & testing a highly
-
fragmented set of d
e-
vices, platforms, development models
--

Web, native,
hybrid.


Developing best practices guidance on how to deli
v-
er mobile appli
cations.


Connecting back
-
end services in a secure & scal
a-
ble manner.


Meeting high expectations of user experience.


Higher collaboration in application design.


Managing employees’ devices, some of which are
shared with family, friends, etc.


Iterat
ing more frequent releases and app updates.


Re
-
factoring existing programs into consumable
pieces for mobile applications.


Connecting disparate sources of info from
Cloud/SaaS, mobile, and on
-
premises apps.


Ensuring users & devices are authorized to
access
enterprise resources from that specific device.

3. How We Can Help Them



Open, comprehensive, and advanced mobile
application platform for smartphones & tablets.



Help for organizations of all sizes to efficiently
develop, run, and manage Web, hyb
rid, and native
applications



Standards
-
based technologies & tools, mobile
-
optimized middleware, a variety of security mech
a-
nisms, and integrated management & analytics c
a-
pabilities.



Creation of rich, cross
-
platform apps without
code translation, proprietar
y interpreters, or unpo
p-
ular scripting languages.



Re
-
use of existing enterprise authentication &
user credentials for employee
-
owned devices.



Direct update of web & hybrid applications from
severs to client for easier version control of d
e-
ployed apps.



Offl
ine availability of apps enabled by encryption
of locally stored data & offline user authentication.



Back
-
end connectivity mechanisms for core r
e-
use.



Purpose
-
built, easy
-
to
-
use, quick to install & co
n-
figure application integration.



Bidirectional connectivi
ty and business logic to
increase data quality and streamline business pr
o-
cesses



Centralized monitoring



Simple and flexible, user
-
friendly, wizard
-
based,
“configuration, not coding” architecture provides
best
-
practices and repeatable mobile integration



Bui
lt
-
in, customizable, and exportable data co
l-
le
c
tion and reports.



Single
-
app availability for both smartphones &
tablets.



Mix of native & web technologies for reuse and
extension of existing code with HTML screens.



Single infrastructure, single console to

manage
any type of device.

4. Who Is Interested & Why


IT
: Wants efficient development cycles, minimal
training requirements, and no proprietary vendor lock
-
in for creation of apps that deploy on variety of devi
c-
es. Needs to easily connect to existing
enterprise
data quickly & securely.


LOB
: Must ensure that apps look & act well on each
platform, with rich graphics, expected interactions,
and optimal responsiveness. Needs usage analytics,
reports, dashboards, and business intelligence tools.
Needs to

scale usage as company grows.

Operations
: Must deploy & manage apps on each
platform & across versions. Must control policies for
data & app access.

5. Value of the Solution


Cast Iron Worklight connector can be extended with
native connectors and temp
late integration processes
(TIP’s) to connect mobile apps to backend & cloud
systems, reducing project costs up to
80%.

6. Starting Questions

• “
What is your mobile strategy? Do you need to
reach new audiences, increase client loyalty, reuse
existing
back
-
end systems, extend them to mobile,
generate up
-

or cross
-
sales, or increase employee
productivity?”

• “
Are you being challenged to maintain control as
employees increasingly access apps from a variety of
personal mobile devices (BYOD), while at the s
ame
time leveraging these systems to create new ways for
clients to engage your business through their mobile
devices?”

• “
Have you built your first mobile app and how many
do you plan for the future? What is the total cost of
those applications? How will

their proliferation be
handled?”

• “
Are you outsourcing mobile app development? Are
you looking to gain more control, increase consiste
n-
cy and efficiencies to reduce time to market and co
n-
trol costs with the use of existing Web development
skills?”

7. Re
ferences


TBC Corporation


Worklight references charts



Comcast customer testimonial video


IBM CIO
--

120,000 mobile devices, 80,000 perso
n-
ally owned, supported in months
.

8. Products


IBM Mobile Foundation, Consumer

Edition

= IBM
Worklight + WebSphere Cast Iron.


IB
M Mobile Foundation, Enterprise

Edition

= IBM
Worklight + WebSphere Cast Iron + IBM Endpoint
Manager.

Individual products:


IBM Worklight
, open mobile application platform for
smartphones & tablets.


WebSphere Cast Iron
, integration framework en
a-
bling ra
pid connection to hybrid world of public clouds,
private clouds, and on
-
premises applications.


IBM Endpoint Manager
, solution that addresses s
e-
curity, complexity, and BYOD policies, supporting an
increasingly mobile workforce

DataPower Service Gateway XG
45
, purpose
-
built
hardware platform for rapid cloud & mobile services
deployments, governance, light
-
weight integration,
and edge of network security.

WebSphere MQ
, universal messaging backbone.

WebSphere Message Broker
, lightweight, advanced
ESB that enab
les the integration of data sources from
a wide range of platforms.

9. Sales Acceleration Play

Mobile
Foundation

Collaborative Team
-
based Development














1. Overview

IBM is announcing the IBM Mobile Development
Lifecycle Solution V4.0. Developing mobile
applications for multiple platforms requires a
collaborative team effort. This solution can help
organizations unify their mob
ile development teams
to produce better software, faster. *Using agile
paradigms with IBM Rational Collaborative
Lifecycle Management have been shown to
improve delivery time by 25%, reduce the cost of
development, and reduce defects by 20% to better
meet
business and customer needs.


2. What Customers Struggle With

Customers struggle to unify team development and
delivery of mobile applications, to collaboratively:



Develop for multiple mobile platforms



Deliver high quality apps



Meet accelerated time
-
to
-
market
requirements



Integrate with existing enterprise systems


3. How We Can Help Them

Mobile development includes more than just writing
the source code. Like other types of development,
there are many other aspects to the application
delivery lifecycle
.

Rational has a comprehensive set of capabilities
that enable clients to efficiently design, develop,
test and deliver complex enterprise mobile
applications. Key to the solution is an integrated
Application Lifecycle Management (ALM) platform
that can h
elp guide the process and ensure the
right set of capabilities are delivered efficiently.

Rational extends ALM to mobile through integration
with capabilities from other brands, such as IBM
Worklight™, creating a fully integrated development
platform for
multiplatform mobile applications.


4. Value of the Solution

Mobile development teams can achieve more
through an effective, agile mobile application
lifecycle:



Improved application quality (make end
-
users happy and more productive)



Accelerated delivery t
ime (get apps out
faster)



Lowered development and test costs (get
apps out cheaper)



Increased alignment between LOBs and
development (ensure applications meet
business goals the first time)


5. Who is Interested & Why?

Lines of business:



Improve customer

satisfaction/engagement & employee
productivity



Leverage mobile application to drive
brand/differentiate from competition

Leaders and managers of mobile development:



Scalable approach to developing for
mobile with existing organization



Deliver stakehol
der objectives and meet
time
-
to
-
market requirements



Visibility across teams, tools and projects

Teams of mobile practitioners:



Understand user needs for implementation
& ensure implemented result meets
customer expectations



Leverage native mobile device

capabilities



Connect to enterprise back
-
end services



Collaborate effectively with stakeholders,
testers, build/operations



Manage tests planning/execution and
ensure coverage



Understand code quality and quality
trends



Collaborate effectively with requ
irements
analysts and developers


6. Starting Questions



Are they struggling to deliver mobile
applications on time and with the right set
of capabilities needed by the business?



Are they struggling to manage
development across multiple teams
(mobile and
back
-
end)?



Are they struggling with low application
quality due to poor design and inability to
test across a wide range of devices?



Are they struggling with code duplication
because existing back
-
end services on
enterprise systems are difficult to acces
s?


7. References / Case Studies



Case study:
Grand Slam Events



Case study:
Chaikin Stock Research




Case study:
Lotte Credit Card.



Client Reference:
ING Bank of Canada



Case study:
Avea


8.

Top Products Sold



IBM Mobile Development Lifecycle
Solution



IBM Worklight and IBM Mobile Foundation



IBM Rational solution for Collaborative
Lifecycle Management



IBM Rational Requirements
Composer



IBM Rational Team Concert



IBM Rational Quality Manager



Perf
ecto Mobile (RQM Integration
Adapter)



Keynote Device Anywhere (RQM
integration Adapter)



IBM Rational Test Workbench



IBM Rational Application Developer



Rational Developer for System z



IBM Rational Software Architect



IBM SmartCloud Continuous Delivery


9. Sa
les Acceleration Play



Supercharge WebSphere with
Collaborative Application D
e-
velopment and Deployment


Bring Your Own Device (BYOD)
1. Overv
iew

It's simple, our customers present and future, have a lot
of intelligent devices; laptops, mobile devices and
handhelds. Some of them are in data centers, corporate
or branch offices, home offices or airports. Today we
work everywhere. Knowing what dev
ices they have,
where they are and what is on them is good business
practice, its just that simple.

Every day these devices change innumerable times,
especially the mobile devices, because people use them
all the time. They are adding and deleting software
, they
are surfing the web, they are downloading music or vi
d-
eos, they are exchanging information within the IT env
i-
ronment. Between how people use their devices and
how they are being constantly "tuned" by the user ,only
an active tool could ever have a h
ope of providing an
accurate snapshot of the ever changing IT asset invent
o-
ry.

Why does a company need to know what devices are
accessing their data and what is lurking on their devi
c-
es? To maintain security, to ensure software licensing
compliance, to fix

software problems, to ensure each
endpoint has what it needs for the user, by role, to be
productive.

Simply put, the four reasons why every customer needs
TEM.

2. What customers struggle with:



No accurate, up to date picture of the entire
distributed IT
environment.



The high cost and frequency of sophisticated
security threats



Demands from users that services are always
available



Limited budget and staffing of IT staff



Maintaining and proving compliance with
complex and changing industry and gover
n-
ment re
gulations



Increasingly complex distributed IT enviro
n-
ments with up to hundreds of thousands of
endpoints, each touching or storing critical i
n-
formation.



Inability to remediate and report on compl
i-
ance issues across the environment, regar
d-
less of OS, networ
k connection, etc.



Ability to manage mobile devices accessing
their network.

3. How can we help them:



Provide accurate, precise and up
-
to
-
the m
i-
nute visibility into and continuous enforcement
of security configurations and patches



Employ a unified manageme
nt infrastructure to
coordinate among IT, security, desktop and server
operations



Control energy costs with a centralized, scalable,
policy
-
driven power management system for all
endpoints running Microsoft® Windows® and Mac
operating systems



Reduce securi
ty risk by slashing remediation c
y-
cles from weeks to days or hours



Automatically manage patches for multiple opera
t-
ing systems and applications across hundreds of
thousands of endpoints regardless of location,
connection type or statue



Protect physical and

virtual endpoints from da
m-
age caused by viruses, Trojan horses, worms,
spyware, rootkits, web threats and their new var
i-
ants



Identify licensed and unlicensed software with drill
-
down granularity



Manage mobile OS support: iOS, Android, Nokia
Symbian, Windo
ws Phone 7
-

Available end of Q1
2012

4. Who is interested and why:

Operations Manager:

Focused on controlling costs, redu
c-
ing redundant tasks and streamlining operations due to li
m-
ited staffing and budgets.

Security Manager:

Responsible for maintaining se
cure IT
environment which includes preventing or minimizing impact
of security threats or intrusions

IT Asset Manager:

Responsible for all IT related assets and
ensuring every asset is accounted for and operating at peak
productivity.

Facilities Manager:

I
nterested in reducing annual electricity
costs by $20
-
$50 per PC or MAC.

5. Value of the solution: Tivoli Endpoint Manager can:



Compress patch cycles from weeks to hours
achieving a verified 98
-
99% first
-
pass success
rate.



Manage ALL endpoints (*nix, Windo
ws, Mac, m
o-
bile devices, POS, kiosks and more) from a single
agent, a single console and a single management
server scaling to over 250,000 endpoints



Achieve real time visibility and control (vs. iterative
enterprise scans) across all endpoints, regardless

of location or bandwidth constraints



Automate remediation of configuration drift to r
e-
duce vulnerabilities, user frustration and support
tickets.



Wake computers for 'off hours' maintenance



Identify what software is installed and how it's
used to reduce sp
end and increase compliance



Provide real
-
time command and control on the
endpoint including rapid rollback capabilities
when needed.

6. Starting Questions:



How long are your patch cycles right now?
What is the verification process?



How do you manage ALL en
dpoints (*nix,
Windows, Mac, mobile devices, POS, kiosks
and more)? How many tools are involved and
how many servers? How would the ability to
manage your endpoints from a single console
and server to benefit your organization?



How do you address the lack
of near real
-
time
visibility and control (vs. enterprise scans)
across all endpoints, regardless of location or
bandwidth constraints?



How automated is your remediation of config
u-
ration drift necessary to reduce vulnerabilities,
user frustration and suppor
t tickets?



How do wake computers for 'off hours'
maintenance?



How do you identify what software is installed
and used against audit requirements?



What is your number one distributed endpoint
management challenge?



Do you know exactly how many desktops and
l
aptops you have and where they are right
now?



How quickly could you implement targeted
change across your entire distributed env
i-
ronment?



What are the Green IT initiatives at your co
m-
pany?



What is your procedure for addressing zero
day attacks?

7. Referenc
es:

Edmonton Public School Board
Link

Reduced patch management staffing requirements from
3
-

4 full
-
time employees to one person focusing on
patc
hes part
-
time; eliminated laptop theft tracking se
r-
vice at a cost of $130/laptop; enabled updates to be sent
to, installed on, and validated on thousands of compu
t-
ers from a single laptop.

SunTrust Banks, Inc.
Link

SunTrust Banks, Inc. maintains a 98.5 percent patch and
update compliance rate; decreases update and patch
cycle times from 2
-

3 weeks to 2
-

3 days; reduces
productivity losses and huma
n errors through autom
a-
tion

Concord Hospital
YouTube

Compliance rates have increased from 50
-
60% to 95
-
97%, and software
-
licensing costs have been reduced
by 25%.

8. Supported platforms



Microsoft
Windows, including XP, 2003, Vista,
2008, 2008 R2, 7, Embedded POS Ready
2009, and Mac OS X



Server requirements: Microsoft SQL Server
2005/2008, Microsoft Windows Server
2003/2008/2008 R2



Console requirements: Microsoft Windows
XP/2003/Vista/2008/2008 R2/7

9. Sales Acceleration Play

Managing Virtualized Environments & Cloud SA Play


Smarter Commerce Software One Offerings Sales Acceleration Plays

Click Each S
weet Spot for the Online Version of the Prospecting Kit


IBM Software One
initiatives

For clients who need . . .

Client roles to target


Client value

Digital Marketin
g Optim
i-
zation

Through the fusion of customer pr
o-
files, web analytics, and marketing
execution, empower marketers to turn
site visitors into repeat customers and
loyal advocates by orchestrating a
compelling experience throughout
each customer’s digital
lifecycle.

CMO, VP/Dir Marketing, VP/Dir eCo
m-
merce, VP/Dir Product Management

(1) Rodale measured online co
n-
tent performance of 45% i
m-
provement in click
-
through rates,
92% increase in page views,

and
72% improvement in user se
s-
sions.


(2) Well
-
known health

&
beauty retailer remade

a web
site

and increased

onsite search
conversion of

31%.

Secure File Transfer &
Compliance


Secure data transfer and compliance
to move cr
itical information both i
n-
side and outside of the client's organ
i-
zation.

CIO, CTO, VP IT, Director of Infrastru
c-
ture, Director of Supply Chain, Logistics,
and Purchasing, Payroll, Payables, R
e-
ceivables, CIO, CTO, VP/Director of IT.

A2A file transfer except
ion rates
as low as .0003%; reduce troubl
e-
shooting costs by 25%; reduce on
-
boarding costs an average 39%.

B2B Integration

Enable secure, seamless execution of
multi
-
enterprise business processes
with 100% of the customer's business
community, resulting in more effe
c-
tive communication, better visibility,
and faster on
-
boarding.

VP of Supply Chain, Purchasing, Logi
s-
tics, Commerce, Sales, Customer Service,
CIO, CTO, VP/D
irector of IT, Manager of
EDI

LOB:


Bottom
-
line / top
-
line re
v-
enue increases & cost savings
by

process automation, visibility,
and control.


Improved business
partner relationships & new bus
i-
ness.

IT:


Exchange business data
or link & automate business pr
o-
cesses between 2 or more comp
a-
nies
--

easier to manage, faster,
more
-
affordable, and more
-
accurate than

custom coding.

Digital Marketing Optimization


Cross Industry
1. Overview

Through the fusion of customer profiles, web analytics
and marketing execut
ion, Coremetrics empowers
marketers to turn site visitors into repeat customers
and loyal advocates by orchestrating a compelling
experience throughout each customer’s digital lifec
y-
cle.



Superior analytical power
with a complete
solution presented in a fl
exible interface with both
out
-
of
-
the
-
box and ad hoc reporting.



The most advanced attribution model
to
measure conversion back to the correct point of i
n-
fluence, crediting multiple options for marketing i
n-
fluences over time and across channels in order to
allocate spend appropriately.



The tightest integration
fueled by LIVEPr
o-
files into all marketing channels and campaigns
creating a seamless workflow process.



Industry
-
leading digital lifecycle segme
n-
tation
providing analyses, reporting and marketing
execut
ion fueled by customer
-
driven, historical i
n-
sights across sessions.



Award winning services and support

praised by industry analysts and, more importantly,
our clients.



2. What Customers Struggle With



Lack of comprehensive behavioral data.



Discovering inf
luenced revenue, repeat visits,
and transactions driven by a campaign.



Building brand awareness to acquire and retain
loyal customers with cross
-
sell potential.



Analyzing trends & results and taking action to
enhance success based on results.



Benchmark pe
rformance of campaigns for co
m-
parison against peers.



Identify peak times for traffic & conversions for a
site.



Optimizing spend/budget across digital marketing
channels.


3. How We Can Help Them



Ensure their digital presence meets the needs of
their custom
ers by understanding how visitors are
interacting with their brand and identifying opport
u-
nities to continuously optimize their online exper
i-
ence



Effectively allocate interactive marketing spend by
understanding the relative performance of each
online chan
nel and how changes to the marketing
mix affect conversions and outcomes.



Improve marketing efficiency by automating pe
r-
sonalized marketing programs and content across
email, display advertising, search, mobile devices,
and social media.



Increase revenue b
y identifying and targeting new
prospective customers across digital channels.



Monitor the performance of your digital marketing
efforts with real
-
time, out
-
of
-
the box reporting and
ROI analysis to uncover opportunities and take i
m-
mediate action with a fle
xible, easy
-
to
-
use system.



Maximize the impact of marketing programs by
using advanced segmentation to identify what mot
i-
vates customers at each stage of their digital lifec
y-
cles (KPI: Return on marketing dollar)

4. Who Is Interested & Why




CMO

must create

dialogue with customers using
targeted marketing of products and services with
multiple interactions. Must fully understand why &
how customers interact with brands.




VP of Online Marketing

must create programs to
acquire visitors who leave a website wit
hout co
n-
verting. Is under pressure to justify his/her budget.
Needs to be able to show the CMO and CFO which
programs drive value. Must be able to maintain and
increase the performance of the marketing ca
m-
paigns.


5. Value of the Solutions



Understand whi
ch products, channels, and ca
m-
paigns draw high value / engaged visitors. Rodale
measured online content performance resulting in
45% improvement in click
-
through rates, 92% i
n-
crease in page views and 72% improvement in user
sessions.



Optimize visitor exp
erience by using relevant co
n-
tent, pages and navigation. A well
-
known health
and beauty retailer leveraged Benchmark for a web
site makeover resulting in an increase in onsite
search conversion of 31%.



Comprehensive metrics and performance insight
allow y
ou to make the right decision at the right
time to optimize marketing spend across all rel
e-
vant marketing channels. Multiple attribution wi
n-
dows provide actionable data that places credit for
traffic and sales across all channels. Hanover D
i-
rect was able
to fully document paid program rev
e-
nues and document the cost of acquisition, leading
to a six
-
fold increase in investment.


6. Starting Questions




Do you have a single, consistent means to
measure and value the performance of your ma
r-
ke
t
ing programs?”




Ca
n you track the performance of all your offsite
initiatives in a single view?”




How do you ensure my digital presence meets
the needs of your customers?”




How do you find more potential customers
across digital channels?”




Do your customers receive a reinf
orced, co
n-
sistent message across digital channels?“




Are you maximizing the value of each customer?




Are you offering timely cross sells in the sho
p-
ping cart or form completion processes?”




Are you targeting on your site, or through email
based on customer

behavior?”




Are you able to leverage high value, low cost
search terms to increase conversion while reducing
costs?”


7. References & Differentiators



Case Studies
(internal link)



Case Studies

(external link)


8. Solutions & Frameworks



Lifetime Individual Visitor Experience (LIVE) Pr
o-
file




Digital Marketing Optimization Suite



EMM sales kits



9. Industry Specific Prospecting Guides
for Digital Marketing Optimization



Communications



Banking




Consumer Products




Retail




Consumer Electronics


Secure File Transfer & Compliance



Cross Industry

December 2012

1. Overview

Enterprises need secure data transfer and compliance to
move critical information both inside and outside
of their
organization. They want to know it is safe from security
breaches, and they need tracking and visibility to prove
compliance with regulations and policies that govern data
movement.

2. What Customers Struggle With


Performance of growing volume

of file transfers.


Increasing security risks to networks & data.


High risk of FTP based file transfers.


Increasing costs for file
-
based data movement.


Security & compliance audit failures.


Delays in on
-
boarding new trading partners.


Lack

of visibility over file transfer activity & SLAs.


Impact to business of unreliable file transfers.


Passive adherence to data security best
-
practices.

3. How We Can Help Them


Reliable & secure file transfers, internal or external to the
organizat
ion, regardless of use case.


Visibility over file transfers with audit trails & reports to
verify compliance and adherence to SLAs.


Secure protocols, encryption, and digital signatures; ident
i-
fy management for data security.


Edge
-
based gateway & s
ecurity proxy for movement over
the Internet.


Consolidation of file transfer servers & security manag
e-
ment.


Automated processes in transforming & routing files.


Reduced time & costs to on
-
board & troubleshoot trading
partner file transfers.


Bet
ter security & reliability over FTP file transfers.


Scalable architecture to support growth.

4. Who Is Interested & Why

LOB
: Process reliability, rapid on
-
boarding, data security,
government regulation compliance.

CIO
: SLA adherence, cost reduction
, platform standardiz
a-
tion.

CISO
: Security compliance, data protection, FTP risk.

IT Operations
: Data security, reliability of transfers, efficient
on
-
boarding.

Networks
: Security of networks.

Development
: Data security, FTP risk

IT Operations
: Data

security, reliability of transfers, efficient
on
-
boarding.

Networks
: Security of networks.

Development
: Data security, FTP risk.

5. Value of the Solution


Customers using Connect:Direct experience A2A file tran
s-
fer exception rates as low as .0003%
.


Visibility over file transfer activity using Control Center
helped retail & manufacturing customers reduce troubl
e-
shooting costs by 25%.


Deploying File Gateway & Control Center helped financial
services & healthcare customers reduce on
-
boarding cos
ts
an average 39%.

6. Starting Questions

Business processes
:


How often do critical business processes get impacted due
to file transfer issues?


Is there a financial impact when this occurs?


How do you notify when a process gets disrupted? Is it

proactive or after
-
the
-
fact?


What would you like to see done to stabilize processes and
minimize business disruptions?

Trading partner relationship
s:


With how many trading partners do you exchange data
over the internet?


Is the number growing?



How long does it take to set up a new connection? Are you
satisfied with results? (Forrester study shows it takes 3
-
10
days for 48% of companies.)


Is there revenue associated with the connections?


Do you ever have to say “No” to a partner’s on
-
board
ing
request?

Security and compliance


What concerns do you have about your ability to pass s
e-
curity audits?


Do you use PCI
-
DSSfor credit card processing?


What type of sensitive data (payroll, financial etc.) do you
move internally or externally an
d how do you control access
to it and ensure its security?


How much did security breaches cost your organization last
year?


Do you have visibility to committed SLAs and the metrics
that govern success?

IT processes
:



When a file transfer is inte
rrupted, do you have aut
o-
matic restart capabilities or does it require manual inte
r-
vention?


Can you see all file transfers through a common manag
e-
ment tool?


Do you have a proliferation of file transfer servers that are
uncontrolled & unmanaged? Could

you consolidate to r
e-
duce costs?

IT Trading partner relationships


Is IT staff struggling to keep up with on
-
boarding activity &
setting up security credentials for a trading partner relatio
n-
ship? Is the business applying pressure to reduce the time
in
volved because revenue opportunities are getting impac
t-
ed?


Do you ever have to say “No” to an on
-
boarding request
because you cannot support the partner’s security, encry
p-
tion or communication requirements?


Do you use templates to expedite the setup?



Is trading partner file transfer activity handled differently
from other file transfer activity?


How much time does it take to troubleshoot file transfer
issues?


Does it impact other priorities?


Can your infrastructure scale to support growth in

file tran
s-
fer activity without performance issues?


What’s involved with processing & routing inbound files
from partners?

Is it a manual process?

IT Security and compliance



How are you dealing with the FTP security risk? (Well
-
documented security

vulnerabilities exist with FTP, e.g. free
text credentials, encryption, default credentials, hard coded
credentials, and FTP servers in the DMZ.)


What controls, visibility, and audit records are there in
place to ensure that data is transferred with th
e appropriate
reliability & security?


How much visibility do you have over SLAs & compliance
with commitments?


How are you protecting your internal networks from the risk
associated with internet
-
based file transfers? What steps are
you taking to go
beyond single factor authentication for
transfers?

7. References & Differentiators

Reference Database


Customer Success Stories

(external)

8. Products & Platforms

IBM Sterling Connect:Direct, IBM Sterling File Gateway, IBM
Sterling Secure Proxy, IBM Sterling Control Center,

We
b-
Sphere MQ File Transfer Edition

9. Sales Acceleration Play

Secure File Transfer and Compliance

10. Industry Specific Guides for Secure File Transfer



Communications




Banking




Consumer Products



Consumer Electronics




Insurance




Life Sciences




Healthcare

B2B Integration


Cross Industry

December 2012
1. Overview

IBM

Sterling B2B Integration enables secure, sea
m-
less execution of multi
-
enterprise business processes
with 100% of the customer's business community.

• Faster partner on
-
boarding

• Effective communication with trading communities

• Secure, reliable data move
ment

• Visibility into business activity for predictable pe
r-
formance

• Improved SLA compliance driving more business.

2. What Customers Struggle With


Increasingly diverse business communities.

• Costly, error
-
prone manual business processes.

• Lack of
real
-
time business visibility & control.

• Limited IT & business resources to implement &
manage B2B infrastructure projects.

• Finance & compliance issues; failed audits.

• Lengthy problem resolution.

• Lengthy on
-
boarding of new partners.

3. How We Can
Help Them


Add secure and flexible community integration / a
u-
tomation and visibility to business processes.

• Support any data type or format with over 300,000
pre
-
connected trading entities.

• Reduce the risk of non
-
compliance with secure sig
n-
ing, valid
ation, and transparent auditing.

• Facilitate growth of B2B community without burde
n-
ing internal resources & capital.

• Deploy solutions on
-
premises, as
-
a
-
Service, or as a
hybrid combination.

4. Who Is Interested & Why

CIO, CTO, VP of IT, Dir of IT, Mgr.

of infrastructure,
Data Transmissions, External Networks, EDI, Integr
a-
tion, or E
-
Commerce
must:

• Connect & manage diverse partner communities
flexibly & securely.

• Execute multi
-
partner business processes.

• Deliver IT efficiency through centralized & c
onsol
i-
dated management & visibility tools.

Director of Supply Chain / Purchasing / Logistics /
Commerce / Sales / Customer Service must:

• Avoid chargebacks & meet customer commitments.

5. Value of the Solution

LOB

The business result: “..bottom
-
line and

top
-
line rev
e-
nue increases and cost savings attributed to i
n-
creased automation, lower costs and improved pr
o-
cess execution (visibility and control). This improves
business partner relationships and attracts new bus
i-
ness...”

IT

The technical objective: “..
exchange business data or
to link and automate business processes between two
or more companies in a way that is easier to manage,
faster, more
-
affordable and more
-
accurate than ma
n-
ual approaches or custom coding.

Source:


“Market Trends: Multienterprise/B
2B Infr
a-
structure Market, Worldwide, 2009
-
2014” Gartner,
July 2010

6. Starting Questions

• “
How do you conduct business with trading partners,
suppliers, and customers?


How many are you co
n-
necting to? How will you manage connections as that
number grows
?”

• “Have you maximized the value of EDI & other ele
c-
tronic trading initiatives for your company?”

• “Are there more processes and / or documents that
you would like to automate with your partners?”

• “Can your business users see B2B transactions?”

• “Is
your B2B integration infrastructure able to scale
& respond to the diverse ways your trading partners
want to do business?”

• “How much time does Customer Support spend a
n-
swering customer & supplier status inquiries?”

• “What percentage of your business tr
ansactions is
done by post, fax, phone, or electronically?”


• “How
much time does it take to on
-
board a trading partner?


How do you track progress, exceptions, and issues in
that process?

• “
How do you do complex trading partner setups i
n-
volving a number

of departments?”

• “How do you currently respond & provide support to
your global trading community?


Do your partners
require multi
-
lingual or time zone support?”

• “Do you have secure & responsive mechanisms to
provide transaction visibility to your cus
tomers to
maintain & improve customer service levels?”

7. References & Differentiators



Referencce Database



Customer Success Stories
(external)

8. Products & Platforms


Sterling B2B Integration solutions delivered on
pre
m
ises include: Sterling B2B Integrator, Gentran,
Sterling e
-
Invoicing, and Sterling Mobile Solutions.


Sterling B2B Integration solutions delivered as
-
a
-
Service include: Sterling B2B Collaboration Network,
Sterling B2B Integration Services, Sterling e
-
Invoicing, and Sterling Mobile Solutions.

9. Sales Acceleration Play

B2B Integration

10. Industry Specific Prospecting Guides for
B2B Integration



Communications



Banking




Consumer Products




Consumer Electronics




Social Business Software One Offerings Sales Acceleration Plays


Click Each Sweet Spot for the Online Version of the Prospecting Kit



IBM Software One

initiatives

For clients who need . . .

Client roles to tar
get


Client value

Social Collaboration

Faster task execution through quick
access to information from an expan
d-
ed professional network that includes
colleagues, customer
s and partners.

LOB


CHRO, COO, Product Ma
n-
agement; CIO

Increase the number of innov
a-
tion initiatives by 80% , facil
i-
tate transparent collaboration
among employees and within
teams, regardless of time zones,
national borders and corporate
divisions

Customer Experience
Suite

Enterprise portal software to address
business needs and take advantage of
new social capabilities.

CMO, CSE & CTO

Improve site visit
-
to
-
order co
n-
ve
rsion rate by up to 200%,
achieve 14.1% repeat purchase
interest by customers and 30%
higher rating of self
-
service web
over help desk


Social Collaboration
December 2012

1. Overview

A social transformation is taking place in how people
interact and ho
w relationships develop. This transfo
r-
mation is changing the way we work and the way we
engage with our customers. IBM Social Collaboration
is uniquely positioned to help IBM customers capita
l-
ize on this transformation and adapt to this new way
of working

as a Social Business to be more engaged,
transparent and nimble and as such, out
-
perform in
the marketplace.

Specifically, LOB executives leading Workforce
Transformation initiatives need collaboration solutions
that help them mobilize their teams for sp
eed and
flexibility, rapidly develop and deploy the right skills
for the right opportunities, and improve the develo
p-
ment of the next generation of creative, nimble lea
d-
ers. At the same time, leading edge product develo
p-
ment and innovation is critical to s
ustained business
success.


2. What Customers Struggle With:



Sharing knowledge and information among the
workforce across borders and without boundaries.



The time and costs associated with developing
and deploying workforce skills.



Cultivating future leade
rs that are creative and
collaborative, free of siloed behaviors.



Providing top creative R&D talent with the
social
tools they use at home
, in the workplace to connect
with colleagues to share ideas and current projects.



Encouraging their
distributed deve
lopment teams

to share and discover product and manufacturing
ideas more transparently.



The ability to d
eliver compelling products

and
services with new features more often and fee
d-
back and
ideas
from their top customers.

3. How We Can Help Them



Improve le
adership development to retain top
talent and develop the next generation of succes
s-
ful leaders.



Mobilize workforce to rapidly respond to custo
m-
er demands and changing market conditions.



Rapidly develop and deploy skills and capabilities
to the right busin
ess opportunities.



Implement tools and strategies to facilitate
knowledge and information sharing.

4. Who Is Interested & Why

Chief HR Officers, VP of HR, VP of Talent:


Need to not just support, but lead workforce transfo
r-
mation initiatives that support c
ore business strategy
and growth initiatives, but may not have the budget or
spending authority to do so on their own.

They must reduce the time and cost it takes to deve
l-
op and deploy workforce skills.

Executive Leadership Team, COO, GM:

Recognize the nee
d to transform the way their teams
work and respond to business or customer imper
a-
tives, especially those who are expanding their teams,
integrating new acquisitions, merging teams or orga
n-
izations, or leading strategic outsourcing / insourcing /
co
-
sourci
ng initiatives.

5. Value of the Solution

Transform enterprise intranets and inboxes to Social
to:
Drive efficiency and growth

Increase customer satisfaction

-
China Telecommunication reduced opportunity costs
and risk by incorporating 554 new “voices” into

the
development of a new platform launch

-
CEMEX increased the number of innovation initi
a-
tives by 80% after developing an internal social ne
t-
work widely adopted by employees

-
Sennheiser transformed a large quantity of technical
data into an easily accessi
ble knowledge base that
when utilized by global team members, has facilitated
rapid problem solving for customers

-
Rheinmetall AG developed a platform for efficient
and highly transparent collaboration among emplo
y-
ees and within teams, regardless of time z
ones, n
a-
tional borders and corporate divisions


6. Starting Questions

LOB Executives



What methods do your employees
use
to connect
with their colleagues, locally or remotely?



What benefits would you expect if your team had
instant access to experts

and inf
ormation for better,
faster decision making?



How would you assess your organization’s
speed
of business processes

management?

Chief HR Officers



What techniques are you using to tap into ideas
and
insights of employees

around the world?



Developing skills

fo
r critical positions is imper
a-
tive for organizational success. How do you a
d-
dress competency development for your critical
jobs?

R&D and Product Managers



What percentage of new ideas originates outside
of your R&D team or organization?



Do you have develop
ment
resources spread
across different locations

or geographies? How do
they collaborate or share product and services i
n-
sights?



What type of
customer feedback mechanism

do
you use for offerings under development?

7. References

Sogeti

Video

Rheinmetall AG

Video

CEMEX

Video

8. Products and Platform
s

IBM Connections

facilitates access among profe
s-
sional networks; colleagues, customers, and partners.
It is a key component of the
IBM Social Collaboration
portfolio tha
t also includes:





IBM Lotus Quickr


team collaboration and do
c-
ument management



IBM Sametime


real
-
time collaboration and
unified communications



IBM LotusLive


online collaboration services



Notes Domino, Websphere Portal, Web Content
Management, Forms
, Mobile Portal Accelerator.

9. Sales Acceleration Play



Cloud first, Mobile always, Multiple choices!




Customer Experience Suite
1. Overview

The ubiquity of the web, b
oth for business and for
personal use, has created an ever
-
increasing pool of
web
-
savvy users

customers, employees, partners
and suppliers

who expect an exceptional online e
x-
perience. An “exceptional” web experience is one that
achieves a balance between f
unction and form

that
is, it is perceived as engaging while also delivering
precisely the information, capabilities and resources
wanted or needed at the time.


Simply put, an exceptional web experience is
achieved when it meets or exceeds the expect
a-
tion

of the intended audience.


2. What Customers Struggle With



Branding and communicating in a targeted ma
n-
ner across different channels, such as mobile
phones, social sites, and email.



Personalizing the online experience by audience
or customer behavior.



An
alyzing data and information to understand the
effectiveness of online campaigns.



Accessing and aggregating the rising variety of
information and content (voice, data & video), while
keeping it accurate, up
-
to
-
date, and relevant.



Changing website content w
ithout extensive IT
involvement.



Supporting global operations and enabling ge
o-
graphically dispersed interactions 24X7.


3. How We Can Help Them



Personalize a user’s web experience based on
identity, clicks, device, browser, social networks, l
o-
cation or eve
n time of day.



Provide enhanced analytics integration support to
understand user behavior and improve conversion
rates.



Improve customer loyalty and resolve problems
more quickly by using built
-
in social capabilities, i
n-
cluding user profiles, wikis, blogs,

and forums,
communities, ratings, commenting, polling, surveys
and instant messaging.



Help optimize selling opportunities and capture
new leads by improving cross
-
sell and up
-
sell o
p-
portunities and publishing dynamic offers and co
n-
tent.



Reach customers ac
ross multiple channels i
n-
cluding mobile devices, and syndicate content into
social networking sites.



Enable customers to get problems resolved
quickly with click
-
to
-
chat functions available 24X7.



Reduce the cost of web operations with robust
tools for eas
ing site management, including brow
s-
er
-
based tools.


4. Who Is Interested & Why



Chief Marketing Officer/VP Sales: Needs to be
r
esponsive to the marketplace by providing cu
s-
tomers with highly personalized access to what
they need, when they need it, anywher
e, any time.
Focused on increasing revenue and brand loyalty.



Customer Service Executive: Focused on cu
s-
tomer satisfaction. Wants to provide self help o
p-
tions to address customer issues real time.



Chief Technology Officer: Wants to increase r
e-
sponsiveness

by empowering business owners to
manage the creation and delivery of dynamic web
content while focusing on
reducing the hard and
soft costs of web operations.


5. Value of the Solution



200% higher visit
-
to
-
order conversion rate.



14.1% repeat purchase int
erest by customers.



16.6% more recommendations by customers for
products and services.



30% higher rating of self
-
service web over help
desk.



75% faster time to roll out new customer applic
a-
tions.


6. Starting Questions by role

Chief Marketing Officer



95% o
f organizations are looking to get closer to
the customer in the next 5 years. What plans do
you have to personalize your customers’ exper
i-
ence?



How long does it take to add or update web co
n-
tent on your site?

Customer Service Executive



Statistics show th
at a 5% reduction in customer
defection rate can increase profits by 5
-
125% d
e-
pending on the industry. What is your organization
doing around customer retention?



If you were to reduce the volume of call center
interactions by transferring a portion to the

web,
how would that impact your organization?

Chief Technology Officer



What types of requests do you receive from LOB
executives regarding your Web presence?



What types of strategic IT projects would you
focus on if you could reallocate your resources due

to lower development costs?


7. References

Software Client Reference Data Base




CVS
: +23% in on
-
line prescriptions refills


at
cost of $.025 per online refill, vs $3.00 per phone
refill.



Woodmen of the World: 30% reduction in call
center field support calls.



Kaiser Permanente: 33% of patients are less
likely to cancel appointments.



NFL:

Increased efficiency and productivity for
both staff and media reporters via NFLMedia.com
site by providing timely and accurate information.


8. Products & Platforms



IBM
Customer Experience Suite, IBM We
b-
Sphere Portal, IBM Web Content Manager, IBM
Forms,

IBM Connections, IBM Sametime and IBM
Quickr.



I
BM

Software offerings implemented with IBM
Software Services, GTS, GBS, or IBM Business
Partner services, plus IBM Business Partner tec
h-
nology add
-
ons


9. Sales Acceleration Play



The 3 Ps of Social Portal


Business Process Software One Offerings Sales Acceleration Plays


Click Each Sweet Spot for the Online Version of the Prospecting Kit



IBM Software O
ne
initiatives

For clients who need . . .

Client roles to target


Client value


Improv
ing Effectiveness
of Business Operations


Orchestrate & integrate processes, sy
s-
tems, and information to create un
i-
form, streamlined, and repeat
a-
ble

business processes. Extend existing
applications, consolidate processes
across

enterprise, and r
e-
use

trad
itional

applications & data.

Plus, real
-
time social collaboration to
execute human
-
centric workflow, 1
-
click deployment across systems, and
comprehensive visibility.

Business Analyst, Operations Ma
n-
ager, CIO, IT Development, COO



Automated request
-
for
-
bid
process
-

80%

the orders
completed w/o human inte
r-
vention.



Cycle time reduced from
12 days to 1 or 2.



Percentage of shipments
rescued

from < 5% to nearly
70%.




Savings of $2M per qua
r-
ter.



Increased customer sati
s-
faction rate from 85% to
92%.



Improved team

producti
v-
ity & performance by redu
c-
ing training time.



Initial deployment in < 90
days.



Decentralized process i
m-
provement team to realize
savings of £100K / yr.




Business Process Management

December 2012
1. Overview


Customers indicate that a major

concern is under
-
performance of core business processes. They want
improvement in consolidating & automating processes
throughout an enterprise, analyzing their results, and
reusing traditional systems of applications & data.


Despite visions of paperl
ess offices, many comp
a-
nies still struggle under mountains of paper. Achie
v-
ing the benefits of streamlining & automating pr
o-
cesses requires a collection of technologies
-

imaging
solution, business process management (BPM), and
a content management reposi
tory.

2. What Customers Struggle With



Repeated processes that produce varying, unr
e-
liable outcomes.



Little visibility into or real
-
time monitoring of bus
i-
nesses processes, resulting in missed opportunities
for increased efficiencies or revenue.



Poor scal
ing of solutions as demands increase.



Lost business due to customer dissatisfaction
with slow processing of orders, requests, quotes,
etc.



Poor understanding of causes of processing
problems; difficulty in identifying which processes
could be improved.



Tr
ansactions requiring multiple steps & links to
different systems, e.g. databases, applications.



Frequently
-
missed service levels; lost transa
c-
tions.



Little / no documentation of how processes occur
--

activities, sequences, decisions.



Managing, maintain
ing, maximizing, reusing a
s-
sets.



Automating paper
-
based processes in accoun
t-
ing, HR, and manufacturing.



Improving customer service to increase customer
loyalty & grow revenues.



Detecting & preventing threats & fraud in real
time.



Predicting equipment fail
ure, staffing downtime,
and service disruptions.

3. How We Can Help Them



Collaborative IT/LOB design & best practice
BPM.



Definition, deployment, and maintenance of va
r-
ied processes in operational systems.



Real
-
time visibility into business operations, w
ork
in progress, and process activities.



Scaling to meet increasing business demands.



Efficient, prioritized user tasks management.



Managed & governed processes; artifact re
-
use.



Role
-
based access to information.



Advanced data capture to reduce cost of dat
a
entry doc shipping & compliance.



Automated data extraction from invoices to r
e-
duce data entry & errors.



Hidden pattern discovery through data mining &
text analytics.



Complete picture of a customer / constituent from
c
ombined multiple data sources.



Recon
ciliation of information
when there is no
clear match between records.



Efficient deployment of data stored in enterprise
databases.



Identification of customers likely to influence ot
h-
ers.



Ad
-
hoc analysis & hypothesis testing by
use of
simulation & predicti
ve analytics.



Advanced statistical procedures ensuring high
accuracy to drive quality decision
-
making.



Deeper insights & confidence with statistical pr
o-
cedures & visualizations.

4. Who Is Interested & Why



CIO
: Support cost
-
effective flexibility & growth.



Business Analyst
: Identify areas where business
processes can be optimized to better serve bus
i-
ness needs.



Business Line Managers
: Implement business
strategy in day
-
to
-
day operations by understanding
workflow, exceptions.



Operations Manager
: Identify op
portunities for
budget reductions while managing applications &
services to meet expectations & agreements.



Data Miners, Statisticians

5. Value of the Solution


some results



BPM: Installation in 1
-
2 hours, moderately
-
priced, little specialized training
to start (6 clicks).



Increased frequency of cross sell offers by up to
2.5 times; increased offer acceptance from 3%
to30%.



Growth rates exceeded business case benefits
-

$14M in 2.5 months



Increased straight
-
through processing from 20%
to 90%. Increased b
usiness flow by 50%.



Improved speed to market > 50%.



Improved pass
-
through
-
rate from 17% to 76%.



Improved shipments rescued from <5% to 70%.



Increased customer satisfaction from 85% to
92%.



SPSS: 94% had average payback in 10.7
months;




> 90% attributed i
ncrease in productivity to
SPSS; 81% of projects were deployed on time,
75% on or under budget.

6. Starting Questions




Can you prove that your processes are d
o-
ing what you claim they are? Are they doing
what your business currently needs?”




Do you have

business processes that e
x-
tend to suppliers, partners, or customers?
What are the revenue & cost impacts of ine
f-
ficient linkages?”




How do you recognize & remove process
bottlenecks, inefficiencies, and exceptions?”




Could you gain revenue by focusing tal
ent
on business value rather than on repetitive
tasks?”




Can you make smart business decisions in
real
-
time, based on real information?”




Are your processes visible to you, end
-
to
-
end?”




Would you like insight into duplication of e
f-
fort or # of manual step
s in your processes?”




Are you combining rules, predictive analy
t-
ics, and optimization to tie strategy to oper
a-
tions?”




How could you benefit from an easy
-
to
-
use
document capture solution for workgroup &
departmental applications?”




Can you combine rules,
predictive analytics,
and optimization to tie strategy to oper
a-
tions?




Can you
capture & import non
-
electronic i
n-
formation & automate manual data capture
tasks to streamlines document entry pr
o-
cessing?”




Could you improve outcomes
by bringing
people, proce
sses, and information together
or by evaluating scenarios of automating
document capture?”




How do you currently empower real
-
time,
adaptive decisions? Can you deliver reco
m-
mended actions to frontline people & sy
s-
tems?”

7. References

TeliaSonera Business Services
,
Universit
y College
London Hospitals (UCLH)
,
PRC
.
Invacare

accounts
payable.
Dow Jones & Company

automated data
entry.
Virginia Depar
tment of Taxation

tax return pr
o-
cessing & customer service.

8. Products & Platforms

IBM Blueworks Live, IBM Business Process Manager
Express, IBM SPSS, IBM Datacap

9. Sales Acceleration Plays

Collaborate for Better Business Outcomes

Document
Imaging & Capture

Predictive
-
led Business Analytics


Software Delivery Software One Offerings Sales Acceleration Plays


Click Each Sweet Spot for the Online Version of the Prospecting Kit



IBM Soft
ware One
initiatives

For clients who need . . .

Client roles to target


Client value

Collaborative Lifecycle
Management

To deliver quality software and se
r-
vices faster w
ith proven, integrated
application lifecycle management sol
u-
tions and services offerings that help
organizations using formal and agile
methods reduce the high costs, ineff
i-
ciency and risks of fragmented sof
t-
ware development

CxOs, Compliance/Risk Officer,
Vendor Management, Development
and QA managers, Development and
operations managers, Business an
a-
lysts and project managers

Improve predictability of project
delivery by 20
-
30%

Rational Test Workbench
(RTW)

To eliminate software testing as a bo
t-
tleneck to accelerated product and se
r-
vice delivery without compromising
quality

CIO, CTO, CFO, Director of Testing,
Test manager, Environment mana
g-
ers/Directors, Operations directo
rs,
managers

Reduce test lab infrastructure
costs by up to 90%; Increase in
development productivity by up
to 30%

Systems and Software E
n-
gineering
(SSE)

To improve collab
oration and integr
a-
tion across the product lifecycle, ma
n-
age complexity, streamline compliance
and improve predictability
--
to deliver
smarter products in less time and with
higher quality

CIO/CTO/VP of Engineering, VP
Development, LOB Exec, Develo
p-
ment Pro
ject and Program managers,
systems engineers and architects,
software developer/software engineer

Faster (by 40%) product deli
v-
ery from start to delivery


Collaborative Lifecycle Management capabilities for Small to Medium sized teams
25 November 2013
1. Overview

Accelerating software delivery

while maintaining
quality and reliability is a
priority for executives
,
Leveraging Software Delivery for Competitive
Advantage, 2012 Global Study, Institute for Business
Value

Identify the righ
t entry point for your customer!

2. What Customer Struggle With




93%

senior business executives say
innovation is a top strategic priority, yet
smaller businesses often have limited
operating budgets.




41%

of projects fail to deliver expected ROI




QA test
ing accounts for
25


30%

of delivery
time




30%

of project costs are associated with
rework and requirements errors account for
70%

of this cost



Balancing required governance with process
flexibility



Though
open source

is “free” to start with,
costs are o
ften higher than expected with
extensive maintenance, configuration and
lack of support



Lack of visibility:

“We just can’t seem to get
a holistic view of all the activities we’re
working on and who is working on them”.
Too many unproductive meetings.

3. Ho
w We Can Help Them

Deliver better software faster with collaborative
lifecycle management capabilities, priced right for
small to medium sized budgets.



Improve project visibility

and
automate

both
individual and team workflows within your Agile or
any

deve
lopment processes.



Prioritize and visualize customer needs

to
help ensure that the most valuable requirements
are delivered on first and are not overlooked or
accidentally eliminated



Make it easy to follow requirements updates
and changes through implement
ation
, testing
and deliver to deliver the right solution



Mitigate the cost and risk of compliance,

4. Value of the Solution



Collaboration on work items, defects and build
errors can reduce late rework by
25
-
50%.

Rework
late in project cycles is a key cause

of schedule and
cost overruns.



Automated status reporting, derived from
evolving engineering artifacts, can improve
productivity by
5
-
10%.




Best practices in scope management can
improve predictability of project delivery by
20
-
30%.




Unifying HP, open s
ource and low cost tools can
help speed time to market by better aligning
development and test activities with business value.

5. Who Is Interested & Why



CxOs:

Small operating budgets and a need for
faster product innovation, at lower cost and risk to
the

business



Chief Compliance/Risk Officer, Vendor
Management



IT and QA managers

who have common needs
for fast, agile software delivery



Business analysts and project managers

who
are responsible for aligning business and IT

6. Starting Questions



Do you ha
ve a corporate initiative to
accelerate

software delivery or to reduce IT cost? (Roles: All)



One of our customers,
PharmaPartners

has
reduced their time to market and improved their
developers’ efficiency
by 12%

and have been to
increase the number of rele
ases per year. Would
you be interested in hearing more about steps we
can take to see if you can achieve results like
these?



What if you could increase your release cycles by
just one more release? (Roles: All)



Are you looking to
adopt Agile

practices
to help
better align IT (systems) with business needs?



Are you looking to understand how to better
manage requirements, quality or development
within Agile

methodology?



Does your software delivery staff use
open
source

or other commercial tools and find
it
difficult to integrate across their workflows?



What are the steps you take to
prioritize

business
needs, requirements, and tasks to be tested? How
do you ensure that happens? Do you have
visibility into the process?



Can you reduce your current cost of

compliance?
Can you automate any part of it? Could
traceability from compliance requirements to
implementation, test help?

7. Reference Stories / Case Studies



PharmaP
artners B.V.(PDF, 623KB)
, IT services
to healthcare industry to boost developer productiv
i-
ty up to 12% & accelerate time
-
to
-
market



Itaú BBA
: 55% less time
for build and deploy, 8%
less development time



Everbank
:

Reduces performance testing time by
95%





Avea
:

Reduced deployment time from four hours
to ten minutes



OLM Systems
:

Reduced quality

issues by 77%





TestPro
: Reduces time required to complete a
suite of tests by 99%



ANZ Banking Group LTD
: Achieved an ROI of
AUD4.27 million within the first year

o

"Our
costs are flat, even though our d
e-
mand has increased by about 30 to 35%
.
We’re doing more with the same amount of r
e-
sources“


(Frank Fab
ian, ANZ technology, ANZ)

Analyst Materials for ALM
-

One stop shop for analyst
reports, slides, etc rea
dy to share with customers.
Includes Forrester Report for ALM, 2012
--

"IBM R
a-
tional, 'highest current offering and strategy score
among all vendors’”

8. Products Sold:

Rational CLM capabilities include
Rational Team
Concert for Workgroup Starter pack (10
users),
Rational Requirements Composer (2 users), Rational
Quality Manager (2 users), Quick Start Services

9. Sales Acceleration Play:

Achieve faster soft
ware ROI with application life cycle
management
Rational Test Workbench (RTW
)
25 November 2013
1
. Overview

While software is crucial to competitive advantage,
cost, complexity and velocity pose major challenges
to accelerated softwa
re delivery and quality. Testing
these composite, multiplatform applications while
keeping pace with more agile development practices
is making testing a bottleneck to accelerated sof
t-
ware delivery and quality.

2. What Customer Struggle With



Endpoint frag
mentation is a reality: Many
browsers, devices, platforms, service interfaces,
repositories, etc



Adds to the complexity of testing: tester
skills, reuse of test assets, etc.



Drives significant cost increases: tools, a
u-
tomation creation effort, etc (e.g., T
est enviro
n-
ment set up, configuration and maintenance)



Lack of integration across vendors is i
n-
creasing tension points and creating testing sprawl
issues resulting in multiple points of failure that are
often difficult to quickly diagnose and isolate



Agile

and DevOps are causing shifts and
blurring roles and responsibilities across develo
p-
ment and QA



Agile practices and customer expect
a-
tions mandate more frequent testing in shorter
time with typically smaller teams in the reality of
larger scope



Continuous

testing is almost imposs
i-
ble, or manual and time consuming because all
pieces have to be completed before testing can
begin

3. How we help them

IBM Rational service virtualization with continuous
integration and test capabilities can help
deliver
higher q
uality sooner through more frequent test
cycles, lower cost and reduced project risk:



Improve cycle time by configuring t
est enviro
n-
ments in minutes versus weeks and conducting
regression tests independent from the UI, during
development



Reduce costs and s
implify
testing across all appl
i-
cation layers by v
irtualizing unavailable service
and software dependencies



Eliminate late stage integration issues by
validating application functionality, scalability, st
a-
bility earlier and more often


4. Value of the Solu
tion



User testing reduced
by 95%



Reduced time required for testing
by 94%



Increase in development productivity by
up to
30%



Reduce test lab infrastructure costs by
up
to 90%



Reduce labor in test environment set up
by
80%+

5. Who Is Interested & Why

CTO/CIO
/CFO/VP Governance

-

need to meet high
pressure on release dates due to intense compet
i-
tive demands and support agile development needs
Manages the cost and time of test environment set
up and availability. Strong ROI

Director of testing, Test manager, Env
ironment
Managers/Directors, Operations directors, ma
n-
agers , Chief Architect/Enterprise Architect



need to have visibility across the technology lan
d-
scape; need to understand and manage the fram
e-
work that supports it.

6. Starting Questions



How often ar
e release dates slipping or quality
issues arising?



Is your testing taking too long? Do you request
extra project funding for unplanned additional tes
t-
ing?



Are you/your teams considering, adopting or
leveraging Agile practices within your project
teams?



Ho
w do you approach the testing for MQ, SOA,
SAP, BPM and other complex integrated sy
s-
tems?



Are dependencies on third party applications or
systems from other teams delaying your project?



How much time does development spend trying
to build their own simulat
ion of systems and dat
a-
bases?



How often is your full test environment available
for comprehensive testing? How much does it cost
to set up each instance?



How long does it take you manually to complete
integration testing through the process?



Would you lik
e to:



collaborate more effectively with develo
p-
ers?



start testing long before the UI is available?



do more exploratory testing and automate
regression testing?



run what
-
if scenarios during performance
testing?



test every build for regressions?



test any sys
tem, irrespective of technology,
using the same solution?

7. References and Case studies



Six blinded case studies


8. Products Sold:



Rational Test Workbench (for functional, r
e-
gression, load, and integration testing)



Rational Test Virtualization Server



Rational Performance Test Ser
ver

9. Sales acceleration plays

Sales Play:
Deliver higher quality software
to minimize operational risk and cost


Sales Kit:

Automate Testing That Matters
(formerly Green Hat)

10. Additional Information

Why we win


Repeatable win patterns



Customer pain / Product benefit ROI
justifies
large deal sizes

(especially when service vi
rtua
l-
ization is involved) that appeal to broader IBM
sellers



Rapid implementation and
<90 day sales cycles
Consistently
beat the competition
(HP, ITKO)



Strong value for
WebSphere, Optim, Mainframe
and Data Power

customers



Compelling ways to
validate techno
logy without
requiring a POC



Compelling value proposition for
Enterprise
AND General Business



Deals can be successful even when We
b-
Sphere was not selected

Systems and Software Engineering Foundation
25 November 2013
1. Overview


Syst
ems and products are constantly becoming more
complex. Systems engineers and software developers
need to cope with competition, regulations and
standards while developing ever
-
smarter products. To
do this, they need
tools that can help them extract
and ana
lyze the specific data that they need to guide
their engineering decisions


many of which may not
be well
-
integrated.


IBM® Rational® Engineering Lifecycle Manager is
such a tool that helps users visualize, analyze and
organize engineering lifecycle data

and its
relationships. It is designed to help engineering teams
make effective and timely engineering decisions,
improve reuse of engineering data and maintain
compliance with standards.

2. What Customers Struggle With

CIO/CTO/VP of Development:



Cost to
develop new products and services is out
of control as development cycles lengthen



Regulatory reporting takes too much time and
costs too much money



Trailing competitors in ability to deliver innovative
products to market quickly



Economic/competitive cl
imate demands reduction
in product development costs

Development and project managers, systems e
n-
gineers and architects, technical roles:



Managing increasing design complexity across
engineering domains with
interrelated sets of e
n-
gineering data.



Challen
ge to manage legacy tools and processes
for managing product development



Inability to collaborate on and track requirements
across the supply chain increases time
-
to
-
market



Finding design errors late in development (for e
x-
ample, only after target hardware

is available)



Costly quality issues (recalls, penalties, reput
a-
tion)



Need to improve testing productivity



Desire to reuse existing IP



Difficulty collaborating within and managing large
distributed teams, projects and disciplines

3. How We Can Help The
m



Full traceability from requirements to systems and
product design artifacts



Cut through complexity with a graphical approach
to systems and software design



Continuous validation through simulation of the
system as it is being built



Improved product qu
ality with continuous error
checking and reuse of existing intellectual
property, including software and designs



Enhanced collaboration through linked work items
and automated design reviews



Deliver specifications and satisfy regulatory
requirements with

automated documentation
generation

4. Value of the Solution



Faster (by 40%) product delivery from start to
delivery.



Reduced project slippage by nearly 85%.



Increased productivity by more than 40%.



Greatly reduced defect rates



over 75%.



69% net red
uction in the cost of test preparation,
testing and rework,



Reduced “scope creep” of new requirements from
98% of changes being accepted to only 16%




77% fewer defects after production.

5. Who is Interested & Why?

CIO/CTO/VP of Engineering, VP Developmen
t,
LOB Exec
-

Need to manage cost to develop new
products and services, regulatory reporting while
delivering competitive innovation.


Project and Program managers, systems
engineers and architects, software
developer/software engineer
-

Need to manage
inc
reasing design complexity, collaboration and
tracking requirements across the supply chain.

6. Starting Questions

CIO, CTO, VP of Development:



How effective is your organization in launching a
product or service that comes in at budget and
works as advert
ised?



Must you comply with government or industry
standards for building products and software?

Project or Program Manager:



Would your product quality or delivery times
improve if errors could be found during
development


before systems or integration
testing?



How do you collaborate between Systems
Engineering and Software Development? Is there
a seamless handoff between the two?

Systems Engineer, Software or Systems
Architect, Core Developer:



How close is your final design to your customers'
origina
l requirements for features and
functionality?



Do you face the challenge of developing complex
systems or architectures using a clear and
unambiguous approach?



How do you manage and incorporate changes to
requirements and communicate those changes to
pro
ject stakeholders?

7. References / Case Studies



Invensys Rail Dimetronic



Chevrolet Volt client story



Diagnostic Grifols



Brockwell Technologies



References: Systems Accelerator client use cases

8. Top Products Sol
d

Rational: DOORS, Rhapsody & Rhapsody Design
Manager, Rational Quality Manager, Rational Team
Concert, Rational Engineering Lifecycle Management
(RELM), Rational Method Composer


9. Sales Acceleration Play

Smarter Development for Smarter Systems

Runtime

(GMU Initiative) Software One Offerings Sales Acceleration Plays


Click Each Sweet Spot for the Online Version of the Prospecting Kit



IBM Software One
initiatives

For clients who need . . .

Client roles to target


Client value

Client Runtime Enviro
n-
ment

GMU clients who need to start projects
quickly with the basic "must have" i
n-
fra
structure

Development Manager, Database
Administrator, Chief Financial O
f-
ficer

Lower price than buying each
component separately, simple
pricing, ability to scale as bus
i-
ness grows, reduced need for
hardware purchases


Runtime

(GMU Initiative)


Client R
untime Environment

December 2012

1. Overview

(Note: This offer is for mid
-
market, outside NA.)


Businesses throughout the world continue to look for
opportunities to gain competitive advantage by improving
efficie
ncy through integration of products & services and
by making savvy business decisions. This requires a
proven On Demand infrastructure with high availability.


Globally
-
connected enterprises must respond quickly to
changes in the business environment, e.g
. customer
preferences, competitive actions, labor situations, natural
disasters, political changes.


IBM Application Platform Core Edition provides bus
i-
nesses with a robust infrastructure that is responsive,
agile, flexible, and based on industry standa
rds to e
n-
sure easy integration with other business
-
critical applic
a-
tions.


This offering combines WebSphere Application Server
and DB2, along with the tools needed to use them, into a
single package.
While each of these products performs
extremely well w
ithin a stand
-
alone environment, they
are enhanced to work together for increased overall
business advantage.


Our competitors do not have any comparable pricing at
this time.



2. What Customers Struggle With


Concentrating

on core business competenc
e without
having to worry about technical compatibility, disparate
tool sets, and other development & integration issues.


Working with multiple vendors to get IT support.


Buying software on small budget.


Understanding complex pricing.


Quickly imple
menting quickly increasing number of
business initiatives, with good Qualities of Service


Availability, Scalability, and Performance.


3. How We Can Help Them


Most reliable & trusted products in the market, suppor
t-
ing thousands of largest worldwide

companies’ mission
-
critical applications.


Inexpensive, s
implified “socket
-
based” (instead of PVU
or Core
-

based) pricing
.


Minimal training needed across both key technologies
for shorter time to value.


Industry
-
leading performance benchmarks.


Full
y integrated security.


End
-
to
-
end tracing, connection identification, wor
k-
load correlation, monitoring, and common diagnostic
logging for easy troubleshooting.


Reduced need for integration testing & management
creates lower Total Cost of Ownership.


R
eliable, secure development platform for
OLTP,
Batch, or mobile web

applications with standards
-
based technologies & tools using corporate best pra
c-
tices.


Bridge across gap between application & database
development for improved efficiency derived from
k
nowledge & asset sharing.


Common support model for quick troubleshooting &
problem resolution of the two most important infrastru
c-
ture components.


4. Who Is Interested & Why


CIO or

Development Manager
:


Maximize developer
productivity via tooling
& automation to deliver applic
a-
tions on time & in budget.


Use unified development
approach for best reuse. Reduce resources & risk for
integration testing.


Finance director
: Reduce need to purchase new
hardware for application execution & data storage.



5. Value of the Solution


ONE package, price, contact, supplier, & support
structure. Multiple configuration opportunities.


Price of combined offer lower than price of buying 2
products separately.


Reduces
complexity of managing & maintaining a
p-
pli
cation infrastructure.


Key m
iddleware already tested to work well together
-
-

lower integration testing costs.


DB2 data compression rates of up to 40%.



WAS performance reduces HW & energy costs.


Trusted, secure connection between application &
dat
abase to minimize risk.


6. Starting Questions


Will
your current IT solution for applications & data
allow you to grow your business without the need to
start over with code changes & more investment in
trai
n
ing or personnel?


Do you have a current str
ategy for reducing energy and
hardware costs by increasing throughput?


Do your application developers & database develo
p
ers
work together, with a single set of tools?


How much do you trust your current solution or ve
n
dor
to keep mission
-
critical applic
ations running?


7. References / Case studies

Retailer
:

Built an integrated retail information system & intelligent
purchasing solution that:


Increased profit margins.


Minimized payment errors.


Improved control, accuracy and accessibility of its
di
s-
tribution information.

Government:

Meets government regulations in a short timeframe
providing:


Customized site with centralized data repository & o
p-
timized workflow.


Easy data entry and access to all departments in the
organization.


Highly availa
ble public access to relevant information.

Health Bureau
:

Improved efficiency by creating an electronic health re
c-
ords that provides comprehensive & holistic medical
insight across continuum of patient care.


Reduced instances of duplicative testing


Dec
reased costs


Treats more patients more efficiently





8. Products & Platforms


Two industry
-
leading technologies essential to running
mission
-
critical applications in a single packaged offering
consisting of
:


A. Middleware Foundation for Busi
ness Applications


WebSphere Application Server 8


DB2 Workgroup Server Edition 9.7

B. Powerful development tools based on Eclipse


WebSphere Development tools


IBM Data Studio


Use any products or combination of products for the
purchased entitlement
. Flexible l
icensing for straightfo
r-
ward expansion of applications, processing power, and
capacity.