The Digital Influence program had been launched in February 2010, after almost eight months of planning. Seventy-five software subject matter experts (SMEs) were selected to help the firm achieve its desired objectives.

On August 16, 2011, in dialogue with Roshni Sengupta, Digital Strategy and Marketing manager, IBM Software Group, India/South Asia, (see Exhibit 1), Bajaj asserted that IBM’s achievements, though commendable in such a short time, were not unexpected.

However, the objectives of the digital influence strategy—an increase in brand perception and the creation of technology evangelists— remained to be achieved.

Within a year, in 2011, share of reach for all the brands had improved substantially. Lotus had the maximum rate of increase at 1,933 per cent, followed by Information Management (IM) with 421.8 per cent.

Although the percentage increase was as per the projections, Bajaj was hesitant about declaring victory at this point.Was the model sustainable? What challenges did IBM face in the implementation process? Would the current plan of operations help IBM gain market space and create technical evangelists?

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