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DOCNUM = PCALEM
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TITLE = GPC: Guide to IBM Global Professional Careers
AUTHOR = IBM Global Learning

Title: GPC: Guide to IBM Global Professional Careers
Authors: IBM Global Learning
Document Number: PCALEM
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TITLE Title Page

GPC: Guide to IBM Global Professional Careers

Document Number PCALEM

April 2, 1998

IBM Global Learning

EDITION Edition Notice

First Edition, Revision four, March 24, 1998

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

CONTENTS Table of Contents

[Summarize]

TITLE         Title Page

EDITION       Edition Notice

CONTENTS      Table of Contents

FIGURES       Figures

PREFACE       About This Guide

1.0           Overview

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

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

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

2.0           Marketing Professional Career

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

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

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

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

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

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

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

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

3.0           Sales Professions

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

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

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

4.0           Services Professions

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

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

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

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

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

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

FIGURES Figures

1-1. IBM Global Professional Careers - Title Structure 1.1.3

2-1. IBM Global Professional Careers - Template Names & Numbers 1.2.4

4-1. Marketing Profession Career Possibilities 2.1.5

5-1. Marketing Management Profession Discipline Career

Possibilities 2.2.4

6-1. Market Intelligence Profession Discipline Career

Possibilities 2.3.4

7-1. Distribution Channels Marketing Profession Discipline Career

Possibilities 2.4.4

8-1. Technical Support Marketing Profession Discipline Career

Possibilities 2.5.4

9-1. Marketing Communications Profession Discipline Career

Possibilities 2.6.4

10-1. Direct Marketing Profession Discipline Roadmap - #1 2.7.2

10-2. Direct Marketing Profession Discipline Roadmap - #2 2.7.2

10-3. Direct Marketing Profession Discipline Roadmap - #3 2.7.2

10-4. Direct Marketing Profession Discipline: Career

Possibilities 2.7.3

11-1. Database Marketing Profession Discipline Roadmap - #1 2.8.3

11-2. Database Marketing Profession Discipline Roadmap - #2 2.8.3

11-3. Database Marketing Profession Discipline Roadmap - #3 2.8.3

11-4. Database Marketing Profession Discipline: Career

Possibilities 2.8.4

12-1. Client Relationship Profession Roadmap 3.1.2

12-2. Client Relationship Profession Roadmap 3.1.2

12-3. Client Relationship Profession Roadmap 3.1.2

12-4. Client Relationship Profession Career Possibilities 3.1.4

13-1. General Business Relationship Profession Roadmap - #1 3.2.2

13-2. General Business Relationship Profession Roadmap - #2 3.2.2

13-3. General Business Relationship Profession Roadmap - #3 3.2.2

13-4. General Business Relationship Profession Career

Possibilities 3.2.4

14-1. Sales Specialist Profession Roadmap - #1 3.3.3

14-2. Sales Specialist Profession Roadmap - #2 3.3.3

14-3. Sales Specialist Profession Career Possibilities 3.3.4

15-1. Consultant Profession Roadmap - #1 4.1.2

15-2. Consultant Profession Roadmap - #2 4.1.2

15-3. Consultant Profession Career Possibilities 4.1.4

15-4. Dual Consulting Career Path 4.1.5

16-1. Education Specialist Profession Roadmap - #1 4.2.3

16-2. Education Specialist Profession Roadmap - #2 4.2.3

16-3. Education Profession Career Possibilities 4.2.5

17-1. IT Architect Profession Roadmap 4.3.2.1

17-2. IT Architect Profession Career Possibilities 4.3.4

18-1. I/T Availability Profession Roadmap: Associate I/TAP 4.4.2.1

18-2. I/T Availability Profession Roadmap: Advisory I/TAP 4.4.2.1

18-3. I/T Availability Profession Roadmap: Senior I/TAP 4.4.2.1

18-4. I/T Availability Profession Roadmap: Consulting I/TAP 4.4.2.1

18-5. I/T Availability Profession Roadmap: Senior Consulting

I/TAP 4.4.2.1

18-6. I/T Availability Profession Career Possibilities 4.4.4

19-1. I/T Specialist Profession Roadmap - #1 4.5.3

19-2. I/T Specialist Profession Roadmap - #2 4.5.3

19-3. I/T Specialist Profession Career Possibilities 4.5.4

20-1. Project Management Profession Roadmap - #1 4.6.2

20-2. Project Management Profession Roadmap - #2 4.6.2

20-3. Project Management Profession Career Possibilities 4.6.4

PREFACE About This Guide

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

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

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

Subtopics:

PREFACE.1 Change History

PREFACE.1 Change History

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

1.0 Overview

Subtopics:

1.1 Chapter 1. Introduction

Subtopics:

1.1.1 Overview

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

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

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

1.1.2 Definition of a Global Professional Career

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

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

To address a business need for employees to have commonly defined skills that are consistently implemented worldwide
Professionals are accountable for or contribute to:
- Customer satisfaction
- IBM revenue and/or
- IBM profit
To address the need for skilled employees within most countries
- Applicable to a critical mass of several hundred employees worldwide
Able to span a career from entry up to executive level positions.
A certification of skills, experience, leadership, customer satisfaction, contribution to the business and business need may be required for advancement to top ranks of a profession.

In their design, the Global Professional Careers:

May contain several disciplines, which may in turn be made up of a number of specialties.
Are intended to be both organizationally and geographically independent
Are expected to provide a measure of career planning stability to employees while being responsive to the needs of the business.
Have a Worldwide Executive Leader to sponsor & champion the profession, facilitated by a support team of profession leaders from each geography, and an appointed worldwide leader of the profession support team.

1.1.3 IBM Global Professional Careers

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

The structure of the profession positions is:

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

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

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

The IBM Global Professional Careers are:

Client Relationship
Understanding our customers' values and needs and properly attending to their requirements, locally as well as globally, is extremely critical to our success. The Client Relationship Professional is responsible for understanding their business requirements and influencing the inner circle of top management.
The Client Relationship Professional is responsible for the overall Customer/IBM relationship and the execution of associated business strategies. He/She monitors key IBM activities within the client environment. He/She identifies and qualifies IBM opportunities, shares information with appropriate members of the extended team supporting the customer, gains customer commitment to solutions and ensures overall customer satisfaction.
Consultant
Consultants provide advice and counsel to clients for a fee. They use their skills, experience, intellectual capital and an integrated set of methodologies to solve client business problems, translating their findings into written, actionable recommendations. Consultants work in an unstructured environment creating, sharing, and reusing intellectual capital to solve diverse, business and technology problems
Consultants are part of the IBM Consulting Group. They belong to a Practice, recognized by the IBM Consulting Group, usually within an Industry Solutions Unit or in SI. They are trained in IBM's generic issue-based consulting methodology, and they specialize in a Service Line (such as Business Transformation, IT Strategy, Application Development Effectiveness or Information and Technology Management).
```
             


   Figure  1-1. IBM Global Professional Careers - Title Structure 
```
Education
An Education Specialist will work in one or several areas of the Education services business, and will normally have a high level of skills in possibly an IT discipline, and apply that expertise in the areas below -
There are four areas of Education Specialization:
- INSTRUCTION encompasses instructor facilitated training.
- DEVELOPMENT covers all tasks involved in preparing a training intervention.
- PERFORMANCE CONSULTANCY involves working with clients to evaluate and define job performance needs and to lead the activities to achieve improvement.
- CURRICULUM SPECIALIZATION includes defining market/customer requirements, determining training, and managing a business portfolio.
In short, working within the Education profession covers a wide range of services activities, connected with skills improvement, and management of that for customers.
General Business Relationship
The GB Relationship professional is responsible for developing client relationships and executing an industry-aligned territory coverage plan, ensuring overall customer satisfaction. He/she must evaluate various distribution methods to market, develop and direct an effective strategy based on customer requirements within the segment. The GB Professional must have extensive industry and solution skills to work effectively with the client, plus an excellent knowledge of our channel strategy. He/she works closely with Marketing Management professionals to execute the segment go-to-market plan.
I/T Architect
The IT Architect creates information technology solutions to clients' business problems. These IT solutions may include systems, applications or processes, and may involve the application and integration of a wide variety of products, technologies and services. The IT Architect must have extensive knowledge of systems, architectures, systems management, networking and application design techniques, and must be able to identify, evaluate and select the elements of the solution which best meet the client's business needs.
I/T Availability
The I/T Availability Professional is a key contributor in maintaining IBM as the availability services provider of choice. Their primary responsibility is to ensure the client's I/T goals are met. The I/T Availability Profession is structured to recognize professionals responsible for supporting hardware, software, and I/T services. The disciplines of the I/T Availability Profession focus on client services relationships and satisfaction, hardware and software maintenance support, and availability services and support.
I/T Specialist
The I/T Specialists must have in-depth understanding of products, offerings and services within their specialty in order to deliver high quality solutions to clients in response to varying business requirements. The I/T Specialist supports solution construction, implementation, and systems integration in a Technology, Industry or Business specialty. Specific specialities fall within the following major discipline areas:
- Application Development and Maintenance,
- Client/Server,
- Customized Operational Services,
- Industry/Cross Industry Solutions,
- Networking, and
- Systems.
Depending on their organization or role, the I/T Specialist either performs services for fee or provides technical support for product sales. Currently, I/T Specialists are deployed in sales, services, industry, manufacturing and development, and internal I/T organizations.
Marketing
The Marketing Profession plays an important role in IBM's ongoing transformation into a market-driven company. Marketing professionals support a system that manages the activities associated with bringing offerings and solutions to the market with value recognized by the customer. The Marketing Profession incorporates the steps necessary to balance customer and market needs and IBM's internal capabilities to produce global brand unit and/or business unit strategies, plans and programs to increase both IBM's market participation and profitability.
Marketing professionals are skilled in coordinating internal and external resources, developing strategies and plans, utilizing market intelligence data, understanding market and competitive trends, and applying responsive creative thinking.
There are six profession disciplines within the Marketing Profession as follows:
- Marketing Management
- Market Intelligence
- Distribution Channels Marketing
- Technical Support Marketing
- Marketing Communications
- Direct Marketing
  - Direct Marketing
  - Database Marketing
Both Direct Marketing and Database Marketing were announced as professions in October, 1994, and the certification process remains applicable to them within the Marketing Profession.
Project Management
Project Management is the management of work in the information technology environment. This includes the project plan for completing the work, the schedule for completion and delivery of all project deliverables, the staffing and management of the project team, the financial plan, the tracking of the plan to actual in all areas of the project, containment of the project scope as defined in the Statement of Work, resolution of issues, responsibility for customer satisfaction, and project communications - verbal and written - of status to all parties involved. Project Management is accomplished by the application of proven methodologies and techniques with the goal of ensuring the consistent delivery of high quality services and/or solutions which meet client requirements and expectations and fulfill IBM's obligations.
Sales Specialist
Sales specialist professionals are responsible for selling IBM offerings (hardware, software, services and industry solutions) directly to customers. A sales specialist specializes in a set of related offerings, called a "discipline".
Sales specialist professionals are assigned to specific opportunities where they possess the sales and technical expertise required to conduct all phases of the sales cycle. They are responsible for winning the business and the customer's satisfaction with the engagement and the offering.

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

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

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

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

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

1.2 Chapter 2. Skills Framework and Templates

Subtopics:

1.2.1 Introduction

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

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

1.2.2 Skill Categories

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

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

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

1.2.3 Skill Proficiency Levels

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

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

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

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

1.2.4 Profession Positions and Template Linkage

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

Sales Specialist
Advisory Sales Specialist
Senior Sales Specialist
Consulting Sales Specialist
Senior Consulting Sales Specialist

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

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

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

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

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

1.2.5 Skill Development Activities

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

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

1.2.6 Summary

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

1.3 Chapter 3. Certification Principles and Standards

Subtopics:

1.3.1 Introduction

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

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

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

Subtopics:

1.3.1.1 Objectives

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

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

1.3.1.2 Overview

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

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

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

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

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

1.3.2 Criteria

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

Business Contribution
Skills
Experience
Client/Segment Satisfaction
Professional Contribution

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

Subtopics:

1.3.2.1 Business Contribution Criteria

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

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

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

1.3.2.2 Skills Criteria

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

1.3.2.3 Experience Criteria

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

1.3.2.4 Client/Segment Satisfaction Criteria

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

1.3.2.5 Professional Contributions Criteria

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

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

1.3.3 Nomination Package

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

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

1.3.4 Certification Review Process

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

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

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

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

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

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

Subtopics:

1.3.4.1 Declined Candidates

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

1.3.4.2 Accepted Candidates

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

1.3.4.3 Recertification

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

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

Meeting the basic certification criteria in effect at the time of application for recertification.
Demonstrated growth within the profession/discipline since certification.
Currently an active practitioner of the profession/discipline.

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

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

1.3.5 Individual Profession Requirements

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

2.0 Marketing Professional Career

Subtopics:

2.1 Chapter 4. Marketing Professional Career

Subtopics:

2.1.1 Marketing Professional Career Overview

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

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

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

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

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

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

Strategy -- customer/market segmentation, competitive assessment, internal capabilities assessment, brand unit and/or business unit strategy, market segmentation prioritization and selection, annual focus items, etc.
Offering -- offering plan, offering specifications, licensing, strategies, campaigns, offering/solution schedules, go-to-market strategies, announcement process management, etc.
Terms -- Terms plans including pricing, T's & C's, warranties, special bid strategies, customer financing plans, promotion plans/mix, schedule of promotions, etc.
Distribution -- Distribution plans, channel wants and needs, channel campaigns, distribution support systems, OEM strategy, channel cost and expense targets, etc.
Support -- Customer/market/business partner requirements, global strategies, plans and programs, expense and financial targets, channel readiness, development of new technical support/services offerings/ solutions, customer satisfaction/loyalty objectives, etc.
Fulfillment -- Fulfillment plans, manufacturing requirements, logistics requirements, order entry requirements, fulfillment processes/ standard, supply/demand strategy, cost targets, sourcing requirement, target industry levels, etc.
Image -- Image plans, message content, offering/solution names, advertising development, media priorities and placement plans, press kits, collateral requirements, internal communications plans, cost/funding by geography, etc.

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

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

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

2.1.2 Professional Career Structure

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

Profession Disciplines - allow individuals to perform as functional specialists in marketing management, market intelligence, distribution channels marketing, technical support marketing, marketing communications, direct marketing and database marketing. Career opportunities exist vertically within each profession discipline and horizontally across profession disciplines. Position descriptions associated with each profession discipline represent either jobs to which individuals are currently assigned or long-term growth opportunities for others. Each position description has a complementary skill list.
Specialties - within disciplines allow individuals to perform more finite tasks required by the local geography, the brand unit and/or business unit size, scope and objectives, or in areas of critical importance to IBM's long-term growth and vitality. Specialties allow individuals skilled in specific marketing activities such as customer satisfaction research, OEM marketing, advertising, and demand generation to use their skills to meet business objectives. Career growth may be characterized by one's ability to work in one or more specialties. For each specialty within the disciplines of the Marketing Professional Career there is a detailed description and a complementary skill list.
Roles - set of tasks which an individual may be asked to perform in addition to his/her job is considered a role, such as a project leader, strategist, planner, or skills planner. This assignment would typically last for a short time -- 3 to 9 months -- or may become a full-time job depending on business need. For each role there is a detailed description and a complementary skill list.

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

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

The Marketing profession disciplines are summarized as follows:

Marketing Management
Marketing Management is the pivotal component within the Marketing Professional Career which integrates planning and execution for the offerings and solutions that make up the brand unit promise of value and/or the business unit value proposition. Marketing Managers focus on the planning and execution of the marketing mix of elements and the integration of the functional activities (e.g., marketing, development, sales, fulfillment, etc.) related to the creation of offerings and solutions that meet customers needs and market dynamics.
Marketing Managers analyze market opportunities, research, select and de-select target markets, develop marketing strategies, plan marketing programs and define offerings/solutions that are responsive to the needs of our priority customer segments and the market. They make decisions on target markets, market position, offering/solution development, terms, distribution, support/skills, fulfillment and image. They define and implement channel strategies for offerings/solutions that reflect customer buying patterns, provide wide coverage plans to targeted customers segments, and support the brand unit promise of value and/or business unit value proposition. Marketing Managers define, develop and direct the execution of market research and customer analysis and use the results to effectively drive the execution of brand unit and/or business unit strategies and plans.
Marketing Managers set objectives and track performance against them for market participation, financial results, customer positioning, customer satisfaction and loyalty, and other customer and market-based measurements.
Market Intelligence
Market Intelligence is aimed at the collection, analysis, and interpretation of information about markets, customers, prospects, competitors, and IBM's own offerings and capabilities. These activities serve as the basis for reducing uncertainty, gaining a strong view of customer wants and needs, and meeting the primary responsibility of Market Intelligence -- the reduction of risk in decision-making.
Specialty areas in this profession discipline are customer satisfaction and loyalty research, marketing communications research, new offering/solution research, competitive analysis research, and industry/market analysis research.
Distribution Channels Marketing
Distribution Channels Marketing is responsible for identifying and selecting the appropriate distribution channels for IBM offerings and solutions. They use Routes to Market tools in the creation and implementation of go-to-market strategies and plans, distribution channels marketing strategies and plans, and marketing programs and in the gathering of distribution channels marketing offerings/solutions requirements. Specializing in one channel or combinations of channels, they understand the components, and articulate the requirements of channel support.
These professionals also work with other functions in IBM, such as legal, business practices, and offerings/solutions development to ensure channels business is conducted in accordance with established standards. Understanding competitors' distribution practices, they are effective in creating strategies to increase IBM's channel presence and participation.
Specialty areas in this profession discipline are face-to-face marketing, business partner, tele marketing, electronic marketing, OEM marketing, hybrid marketing, and fulfillment strategy.
Technical Support Marketing
Technical Support Marketing professionals are responsible for creating and executing global technical support and services strategies, plans, and programs for brand unit and/or business unit offerings/solutions. Technical Support Marketing Specialists team with sales, services and development organizations, as well as with other elements of the marketing mix, to gather requirements and take actions to enhance the quality of, and customer satisfaction with IBM offerings and solutions. They also recommend, and may oversee, the development of new technical support and services offerings and solutions.
Specialty areas in this profession discipline are Technical Sales Support, HW/SW Service(s), and Product Enabling Services.
Marketing Communications
Marketing Communications is an integral part of the successful implementation of the marketing mix of elements. Marketing Communications focuses its efforts on developing strategies, plans and programs for advertising, collateral/sales promotion, business shows, corporate sponsorships, sports marketing, and/or media strategy, planning and buying, in support of corporate, category, brand unit and/or business unit objectives.
Marketing Communications professionals are responsible for developing integrated marketing communications strategies and programs which are designed to communicate with IBM's current and potential customers, business partners, suppliers, constituents, and the general public in order to create a positive image for IBM, thereby increasing demand and loyalty for IBM offerings and solutions.
Direct Marketing
Direct Marketing is a structured approach to cultivating and maintaining lifetime customer relationships. Integrated and consistent messages focused on retaining or reactivating customers and acquiring new customers are developed and delivered over an extended period of time.
The Direct Marketing profession discipline includes the existing Direct Marketing and Database Marketing professions.
Professionals who specialize in Direct Marketing demand generation assist brand units and/or customer set business units in translating marketing strategies into effective direct marketing campaigns, programs and tactics that are designed to create demand, i.e., measurable responses and opportunities for sales channels. Direct Marketing professionals create demand by orchestrating the delivery of effective messages and offers to the market through the use of cost-effective media alternatives, which include, but are not limited to, direct response advertising, mail, catalogs, telemarketing, telecoverage, and interactive.
Professionals who specialize in database marketing develop and maintain operational and analytical market information databases that support creative and innovative direct marketing programs, as well as provide a competitive advantage for brand and/or customer set business units. Database Marketing is designed to develop empirically-based and analytically-derived conclusions about the market and customers.
Direct Marketing and Database Marketing have been IBM professions since 1994. As part of the Marketing Professional Career, individual professionals will continue to have the same career path, including certification for those meeting the published criteria.

2.1.3 Marketing and Sales

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

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

2.1.4 Characteristics of the Profession

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

Effectiveness in coordinating internal and external resources
Skill in developing strategies and a plan of action to achieve the goals of the professional career and/or profession discipline
Use of marketing intelligence data to create plans to support execution of strategies
Development of targeted programs that promote strategies and achieve business goals
Knowledge of the IBM Brand Business Management System and the ability to effectively apply it to marketing activities
Ability to explain IBM short- and long-term business strategies
Understanding of competitive trends and ability to respond effectively
Understanding of IBM global operations
Ability to work in cross-functional teams
Use of creative thinking
Application of appropriate financial management concepts to everyday business activities
Understanding of the CRM process
Knowledgeable about the IBM Market Management Process
Able to apply basic project management techniques
Self-motivated in maintaining currency in a selected profession discipline

2.1.5 Potential Candidates

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

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

Figure 4-1. Marketing Profession Career Possibilities

2.1.6 Title Structure

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

The following example illustrates the use of titles with positions:

Associate Marketing Communications Specialist
Associate Marketing Communications Specialist (advanced)
Marketing Communications Specialist
Marketing Communications Specialist (advanced)
Senior Marketing Communications Specialist

2.1.7 Career Growth

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

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

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

2.1.8 Certification

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

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

2.1.9 Performance Elements

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

2.1.10 Marketing Professional Career Skills Profile

The skills required of a Marketing professional include:

General Marketing skills required of all individuals in the Marketing Professional Career.
IBM Internal skills required of all individuals in the Marketing Professional Career.
Specialty skills relating to areas of specialization within the profession disciplines (one group of skills for each specialty).
Marketing role skills (one group of skills for each role).

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

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

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

2.1.11 Professional Development

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

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

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

2.1.12 Marketing Professional Career Position Descriptions

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

2.1.13 Marketing Professional Career Role Descriptions

Subtopics:

2.1.13.1 Role Title: Marketing - Project Leader

Role Summary:

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

Responsibilities:

Has a comprehensive understanding of the brand unit and/or business unit strategies and objectives.
Negotiates effectively with team members, management and other internal/external staffs concerning all aspects of the project.
Leads the project from the initiation stage to completion.
Determines and secures resource requirements, selects team members, and coordinates support functions.
Reviews the status of commitments, plans, schedules and work scope, identifies problems in each area and provides creative solutions by using a team approach.
Identifies team related issues (e.g., lack of consensus, inability to work together as a team) and leads the team to resolution.
Leads the development of creative solutions and/or resolutions to issues that affect the successful completion of the project.
As appropriate, assesses the performance of team members against specific project requirements and communicates those results to management.
Assesses the project success, draws conclusions and makes recommendations to improve processes.

2.1.13.2 Role Title: Marketing - Strategist

Role Summary:

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

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

Responsibilities:

Employs appropriate strategic management techniques in developing functional strategies.
Adopts an orientation to planning which is customer- and market-driven rather than product, sales, technology- or offering-driven.
Conducts a market analysis of all external factors related to the functional area assigned.
Seeks assistance from Market Intelligence to provide appropriate data for developing strategic direction.
Develops functional strategies based on specific business requirements and objectives.
Ensures that the analytically-based conclusions used in developing marketingional strategies of elements clearly relate to established objectives and in turn will produce winning strategies.
Considers the necessary capital/financial or human resources needed to implement chosen strategies.
Recommends strategies to functional and marketing management.
Based on approved strategies, either develops or coordinates the marketingopment of specific or and/or business plans to implement a chosen strategy.

2.1.13.3 Role Title: Marketing - Planner

Role Summary:

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

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

Responsibilities:

Ensures clear understanding of strategies for a requesting function.
Creates and designs the program concept and elements required to implement the functional strategies.
Conducts adequate cost analysis and determines funding requirements to execute specific plans.
When appropriate to the function or plans, develops financial projections or other measurement criteria.
Presents the plans to appropriate functional or marketing management for approval.
Determines timetables and milestones to achieve coordinated target dates for implementation.
Communicates plan, elements and requirements to other functions who must assist in plan execution.

2.1.13.4 Role Title: Marketing - Skills Planner

Role Summary:

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

Responsibilities:

Gathers global skill requirements for offerings and solutions for sales and support channels (e.g., IBM, business partner, electronic, etc.) and for customers, as appropriate.
Develops and maintains worldwide skill templates related to IBM offerings and solutions which support the IBM Worldwide Skills Management Process.
Assesses, analyzes and understands critical skill gaps worldwide for all sales and support channels and for customers, as appropriate.
Develops a global skills development plan that supports IBM, brand unit and/or business unit strategies for offerings and solutions and addresses skills gaps. The plan includes, but is not limited to:
- deliverables (e.g., classes, manuals, guides, workshops, etc.)
- suppliers (e.g., E&T, consultants, vendors, etc.)
- resources (e.g. personnel, technology, tools, etc.)
- global coverage capability and issues
Determines funding requirements (e.g., headcount, development costs, travel, etc.) and negotiates approval for the skills development plan from all affected constituencies (e.g., geographies, sales and services, distribution channels, etc.).
Negotiates with education suppliers for the fulfillment of training requirements and secures their commitment to meet requirements of the global plan (e.g. dates, costs, etc.).
Monitors execution of the global skills development plan and measures results against plan objectives for skill gap closures, customer satisfaction, etc. Uses feedback to correct shortfalls in the plan and to provide input to the brand unit and/or business unit marketing and development teams, as appropriate.

2.2 Chapter 5. Marketing Management Profession Discipline

Subtopics:

2.2.1 Marketing Management Profession Discipline Overview

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

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

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

2.2.2 Profession Discipline Structure

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

Associate Marketing Manager
Associate Marketing Manager (advanced)
Marketing Manager
Marketing Manager (advanced)
Senior Marketing Manager

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

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

2.2.3 Characteristics of the Profession Discipline

Marketing management professionals have the following characteristics:

Skilled in the management of brand unit and/or business unit marketing activities, including day-to-day coordination of other marketing functions and implementing operationally-detailed marketing plans that best support business objectives.
Knowledgeable about terms, distribution, support, fulfillment and image strategies, plans and programs.
Skilled in market research and the management, use and analysis of qualitative and quantitative market research results.
Skilled in the management of activities relating to terms strategy and planning such as pricing, Ts & Cs, warranties, special bids, incentives, etc. Ensures inclusion of these elements in planning and in the total solution.
Effective in integrating the activities related to going to market through multiple channels of distribution in the brand unit and/or business unit plan.
Knowledgeable about IBM's sales organizations.
Effective in ensuring the activities relating to fulfillment are an integral part of the offering/solution.
Effective in integrating the communications activities of a brand unit and/or a business unit into its plan. Knowledgeable about marketing communications plans, copy strategies, media plans, business shows, direct marketing/database marketing, collateral/sales promotion, etc.
Knowledgeable about the management of and the activities associated with creating new offerings/solutions.
Self-directed in maintaining currency and expertise in all aspects of marketing.
Skilled in project management methods and tools.
Strong leadership and teamwork skills.

2.2.4 Potential Candidates

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

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

Figure 5-1. Marketing Management Profession Discipline Career Possibilities

2.2.5 Career Growth

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

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

2.2.6 Performance Elements

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

2.2.7 Marketing Management Profession Discipline Skills Profile

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

General Marketing Skills - required of all individuals in this Marketing profession discipline
IBM Internal Skills - required of all individuals in this Marketing profession discipline
Marketing Role Skills - for individuals assigned to one of the Marketing roles (see "Marketing Professional Career Skills Profile" in topic 2.1.10 for role skills)

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

2.2.8 Professional Development

Education roadmaps will be provided at a later date.

2.2.9 Marketing Management Position Descriptions

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

Subtopics:

2.2.9.1 Position Title: Associate Marketing Manager

Position Summary and Responsibilities:

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

Skills

Environment:
Applies basic professional knowledge to some of marketing mix elements that support daily business planning activities as well as specific activities that support the brand unit and/or business unit mission and objectives.
Demonstrates the skill proficiencies for this position.
Communications/Negotiation:
Works with higher-level professionals, learning from them and assisting them in carrying out assigned marketing activities.
Assists in the development of business plans as they apply to assignments and negotiates with other marketing departments to obtain informantion and data needed for the assignment or project.
Problem Solving:
Recognizes problems, relative to assignments, when they arise and resolves them in line with guidance from management or with existing guidelines and procedures.
Uses professional skills to prepare alternatives to achieve marketing goals and objectives for assigned projects.
Assists with the development and analysis of proposals for marketing research for usability and resonableness.
Contributes to the development and implementation of new marketing techniques and improvements to departmental processes.

Contribution and Leadership

Works at a professional level and is reviewed as required for developmental purposes.
Sets priorities for own assignments and seeks advise from other professionals from other Marketing Profession disciplines as needed.
Understands the mission and vision of the marketing management discipline.
Is proficient in some of the marketing mix elements and may provide some technical direction and assistance to less knowledgeable department or team members.

Impact on Business/Scope

Is held accountable for the quality, and timeliness of assignments.
Provides input, related to assigned projects, for the brand unit and/or business unit marketing plan.
Advises management of all developments that affect assigned projects and makes recommendations for resolving those issues.
Assists in the the development of customer satisfaction and loyalty plans that identify dissatisfiers and satisfiers and develops plans to address those issues.
Assists in the development, implementation and administration of all financial activities related to assigned projects.

2.2.9.2 Position Title: Associate Marketing Manager (advanced)

Position Summary and Responsibilities:

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

Skills

Environment:
Applies a professional knowledge to some of marketing mix elements that support daily business planning activities as well as specific activities that support the brand unit and/or business unit mission and objectives.
Demonstrates the skill proficiencies for this position.
Communications/Negotiation:
Works as a marketing management professional interfacing with other members of the department during the performance of assignments.
Articulates the objectives of an assigned program or project as they apply to the attainment of brand unit and/or business unit objectives.
Participates in the development of business plans as they apply to assignments and negotiates plan objectives by explaining the merits of each recommendation.
Problem Solving:
Analyzes the cause of issues and concerns for assigned projects and formulates solutions by using non-traditional approaches.
Recognizes the need to develop new or revised marketing management methods that support the objectives of the department.
Develops or analyzes proposals for marketing management research for usability and reasonableness.
Reviews marketing management practices with the intention of improving and/or simplifying them.

Contribution and Leadership

Works on special assignments that relate to the successful planning and execution of some of the marketing mix elements associated with brand unit and/or business unit objectives.
Sets own priorities when managing assignments and involves other professionals from other Marketing Profession disciplines as needed.
Understands the mission and vision of the marketing management discipline and other related functions and incorporates them into assigned projects.
Is proficient in some of the marketing mix elements and is able to provide advice and counsel to other professionals within the department.
May discharge the basic management responsibilities common to all IBM managers.

Impact on Business/Scope

Is held accountable for the quality, and timeliness of assignments.
Participates in setting the direction of the brand unit and/or business unit marketing plan.
Advises management of all developments that affect assigned projects and resolves the issues that have an effect on the marketing mix elements being implemented.
Develops customer satisfaction and loyalty plans that identify dissatisfiers and satisfiers and develops plans to address those issues.
Participates in the development, implementation and administration of all financial activities related to assigned projects. Ensures all financial objectives are met.

2.2.9.3 Position Title: Marketing Manager

Position Summary and Responsibilities:

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

Skills

Environment:
Applies advanced professional knowledge to all of the marketing mix elements to ensure there is consistency in their usage in advanced business planning. These plans support the growth and profitability of the brand unit and/or business unit.
Demonstrates the skill proficiencies for this position.
Communications/Negotiation:
Advises other professionals within the market management discipline on day-to-day activities that affect the implementation of the brand unit and/or business unit strategies.
Assigned to a number of projects and negotiates all aspects of the projects with management and members of other marketing disciplines and functions.
Problem Solving:
Analyzes the objectives of complex business and marketing problems, programs and issues which are related to all of the marketing mix elements. Uses sound judgment in recommending solutions.
Identifies issues as they relate to the market management discipline and recommends new procedures or practices as they are related to those issues.

Contribution and Leadership

Leads implementation teams with little direction and reports the results to the senior management team in the brand unit and/or business unit.
Works with all of the marketing mix elements, defines their objectives and includes them in the overall business plan for the brand unit and/or business unit.
Provides technical or operational advice and counsel to other less-experienced professionals in the department. Contributes to the overall mission of the department or function.
May discharge the basic management responsibilities common to all IBM managers.

Impact of Business/Scope

Accountable for the results of a number of marketing projects, analyzes them with the intention of improving their performance.
Participates in marketing management planning sessions.
The results of the assigned programs are subject to customer satisfaction and loyalty measurements and, based on those measurements, develops programs to address those issues.
Ensures that the development, implementation and administration of all financial activities related to assigned programs are met.

2.2.9.4 Position Title: Marketing Manager (advanced)

Position Summary and Responsibilities:

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

Skills

Environment:
Applies professional knowledge and expertise to all of the marketing mix elements to ensure there is consistency in their usage in advanced integrated business and marketing plans. Understands organizational resources, priorities, needs and plans. Can speak with authority on all elements.
Demonstrates the skill proficiency levels for this position.
Communications/Negotiations:
Gives guidance to other professionals on designing and developing marketing-related activities that will implement a geography or major brand unit and/or business unit strategy.
Negotiates at the executive level to obtain agreement concerning the delivery of all of the marketing mix elements as well as for resource requirements.
Problem Solving:
Analyzes the requirements of a geography or major brand unit and/or business unit business strategy that are new and complex in nature, and anticipates any potential exposures or trends.
Assesses opportunities as they apply to all of the marketing mix elements and determines their impact on assigned marketing programs.

Contribution/Leadership

Analyzes the external and internal competitive situations for their impact on the marketing elements and recommends to executive and senior management strategies, plans that support the geography or major brand unit and/or business unit objectives.
Has considerable latitude to define and decide which courses of action should be taken when delivering all of the marketing mix elements.
Understands the long-term vision and mission of the geography or major brand unit and/or business unit and how they fit into their long-term business objectives.
Influences executive management when dealing with complex issues concerning business plans.
Acknowledged as an expert in all aspects of marketing management by all professionals within the assigned geography or major brand unit and/or business unit.
Has the responsibility for leading multi-functional teams within a geography or major brand unit and/or business unit in order to address business plan concerns.
May discharge the basic management responsibilities common to all IBM managers.

Impact on Business/Scope

Is held accountable for the results of projects or programs that impact the marketing mix elements in a geography or major brand unit and/or business unit and ensures the success of these elements.
All assigned projects and programs are subject to established business measurements and use quality principles in the development of all assignments.
Purchases outside services and materials to meet the requirements and specifications of the project. Has budgetary responsibility.
Influences marketing management planning sessions.

2.2.9.5 Position Title: Senior Marketing Manager

Position Summary and Responsibilities:

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

Skills

Environment:
Applies professional knowledge and in-depth expertise of all of the marketing mix elements to ensure there is consistency in their usage in unique and innovative integrated business strategies and plans. Has an in-depth awareness and understanding of organizational resources, priorities and needs. On a worldwide basis, guides these plans toward leading-edge solutions.
Demonstrates the skill proficiency levels for this position.
Communications/Negotiation:
Takes a leadership role by using the experience of senior professionals in order to design and develop marketing-related activities that will implement the geography or major brand unit and/or business unit strategies on a world-wide basis.
Leverages all marketing management resources to deliver all the marketing mix elements. Participates in complex negotiations with executive management to obtain worldwide agreement for the overall implementation of marketing programs.
Problem Solving:
Anticipates the requirements of the marketing management discipline and designs marketing strategies that are innovative and contributes to the formulation of marketing policies.
With executive review, acts as the leading interface responsible for the delivery of all marketing mix elements and marketing-related activities.

Contribution and Leadership

Understands all of the marketing mix elements and can articulate the worldwide vision of these elements and how they fit into the long-term strategies of IBM's business strategies and plans.
Acknowledged as an expert in all aspects of marketing management by all professionals within this discipline on a worldwide basis.
Has the responsibility for taking the lead professional role for the marketing management function and leads international, corporate, geography or major brand unit and/or business unit teams.
May discharge the basic management responsibilities common to all IBM managers.

Impact on Business/Scope

Develops plans and programs for specific complex to very complex offerings/solutions and executes chosen strategies for corporate, geography or major brand unit and/or business unit on a world-wide basis.
With executive review, develops and implements strategies for new or improved complex to very complex offerings/solutions with the intention of expanding sales, gaining market share and increasing IBM's competitive advantage.
Integrates the marketing mix elements into cohesive business plans which can be taken to market to win, while appropriately using resources and budgets.
Participates in corporate-wide policy and program planning sessions.
Commits financial resources and coordinates human resources which significantly impact budgets and other activities.
Develops plans based on customer satisfaction and loyalty survey results and sets measurement objectives to address all concerns.

2.3 Chapter 6. Market Intelligence Profession Discipline

Subtopics:

2.3.1 Market Intelligence Profession Discipline Overview

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

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

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

Who are the customers or potential customers?
What kind of people are they?
Can and will they buy?
Are the kinds of goods and services they want being offered by my business?
Are my prices consistent with what buyers view as the products' value?
Are promotional programs working?
What do customers think of my business?
How does my business compare with that of my competitors?

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

Reduce business risks.
Identify trends in the current market.
Identify and confirm sales opportunities.
Gather facts about selected markets to ensure better decision-making.
Assist in setting up action plans.

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

Reducing chance in decision making by providing data needed to evaluate all options.
Enabling managers to forecast trends more quickly and accurately.
Identifying and validating business opportunities.
Revealing weaknesses in the competition.
Justifying assumptions upon which marketing strategies are formulated.
Aiding in formulating the elements of the marketing mix, such as product, price, promotion, channel, etc.

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

Common activities in this profession discipline are:

Determination of market characteristics
Measurements of market potentials
Market participation vs market-share analysis
Sales analysis
Studies of business trends
Competitive product studies
Short-range forecasting
Long-range forecasting (one year or more)
Pricing studies
Product acceptance and potential

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

2.3.2 Profession Discipline Structure

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

Associate Market Researcher
Associate Market Researcher (advanced)
Market Researcher
Market Researcher (advanced)
Senior Market Researcher

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

Customer Satisfaction and Loyalty Research -- This specialty is concerned with the acquisition, codification, analysis, and presentation of marketplace information relative to IBM's and competitors' relationships to customers and business partners. This research helps drive decisions about IBM's offerings to the marketplace, relative to its key internal and external competitors.
Marketing Communications Research -- These individuals are concerned with marketplace information relating to IBM's communications about the Company and its offerings and solutions. They consult with others, including management, in advertising, collateral/sales promotion, business shows, and related activities on the development and assessment of marketing communications directed to both internal and external audiences. They also design and implement various research studies.
New Offerings/Solutions Research -- The New Offerings/Solutions Researcher validates customer requirements from various market segments for all of IBM's offerings/solutions. Their research focuses on both current and future offerings to the marketplace. They determine issues to be researched, establish requisite methodologies for study, assess how customers get work done with both IBM and competitive offerings, and provide market intelligence before an offering is included in the business plan. Keys to success in this specialty include competencies ranging from consulting and problem identification through research planning and design, sampling, data collection and analysis, to overall management of the research process.
Competitive Analysis Research -- These professionals are concerned with current and future IBM and competitors' offerings and solutions in the marketplace. They work closely with brand unit and/or business unit management in assessing offerings to be made in a competitive environment. They are responsible for gaining acceptance of new technologies by marketplace targets, and assessments of how customers do and get work done with IBM and competitive offerings/solutions.
Industry/Marketing Analysis Research -- The focus of activity in this specialty is on marketplace information relative to IBM and competitive offerings within each of IBM's key market segments. These individuals forecast the potential for IBM growth within the segments and they profile competitors and their capabilities. They determine the problems and issues to be researched, and provide secondary research of either internal databases or external sources.

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

2.3.3 Characteristics of the Profession Discipline

Market Intelligence professionals have the following characteristics:

Able to gather information and provide analysis to all levels of management that identifies business opportunities and anticipates business trends.
Provide assistance to minimize risk in decisions about IBM's offerings to the best target marketplace.
Help determine the optimum timing and entry into a target market and the best competitive position within that market.
Consult with marketing and product management on the position, features, and functions of IBM and competitive offerings.
Design or identify appropriate primary or secondary research activities which address tactical or strategic business problems.
Develop research protocols for use in qualitative or quantitative research; conduct univariate and multivariate analysis planning activities and disseminate the research findings.
Have strong oral and written communication skills.
Can manage contracted resources and services.

2.3.4 Potential Candidates

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

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

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

Figure 6-1. Market Intelligence Profession Discipline Career Possibilities

2.3.5 Career Growth

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

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

2.3.6 Performance Elements

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

2.3.7 Market Intelligence Profession Discipline Skills Profile

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

General Marketing Skills - required of all individuals in this Marketing profession discipline
IBM Internal Skills - required of all individuals in this Marketing profession discipline
Market Intelligence Discipline Skills
Market Intelligence Discipline Specialty Skills
Marketing Role Skills - for individuals assigned to one of the Marketing roles (see "Marketing Professional Career Skills Profile" in topic 2.1.10, for role skills)

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

2.3.8 Professional Development

Education roadmaps will be provided at a later date.

2.3.9 Market Intelligence Position Descriptions

Subtopics:

2.3.9.1 Position Title: Associate Market Researcher

Position Summary and Responsibilities:

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

Skills

Environment:
Applies basic professional knowledge to ensure there is consistency in the use of market research approaches as they apply to an offer/solution.
Demonstrates the skill proficiency levels for this position.
Communications/Negotiation:
Works with higher-level research professionals, learning from them and assisting them in carrying out assigned research activities.
Can articulate lesscomplex design methods and instruments for studies as they apply to the attainment of the brand unit and/or business unit objectives.
Assists in the development of study requirements as they apply to assignments and negotiates the objectives within a defined goal.
Problem Solving:
Analyzes the cause of problems associated with studies and formulates solutions.
Develops and analyzes proposals for non-complex market research requests.
Understands and applies research guidelines and methods that support the objectives of the department.

Contributions and Leadership

Works on non-complex aspects of market research studies as requested by management.
Sets priorities for own assignments and seeks advice from other professionals as needed, in order to produce studies that provide value-add to the assignment.
Understands the Market Intelligence department mission and vision and applies them to all assigned market research studies.

Impact on Business/Scope

Assists in the development of programs for the Market Intelligence department's mission.
Informs management of all developments that affect the assigned project or proposal. With assistance, resolves all issues relative to assignments on proposed offerings/solutions.
Assists in the development, implementation and administration of all financial activities related to assigned studies.

2.3.9.2 Position Title: Associate Market Researcher (advanced)

Position Summary and Responsibilities:

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

Skills

Environment:
Applies professional knowledge to ensure there is consistency in the use of market research approaches as they apply to an offer/solution.
Demonstrates the skill proficiency levels for this position.
Communications/Negotiation:
Works independently as a professional researcher by interfacing with brand unit and/or business unit teams during the performance of an assignment.
Capable of articulating the study's design, methods and instruments as attainmentpply to the of the brand unit and/or business unit objectives.
Participates in the development of study requirements as they apply to assignments and negotiates the objectives within a defined goal.
Problem Solving:
Analyzes the cause of a study's problems and formulates solutions.
Recognizes the need to develop market research methods as applicable to research requests.
Develops and analyzes proposals for market research requests.
Reviews and challenges research guidelines with the intention of improving them.

Contributions and Leadership

Works on a market research study as requested by management.
Sets own priorities in managing an assignment and ensures the involvement of the appropriate professionals in order to produce studies that provide value-add to the assignment.
Understands the Market Intelligence department mission and vision and applies them to all assigned market research studies.
Employs project management techniques to ensure that studies are coordinated and lead to results based of the initial objectives.
May discharge the basic management responsibilities common to all IBM Managers.

Impact on Business Scope

Participates in the development of programs for the Market Intelligence department's mission.
Advises management of all developments that affect the assigned project or proposal. Resolves all issues that have an effect on a proposed offering/solution.
Participates in the development, implementation and administration of all financial activities related to assigned studies. Ensures financial objectives are met.

2.3.9.3 Position Title: Market Researcher

Position Summary and Responsibilities:

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

Skills

Environment:
Applies advanced professional knowledge to ensure there is consistency in the use of market research approaches as they apply to a number of offerings/solutions.
Demonstrates the skill proficiency levels for this position.
Communications/Negotiation:
Selects or designs the appropriate market research method (primary or secondary, quantitative or qualitative techniques) that addresses business problems and negotiates to defined goals with a business unit's senior management team.
Advises other professionals within the market intelligence discipline in day to day activities that implement a business unit's strategy.
Problem Solving:
Applies creativity in conducting research activities in support of complex offerings/solutions.
Based on the customer's needs, develops new procedures or processes to assist in the achievement of the offerings/solutions' business goals.
Identifies complex business problems by using advanced market research methods aimed at improving an offerings/solutions competitive position.

Contribution/Leadership

Conducts a number of projects and studies of a complex nature as requested by brand unit and/or business unit management teams.
Advises management on all developments that affect the market research study's short-and long-term objectives, reviews recommendations, and resolves all issues.
Understands the Marketing Intelligence department's mission and vision and applies them to all research assignments.
Influences other professionals within the brand unit and/or business unit during the performance of research studies.
Provides technical guidance to less-experienced market researchers who are involved in the implementation of research assignments.
May discharge the basic management responsibilities common to all IBM Managers.

Impact on Business/Scope

Is held accountable for the research results and analyzes them in order to suggest new and/or enhanced methods of study design.
Participates on a regular basis in the development of the direction of the market research studies that may affect brand unit and/or business unit.
The results of all studies performed are subject to established business measurements.
Ensures that the development, implementation and administration of all financial activities related to complex studies are met.

2.3.9.4 Position Title: Market Researcher (advanced)

Position Summary and Responsibilities:

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

Skills

Environment:
Applies expert knowledge to ensure there is consistency in the use of advanced market research approaches as they apply to offerings/solutions for a major business unit or geography.
Demonstrates the skill proficiency levels for this position.
Communications/Negotiations:
Establishes the priority for a number of advanced and unique research projects and advises senior management on all developments that affect short- and long-range business objectives for a geography or major business unit.
Leverages available research resources and negotiates goals and approaches to optimize IBM's competitive advantage. Negotiations result in agreements of all functions involved.
Problem Solving:
Anticipates future trends and potential issues associated with the gathering and analysis of Market Intelligence, assesses their impact and develops appropriate actions.
Identifies the unique and complex situations for major research projects and programs and provides appropriate solutions.
Uses advanced research techniques to provide solutions to complex design problems in order to improve IBM's competitive position.

Contribution/Leadership

Oversees a number of special research projects and programs of a complex or unique nature at a major business unit or geography.
Provides guidance in market research methods and instruments and acts as a mentor to less-experienced professionals who are involved in the planning and implementation of research programs. Provides advice concerning staffing and organization.
Has considerable latitude in directing the activities of research processes by employing effective management techniques that ensure that appropriate design resources are deployed.
Participates in the establishment of the mission and vision for the Market Intelligence discipline.
May discharge the basic management responsibilities common to all IBM managers.

Impact on Business/Scope

Defines major research projects by conducting research activities and is held accountable for research results.
Keeps abreast of changes and improvements in the areas of product design and incorporates them into research programs and projects.
All research projects and results are subject to established business measurements geography or major business unit.
Ensures that the development, implementation and administration of all financial activities related to design programs are met. Attainment of financial targets has a direct impact on financial results of the Market Intelligence discipline.

2.3.9.5 Position Title: Senior Market Researcher

Position Summary and Responsibilities:

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

Skills

Environment:
Takes a lead role to ensure there is consistency in research methods and techniques in all approaches used on a worldwide basis.
Demonstrates the skill proficiency levels for this position.
Communications/Negotiation:
Takes a leadership role at the geography, international or corporate level to communicate the latest research techniques to be used in research projects.
Leverages all available resources and is involved in the most complex negotiations that have lasting agreements and commitments that have worldwide implications..
Advises, on a worldwide basis, executive management of all developments that affect the Market Intelligence discipline's long-term design strategies.
Problem Solving:
Understands the changing and improving environment within the Market Intelligence discipline and incorporates them into the long-term strategies.
Assesses business opportunities as they apply to market intelligence projects and determines their impact on future offerings.

Contribution/Leadership

Uses professional experience in developing the overall mission and vision of the Market Intelligence discipline. Actively participates in functional planning.
Recognized as the expert in the Market Intelligence field by both IBM professionals and outside organizations.
Directs the activities of complex research assignments by employing effective management techniques to ensure appropriate resources are deployed.
Leads major research strategy sessions made up of senior professionals that evaluate complex offerings for competitive advantages and opportunities.
May discharge the basic management responsibilities common to all IBM managers.

Impact on Business/Scope

Has high-impact on long-term Market Intelligence strategies and is held accountable for the business performance of those strategies.
Develops return-on-investment evaluations of offerings/solutions and presents the recommendations for executive review at the geography, international or corporate level.
Takes a lead role in the formulation of research policies, practices, and strategies.
Commits financial resources and coordinates human resources which have a significant impact on budgets and other activities. Responsible for the attainment of all project costs, schedules and functional requirements.

2.3.10 Market Intelligence Specialty Descriptions

Subtopics:

2.3.10.1 Specialty Title: Customer Satisfaction and Loyalty Research

Specialty Summary:

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

Responsibilities:

Consults with brand unit and/or business unit management on the development and assessment of customer satisfaction and loyalty relative to both internal and external customers and business partners.
Determines the problems or issues that need to be researched and establishes the requisite methodologies to be implemented for a particular study.
Evaluates customer research design involving secondary research of either internal IBM databases or external sources.
Designs and implements tracking studies to assesses impressions of IBM and competitive offerings/solutions, analysis of customer and business partner relationships, marketing processes and perceptions of IBM's value-add.

2.3.10.2 Specialty Title: Marketing Communications Research

Specialty Summary:

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

Responsibilities:

Consults with advertising, collateral/sales promotion, business shows, etc., brand unit and/or business unit management on the development and assessment of marketing communications activities directed at internal and external audiences.
Determines the problems or issues that need to be researched and establishes the requisite methods to be implemented for a particular study.
Implements custom research designs of which many elements may involve secondary research of either internal IBM databases or external sources.
Designs and implements tracking studies to assess impressions of the company and offerings/solutions among key constituencies.
Conducts studies that involve concept tests, collateral/advertising, sales promotions, internal communications, Internet programs, executive communications and public relations.

2.3.10.3 Specialty Title: New Offering/Solution Research

Specialty Summary:

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

Responsibilities:

Consults with brand unit and/or business unit management on the development and assessment of offerings/solutions directed to internal and external audiences.
Determines the problems of issues that need to be researched and establishes the requisite methods to be implemented for a particular study.
Conducts studies with target audiences to determine required features and ideal positions for new offerings/solutions.
Analyzes the competitor's offerings.
Provides market intelligence before an offering/solution is included in the brand unit and/or business unit plan.

2.3.10.4 Specialty Title: Competitive Analysis Research

Specialty Summary:

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

Responsibilities:

Consults with brand unit and/or business unit management on the development and assessment of offerings/solutions directed to internal and external audiences.
Determines the problems of issues that need to be researched and establishes the requisite methods to be implemented for a particular study.
Conducts studies with target audiences to determine required features and ideal positions for new offerings/solutions.
Analyzes the competitor's offerings.
Provides market intelligence before an offering/solution is included in the brand unit and/or business unit plan.

2.3.10.5 Specialty Title: Industry/Market Research

Specialty Summary:

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

Responsibilities:

Contributes to the segmentation of customer sets and solution areas of an industry opportunity.
Analyzes economic and I/T trends driving the target industry/segment.
Uses available data to assess IBM's position in the industry (e.g., market share, image, etc.).
Tracks technology that may impact the industry, customer set or brand.
Monitors relevant regulations and legislation.
Supports the development of segment business plans and solution marketing plans.
May lead the development of the M/SAR (Marketplace/Segment Analysis Report).
May facilitate the execution of the VOC (Voice of the Customer) study.

2.4 Chapter 7. Distribution Channels Marketing Profession Discipline

Subtopics:

2.4.1 Distribution Channels Marketing Profession Discipline Overview

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

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

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

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

2.4.2 Profession Discipline Structure

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

Associate Distribution Channels Marketing Specialist
Associate Distribution Channels Marketing Specialist (advanced)
Distribution Channels Marketing Specialist
Distribution Channels Marketing Specialist (advanced)
Senior Distribution Channels Marketing Specialist

This profession discipline is comprised of seven specialties as follows:

Face-to-Face Marketing
Business Partner
Tele Marketing
Electronic Marketing
OEM Marketing
Hybrid Marketing
Fulfillment

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

2.4.3 Characteristics of the Profession Discipline

Distribution Channels Marketing professionals have the following characteristics:

Manage the creation and implementation of the "go-to-market" plans.
Knowledgeable of major or primary distribution channels.
Can articulate the overall IBM distribution channels marketing strategy.
Gather and coordinate related offerings/solutions requirements with marketing management.
Skilled in performing market analysis, assessing IBM's position in the market, and understanding total market opportunity.
Develop marketing support programs and deliverables.
Able to develop channels communications programs to ensure effective communications with business partners.
Develop and implement distribution channels management controls and techniques.
Develop distribution/coverage strategy using routes-to-market tools and analyses of existing and alternative coverage and distribution channels.
Understand the components of distribution channels support to ensure channels marketing readiness to implement routes to market plans.
Establish strong cross-discipline linkages within the Marketing Professional Career and with other global functions to ensure program consistency and to maximize efforts for assigned channels or specialties.
Work with a variety of IBM functions such as legal, business practices and development groups to ensure channels business is conducted in a manner consistent with corporate and brand unit and/or business unit standards.
Understand the elements of an offering/solution marketing plan.
Apply expertise in customer (relationship) coverage planning.
Skilled in determining resource and skill requirements to support selected offerings/solutions at each step of the sales cycle and in determining actions required to resolve resource and skill gaps.

2.4.4 Potential Candidates

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

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

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

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

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

2.4.5 Career Growth

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

2.4.6 Performance Elements

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

Revenue, Year-to-Year Growth
Market Participation
Customer (Channel) Satisfaction

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

2.4.7 Distribution Channels Marketing Profession Discipline Skills Profile

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

General Marketing Skills - required of all individuals in this Marketing profession discipline
IBM Internal Skills - required of all individuals in this Marketing profession discipline
Distribution Channels Marketing Discipline Specialty Skills
Marketing Role Skills - for individuals assigned to one of the Marketing Profession roles (see "Marketing Professional Career Skills Profile" in topic 2.1.10, for role skills)

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

2.4.8 Professional Development

Education roadmaps will be provided at a later date.

2.4.9 Distribution Channels Marketing Position Descriptions

Subtopics:

2.4.9.1 Position Title: Associate Distribution Channels Marketing Specialist

Position Summary and Responsibilities:

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

Skills

Environment:
Applies basic professional knowledge of distribution channels and the marketing function to the attainment of business objectives for assigned areas.
Demonstrates the skill proficiencies for this position.
Communications/Negotiation:
Understands and assists with the resolution of distribution channels marketing issues.
Assists with research of distribution alternatives as part of a Routes-to-Market (RTM) team. Is able to articulate, at a basic level, various approaches.
Assists team members and others from functional and/or other professional areas to negotiate channel marketing support and/or offerings/solutions requirements.
Assists in the development of channels offerings/solutions requirements which are communicated to offerings/solutions development and fulfillment.
Problem Solving:
Recognizes problems, related to assignments in the distribution channels marketing function and recommends alternatives.
Analyzes basic processes and challenges proposed offerings/solutions to reach optimum marketplace results.
Analyzes distribution channels marketing problems using existing techniques and tools.

Contribution and Leadership

Assists higher-level professionals on special projects related to functional objectives.
Sets own priorities for work assignments and seeks advice from other professionals as needed.
Understands department/function mission and applies this understanding to assigned areas of responsibility.
Provides basic technical advice to less knowledgeable team members for assigned specialty.

Impact on Business/Scope

Is held accountable for the quality and timeliness of completed assignments.
Participates, on a limited basis, with department program planning.
Understands the need for activities that contribute to business results and customer satisfaction and are subject to business measurements for assigned specialty.
Activities have limited effect on costs and expenses to the organization as distribution plans are implemented.

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

Position Summary and Responsibilities:

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

Skills

Environment:
Applies professional knowledge of distribution channels and the marketing function to the attainment of business objectives for assigned areas.
Demonstrates the skill proficiencies for this position.
Communications/Negotiation:
Engaged independently on distribution channels marketing issues. Identifies new approaches and negotiates resolutions with appropriate organizations.
Occasionally researches distribution alternatives as part of a Routes-to-Market (RTM) team. Is able to articulate various approaches.
Works with team members and others from functional and/or other professional areas to negotiate channel marketing support and/or offerings/solutions requirements.
Creates distribution channels awareness with discipline management to promote a broader portfolio of IBM offerings/solutions in assigned specialty.
Gathers and communicates channels offerings/solutions requirements to offerings/solutions development and fulfillment.
Problem Solving:
Recognizes problems related to the distribution channels marketing function and proposes offerings/solutions.
Analyzes processes and challenges proposed offerings/solutions to reach optimum marketplace results.
Applies creativity and judgment in creating distribution channels marketing support programs and deliverables.

Contribution and Leadership

Works on special projects related to functional objectives.
Generally controls own work priorities within related channels marketing projects. May lead small teams on project assignments.
Understands department/function mission and applies this understanding to assigned areas of responsibility.
Provides on-going channel advice to discipline team members throughout the offering/solution life-cycle, for assigned specialty.
Managers will discharge the basic management responsibilities common to all IBM managers.

Impact on Business/Scope

Is accountable for achieving individual results on projects and for the impact of results on multi-functional team activities.
Participates in department program planning.
Supports activities that contribute to business results and customer satisfaction and are subject to business measurements for assigned specialty.
Activities have immediate effect on costs and expenses to the organization as distribution plans are implemented.

2.4.9.3 Position Title: Distribution Channels Marketing Specialist

Position Summary and Responsibilities:

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

Skills

Environment:
Applies advanced professional knowledge of distribution channels marketing and related marketing functions for the attainment of brand unit and/or business unit objectives.
Demonstrates the skill proficiencies for this position.
Commmunictions/Negotiation:
Articulates the overall distribution channels marketing strategy for the brand unit and/or business unit.
Researches complex distribution alternatives as a part of a Route-to-Market's (RTM) team. Is able to articulate conclusions.
Works effectively with team members, including professionals from other functional areas to negotiate distribution channel offering/solution requirements and/or channel marketing support.
Creates distribution channels awareness and provides advice and counsel to management in order to promote a broader portfolio of IBM offerings/solutions for assigned specialties.
Problem Solving:
Recognizes and articulates complex problems related to the distribution channels marketing function and proposed project driven solutions being developed.
Analyzes channel issues and implements solutions involving marketing staffs, offering/solution development, business practices, etc., for optimum marketplace results.
Applies a high level of creativity and judgment in creating channels marketing support programs and deliverables.

Contribution/Leadership

Understands department/function mission and applies this understanding to related activities.
Directly influences other professionals in offering/solution planning, fulfillment and development.
Provides on-going business guidance to organization team members throughout the offering/solution life-cycle.
Manages and motivates team members and leads project teams.
Manages the life cycle of an offering/solution within distribution channels and re-evaluates the channels' strategy when the offering/solution moves from a growth to mature state.
Managers will discharge the basic management responsibilities common to all IBM managers.

Impact on Business/Scope

Is accountable for achieving results of projects involving multi-functional teams and/or departments.
Regularly participates in overall functional planning. Identifies, estimates and presents cost exposures for proposed solutions.
Applies awareness of competitive offerings/solutions and position in market to planning and strategy development activity.
Marketing activities directly contribute to business results, customer satisfaction and are subject to business measurements.
Activities impact project/function costs and expenses as Routes-to-Market are implemented.

2.4.9.4 Position Title: Distribution Channels Marketing Specialist (advanced)

Position Summary and Responsibilities:

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

Skills

Environment:
Applies expert knowledge of distribution channels marketing disciplines and processes as they relate to IBM's strategic marketing functions brand unit and/or business unit and/or geography distribution objectives.
Understands IBM's organizational resources, priorities, needs and policies as well as brand unit and/or business unit strategies.
Demonstrates the skill proficiencies for this position.
Communications/Negotiation:
Compares "go-to-market" strategies and plans to competition to identify strengths, exposures and conflicts and takes appropriate action for improvement.
Creates distribution channels awareness with brand unit and/or business unit management to promote a broader offering/solution representation in multiple channels.
Negotiates offering/solution requirements with development and manufacturing teams for assigned areas of responsibility.
Leads and negotiates the development of channel marketing support program deliverables.
Problem Solving:
Anticipates potential channel related problems. Utilizes problem management tools to identify potential business risk, evaluates risk factors and resolves the problems.
Analyzes future trends and analyzes competitive situations and assesses these opportunities for impact and distribution channel alternatives.

Contribution/Leadership

Leads and guides the efforts of cross-functional teams in gaining consensus for "go to market" plans for assigned areas of responsibility.
Exhibits strategic vision of functional or unit mission and applies this vision to assignments.
Influences people and organizations, including executive management, when issues are complex or difficult, requiring considerable diplomacy. Is respected and recognized as an expert in the Distribution Channels Marketing discipline.
Leads multi-functional teams on initiatives in new and complex areas.
Managers will discharge the basic management responsibilities common to all IBM managers.

Impact on Business/Scope

Is accountable for complex projects including multi-functional, country-wide or geographically dispersed teams and is responsible for overall program success.
Is responsible for major components in functional planning with executive review.
Activities are subject to business measurement, are directly related to customer satisfaction and drive follow-on business through major or primary distribution channels.
Identifies, estimates and resolves channel cost issues and implements management controls for multiple channels.
Activities impact the marketing function, brand unit and/or business unit or country costs and expense for multiple channels

2.4.9.5 Position Title: Senior Distribution Channels Marketing Specialist

Position Summary and Responsibilities:

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

Skills

Environment:
Applies professional expertise to define and lead the development of offerings/solutions in leading edge or critical situations, on projects of strategic importance to brand unit and/or business unit, country or corporate objectives. Demonstrates professional mastery of distribution channels marketing.
Demonstrates the skill proficiencies for this position.
Communications/Negotiation:
Engages in teamwork at the highest management and professional levels of IBM.
Plans and conducts negotiations which result in strategic agreements and commitments among various IBM organizations (i.e., offering/solution development teams, brand unit and/or business unit management, etc.).
Leads communications efforts to build awareness of distribution channels role in expanding marketing effectiveness.
Problem Solving:
Anticipates future customer, market and business trends. Applies this understanding to develop a strategic vision which influences brand units and/or business units.
With executive review, develops and implements offering/solution, market, business or technology strategies. Applies marketing skills to thoroughly evaluate offering/solution and viability in the market.

Contribution and Leadership

Articulates vision of long-term IBM marketing, business and technology directions which guides distribution channels.
Recognized as the expert and leader by other members of the marketing profession, related functions and multi-country organizations within IBM.
Leads project teams for brand units and/or business units, country or global teams.
Engages team members in development activity to build and establish required skills within the marketing organization. Acts as mentor to team members to ensure maximum performance of the marketing profession.
Leads, manages and guides the creation of distribution channel marketing support programs and deliverables.
Managers will discharge the basic management responsibilities common to all IBM managers.

Impact on Business/Scope

Is accountable for brand unit and/or business unit, major country or international projects and programs.
Develops and implements distribution channels marketing business strategies with executive management review and concurrence.
Responsible for committing multiple resources (internal and external) and achieving customer satisfaction, cost, expense, revenue and all other geographic/international/corporate business measurements.
Responsible for achieving quality output and value add for highly visible channel marketing activity and offering/solution flow.

2.4.10 Distribution Channels Marketing Specialty Descriptions

Subtopics:

2.4.10.1 Specialty Title: Face-to-Face Marketing

Specialty Summary:

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

Responsibilities:

Defines and develops face-to-face channels strategies and processes that support the distribution channels strategy framework.
Ensures face-to-face channels design and management activities support brand unit and/or business unit or offering/solution strategy and implement recommendations which facilitate complementary strategies.
Establishes and maintains marketing programs designed to prevent competitive losses.
Is responsible to acquire and demonstrate basic knowledge of offering(s)/solution(s) and industry applications.
Understands and uses available IBM resources including complementary and alternative marketing channels.
Understands and negotiates terms and conditions appropriate to channels needs and requirements.
Develops, documents and communicates schedules, business plans, issues and results to distribution channels and brand unit and/or business unit management.
Develops, designs and implements face-to-face channels requirements and processes.
Identifies successful programs and communicates to other brand unit and/or business unit or channels management for implementation.

2.4.10.2 Specialty Title: Business Partner

Specialty Summary:

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

Responsibilities:

Develops, designs and implements processes to gather business partner channels requirements.
Defines and develops business partner channels strategies and processes that support the distribution channels strategy framework.
Ensures business partner channels design and management activities support brand unit and/or business unit offering/solution strategy and implement recommendations which facilitate complementary strategies.
Works with geographic brand unit and/or business unit and channels teams to ensure channels design and management activities support the field structure and implement recommendations which facilitate complementary strategies using the Routes-To-Market process.
Identifies successful programs and communicates to other brand unit and/or business unit or channels management for implementation.
Develops, documents and communicates schedules, business plans, issues and results to channels and field management and business partners.
Uses Market Driven Quality principles in the development and assessment of all projects by identifying the customer and their requirements, creating a closed loop process that shows continual improvement and reporting results on a regular basis.

2.4.10.3 Specialty Title: Tele Marketing

Specialty Summary:

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

Responsibilities:

Identifies opportunities, risks, resources, and offerings/solutions required to grow the tele marketing distribution channels marketing.
Ensures tele marketing channels design and management activities support brand and/or business unit or offering/solution strategy and implement recommendations which facilitate complementary strategies.
Develops, documents and communicates schedules, business plans, issues and results to distribution channels and brand unit and/or business unit management.
Identifies unique methods to deliver offerings within tele marketing distribution channels.
Communicates tele marketing channels trends and directions to distribution channels marketing and brand unit and/or business unit management.
Gathers and analyzes tele marketing channels and/or offerings/solutions requirements and communicate those requirements to distribution channels marketing and brand unit and/or business unit management.
Designs and executes marketing campaigns anticipating customer demand, which creates customer preference for brand unit and/or business unit offerings/solutions over competitive alternatives.
Understands tele marketing technology, trends and directions and is capable of anticipating their impact on strategies and programs.

2.4.10.4 Specialty Title: Electronic Marketing

Specialty Summary:

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

Responsibilities:

Defines and develops electronic distribution channels strategies and processes that support the distribution channels strategy framework.
Develops, designs and implements electronic channels requirements and processes.
Identifies successful programs and communicates to other brand unit and/or business unit or channels management for implementation.
Ensures electronic channels design and management activities support brand unit/business unit or offering/solution strategy and implement recommendations which facilitate complementary strategies.
Develops, documents and communicates schedules, business plans, issues and results to distribution channels and brand unit/business unit management.
Uses Market Driven Quality principles in the development and assessment of all projects by identifying the customer and their requirements, creating a closed loop process that shows continual improvement and reporting results on a regular basis.
Understands electronic technology, trends and directions and is capable of anticipating their impact on strategies and programs.

2.4.10.5 Specialty Title: OEM Marketing

Specialty Summary:

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

Responsibilities:

Identifies opportunities, risks, resources, and solutions required to grow the OEM distribution channels marketing.
Ensures OEM channels design and management activities support brand unit and/or business unit or offering/solution strategy and implement recommendations which facilitate complementary strategies.
Develops, documents and communicates schedules, business plans, issues and results to distribution channels and brand unit and/or business unit management.
Identifies unique methods to deliver offerings/solutions within OEM distribution channels.
Develops appropriate strategies for communicating new developments or announcements to OEM channels members, distribution channels marketing and brand unit and/or business unit management.
Communicates OEM channels trends and directions to distribution channels marketing and brand unit and/or business unit management.
Gathers and analyzes OEM channels and/or offerings/solutions requirements and communicates those requirements to distribution channels marketing and brand unit and/or business unit management.
Designs and executes marketing campaigns anticipating customer demand, which creates customer preference for brand unit and/or business unit offerings/solutions over competitive alternatives.

2.4.10.6 Specialty Title: Hybrid Marketing

Specialty Summary:

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

Responsibilities:

Leads the creation of distribution plans for brand unit and/or business unit offerings /solutions.
Ensures marketing profession disciplines (i.e., Market Intelligence, Technical Support, Marketing Communications and Direct Marketing) consensus for and commitment to a distribution plan.
Leverage channels and support resources to optimize distribution plan.
Optimizes selling expense against marketing coverage.
Maintains RTM tools/methodologies with regular database updates
Responsible for planning and scheduling GTM reassessments.

2.4.10.7 Specialty Title: Fulfillment Strategy

Specialty Summary:

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

Responsibilities:

Participates in distribution plan development and implementation, to ensure the fulfillment requirements are integrated into overall distribution plans.
Understands the fundamentals of the fulfillment process, (e.g., terms and conditions, order entry, logistics, lead times, delivery, accounts receivable, etc.), to support geography requirements.
Understands and creates channels distribution fulfillment requirements (e.g., order entry, order turnaround, order cycle, invoicing quality, etc.). Functions as contact point for and interface to manufacturing and global fulfillment.
Coordinates the supply/demand process with manufacturing and sales, and between channels.
Understands and works with (utilizes) the offering/solution development and the manufacturing process, which includes the marketing related aspects of logistics management, offering/solution supply, and availability.
Understands how to leverage the fulfillment system (e.g., communicate unique channels requirements to manufacturing, just-in-time delivery, etc.) to IBM' s competitive advantage.
Understands the SAP system and process.

2.5 Chapter 8. Technical Support Marketing Profession Discipline

Subtopics:

2.5.1 Technical Support Marketing Profession Discipline Overview

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

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

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

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

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

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

2.5.2 Profession Discipline Structure

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

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

Associate Technical Support Marketing Specialist
Associate Technical Support Marketing Specialist (advanced)
Technical Support Marketing Specialist
Technical Support Marketing Specialist (advanced)
Senior Technical Support Marketing Specialist

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

Technical Sales Support -- An individual working in this specialty develops strategies and ensures enablement for the technical sales and installation support that is required for an offering or solution. This includes, in general, the non-fee support associated with the offering/solution related to technical sales and installation assistance. The objective is a satisfied and loyal customer at the conclusion of the installation activity.
HW/SW Service(s) -- An individual working in this specialty develops strategies for, and ensures enablement of the hardware and/or software service(s) required to support the customer over the life cycle of an offering or solution and to provide IBM and brand unit and/or business unit differentiation. This profession discipline specialty typically focuses on hardware maintenance and software service(s) related to defect and usage.
Product Enabling Services -- An individual working in this specialty defines and ensures the development and availability of the skilled resources and Product Enabling Services offerings/solutions (e.g., "Smooth Start," migration and assistance, etc.) needed to drive placement of offerings and solutions. Generally, these services are fee-based and locally delivered by channels (IBM and business partners), and assist the customer in enabling and exploiting hardware and/or software offerings and solutions.

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

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

2.5.3 Characteristics of the Profession Discipline

Technical Support Marketing professionals have the following characteristics:

Establish and maintain strong linkages with other elements of the marketing mix (i.e., offering, terms, distribution channels, support/skills, fulfillment and image) as well as with other functions (e.g., market intelligence, marketing communications, development, sales and services, etc.), to ensure synergy and consistency of plans worldwide and present a single IBM image.
Develop global strategies and plans for brand unit and/or business unit offerings/solutions which cover one or more specialties within Technical Support Marketing (Technical Sales, HW & SW Service(s), Product Enabling Services), align with brand unit and/or business unit strategies, meet IBM and brand unit and/or business unit financial targets and deliver the brand "promise of value" and/or business unit value proposition for technical support and services. These plans must, to the greatest extent possible, be consistent across brand units and/or business units and present a single IBM image.
Pro-actively ensure that global technical support and services strategies and plans are successfully executed (e.g., technical support and services channels are identified and in place, training and support materials are developed and delivered, infrastructure dependencies are satisfied, etc.)
Aggressively monitor and measure the execution of global technical support and services plans and programs (e.g., determines how well they meet targets, deliver the brand "promise of value" and/or business unit value proposition for technical support and services, build customer and business partner loyalty, etc.), and provide feedback to the brand unit and/or business unit team, and takes corrective actions, as needed.

2.5.4 Potential Candidates

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

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

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

2.5.5 Career Growth

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

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

2.5.6 Performance Elements

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

2.5.7 Technical Support Marketing Profession Discipline Skills Profile

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

General Marketing Skills - required of all individuals in any Marketing Profession discipline
IBM Internal Skills - required of all individuals in any Marketing Profession discipline
Technical Support Marketing Discipline-Specific Skills - required of all individuals in the Technical Support Marketing profession discipline
Technical Support Marketing Specialty Skills
Marketing Profession Role Skills - for individuals assigned to one of the Marketing Profession roles (see "Marketing Professional Career Skills Profile" in topic 2.1.10, for role skills)

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

2.5.8 Professional Development

Education roadmaps will be provided at a later date.

2.5.9 Technical Support Marketing Position Descriptions

Subtopics:

2.5.9.1 Position Title: Associate Technical Support Marketing Specialist

Position Summary and Responsibilities:

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

Skills

Environment:
Applies basic professional knowledge of the technical support and services environment to the attainment of business objectives for an assigned area or project.
Demonstrates professional skill proficiency for this position.
Communication/Negotiation:
Works with higher-level professionals on the selection of technical support alternatives, services offerings/solutions and delivery channels, as well as the identification of new approaches for providing technical support and services for offerings and solutions.
As part of team responsibilities, assists with research and makes recommendations for new, non-complex technical support alternatives and related services offerings/solutions.
Negotiates to gather information from other functional and professional areas.
On a limited basis, interacts with other professionals in offering/solution development, brand unit and/or business unit marketing and the technical support community on issues regarding technical support and services.
Problem Solving:
Recognizes problems related to assignments and recommends alternatives for resolving them in line with existing guidelines and procedures.
Analyzes technical support marketing problems using existing techniques and tools.
Analyzes processes and makes recommendations to change or update current procedures with marketing/development staffs for optimum marketplace results.

Contribution/Leadership

Sets own work priorities for assignments within a related marketing/technical support and services project that supports the department's objectives, and seeks advice from other professionals within the department.
Understands department/function mission. Applies this understanding to assigned areas of responsibility.
Provides basic technical advice to less knowledgeable professionals regarding the Technical Support Marketing profession discipline.

Impact on Business/Scope

Is held accountable for the quality and timeliness of assignments.
Assists in identifying for review measurement exposures for non-complex technical support and services plans and programs.
Contributes, on a limited basis, to business and customer and business partner satisfaction and loyalty results, and monitors execution of plans against brand unit and/or business unit objectives.
Activities contribute, on a limited basis, to business results and costs and expenses, as technical support and services programs are implemented.
Assists team with ensuring readiness of the technical support and services delivery channels (e.g., skilled technical support and services channels are identified and in place, training and support materials are developed and delivered, infrastructure dependencies are satisfied, etc.).

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

Position Summary and Responsibilities:

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

Skills

Environment:
Applies professional knowledge of the technical support and services environment to the attainment of business objectives for an assigned area or project.
Demonstrates professional skill proficiency for this position.
Communication/Negotiation:
Engages independently on the selection of technical support alternatives, services offerings/solutions and delivery channels, as well as the identification of new approaches for providing technical support and services for offerings and solutions.
As part of team responsibilities, researches and recommends new technical support alternatives and related services offerings/solutions.
Negotiates with other team members (direct or virtual), and individuals from other functional and professional areas, to define technical support plans and programs.
Interacts with other professionals in offering/solution development, brand unit and/or business unit marketing and the technical support community on issues regarding technical support and services.
Problem Solving:
Recognizes problems related to the function and to offerings/solutions being developed to support brand unit and/or business unit objectives.
Applies creativity and judgment to defining and/or recommending solutions to marketing and technical support and services issues.
Analyzes processes and challenges current procedures with marketing/development staffs for optimum marketplace results.

Contriburion/Leadership

Works on special projects on topics related to functional objectives.
Controls own work priorities within a related marketing/technical support and services project that supports the department's objectives. May lead small virtual teams on project assignments.
Understands department/function mission. Applies this understanding to related activities.
Provides advice to other professionals regarding the Technical Support Marketing profession discipline or specialty issues throughout the life cycle of an offering or solution.
May discharge the basic management responsibilities common to all IBM managers.

Impact on Business/Scope

Accountable for achieving individual results for projects involving cross-functional team activity.
Identifies, estimates and presents for review measurement exposures for technical support and services plans and programs.
Contributes to business and customer and business partner satisfaction and loyalty results, and monitors execution of plans against brand unit and/or business unit objectives.
Activities contribute to business results and costs and expenses, as technical support and services programs are implemented.
Shares responsibility with team for ensuring readiness of the technical support and services delivery channels (e.g., skilled technical support and services channels are identified and in place, training and support materials are developed and delivered, infrastructure dependencies are satisfied, etc.).

2.5.9.3 Position Title: Technical Support Marketing Specialist

Position Summary and Responsibilities:

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

Skills

Environment:
Applies advanced professional knowledge of technical support and services environment and related marketing activities to the attainment of IBM and brand unit and/or business unit objectives.
Demonstrates professional skill proficiency for this position.
Communication/Negotiation:
Advises and directs other team professionals on the selection of technical support alternatives, related services offerings/solutions and support delivery channels, as well as the identification of new approaches to meet brand unit and/or business unit requirements.
Researches and recommends new technical support alternatives and related services offerings/solutions.
Works effectively with other professionals on a direct or virtual team. Guides, leads and selects team members (from own and other functional and professional areas) to accomplish marketing and technical support and services goals.
Negotiates effectively with team members and management across functions to define goals and to develop technical support and services offerings/solutions.
Problem Solving:
Recognizes and articulates complex problems related to the function and to offerings/solutions being recommended/developed to support brand unit and/or business unit objectives.
Applies creativity and judgment in developing multiple/complex solutions to address marketing and/or technical support issues and objectives.
Analyzes problems and implements solutions involving marketing/development staffs, business practices, etc. for optimum marketplace results.

Contribution/Leadership

Conducts projects on special topics related to functional objectives.
Defines and controls objectives within a related marketing/technical support and services project from a cost, schedule, technical and quality perspective. Leads and guides the efforts of others in these areas.
Understands profession discipline and marketing function mission and applies this understanding to related activities.
Directly influences people outside of department and marketing function by making recommendations that affect their area.
Provides on-going business guidance to team members throughout the life cycle of the offering/solution. Leads projects and is responsible for results. Leads and motivates team members.
May discharge the basic management responsibilities common to all IBM managers.

Impact on Business/Scope

Accountable for achieving results of projects involving cross-functional teams.
Regularly participates in overall functional planning. Identifies, estimates and presents business measurement exposures for technical support and services plans and programs.
Activities directly contribute to business and customer and business partner satisfaction and loyalty results. Monitors execution of plans against brand unit and/or business unit objectives and recommends corrective actions.
Activities impact business plan costs and expenses, as technical support and services plans and programs are implemented.
Coordinates activities of team to ensure the readiness of technical support and services delivery channels (e.g., skilled technical support and services channels are identified and in place, training and support materials are developed and delivered, infrastructure dependencies are satisfied, etc.).

2.5.9.4 Position Title: Technical Support Marketing Specialist (advanced)

Position Summary and Responsibilities:

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

Skills

Environment:
Applies expert knowledge of the technical support and services environment and related marketing activities to the development of global technical support and services strategies, plans and programs that align with IBM and brand unit and/or business unit strategic marketing objectives.
Demonstrates skill proficiency level for this position.
Commuication/Negotiation:
Negotiates plan requirements with executive management in other profession disciplines and other functions to obtain agreement on technical support and services strategies, plans and programs, as well as resource requirements.
Guides other professionals. Acts as a mentor to others in the Technical Support Marketing function. Provides guidance to team members in developing new or complex technical support alternatives and related services offerings/solutions.
Problem solving:
Anticipates potential major business unit/geography technical support issues. Utilizes refined problem-solving skills to identify, eliminate or contain potential business risks when developing and executing technical support and services strategies and plans.
Understands future offering/solution trends. Analyzes competitive offerings/solutions and strategies and assesses them for impact on current/proposed technical support and services plans and programs. Develops innovative offerings/solutions with a global perspective.

Contribution/Leadership

Conducts special projects. Leads team in exploring leading-edge technical support and services alternatives, and guides the efforts of others in understanding and delivering on brand unit and/or business unit objectives.
Demonstrates understanding of profession discipline and marketing function strategic vision/mission and applies this to all activities.
Influences people and organizations, including executive management, when issues are complex or difficult and require considerable diplomacy. Is respected and recognized as an expert in the Technical Support Marketing profession discipline.
Leads cross-functional teams on strategic initiatives in complex and/or emerging areas.
May discharge the basic management responsibilities common to all IBM managers.

Impact on Business/Scope

Accountable for complex projects including cross-functional, geographic and/or major business unit teams. Responsible for overall program success.
Responsible for major components in functional planning. Develops technical support and services strategies, plans and programs, with executive review. Identifies, estimates and resolves cost/expense issues associated with brand unit and/or business unit financial objectives, and with the delivery of the brand "promise of value" and/or business unit value proposition.
Activities are subject to business measurement, relate directly to customer and business partner satisfaction and loyalty results and drive follow-on business through delivery of technical support and services for multiple, complex and/or leading-edge offerings/solutions.
Activities impact business measurements for the marketing function in a major business unit or geography.

2.5.9.5 Position Title: Senior Technical Support Marketing Specialist

Position Summary and Responsibilities:

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

Skills

Environment:
Applies professional expertise to defining and leading the development of programs and technical support and services offerings/solutions in leading-edge or critical situations, and on projects of strategic importance to IBM. Demonstrates professional mastery in the technical support and services environment and related marketing activities.
Demonstrates the skill proficiency level for this position.
Communication/Negotiation:
Leads negotiations with executives and managers from other profession disciplines and other functions to define team goals and approaches for attaining them. Adapts communication techniques to conclude negotiations with various organizations which result in common agreement on technical support strategies, plans and programs. Ensures clear feedback to major business units and/or geographic teams for action items.
Guides other professionals. Acts as a mentor to others in the Technical Support Marketing function. Leads the development of new, complex and/or leading-edge technical support alternatives and related services offerings/solutions.
Problem Solving:
Anticipates future customer requirements, market/channel needs and business trends, as well as potential technical support and services issues within a major business unit or geography. Applies this understanding to developing a strategic vision for technical support and services which influences business area, geography and global objectives..
Develops and implements technical support and services, marketing, and/or brand unit and/or business unit strategies, with executive review.

Contribution/Leadership

Engages in teamwork at the highest management and professional levels of IBM.
Articulates technical support and services vision/mission to address long-term IBM, marketing, business and technology directions, and guides related business area strategies. Ensures the development of needed skills within the profession discipline and the professional growth of all Technical Support Marketing team members.
Recognized as the expert and leader in the Technical Support Marketing profession discipline by other members of the marketing profession, related functions and geographic organizations.
Leads brand unit and/or business unit, geographic, and/or global Technical Support Marketing teams.
May discharge the basic management responsibilities common to all IBM managers.

Impact on Business/Scope

Accountable for the success of technical support and services programs within a geography or globally.
Develops and deploys global technical support and services strategies for multiple offerings/solutions and/or for multiple brand units and/or business units, with executive management review and concurrence.
Leads in the development of global technical support and services policies and practices.
Responsible for committing multiple resources, achieving customer and business partner satisfaction, expense, revenue and all other critical business measurements and building customer and business partner loyalty.
Responsible for delivering differentiated technical support and and related services offerings/solutions, achieving quality results and delivering customer value.

2.5.10 Technical Support Marketing Specialty Descriptions

Subtopics:

2.5.10.1 Specialty Title: Technical Sales Support Specialty

Specialty Summary:

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

Responsibilities:

Works closely with technical sales support organizations that perform direct customer and business partner sales and installation support in geographies to understand requirements for technical sales support in all environments (e.g., face-to-face, voice, electronic, etc.).
- Defines the technical sales support coverage model, skills and resources required to achieve business objectives (IBM and non-IBM channels).
- Influences and provides marketing guidance to all technical sales support delivery channels (e.g., IBM, business partners, Internet, etc.)
- Ensures appropriate education, training and certification testing are developed and available to enable all channels prior to offering/solution availability and throughout the life cycle of the offering/solution.
- Assures availability of technical sales and installation support tools (e.g., configurators, sizing tools, demonstration support, marketing campaign support, etc.) to all sales and technical support channels to drive placement of IBM offerings/solutions.
- Initiates actions to meet "special" technical sales requirements (those needing immediate attention to satisfy sales objectives or customer satisfaction concerns), such as: "critical situations," "hotline" support, solution centers, information dissemination, etc.
Understands customer satisfaction and loyalty measurements for technical sales support and plays a key role in defining actions to generate "best of competition" customer satisfaction and loyalty results.
Understands and addresses the needs of "user groups," such as GUIDE, COMMON, SHARE, in order to increase customer awareness of new offerings/solutions and to transfer skills and knowledge directly to customers.
Ensures deployment of the Solution Assurance Process and development of SAPR guides and tools to facilitate quality engagements resulting in satisfied and loyal customers.
Integrates overall technical sales support requirements into the development process and consolidates all requirements into global technical support strategies and plans.

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

Specialty Summary:

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

Responsibilities:

Understands customer satisfaction and loyalty measurements for HW and SW service(s), assists in performing root cause analysis, and plays a key role in defining actions to generate "best of competition" customer satisfaction and loyalty results.
Ensures that appropriate maintenance, service(s) offerings/solutions and skilled resources are in place to support customer installations over the life cycle of an offering/solution.
Establishes linkages with development, HW and SW service(s) delivery, sales, finance, customers, etc.:
- To ensure that serviceability requirements are defined and driven into offering/solution plans based on customer feedback mechanisms
- To ensure that quality HW and/or SW service(s) are available at "offering/solution availability" (i.e., Early Support Programs or General Availability)
- To play a pivotal role in establishing appropriate entitlements and customer expectations for IBM HW and/or SW service(s) during the development and announcement processes
- To ensure capability of brand units and/or business units, cross-brand units and/or business units, and other Marketing Profession strategies and plans

2.5.10.3 Specialty Title: Product Enabling Services Specialty

Specialty Summary:

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

Responsibilities:

Teams with offering/solution and services development to identify customer, business partner and market requirements, define offering/solution composition and ensure that services are a part of brand unit and/or business unit offerings and solutions and marketing campaigns.
- Architects "best of competition" services which support brand unit and/or business unit strategies and plans.
- Builds the business plan and secures funding for new services offerings/solutions which best meet brand unit and/or business unit financial targets.
- Identifies services delivery channels using Routes to Market methodologies for offerings and solutions.
- Provides critical feedback to brand unit and/or business unit marketing, offering/solution and services development and the support channels to ensure profitability, and customer and business partner satisfaction.
Initiates and oversees development of Product Enabling Services offerings/solutions.
Provides input to the announcement process through the development process.
Ensures readiness of services delivery channels at "availability" (ESP and/or GA) with the required technology, tools, packaged services, sales support mechanisms, skills, education offerings, services perform deliverables, etc.

2.6 Chapter 9. Marketing Communications Profession Discipline

Subtopics:

2.6.1 Marketing Communications Profession Discipline Overview

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

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

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

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

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

2.6.2 Profession Discipline Structure

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

Associate Marketing Communications Specialist
Associate Marketing Communications Specialist (advanced)
Marketing Communications Specialist
Marketing Communications Specialist (advanced)
Senior Marketing Communications Specialist

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

Advertising
Collateral/Sales Promotion
Business Shows
Corporate Sponsorships
Sports Marketing
Media Strategy, Planning & Buying

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

2.6.3 Characteristics of the Profession Discipline

Marketing Communications professionals have the following characteristics:

Effective in creating and implementing operationally-detailed plans that best support business objectives.
Knowledgeable about business situations, customer behaviors, wants and needs, marketplace trends and directions, competitive strategies, and customer feedback.
Effective in applying qualitative and quantitative communications research techniques such as focus groups and STARCH Readership reports.
Knowledgeable about the IBM Market Management process and marketing communications processes to be more customer- and market-driven within a strategic marketing communications framework.
Effective in selecting the best tools (e.g., advertising, sponsorships, business shows, etc) from the communications mix that achieve business objectives.
Effective in developing integrated marketing communications plans based on marketplace information and brand unit and/or business unit objectives.
Effective in developing marketing communications strategies and plans.
Skilled in developing creative and innovative marketing communications programs aimed at increasing customer acceptance of IBM offerings and solutions.
Skilled in project management methods and tools.
Strong leadership and teamwork skills.

2.6.4 Potential Candidates

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

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

Figure 9-1. Marketing Communications Profession Discipline Career Possibilities

2.6.5 Career Growth

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

2.6.6 Performance Elements

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

2.6.7 Marketing Communications Profession Discipline Skills Profile

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

General Marketing Skills - required of all individuals in any Marketing Profession discipline
IBM Internal Skills - required of all individuals in any Marketing Profession discipline
Marketing Communications Discipline Specialty Skills
Marketing Profession Role Skills - for individuals assigned to one of the Marketing Profession roles (see "Marketing Professional Career Skills Profile" in topic 2.1.10, for role skills)

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

2.6.8 Professional Development

Education roadmaps will be provided at a later date.

2.6.9 Marketing Communications Position Descriptions

Subtopics:

2.6.9.1 Position Title: Associate Marketing Communications Specialist

Position Summary and Responsibilities:

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

Skills

Environment:
Applies basic professional knowledge to assigned marketing communications activities and projects in support of the day-to-day business operations of the brand unit and/or business unit and/or departmental objectives.
Demonstrates the skill proficiencies for this position.
Communications/Negotiation:
Works with higher-level professionals, learning from them and assisting them in carrying out marketing communications activities and programs for which they are responsible. Absorbs business knowledge quickly to develop professional effectiveness.
Negotiates with other marketing communications functions and marketing departments to obtain information and data needed for the assignment or project.
Problem Solving:
Recognizes problems when they arise and resolves them in line with existing guidelines and procedures.
Uses professional skills to determine the best approach to achieve marketing communications effectiveness for assigned tasks.
Contributes to the development and implementation of new marketing communications techniques and improvements to departmental processes.

Contribution/Leadership

Works at a professional level and is reviewed as required for developmental purposes.
Understands the value of the work assigned and its contribution to the brand unit and/or business unit or department overall mission.
May draw upon marketing communications skills and knowledge to recommend improvements to the marketing communications deliverables.
May provide some technical direction and assistance to less knowledgeable department or team members.

Impact of Business/Scope

Is accountable for the quality and timeliness of completed assignments. Is also responsible for evaluating the services or materials that are purchased from creative service providers. May select vendors to perform services.
Assignments may be part of a larger project or campaign which may affect the acceptance of the brand unit and/or business unit objectives, performance, profitability and customer satisfaction.
Timeliness and quality of completed assignments affect client satisfaction in the brand unit and/or business unit, department or function being supported.

2.6.9.2 Position Title: Associate Marketing Communications Specialist (advanced)

Position Summary and Responsibilities:

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

Skills

Environment:
Applies professional knowledge to marketing communications activities and programs in support of the day-to-day business operations of the brand unit and/or business unit. Understands IBM and brand unit and/or business unit strategies and business objectives.
Demonstrates the skill proficiencies for this position.
Communications/Negotiation:
Determines and compares alternative approaches that can be taken to achieve marketing communications effectiveness and negotiates a solution by articulating the merits of each approach.
Identifies those factors and/or inhibitors that may affect the success of an assignment and develops/recommends plans for its successful implementation.
Problem Solving:
Uses creativity and sound business judgment in maximizing marketing communications effectiveness by going beyond traditional implementation approaches.
Develops and recommends new marketing communications concepts and techniques. Also works to improve and streamline departmental procedures and processes.

Contribution and Leadership

Works on special marketing communications projects and programs that may support brand unit and/or business unit and/or departmental objectives. May manage the technical and operational activities of assigned programs.
Generally controls own work priorities and makes tradeoffs to ensure brand unit and/or business unit and/or departmental marketing communications objectives, budgets and schedules are met.
Works to underscore and enhance the department's value to the brand unit and/or business unit organization it supports.
Draws upon marketing communications skills and knowledge to recommend improvements to marketing communications deliverables in development.
Provides technical direction and assistance to less knowledgeable department or team members.
May discharge the basic management responsibilities common to all IBM managers.

Impact on Business/Scope

Is accountable for the quality and timeliness of completed assignments. Is also responsible to ensure that value is received for creative services or materials that are purchased. May select vendors to perform services.
Assignments may range from a small independent program, project or campaign which may affect the acceptance of the brand unit and/or business unit objectives, performance, profitability and customer satisfaction.
Timeliness and quality of completed assignments affect client satisfaction in the brand unit and/or business unit, department or function being supported.

2.6.9.3 Position Title: Marketing Communications Specialist

Position Summary and Responsibilities:

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

Skills

Environment:
Applies advanced professional knowledge to assigned marketing communications programs and activities in support of brand/buisness unit business objectives. Has an overall understanding of IBM and the brand/business unit strategy and current status, and can articulate
Demonstrates the skill proficiencies for this position.
Communications/Negotiation:
Works effectively in a team environment, which may include members from other functions, vendors and external partners. Guides the team in accomplishing its goals, and negotiates the details of program implementation with management and team members.
Problem Solving:
Analyzes the objectives and implications of major marketing communications programs. Recognizes problems and uses creativity and sound judgment to develop and recommend workable solutions.
Makes recommendations to more senior professionals and management in the department on assigned marketing communications activities and related work as they affect the entire marketing organization.
Develops, recommends and implements new marketing communications concepts and techniques that enhance marketing communications effectiveness, and works to ensure their use. Recommends improvements to departmental procedures and processes. Communicates direction to lower-level team members.

Contribution/Leadership

Conducts special projects that support brand unit and/or business unit and/or departmental objectives as requested by executive management.
Manages the implementation of complex marketing communications programs. Defines work objectives and assignments for less-experienced professionals, vendors and external partners. Also advises and directs the activities of these individuals and/or organizations.
Contributes to the overall mission of the department or function.
Provides technical advice to peers and lower-level professionals.
Leads implementation teams assigned to a program or project.
May discharge the basic management responsibilities common to all IBM managers.

Impact on Business/Scope

Is accountable for the effectiveness of assigned marketing communications programs, and for their impact on brand unit and/or business unit or departmental results. Ensures that value is received for creative services or materials that are purchased and recommends areas for quality, cost and schedule improvements. Selects vendors to perform services.
Participates in departmental planning.
Assigned activities contribute to the overall effectiveness of marketing communications programs which are designed to positively affect customer behavior, increase awareness, and get measurable, actionable results.
Assigned activities contribute to line management's view of the marketing communications function within the brand unit and/or business unit.
Has budgetary responsibility.

2.6.9.4 Position Title: Marketing Communications Specialist (advanced)

Position Summary and Responsibilities:

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

Skills

Environment:
Applies expert professional knowledge and expertise to assigned marketing communications programs and activities in support of brand/business unit strategic business objectives. Possesses a high-level of understanding of IBM, geography or major brand unit and/or business unit strategy and current status, and can speak with confidence on these matters.
Demonstrates the skill proficiencies for this position.
Communications/Negotiation:
Provides advice and counsel to other marketing profession disciplines and other functions in a brand unit and/or business unit on all aspects of marketing communications policies and programs for a geography or major brand unit and/or business unit. Acts as a mentor to those with less experience. Ensures the work of lower-level professionals, vendors and external partners meets established standards for quality and usability.
Negotiates at the executive level to obtain agreement on marketing communications strategies and programs, as well as for implementation of programs and resource requirements.
Problem Solving:
Plans and develops marketing communications programs and strategies that support the brand unit and/or business unit objectives, including product announcements and initiatives of a complex or sensitive nature. Leads program implementation, anticipates public reaction and issues which may arise.
Analyzes the internal and external environment, as well as industry trends, for their impact on marketing communications programs and objectives. Recommends to executive management position statements and other marketing communications actions as needed.

Contribution/Leadership

Manages the implementation of special marketing communications programs and projects of a complex nature, as requested by executive management. Defines work objectives and manages assignments for less experienced professionals, vendors, and external partners. Advises and directs the activities of these individuals and/or organizations.
Is recognized for professional expertise in marketing communications. Has expertise in two or more marketing communications specialties (e.g., advertising, collateral/sales promotion, business shows, etc.).
Contributes to the overall mission of the department or function. Participates in functional planning.
Acts as a technical advisor to the department and other marketing functions.
May discharge the basic management responsibilities common to all IBM managers.

Impact on Business/Scope

Is accountable for achieving maximum effectiveness for marketing communications programs and activities, while ensuring schedules are met and costs, as agreed to by management, are controlled.
Assigned activities affect the achievement of the brand unit and/or business unit objectives, performance, profitability and customer satisfaction.
Assigned activities and actions impact line management's view of the marketing communications function within the brand unit and/or business unit.
Purchases creative services or materials to meet schedule requirements and job specifications. Has budgetary responsibility.

2.6.9.5 Position Title: Senior Marketing Communications Specialist

Position Summary and Responsibilities:

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

Skills

Environment:
Applies professional knowledge and expertise on all marketing communications programs and activities in support of brand unit and/or business unit strategic business objectives. Possesses in-depth awareness and understanding of IBM/brand unit and/or business unit business strategy and current status, and speaks with authority on these matters.
Demonstrates the skill proficiencies for this position.
Communications/Negotiations:
Provides expert guidance and acts as a mentor to other marketing communications professionals and to professionals in other marketing functions, demonstrating a high-level of knowledge, expertise, and sound judgment. Sets quality standards for the work by lower-level professionals, vendors and external partners.
Plans and conducts complex negotiations for assigned marketing communications strategies and programs, as well as for the overall implementation of programs and resource requirements. Reaches consensus and gains lasting agreements.
Problem Solving:
Anticipates reaction and potential issues which may arise from strategic business decisions and from current or planned programs. Designs and develops, with executive review, corresponding marketing communications strategies and support/response programs.

Contribution and Leadership

Develops integrated marketing communications strategies which provide competitive advantage for the brand unit and/or business unit. Develops creative and innovative marketing communications programs designed to positively affect customer behavior, increase awareness, and get measurable, actionable results.
Is recognized as an expert and leader in the marketing communications discipline by other professionals and executives, on a worldwide basis. Provides expert advice and counsel that influences executive management when making complex and difficult business decisions.
Operates with significant autonomy in managing assigned marketing communications activities, taking the lead in bringing together relevant functions within IBM as needed.
Contributes to setting direction and vision for the brand unit and/or business unit marketing communications function.
May discharge the basic management responsibilities common to all IBM manages

Impact on Business/Scope

Is accountable for complex to very complex marketing communications programs that support the brand unit and/or business unit strategic business objectives.
Is accountable for directing the activities which directly affect the achievement of the geography or major brand unit and/or business unit objectives, performance, profitability and customer satisfaction.
Activities directly influence how executive management views the marketing communications function in the brand/business unit and contribute to the perception of IBM's marketing communications externally.
Commits financial resources and coordinates human resources at levels which significantly impact budgets and other activities. Is responsible for ensuring project completion within identified cost, schedule and functional requirements.

2.6.10 Marketing Communications Specialty Descriptions

Subtopics:

2.6.10.1 Specialty Title: Advertising

Specialty Summary:

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

Responsibilities:

Analyzes marketing plans for the marketing function and develops advertising recommendations and strategies that visibly contribute to the accomplishment of marketing goals as defined by the business plans.
Analyzes customer wants and needs and incorporates them into long-range advertising strategies and plans that establish effective dialogue with customers and prospects.
Establishes advertising plans in support of sales objectives and issues. Manages and directs advertising programs to achieve optimum advertising effectiveness.
Presents advertising strategies, plans and executions to all levels of management up through the corporate level.
Is proactive with internal IBM audiences by routinely making presentations to make them aware of advertising strategies and to gain their feedback regarding the effectiveness of IBM's advertising programs.
Participates in research with marketing management, customers, dealers and business partners to establish and validate new advertising program direction and content, and to measure results of advertising programs.
Stays informed regarding competitive marketing strategies, advertising programs and media expenditures.
Is involved with agency selection and evaluation, and participates in contract negotiations.
Directs the daily activities of IBM's advertising agency, keeping them fully apprised of current strategies. Provides leadership and guidance in all aspects of advertising operations (e.g., develops agency briefings, facilitates communications between IBM and the agency, provides input on advertising content, etc.).
Determines, in consultation with marketing management and the advertising agency, appropriate media plans for advertising programs. Provide input to media plan objectives, strategies, tactics, and selection and ensure overall marketing and communication objectives are met.
Maintains current advertising campaigns. Recommends follow-up programs to enhance advertising effectiveness.
Is responsible for the content of all advertising programs executed by the brand unit and/or business unit.
Establishes financial targets for advertising programs. Manages advertising production and media costs and tracks agency performance to ensure targets are met.
Maintains business relationships with professional organizations and representatives of the advertising media.
Participates with marketing communications colleagues in development of integrated marketing communications programs.
Consults with marketing management and collateral/sales promotion departments on fulfillment plans.
Employs negotiating skills and marketing knowledge to develop client relationships.

2.6.10.2 Specialty Title: Collateral/Sales Promotion

Specialty Summary:

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

Responsibilities:

Develops collateral/sales promotion recommendations and strategies that visibly contribute to the accomplishment of marketing goals as defined in the client's business plans. Develops long-range collateral/sales promotion strategies that establish effective dialogue with customers and prospects.
Presents collateral/sales promotion plans/strategies/executions to senior management, business units and corporate.
Is proactive with internal IBM audiences by routinely making presentations to make them aware of collateral/sales promotion strategies and to gain their feedback regarding the effectiveness of IBM's collateral/sales promotion programs.
Participates in research with marketing, customers, dealers and business partners to establish and validate new collateral/sales promotion program direction and content, and to measure results of existing collateral/sales promotion and point-of-sales programs.
Stays informed regarding competitive marketing strategies and collateral/sales promotion programs.
Directs agency selection and evaluation and participates in contract negotiations.
Directs the daily activities of IBM's collateral/sales promotion agencies, keeping them fully apprised of current strategies.
Directs the creative efforts of multiple collateral/sales promotion agencies, by providing leadership and guidance in all aspects of collateral/sales promotion operations.
Develops appropriate point-of-sales materials and displays in support of IBM's broad variety of channels, e.g., dealer promotions, back-to-school promotions, business partners, etc. Recommends follow-up programs to enhance collateral/sales promotion effectiveness.
Manages the sales promotion inventories, including negotiating with marketing on appropriate actions for reprints, revisions, new stock, and inventory reduction and obsolescence.
Utilizes knowledge of layout/content, as well as copy and design judgment, to guide the agency in development of creative.
Establishes financial targets for deliverables and tracks agency performance to ensure targets are met.
Manages print production recommendations to ensure deliverables are produced cost-effectively, and on time. Manages distribution recommendations to ensure programs are delivered to appropriate recipients cost-effectively, and on time.
Determines, in consultation with marketing management, appropriate media for each deliverable -- electronic, print, CD-ROM, diskette, etc. Stays current on collateral/sales promotion-specific software (e.g., PageMaker, Adobe Illustrator, PhotoShop, and Acrobat).
Consults with marketing management and advertising on appropriate fulfillment plans.
Participates with marketing communications colleagues in development of integrated marketing communications programs.
Employs negotiating skills and marketing knowledge to develop client relationships.

2.6.10.3 Specialty Title: Business Shows

Specialty Summary:

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

Responsibilities:

Analyzes and contributes to the brand unit and/or business unit business plans and strategies of a business unit that visibly contribute to the accomplishment of marketing goals.
Presents show strategies, designs, recommendations and results to all levels of management.
Manages and directs the implementation of these programs and strategies to achieve optimum show effectiveness within an assigned budget.
Executes shows that presents IBM offerings/solutions to customers and prospects.
Directs the activities of vendors including design firms, display houses, transportation firms and production companies.
Manages a show budget and capital exhibit properties.
Maintains a proactive position in the area of internal communications by providing information to both marketing and communications audiences to make them aware of the effectiveness of business/trade shows and special events and how to continue to improve their effectiveness and performance.
Develops long-range strategies, to maximize the effectiveness of IBM's participation in these events as well as capitalize on the availability of key decision makers at these events.
Maintains an ongoing knowledge of industry trends and practices.
Maximizes the use of research to validate the performance of shows by focusing on show attendees, to evaluate the success of business shows and events, identify areas that require improvement and measure IBM's effectiveness versus the competition.
Manages multiple vendors in the area of design, display, electrical, transportation, production, sound, lighting, etc.
Coordinates with planning staffs to anticipate changes in future show requirements.

2.6.10.4 Specialty Title: Corporate Sponsorships

Specialty Summary:

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

Responsibilities:

Executes sponsorship strategies and develops plans to outline objectives and recommends new/alternative sponsorship opportunities.
Serves as a supplier or agent on behalf of all brand units and/or business units, and acts as the key contact in corporate marketing for matters related to the development of sponsorship programs.
Designs and implements advertising and promotion programs as well as external press and internal programs to leverage sponsorships.
Reads and reviews incoming proposals for sponsorships and prepares executive summaries and recommendations. Appropriately handles declines for sponsorships.
Acts as the liaison between marketing and corporate support concerning the understanding of viable sponsorships.
Administers budgets related to sponsorship development, implementation, promotions and associated activities.
Designs and implements research related to sponsorship development as well as research to measure the impact of sponsorships.
Supervises vendors in connection with developing, implementing and managing sponsorships as well as promotions (e.g., advertising agencies, etc.) and maintains accurate records of time and communications.
Analyzes industry trends, providing sound advice and counsel regarding effective and efficient sponsorship opportunities.
Provides the business perspective on legal and contractual obligations concerning sponsorships.
Recommends creative solutions to enable worldwide participation in unique sponsorship opportunities, particularly as they relate to an enhanced value to the business unit's marketing strategy, or to unique community relations interests.

2.6.10.5 Specialty Title: Sports Marketing

Specialty Summary:

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

Responsibilities:

Maintains a high level of worldwide contacts in the sports and TV industries in order to establish sources for worldwide sponsorship activities.
Designs an IBM sports sponsorship strategy and plan outlining opportunities and suggests new/alternative extensions of the sponsorship media.
Advises all brand units and/or business units, as well as key contacts in corporate communications for matters related to the development of sponsorship programming.
Designs and implements external press and internal programs related to sponsorships.
Recommends creative solutions to enable worldwide participation in unique sponsorship opportunities, particularly as they related to an enhanced value to the brand unit and/or business unit business strategy.
Manages relationships with event/organizing body executives to ensure IBM receives maximum marketing rights/value and provides appropriate value-in-kind (VIK) per contract.
Negotiates sponsorship contracts to ensure IBM benefits equal or surpass IBM's investment, to increase IBM's marketing opportunities, and to minimize IBM's cost and risk.
Directs all vendor activity to insure flawless operation of IBM technology, major and tasteful IBM visibility, and first-class customer hosting.
Analyzes industry trends, providing sound advice and counsel regarding effective and efficient sponsorship opportunities.
Designs and implements research related to sponsorship development.
Designs and supervises legal and contractual obligations concerning sponsorship developments and promotions.
Reads and reviews incoming proposals for sponsorships and prepares executive summaries and recommendation.

2.6.10.6 Specialty Title: Media Strategy, Planning & Buying

Specialty Summary:

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

Responsibilities:

Evaluates and approves all media plan objectives, strategies, tactics, and selection to ensure that overall marketing and marketing communications objectives are effectively addressed.
Evaluates and approves all media buys and contracts to ensure that maximum value is secured in return for the media investment. Presents approved media plans and buys to all levels of management up through the corporate level.
Directs the media activities of the advertising agency, keeping them fully apprised of current strategies.
Establishes procedures and guidelines for ensuring proper reporting and overall quality control.
Communicates media strategies, plans and expenditures throughout the marketing communications community within IBM.
Manages the competitive media spending system through the advertising agency.
Secures and communicates competitive media expenditure data.
Maintains primary advertising business relationships with representatives of the advertising media.

2.7 Chapter 10. Direct Marketing Profession Discipline

Subtopics:

2.7.1 Direct Marketing Profession Discipline Overview

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

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

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

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

DIRECT MARKETING:

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

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

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

Development and Implementation

Direct Marketing Specialist
Direct Marketing Specialist-Advisory
Direct Marketing Specialist-Senior

Strategy and Planning

Direct Marketing Strategist-Advisory
Direct Marketing Strategist-Senior

Strategy, Planning, Development and Implementation

Direct Marketing Manager
Senior Direct Marketing Manager

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

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

DATABASE MARKETING:

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

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

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

Development and Implementation

Database Marketing Specialist
Database Marketing Specialist-Advisory
Database Marketing Specialist-Senior

Strategy and Planning

Database Marketing Strategist-Advisory
Database Marketing Strategist-Senior

Strategy, Planning, Development & Implementation

Database Marketing Manager
Senior Database Marketing Manager

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

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

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

2.7.2 Profession Discipline Structure

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

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

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

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

2.7.3 Characteristics of the Profession Discipline

Direct Marketing professionals have the following characteristics:

Understanding of the Customer Relationship Management (CRM) Process
Skilled in direct marketing strategies and activities
Knowledgeable about database marketing
Knowledgeable about CRM Message Management Process
Knowledgeable about Market Management Process and segment management tools, techniques and methodologies
Effective in coordinating internal and external resources in order to implement a direct marketing plan
Effective in the development and implementation of direct marketing campaigns/programs that contribute to business unit/segment results
Skilled in project management methods and tools
Self-motivated in maintaining currency in the dynamic industry of direct marketing, i.e., maintain and develop direct marketing and database marketing skills
Strong leadership and teamwork skills

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

Demonstrated consultative skills
Proven analytical skills
Skilled in CRM Message Management Process
In-depth direct marketing skills and experience
Proven skills in the development and implementation of direct marketing campaigns/programs and successful business results

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

2.7.4 Potential Candidates

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

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

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

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

2.7.5 Career Growth

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

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

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

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

2.7.6 Certification Nomination Guide

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

2.7.7 Performance Elements

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

2.7.8 Direct Marketing Profession Discipline Skills Profile

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

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

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

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

Subtopics:

   2.7.8.1 Direct Marketing Specialty Skills Templates

2.7.8.1 Direct Marketing Specialty Skills Templates

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

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

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

DM-Catalog Management
- Agency management
- Copywriting
- Layout, design
- Mechanical artwork
- Photos, Illustration
- Resource coordination
- Vendor management
- Measurements & reporting
DM-Creative Concept & Design
- Agency relationship & mgmt.
- Copywriting
- Layout, design
- Mechanical artwork
- Photos, illustration
- Resource coordination
- Vendor management
- Measurements & reporting
DM-Project Management
- Project plan
- Resource requirements & scheduling
- Vendor management
- Traffic management
- Results tracking
- Expense projection & tracking
- Measurements & reporting
DM-Print Production
- List definition
- Letter shop
- Mailing
- Testing
- Production facility coordination
- Resource coordination
- Vendor management
- Measurements & reporting
DM-Literature Fulfillment
- Request processing
- Customer service
- Inventory management
- Resource coordination
- Vendor management
- Measurements & reporting
DM-Opportunity (Lead) Management
- Response plan
- Request management
- Opportunity qualification criteria
- Scripting
- Channel linkage & training
  - Call Center Sales & Services
  - Client Reps & BPs
- Measurements & Reporting

The Direct Marketing Specialty Skills Templates are as follows:

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

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

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

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

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

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

2.7.9 Professional Development

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

IBM Internal Education and Training
External Education and Training
- College & University Continuing Education
- Fee Seminars and Workshops
Professional Associations / Conferences
- National Associations
- Regional Associations
Self Education / Reference Reading
- Articles
- Books
- DM WEB Sites
- Journals & Reports
- Newsletters
- Subscriptions & Publications
- Videos
- Research Libraries

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

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

2.7.10 Direct Marketing Position Descriptions

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

Subtopics:

2.7.10.1 Position Title: Direct Marketing Specialist

Position Concept:

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

Skills

Develops marketing, business acumen, analytical, direct marketing/ database marketing, Message Management process, and associated Customer Relationship Management (CRM) process skills needed to develop and implement message plans created by a Direct Marketing Strategist/Manager and client/sponsor, or participate in an assigned direct marketing project. Demonstrates required skill proficiency levels for this position.
Collaborates with direct marketing and database marketing team members to complete assigned tasks/projects, e.g., creative design, project/work plan development, print production, measurement and reporting.
Makes suggestions and negotiates to gain agreement with other professionals on segment message plan and/or special project activities, as appropriate.
Recognizes and escalates issues that arise related to the development and implementation of segment message plans and/or assigned direct marketing projects.
Analyzes issues related to the use of the Message Management tool (MMTool), and other tools (e.g., MSM), and assists with preparation and recommendation for solution alternatives and enhancements.
Challenges Message Management and associated processes within Customer Relationship Management (CRM), and/or department procedures with the intention of enhancing and improving them.
Generally requires a BA/BS degree or equivalent.

Contribution/Leadership

Works on assigned segment message plans and/or direct marketing projects. Delivers work on time and to the satisfaction of the Direct Marketing Manager and segment client/sponsor.
Reviews work for completeness with a manager and other members of the team.
Understands the mission of the assigned team/unit and its relation- ship to the direct marketing and database marketing departments.
May influence other direct marketing/database marketing team members regarding project or segment message plan implementation activities.

Impact on Business/Scope

Accountable for individual results and contributes to team results (e.g., campaign/program revenue, response rates).
Contributes to client/sponsor satisfaction (e.g., on time delivery).
Supports activities that impact campaign/program or project costs.

2.7.10.2 Position Title: Direct Marketing Specialist-Advisory

Position Concept:

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

Skills

Maintains marketing, business acumen, analytical, direct marketing/ database marketing, Message Management process, and associated Customer Relationship Management (CRM) process skills needed to develop and implement message plans created by a Direct Marketing Strategist/Manager and client/sponsor, or participate in an assigned direct marketing project. Demonstrates required skill proficiency levels for this position.
Works independently as a direct marketing professional and does not require close management supervision.
Articulates and evaluates alternative approaches for developing and implementing segment message plans.
Negotiates effectively with team members, including vendors and subcontractors, on segment message plan and/or special project activities in support of statement of work objectives.
Recognizes problems associated with the goals and objectives of segment message plans or statements of work.
Applies creativity and judgement to the development and implementation activities for assigned segment message plans, direct marketing projects, and other activities.
Independently generates solutions based on analytical skills and business knowledge.
Challenges existing department procedures, or company processes, (e.g., Customer Relationship Management (CRM), Message Management) for the purpose of enhancing and improving them and recommends/ develops alternative approaches.

Contribution/Leadership

Works independently and/or leads small team of other direct marketing professionals to develop and implement segment message plans, or participates in special direct marketing projects.
Develops leadership characteristics, e.g., advises others in the use of tools, works on a special direct marketing project, or leads a small team in operational activities.
Controls own work priorities and methods for assigned tasks/projects and makes necessary trade-offs.
Understands and articulates the mission and vision of the assigned functional unit and department.
Provides advice to the Direct Marketing Strategist/Manager regarding project or segment message plan objectives and implementation activities.

Impact on Business/Scope

Accountable for individual, team or departmental results (e.g., campaign/program results, direct marketing revenue) and impact of the results on direct marketing functional activities (e.g., additional (funding and investment initiatives).
Responsible for achieving client/sponsor satisfaction goals (e.g., on-time delivery, assessment of business risks).
Participates in department planning activities.
Analyzes the impact of activities on costs in relation to the revenue and expense objectives of segment message or business plans.

2.7.10.3 Position Title: Direct Marketing Specialist-Senior

Position Concept:

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

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

Skills

Maintains in-depth knowledge of assigned direct marketing discipline(s), direct marketing tools (e.g., the Message Management Tool, MMTool), Message Management and associated processes within Customer Relationship Management (CRM). Delivers the effective development and implementation of client/sponsor segment message plans. Demonstrates required skill proficiency levels for this position.
Acts as a mentor to new hires and/or advises peers within direct marketing and/or database marketing.
Negotiates effectively with management and team members, including vendors and subcontractors, on segment message plan and/or special project activities in support of statement of work objectives.
Recognizes and evaluates solutions to complex problems related to the development and implementation of segment message plans, statements of work, and/or direct marketing special projects.
Analyzes problem situations and challenges. Takes the initiative to develop and implement solutions.
Applies creativity and sound business judgement to the development and implementation activities for segment message plans, direct marketing projects, and other assigned activities.

Contribution/Leadership

Leads a team of direct marketing specialists, vendors, and/or subcontractors in the development and implementation of segment message plans, or leads a special project team.
Understands and supports the mission and vision of the assigned department and functional unit, and can articulate the linkages to Customer Relationship Management (CRM) and impact on client/sponsor satisfaction.
Directly influences the statement of work related to the development and implementation of segment message plans and/or assigned direct marketing projects.
Defines and sets objectives related to the development and implementation of segment message plans and/or direct marketing projects.
Has responsibility for providing functional guidance and leadership to team members throughout a project's life cycle, and often influences management decisions and/or activities of a multi-functional team.

Impact on Business/Scope

Accountable for department results (e.g., campaign/program results, direct marketing revenue), and for activities and/or projects involving multi-functional teams (e.g., additional client/sponsor funding and investments).
Manages to a high level of client/sponsor customer satisfaction by analyzing feedback and modifying plans or approaches.
Regularly participates in overall departmental and functional program planning.

2.7.10.4 Position Title: Direct Marketing Strategist-Advisory

Position Concept:

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

Skills

Maintains marketing, business acumen, creative, analytical, direct marketing/database marketing, Message Management process, and associated Customer Relationship Management (CRM) process skills needed to create segment message strategies and plans to support client/sponsor segment business plans. Demonstrates required skill proficiency levels for this position.
Works independently as a direct marketing professional and does not require close management supervision.
Articulates and evaluates alternative approaches for strategizing and creating segment message plans.
Negotiates effectively with team members, including vendors and subcontractors, on segment message plan objectives and/or special activities, e.g., a statement of work that includes outputs, target completion dates, data requirements, resource requirements.
Recognizes problems associated with the goals and objectives of segment message plans/special projects and statements of work.
Applies creativity and judgement to the strategy and planning activities for assigned segment message plans, direct marketing projects, and other activities.
Independently generates strategies and solutions based on creativity, analytical skills and business knowledge.
Challenges existing department procedures, or company processes (e.g., Customer Relationship Management (CRM), Message Management) for the purpose of enhancing and improving them and recommends/ develops alternative approaches.

Contribution/Leadership

Works independently and/or leads small team of other direct marketing professionals to create segment message plans, or participates in special direct marketing projects.
Develops leadership characteristics, e.g., advises others in the use of tools, works on a special direct marketing project, or leads a small team in strategy and planning activities.
Controls own work priorities and methods for assigned tasks/projects and makes necessary trade-offs.
Understands and articulates the mission and vision of the assigned functional unit and department.
Provides advice to the Direct Marketing Strategist/Manager and client/sponsor regarding segment message plan objectives, segment opportunities, and/or segment message strategies.

Impact on Business/Scope

Accountable for individual, team or departmental results (e.g., campaign/program results, direct marketing revenue), and for the impact of the results on functional activities (e.g., additional funding and investment initiatives).
Responsible for achieving client/sponsor satisfaction goals (e.g., on-time delivery, assessment of business risks).
Participates in department planning activities.
Analyzes the impact of activities on costs in relation to the revenue and expense objectives of segment message or business plans.

2.7.10.5 Position Title: Direct Marketing Strategist-Senior

Position Concept:

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

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

Skills

Maintains in-depth knowledge of direct marketing approaches, processes and tools (e.g., the Message Management tool, MMTool) to effectively create segment message strategies and plans that support client/sponsor business plans. Demonstrates required skill proficiency levels for this position.
Acts as a mentor to new hires and/or advises peers within direct marketing and database marketing. Advises Direct Marketing Managers and/or client/sponsor on direct marketing techniques, message plan strategies and contributes to the overall strategy and planning of segment business plans, or special projects.
Negotiates effectively with management and team members, including vendors and subcontractors, on segment message plan objectives and/or special project activities, e.g., a statement of work that includes outputs, target completion dates, data requirements, resource requirements.
Recognizes and evaluates solutions to complex problems related to the goals and objectives of segment data plans, segment message plans, statements of work, and/or direct marketing special projects.
Analyzes problem situations and challenges, takes the initiative to recommend alternatives, and develops and implements solutions.
Applies creativity and sound business judgement to the strategy and planning activities for segment message plans, direct marketing projects, and other assigned activities.

Contribution/Leadership

Leads a team of direct marketing strategists, specialists, vendors, and/or subcontractors in creating segment message plans, or leads a special project team.
Understands and supports the mission and vision of the assigned department and functional unit, and can articulate the linkages to Customer Relationship Management (CRM) and impact on client/sponsor satisfaction.
Directly influences the definition of objectives for segment message plans and/or direct marketing projects.
Has responsibility for providing functional guidance and leadership to team members throughout a project's life cycle, and often influences management decisions and/or activities of a multi-functional team.

Impact on Business/Scope

Accountable for department results (e.g., campaign/program results, direct marketing revenue), and for activities and/or projects involving multi-functional teams (e.g., additional client/sponsor funding and investments).
Manages to a high level of client/sponsor satisfaction by analyzing feedback and modifying plans or approaches.
Regularly participates in overall departmental and functional program planning.

2.7.10.6 Position Title: Direct Marketing Manager

Position Concept:

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

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

Skills

Maintains expert direct marketing knowledge; has a breadth of experience in multiple direct marketing disciplines and all facets of strategy planning, development, and implementation of segment message plans. Demonstrates required skill proficiency levels for this position.
Understands internal organization structure, resource planning, priorities, business objectives and company policies. Manages effectively in the matrix environment to meet department and client/sponsor objectives.
Leads and guides other direct marketing professionals. Initiates and effectively advises client/sponsors, department managers and executives on direct marketing techniques and approaches (e.g., the use of data analytics to target new opportunities, integration of direct marketing with other routes to market strategies).
Adapts communications and approaches to negotiate agreement with department management, direct marketing and database marketing peers, client/sponsors, and/or vendor resources (e.g., staffing requirements to meet direct marketing demand and client/sponsor objectives).
Anticipates and analyzes problems associated with message plans or special projects. Contains risk and develops and manages the implementation of direct marketing strategies and solutions. Assesses business impact of solutions.
Assesses opportunities to integrate new trends in direct marketing into department planning and strategy activities. Develops leading-edge direct marketing strategies and solutions.

Contribution/Leadership

Leads or manages a direct marketing team and/or a multi-functional special project team.
Has considerable latitude and accountability for decisions concerning tool selection/usage, processes, priorities, and resources to support client/sponsor objectives, direct marketing campaigns/programs, and/or special direct marketing projects.
Contributes to the vision of the department and how its mission supports the worldwide direct marketing strategies, goals and objectives. Initiates communication of vision and mission to client/sponsors and other internal organizations.
Frequently influences department executives and managers on complex/difficult issues.
Is recognized and respected as a subject matter expert in direct marketing inside and outside the organization.

Impact on Business/Scope

Responsible for the success of a large or country/region direct marketing team or project involving a multi-functional, country or regional team (e.g., future funding or investments).
Accountable for direct marketing measurements of a large team or country/region, i.e., direct marketing revenue, high level of client/sponsor satisfaction.
Identifies risks associated with estimated costs, schedules and resources required to support segment message plans and/or special projects.
Initiates activities that impact client/sponsor satisfaction, customer satisfaction, and future decisions regarding direct marketing investments.

2.7.10.7 Position Title: Senior Direct Marketing Manager

Position Concept:

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

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

Skills

Maintains expert direct marketing knowledge; has a breadth of experience in most direct marketing disciplines, and demonstrates expertise in all facets of strategy/planning, development, and implementation of segment message plans. Defines and drives the development of new skills in direct marketing throughout the organization.
Demonstrates a comprehensive understanding of business unit, country, and international company organization structures and resources, operations, strategies, and business objectives.
Plans and conducts complex negotiations reaching lasting agreements and commitments.
Develops and implements direct marketing concepts and strategies with executive review.
Anticipates change, recognizes new trends in direct marketing, and introduces new approaches into department and worldwide planning and strategy.

Contribution/Leadership

Develops the vision of a direct marketing department or country/regional/international project team, and how its mission supports worldwide direct marketing strategies, goals and objectives. Facilitates communication of vision and mission to client/sponsor executives, functional executives, and other internal organizations.
Internationally recognized as an expert and leader in direct marketing. Sought out by peers, client/sponsors, and executive management to resolve complex/difficult issues and to develop innovative segment message and direct marketing strategies.
Manages a department, or leads country/regional/international teams in the development and implementation of strategic, and often leading-edge direct marketing projects (e.g., the CRM Message Management process and tool - MMTool).

Impact on Business/Scope

Develops and implements direct marketing strategies for executive review. Contributes to country and international policies related to direct marketing.
Accountable for direct marketing measurements of a large business unit or major country/region, and/or program success of an international direct marketing project.
Responsible for committing resources, making decisions regarding future direct marketing investments, and overall direct marketing success/measurements, e.g., direct marketing revenue, client/sponsor satisfaction, customer satisfaction.
Responsible for quality output and value add for highly visible market segments, strategic direct marketing projects, and future business development.

2.8 Chapter 11. Database Marketing Profession Discipline

Subtopics:

2.8.1 Database Marketing Profession Discipline Overview

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

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

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

DATABASE MARKETING:

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

Development and Implementation

Database Marketing Specialist
Database Marketing Specialist-Advisory
Database Marketing Specialist-Senior

Strategy and Planning

Database Marketing Strategist-Advisory
Database Marketing Strategist-Senior

Strategy, Planning, Development and Implementation

Database Marketing Manager
Senior Database Marketing Manager

DIRECT MARKETING:

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

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

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

Development and Implementation

Direct Marketing Specialist
Direct Marketing Specialist-Advisory
Direct Marketing Specialist-Senior

Strategy and Planning

Direct Marketing Strategist-Advisory
Direct Marketing Strategist-Senior

Strategy, Planning, Development and Implementation

Direct Marketing Manager
Senior Direct Marketing Manager

2.8.2 Profession Discipline Structure

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

2.8.3 Characteristics of the Profession Discipline

Database marketing professionals have the following characteristics:

Understanding of the Customer Relationship Management (CRM) Process
Skilled in database marketing and direct marketing strategies
Skilled in database marketing tools and techniques
Knowledgeable about CRM Message Management Process
Knowledgeable about Market Management Process
Effective in coordinating internal and external resources in order to implement a database marketing plan and contribute to segment business results
Skilled in project management
Self-motivated in maintaining currency in the dynamic industry of database marketing; i.e., maintain and develop database marketing and direct marketing skills
Strong leadership and teamwork skills

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

Demonstrated consultative skills
Proven analytical skills
Skilled in CRM Message Management Process
In-depth database marketing skills and experience in the following categories: Infrastructure, Content, Deployment, and Analytics, Measurement and Reporting

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

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

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

2.8.4 Potential Candidates

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

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

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

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

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

2.8.5 Career Growth

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

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

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

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

2.8.6 Certification Nomination Guide

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

2.8.7 Performance Elements

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

2.8.8 Database Marketing Profession Discipline Skills Profile

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

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

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

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

Subtopics:

   2.8.8.1 Database Marketing Specialty Skills Templates

2.8.8.1 Database Marketing Specialty Skills Templates

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

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

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

DbM-Architecture / Infrastructure
- Business processes
- Data acquisition & integration
- Data quality
- End user support services
- Technology & tools
- Measurements and reporting
DbM-Data Management & Operations
- Data maintenance & preparation
- Measurements and reporting
DbM-Decision Support
- Decision support tools
- Measurements and reporting
DbM-List Selection & Management
- Data source identification
- List rental/acquisition
- Cost analysis
- Data integration
- List security
- Measurements and reporting

The Database Marketing Specialty Skills Templates are as follows:

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

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

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

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

2.8.9 Professional Development

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

IBM Internal Education and Training
External Education and Training
- College & University Continuing Education
- Fee Seminars and Workshops
Professional Associations / Conferences
- National
- Regional
Self Education / Reference Reading
- Articles
- Books
- DM WEB Sites
- Journals & Reports
- Newsletters
- Subscriptions & Publications
- Videos
- Research Libraries

2.8.10 Database Marketing Position Descriptions

Subtopics:

2.8.10.1 Position Title: Database Marketing Specialist

Position Concept:

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

Skills

Develops marketing, business acumen, analytical, database marketing/ direct marketing, Message Management process, and associated Customer Relationship Management (CRM) process skills needed to implement data plans that support segment message plans created by Database Marketing Strategists/Managers and Direct Marketing Strategists/ Managers, or participate in an assigned Database Marketing project. Demonstrates required skill proficiency levels required for this position.
Collaborates with database marketing and direct marketing team members to complete assigned tasks/projects, e.g., provide end user support services, integrate data sources, prepare data lists, use decision support tools for data analytics, develop project/work plan.
Makes suggestions and negotiates to gain agreement with other professionals on segment data plan and/or special project activities, as appropriate.
Recognizes and escalates issues that arise related to the implementation of segment data plans and enhancement of the marketing information database.
Analyzes issues related to the use of the Message Management tool (MMTool), and other marketing database tools (e.g., MSM), and assists with preparation and recommendation for solution alternatives and enhancements.
Challenges CRM Message Management and/or Information Management processes and/or department procedures with the intention of enhancing and improving them.
Generally requires a BA/BS degree or equivalent.

Contribution/Leadership

Works on assigned segment data plans, and/or database marketing projects. Delivers work on time and to the satisfaction of the Database Marketing Manager and/or segment client/sponsor.
Reviews work for completeness with a manager and other members of the team.
Understands the mission of the assigned team/unit and its relation- ship to the database marketing and direct marketing departments.
May influence other database marketing/direct marketing team members regarding project or segment data plan implementation activities.

Impact on Business/Scope

Accountable for individual results and contributes to team results, e.g., data integrity, campaign/program business results.
Contributes to client/sponsor satisfaction.
Supports activities that impact campaign/program or project costs.

2.8.10.2 Position Title: Database Marketing Specialist - Advisory

Position Concept:

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

Skills

Maintains marketing, business acumen, analytical and database marketing/direct marketing, Message Management process, and associated Customer Relationship Management (CRM) process skills needed to implement data plans that support segment message plans created by Database Marketing Strategists/Managers and Direct Marketing Strategists/Managers. Demonstrates required skill proficiency levels for this position.
Works independently as a database marketing professional and does not require close management supervision.
Articulates and evaluates alternative approaches for implementing segment data plans and enhancing a marketing information database.
Negotiates effectively with team members, including vendors and subcontractors, on segment data plan and/or special project activities in support of statement of work objectives.
Recognizes problems associated with the goals and objectives of segment data plans, statements of work, and/or special projects.
Applies creativity and judgement to the development and implementation activities for assigned segment data plans, database marketing projects, and other activities.
Independently generates solutions based on analytical skills and business knowledge.
Challenges existing department procedures, or company processes (e.g., Customer Relationship Management (CRM), Message Management) for the purpose of enhancing and improving them and recommends/ develops alternative approaches.

Contribution/Leadership

Works independently and/or leads small team of other database marketing professionals to strategize and create segment data plans or special database marketing projects.
Develops leadership characteristics, e.g., advises others in the use of tools, works on a special database marketing project, or leads a small team in operational activities.
Controls own work priorities and methods for assigned tasks/projects, and makes necessary trade-offs.
Understands and articulates the mission and vision of the assigned team/unit and department.
Provides advice to the Database Marketing Strategist/Manager regarding project or segment data plan objectives and/or implementation activities.

Impact on Business/Scope

Accountable for individual, team or departmental results (e.g., on-time delivery, data integrity, or direct marketing revenue), and impact of the results on direct marketing functional activities (e.g., additional funding and investment initiatives).
Responsible for achieving client/sponsor satisfaction goals (e.g., creative ideas, completion targets, assessing business risks).
Participates in department planning activities.
Analyzes the impact of activities on costs in relation to the revenue and expense objectives of segment message or business plans.

2.8.10.3 Position Title: Database Marketing Specialist - Senior

Position Concept:

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

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

Skills

Maintains in-depth knowledge of the assigned database marketing discipline(s), database marketing tools, and processes. Delivers quality data plans that support a client/sponsor's segment message plans. Demonstrates required skill proficiency levels for this position.
Acts as a mentor to new hires and/or advises peers within database marketing and direct marketing. Advises a Direct Marketing Strategist/ Manager on target opportunities through the use of data analytics and contributes to the overall strategy and planning of segment message plans and/or special projects.
Negotiates effectively with management and team members, including vendors and subcontractors, on segment data plan and/or special project activities in support of statement of work objectives.
Recognizes and evaluates solutions to complex problems related to the development and implementation of segment data plans, statements of work, and/or database marketing special projects.
Analyzes problem situations and challenges, and takes the initiative to develop and implement solutions.
Applies creativity and sound business judgement to development and implementation activities for segment data plans, database marketing projects, and other assigned activities.

Contribution/Leadership

Leads a team of database marketing specialists, vendors, and/or subcontractors in the implementation of segment data plans, or leads a special project team.
Understands and supports the mission and vision of the assigned department and functional unit, and can articulate the linkages to Customer Relationship Management (CRM) and impact on client/sponsor satisfaction and customer satisfaction.
Directly influences the statement of work related to the development and implementation of segment data plans and/or assigned database marketing projects.
Has responsibility for providing functional guidance and leadership to team members throughout a project's life cycle, and often influences management decisions and/or activities of a multi-functional team.

Impact on Business/Scope

Accountable for department results (e.g., campaign/program results, direct marketing revenue), and for activities and/or projects involving multi-functional teams (e.g., additional client/sponsor funding and investments).
Manages to a high level of client/sponsor satisfaction by analyzing feedback and modifying plans or approaches.
Regularly participates in overall departmental and functional program planning.

2.8.10.4 Position Title: Database Marketing Strategist - Advisory

Position Concept:

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

Skills

Maintains marketing, business acumen, analytical, and database marketing/direct marketing, Message Management process, and associated Customer Relationship Management (CRM) process skills needed to strategize and create segment data plans that support segment message plans created by Direct Marketing Strategists/ Managers and client/sponsors. Demonstrates required skill proficiency levels for this position.
Works independently as a database marketing professional and does not require close management supervision.
Articulates and evaluates alternative approaches for strategizing and creating segment data plans, and enhancing a market information database.
Negotiates effectively with team members, including vendors and sub-contractors, on segment data plan objectives and/or special project activities, e.g., a statement of work that includes outputs, target completion dates, data requirements, resource requirements.
Recognizes problems associated with the goals and objectives of segment data plans or statements of work.
Applies creativity and judgement to the strategy and planning activities for assigned segment data plans, database marketing projects, and other activities.
Independently generates solutions based on analytical skills and business knowledge.
Challenges existing department procedures, or company processes (e.g., Customer Relationship Management (CRM), Message Management) for the purpose of enhancing and improving them and recommends/ develops alternative approaches.

Contribution/Leadership

Works independently and/or leads small team of other database marketing professionals to strategize and create segment data plans, or implement special database marketing projects.
Develops leadership characteristics, e.g., advises others in the use of tools, works on a special database marketing project, or leads a small team in strategy and planning activities.
Controls own work priorities and methods for assigned tasks/projects and makes necessary trade-offs.
Understands and articulates the mission and vision of the assigned functional unit and department.
Provides advice to the Direct Marketing Strategist/Manager and client/sponsor regarding segment opportunities, and data and message strategies.

Impact on Business/Scope

Accountable for individual, team or departmental results (e.g., campaign/program results, direct marketing revenue, and impact of the results on direct marketing functional activities (e.g., additional funding and investment initiatives).
Responsible for achieving client/sponsor satisfaction goals (e.g., creative ideas, completion targets, assessing business risks).
Participates in department planning activities.
Analyzes the impact of activities on costs in relation to the revenue and expense objectives of segment message or business plans.

2.8.10.5 Position Title: Database Marketing Strategist - Senior

Position Concept:

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

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

Skills

Maintains in-depth knowledge of database marketing approaches, database marketing tools, and processes. Delivers the effective strategy, planning and creation of segment data plans that support client/sponsor segment message plans. Demonstrates required skill proficiency levels for this position.
Acts as a mentor to new hires and/or advises peers within database marketing and direct marketing. Advises a Direct Marketing Strategist/Manager on target opportunities through the use of data analytics and contributes to the overall strategy and planning of segment message plans and/or special projects.
Negotiates effectively with management and team members, including vendors and subcontractors, on segment data plan objectives and/or special project activities, e.g., a statement of work that includes outputs, target completion dates, data requirements, resource requirements.
Recognizes and evaluates solutions to complex problems related to the goals and objectives of segment data plans, segment message plans, statements of work and/or database marketing special projects.
Analyzes problem situations and challenges, takes the initiative to recommend alternatives, and develops and implements solutions.
Applies creativity and sound business judgement to the strategy and planning activities for segment data plans, database marketing projects, and other assigned activities.

Contribution/Leadership

Leads a team of database marketing strategists, specialists, vendors, and/or subcontractors in creating segment data plans, or leads a special project team.
Understands and supports the mission and vision of the assigned department and functional unit, and can articulate the linkages to Customer Relationship Management (CRM) and impact on client/sponsor satisfaction.
Directly influences decisions concerning tool selection/usage, processes, priorities, and resources to support client/sponsor objectives, and/or special database marketing projects.
Has responsibility for providing functional guidance and leadership to team members throughout a project's life cycle, and often influences management decisions and/or activities of a multi-functional team.

Impact on Business/Scope

Accountable for department results (e.g., campaign/program results, direct marketing revenue), and for activities and/or projects involving multi-functional teams (e.g., additional client/sponsor funding and investments).
Manages to a high level of client/sponsor satisfaction by analyzing feedback and modifying plans or approaches.
Regularly participates in overall departmental and functional program program planning.

2.8.10.6 Position Title: Database Marketing Manager

Position Concept:

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

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

Skills

Maintains expert database marketing knowledge; has a breadth of experience in multiple database marketing disciplines and all facets of strategy/planning, development, and implementation of message/data plans. Demonstrates required skill proficiency levels for this position.
Understands internal organization structure, resource planning, priorities, business objectives and company policies. Manages effectively in the matrix environment to meet department and client/sponsor objectives.
Leads and guides other database marketing professionals. Initiates and effectively advises Direct Marketing Strategists/Managers, client/sponsors, department managers and executives on database marketing techniques and approaches, and is considered a partner in the overall strategy and planning of segment message strategies.
Adapts communications and approaches to negotiate agreement with department management, direct marketing peers, client/sponsors, and/or vendor resources (e.g., staffing requirements and/or tools to meet demand and client/sponsor objectives).
Anticipates and analyzes problems associated with segment message plans, segment data plans, or special projects. Contains risk and develops and manages the implementation of database marketing strategies and solutions. Assesses business and technical impact of solutions.
Assesses opportunities to integrate new trends in database marketing into department planning and strategy activities. Develops leading-edge database marketing strategies and solutions.

Contribution/Leadership

Leads or manages a database marketing team and/or a multi-functional special project team.
Has considerable latitude and accountability for decisions concerning tool selection/usage, processes, priorities, and resources to support client/sponsor objectives, and/or special database marketing projects.
Contributes to the vision of the department and how its mission supports the worldwide database marketing strategies, goals and objectives. Initiates communication of vision and mission to client/sponsors and other internal organizations.
Frequently influences department executives and managers on complex/difficult issues.
Is recognized and respected as a subject matter expert in market information systems inside and outside the organization.

Impact on Business/Scope

Responsible for the success of a large database marketing team/department, or database marketing project/program involving a multi-functional, country or regional team (e.g., future funding or investments).
Accountable for overall database marketing measurements, e.g., department direct marketing revenue, data integrity, high level of client/sponsor satisfaction.
Identifies risks associated with estimated costs, schedules and resources required to support segment data plans and/or special projects.
Initiates activities that impact client/sponsor satisfaction, customer satisfaction, and future decisions regarding database marketing investments.

2.8.10.7 Position Title: Senior Database Marketing Manager

Position Concept:

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

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

Skills

Maintains expert database marketing knowledge; has a breadth of experience in most database marketing disciplines, and demonstrates expertise in all facets of strategy/planning, development, and implementation of segment message/data plans. Defines and drives the development of new skills in database marketing throughout the organization.
Demonstrates a comprehensive understanding of business unit, country, and international company organization structures and resources, operations, strategies, and business objectives.
Plans and conducts complex negotiations reaching lasting agreements and commitments.
Develops and implements database marketing concepts and strategies with executive review.
Anticipates change; recognizes new trends in database marketing, and introduces new approaches into department and worldwide planning and strategy.

Contribution/Leadership

Manages a large department, or leads country/regional/international team in the development and implementation of strategic, and often leading-edge database marketing projects (e.g., the design or implementation of an analytic database).
Develops the vision of a database marketing department or country/ regional/international project team, and how its mission supports worldwide database marketing strategies, goals and objectives. Facilitates communication of vision and mission to client/sponsor executives, functional executives, and other internal organizations.
Internationally recognized as an expert and leader in market information systems. Sought out by peers, client/sponsors, and executive management to resolve complex/difficult issues and develop innovative database marketing strategies.

Impact on Business/Scope

Develops and implements database marketing strategies for executive review. Contributes to country and international policies related to database marketing.
Accountable for the overall functional program success of database marketing, direct marketing revenue for a business unit, major country or region, and/or an international database marketing project.
Responsible for committing resources, making decisions regarding future database marketing investments and large special projects.
Responsible for quality output and value add for highly visible market segments, strategic database marketing projects, and future business development.

3.0 Sales Professions

Subtopics:

3.1 Chapter 12. Client Relationship Profession

Subtopics:

3.1.1 Client Relationship Profession Overview

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

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

The following positions are defined within the Client Relationship profession:

Client Representative
Advisory Client Representative
Senior Client Representative
Consulting Client Representative (where announced)
Client Manager
Client Executive

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

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

There are three profession disciplines within the Client Relationship profession:

Client Relationship Profession - I/T
Client Relationship Profession - International
Client Relationship Profession - Business Partner

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

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

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

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

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

The needs and satisfaction of Business Partners,
Concern for high end user satisfaction, and
IBM's business interests

3.1.2 Profession Structure

The Client Relationship Relationship Profession consists of 6 positions:

Client Representative
Advisory Client Representative
Senior Client Representative
Consulting Client Representative (where announced)
Client Manager
Client Executive

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

Figure 12-1. Client Relationship Profession Roadmap

Figure 12-2. Client Relationship Profession Roadmap

Figure 12-3. Client Relationship Profession Roadmap

3.1.3 Characteristics of the Profession

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

Client Representatives focus on understanding the business goals and objectives of the client including client business strategies, industry position, measurement of success and management processes, in order to identify IBM business opportunities for application solutions, services and products.
The Client Relationship Representative is a non-management professional position responsible for establishing and maintaining the IBM business relationship with one or more clients.
The Client Relationship Representative may be the owner of a large account, part of a large account team, or the owner of a few individual large accounts within the same industry.
The Client Relationship Representative is NOT expected to be a product or solutions expert and should engage the appropriate IBM sales specialist or consultant to address the client's specific requirements.
Complementing the responsibilities described above, the Client Relationship Representative/Executive - I/T also addresses client business requirements but works more closely with I/T executives and managers. The Client Relationship Representative/Executive - International focuses on the client's worldwide requirements, international executives and operations. These two disciplines, I/T and International, are implemented in two environments:
1. Large accounts that warrant a dedicated focus on I/T and/or International functions.
2. Selected accounts with a single industry where an I/T and/or International Client Relationship Representative/Executive is required.
The Client Relationship Representative/Executive - Business Partner addresses the requirements of Business Partners who have potential to significantly increase IBM revenue and facilitate the expansion of the Business Partner's activities with the proper level of IBM resources.

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

3.1.4 Potential Candidates

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

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

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

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

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

Figure 12-4. Client Relationship Profession Career Possibilities

3.1.5 Career Growth

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

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

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

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

3.1.6 Certification Nomination Guide

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

3.1.7 Performance Elements

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

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

3.1.8 Client Relationship Profession Skills Profile

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

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

Client Representative

Template Owner - Colleen Brunton
Template Number - 06073

Description

TEMPLATE NAME: Client Representative

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

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

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

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

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

OWNER: Colleen Brunton IBMUSM02/CBRUNTON December 1997

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

3.1.9 Professional Development

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

Also refer to Client Relationship Professional Development Activities.

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

3.1.10 Client Relationship Position Descriptions

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

Subtopics:

3.1.10.1 Position Title: Client Representative

Position Concept:

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

Skills

Understands and applies knowledge of information technology and associated solutions related to the Client's business to attain his/her position and team objectives. Develops the required proficiency levels of the CRP skills.
Draws upon concepts and knowledge of information technology to collaborate with team members and other IBM functions under the guidance and assistance of a team leader or manager to accomplish his/her responsibilities.
Uses and attends to negotiation sessions as an entry team member, involving other IBM functions and clients in order to attain position objectives. Negotiation skills are an essential requirement.
Recognizes job-related problems in account planning and solution implementation and works to produce solutions with the assistance of a team leader or manager. Analyzes causes using available methods and procedures related to information technology and the client profession.
Analyzes client problems using available methodologies and prepare alternative solutions for discussion with team leader or manager/other IBM functions towards adoption of agreed solution to the client.

Contribution/Leadership

Workscope
With assistance, identifies and qualifies IBM opportunities based on an understanding of the client's business and strategy. Manages a few simple projects.
Autonomy
Work is reviewed with team members or team leader or management. Gathers customer requirements and helps to translate them into potential solutions.
Vision
Understands the standard team mission he/she belongs to, and the proper job mission. He/She develops relationship with the client account and identifies viable client business problems which may turn into IBM opportunities. Influence
On Large account team or owner of few individual accounts-Has some influence on client marketing team, "team IBM" and the client. Understands client team strategy and begins to cause those he/she comes in contact with to align their contributions with this strategy. Has some understanding of the client's information systems strategy and business plan.
Leadership
Assists in determining the priority position of an opportunity on the client value system. Is under the direction of a mentor or manager.

Impact on Business/Scope

Accountability
Accountable for individual results and contributes to team results including revenue objectives and operational customer satisfaction objectives.
Planning
With assistance, develops and implements a marketing plan and the supporting strategy for specific opportunities. With assistance, works with the client and IBM resources to establish and implement coverage/marketing plans to achieve business objectives and customer satisfaction. Helps to implement long range plans and learns to structure profitable proposals. Assists in execution as directed by others.
Business Measurement
Helps to make IBM business objectives including revenue and customer satisfaction.
Customer Satisfaction
Assists in making decisions regarding, and contributes to, customer satisfaction. Contributes to team efforts.
Financials
Helps meet the team business objectives.
Value-Add
Maintains an awareness of IBM/Client activities and represents client issues throughout team/IBM.

3.1.10.2 Position Title: Advisory Client Representative

Position Concept:

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

Skills

Understands and applies knowledge of information technology and associated solutions related to the Client's business to attain departmental or functional area objectives . Has and demonstrates the required skills proficiency levels of the Client Relationship Profession.
Engaged as an independent client representative in the attainment of functional objectives and the evaluation of alternative solutions towards the adoption of optimum approaches to meet client requirements.
Negotiates effectively with the client representatives team, customers and other IBM functions on account planning, solution implementation and problem-solving requirements and approaches to deliver them.
Recognizes account planning/solution implementation problems related to CRP project/department objectives and works towards solving them by producing new client offerings/solutions or adjusting IBM procedures.
Creativity and judgement applied in adapting solutions to customer situations within the business environment, involving IBM functions, subcontractors if needed and clients.
Independently generates and coordinates client solutions with other IBM functions and client r, based on analytical skills and information technology knowledge.

Contribution/Leadership

Workscope
Works on special projects : Identifies and qualifies IBM opportunities and may assist in the development of the solution and support strategy based on an understanding of the client's business, industry trends and directions, the client's competitors, their relative position in the industry and IBM's capability in the client's environment.
Monitors and maintains awareness of the client's key projects and manages opportunities well.
Autonomy
Generally controls own work priorities and methods requiring trade-offs between different alternatives to reach optimum client solutions. Evaluates critical customer requirements and develops mutually profitable solutions by working with others.
Vision
Understands departmental mission and vision for proper implementation. Also, understands the client's business and is able to determine areas where IBM solutions improve the client's business effectiveness.
Influence
On large account team or owner of few individual accounts- Positively influences the client marketing team, "team IBM" and the client. Understands the client team strategy, client information system strategy and client business plan.
Leadership
Is a member of a large client team or has independently a small number of accounts and can be a team leader. With direction, establishes and maintains effective business relationships at both the functional and executive levels by referencing successful IBM engagements and articulating the value IBM can bring to the relationship.

Impact on Business/Scope

Accountability
Accountable for individual, team, or department results for objectives including revenue and customer satisfaction, and for the impact of the results on functional areas.
Planning
Participates in overall departmental program planning. Evaluates critical client requirements. Working with clients and IBM resources, participates in the development and implementation of relationship, coverage and marketing plans to achieve business objectives. Leverages channels of distribution to maintain and improve customer satisfaction and maximize revenue and profit. Implements long range plans and executes independently.
Business Measurement
Supports activities that are subject to business measurement against assigned objectives like revenue, profit and customer satisfaction.
Customer Satisfaction
Significantly supports activities that contribute to customer satisfaction. Is responsible for the client's overall satisfaction with the business relationship. Makes regular independent decisions regarding customer satisfaction and develops and executes plans on time with positive results.
Financials
May have budgetary responsibility and has significant influence on revenue and profit.
Value-Add
Monitors and maintains an awareness of key IBM/client activities and represents client issues, needs and concerns throughout IBM. Delivers complete solutions which meet the client business needs and which are considered strategic by both the client and IBM.

3.1.10.3 Position Title: Senior Client Representative

Position Concept:

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

Skills

Understands and applies knowledge of information technology and associated solutions related to the Client's business to attain function and business unit objectives. Demonstrates and advises on the required proficiency levels of the CRP skills.
Advises other professionals in the CRP team on the attainment of required proficiency levels and on achieving business objectives.
Works effectively with other team members to understand and anticipate customer needs and to develop solutions which meet those needs. Has influence on team members, clients and other IBM functions towards accomplishing the team goals.
Negotiates effectively on account planning with team members, clients and other IBM functions to identify the team's role in developing solutions and agree on specific client problem solving needs and approaches to produce them.
Recognizes complex account planning problems related to CRP functional objectives.
Creativity and judgement applied to solution development work to clients on different projects within the business environment involving IBM functions, subcontractors and clients.
Supervises the adequate implementation of clients solutions and if necessary stimulates the creation of new procedures and processes.
Challenges the validity of given procedures and processes to enhance and improve or develop complementary solutions to clients.

Contribution/Leadership

Workscope
Conducts special projects : Creates and qualifies IBM opportunities and may assist in development of the solution and support strategy based on an in-depth understanding of the client's business, industry trends and directions, the client's competitors, their relative position in the industry and IBM's capability in the client's environment. Anticipates and escalates client's concerns on key projects. Manages moderately complex opportunities.
Autonomy
Defines and participates in the decision on objectives within specified business concepts for the CRP team and/or department. Usually recognized as an authority in their client's business and industry. Is able to develop creative solutions by leveraging resources.
Vision
Understands department/function mission and vision for effective implementation and has in-depth understanding of the the client's business and is able to determine areas where IBM's solutions complement the client's business.
Influence
On large account team or owner of few individual accounts- Owns or has strong influence on the client marketing team, "team IBM", and the client. Has input to the client team strategy, client information systems strategy and some positive influence on the client's business plan.
Leadership
Leads with little direction multiple middle size clients or a large account. May manage a department. Establishes, maintains and manages effective business relationships at both the functional and executive business levels referencing successful IBM engagements, understanding and articulating the value IBM can bring to the relationship and developing new ideas that expand the business partnership.

Impact on Business/Scope

Accountability
Accountable for department results for objectives usually involving revenue and profit, customer satisfaction etc..., and as required for specific activities and/or projects involving multi-functional teams.
Planning
Regularly participates in overall functional operating planning; builds and executes plans. Works with clients and IBM resources to develop and implement relationship, coverage and marketing strategies to achieve business objectives and customer satisfaction. Leverages channels of distribution to maintain and improve customer satisfaction and maximize revenue and profit. Implements long range plans for complex business issues.
Business Measurement
Activities are subject to business measurement against assigned objectives usually involving customer satisfaction, revenue and profit.
Customer Satisfaction
Activities impact customer satisfaction. The Senior Client Representative is viewed by the client as reliable and highly valued resource on solving client problems and in meeting his expectations. Is responsible for the client's overall satisfaction with the business relationship. Determines severity level in critical situations that affect customer satisfaction. Comprehensive plan developed with the client. Consistently should show positive results.
Financials
Performance of activities has significant impact on generating revenue and profit, to exceed objectives thus minimizing costs and expenses impact on the business.
Value-Add
Monitors and maintains awareness of all key IBM related activities with the client's environment, including the representation of the client issues, needs and concerns throughout IBM. Delivers complete solutions which are highly valued by client and IBM and are considered as high impact and strategic by both.

3.1.10.4 Position Title: Consulting Client Representative (where announced)

Position Concept:

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

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

Skills

Understands and applies in-depth knowledge of the industry, including trends and directions, forces driving the industry and its players, competitive environment, extended enterprise relationships, etc., and takes an active, leadership role in external industry associations / organizations.
Applies expert knowledge of information technology and associated leading edge solutions related to the Client's business to attain function, business unit or regional operations objectives. Has the required proficiency levels of the CRP skills.
Understands organizational resources, priorities, needs and policies.
Mentors others and provides guidance on the attainment of the required skills proficiency levels and on achieving business objectives. Directly influences the team, clients and other IBM functions to attain team goals.
Leads negotiations effectively with clients and other IBM functions on project/team goals for definition and setting of strategies to reach/exceed them.
Anticipates potential problems associated with account planning and/or customer solutions and leads/agrees on the risk management plan for implementation of solutions.
Analyzes new and complex industry, technology, economic and competitive situations taking into consideration real client needs and problems. Evaluates potential solutions involving IBM functions, subcontractors and clients. Gains team agreement on business assessment of solutions.
Ensures that Client and IBM functions agree on the steps involved to develop and implement client solutions including the set-up of a project management plan to ensure timely success.

Contribution/Leadership

Workscope
Creates, qualifies and manages IBM opportunities, guides and participates in the development of the solution and support strategy based on an in-depth understanding of the client's business, industry trends and directions, their competitors, their relative position in the industry and IBM capabilities in the clients environment. Anticipates and responds to/escalates client's concerns on key projects. Manages complex opportunities.
Autonomy
A recognized expert in their client's industry/business. Secures commitment and agreement on client/solutions. Responsible for complex projects and decides on priorities and resources following general business unit directives by setting team objectives.
Vision
Has strategic vision of functional or business unit mission for effective implementation and has an in-depth understanding of the client's business and is able to determine areas where IBM's functional business segments can complement the client's business.
Influence
On large important account team or as owner of one or more important accounts-- has responsibility for on the client marketing team. Utilizes all internal IBM resources well and has strong influence on the client's information systems strategy. Contributes possible inputs for the client's business strategy/plan. Influences the client on ways IBM can become their strategic IS partner.
Has positive impact and influence on the client relationship profession as well as other team members. Is actively sought out to mentor other client rep professionals in industry acumen and industry solutions / offerings from IBM and competitors.
Leadership
Key driver/team leader of client marketing team or complex territory. Establishes, maintains and manages effective business relationships at both the functional and executive levels referencing successful business engagements, understanding and articulating what value IBM can bring to the relationship and creating new ideas to expand the business partnership. Is sought by the client's management team for input and direction.
Is regarded as an industry role model with recognized impact within the ISU.

Impact on Business/Scope

Accountability
Maintains industry expertise through internal and external education and disseminates this knowledge to others within the ISU.
Responsible for overall department results involving revenue, profit and customer satisfaction, and as required for specific activities and/or projects involving country-wide, regional, or multifunctional teams.
Planning
Develops creative plans broad in scope and impact. Works with clients and IBM resources and leads the development and implementation of relationship, coverage and marketing strategies to achieve business objectives and assists others. Leverages channels of distribution to maintain and improve customer satisfaction and maximize revenue and profit. Sets/drives objectives for the team to exceed IBM business objectives.
Business Measurement
Activities are directly subject to business measurement including revenue, profit, customer satisfaction, market share, share of applicable client IT budget and installed base which directly affect revenue and profit.
Customer Satisfaction
Is viewed by the client as a reliable, valuable resource. Is responsible for the client's overall satisfaction with the business relationship. Proactive in improving customer satisfaction year to year wherever customer makes business.
Financials
Applies creativity to enhance revenues and profitability and to reduce department/team costs and expenses, thereby having favorable impact on functional and Business Unit objectives.
Value-Add (additional)
Monitors and maintains an awareness of all key IBM/Client activities, including the representation of client issues, needs concerns throughout IBM.
Communicates customer requirements to appropriate IBM solutions organization in a professional, efficient and timely manner.
Consistently delivers solutions which are highly valued by client and IBM and are considered as high impact, complex and strategic by both. Driver of opportunities in which IBM is considered to be the client's strategic business partner.

3.1.10.5 Position Title: Client Manager

Position Concept:

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

Skills

Applies expert knowledge of information technology and associated leading edge solutions related to the Client's business to attain function, business unit or country/ regional operations objectives. Has the required proficiency levels of the CRP skills.
Understands organizational resources, priorities, needs and policies.
Mentors others and provides guidance to the team on the attainment of the required skills proficiency levels and on achieving business objectives. Directly influences the team, clients and other IBM functions to attain team goals.
Leads negotiations effectively with clients and other IBM functions on projects/team goals for definition and setting of strategies to reach/exceed them.
Anticipates potential problems associated with account planning and/or customer solutions and lead/agree on the risk management plan for implementation of solutions.
Analyzes new and complex industry, technology, economic and competitive situations taking into consideration real client needs and problems. Evaluates potential solutions and leads IBM functions towards the adoption of optimum solutions. Agree on business assessment of solutions.
Agree with client and IBM functions on the steps involved to develop and implement client solutions including the set-up of a project management plan to ensure timely success.

Contribution/Leadership

Workscope
Qualifies and manages IBM opportunities. Guides and participates in the development of the solution and support strategy based on an in-depth understanding of the client's business, industry trends and directions, their competitors, their relative position in the industry and IBM capabilities in the client's environment. Manages large and complex opportunities.
Autonomy
A recognized expert inside and outside the client geography. Secures commitment and agreement on client solutions. Responsible for complex projects and decides on priorities and resources following general business unit directives by setting team objectives.
Vision
Has strategic vision of functional or business unit mission for effective implementation and has an in-depth understanding of the client's business and is able to determine areas where IBM's functional business segments can complement the client's business.
Influence
On large account- Owner of the client marketing team and creator of of the marketing strategy. Utilizes all internal IBM resources well and has strong influence on client's information systems strategy, often considered a teammate to the client's IS organization. Contributes possible inputs for the client's business strategy and plan. Has contributed to the client as a thought leader. Is influencing the client on ways IBM can become their strategic IS partner.
Leadership
Is the team leader of a large multifunctional client team or complex territory. Establishes , maintains and manages effective business relationships at both the functional and executive levels referencing successful business engagements, understanding and articulating what value IBM can bring to the relationship and creating new ideas to expand the business partnership. Is sought by the client executive team for input and direction . Leads multifunctional teams.

Impact on Business/Scope

Accountability
Directly responsible for overall department results involving revenue, profit and customer satisfaction, and for multifunction, country-wide or geographic teams projects.
Planning
Develops creative plans broad in scope and impact. Works with clients and IBM resources, leads the development and implementation of relationship, coverage and marketing strategies to achieve business objectives and assist others. Leverages channels of distribution to maintain and improve customer satisfaction and maximize revenue and profit. Sets objectives for the team to exceed IBM business objectives.
Business Measurement
Activities are directly subject to business measurement including revenue, profit, customer satisfaction, market share, share of applicable client IT budget and installed base. which directly affect revenue and profit.
Customer Satisfaction
Is viewed by the client as a business leader, a reliable and highly valued resource, and is responsible for the client's overall satisfaction with the business relationship. Proactive in improving customer satisfaction year to year wherever customer makes business.
Financials
Apply creativity to reduce department/team costs and expenses impacting functional and geographic achievements. Has a major impact on functional and Business Unit revenue and profit objectives.
Value-Add (additional)
Monitors and maintains an awareness of all key IBM/Client activities, including the representation of client issues, needs concerns throughout IBM. Consistently delivers solutions which are highly valued by client and IBM and are considered as high impact, complex and strategic by both. Driver of opportunities in which IBM is considered to be the client's strategic business partner.

3.1.10.6 Position Title: Client Executive

Position Concept:

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

Skills

Masters and applies expert knowledge of information technology and associated leading edge solutions and strategies related to the client's business to attain business unit, country/ area or international objectives. Masters the required proficiency levels of the CRP skills.
Understands and masters organizational resources, priorities, needs and policies.
Mentors others and engages in teamwork at the highest management and technical levels of IBM, client and other business parties if needed to attain personal, team and IBM business objectives.
Plans and conducts complex negotiations between IBM, client and other parties which result in appropriate and often long-term agreements and commitments.
Anticipates future client problems in account planning, industry and information technology trends and develops realistic visions and strategies based on risk management plans and copes with them by involving IBM geographic and global organizations.
Has in place successful product, market, business and/or technology strategies which meet IBM and client objectives.

Contribution/Leadership

Workscope
Identifies opportunities and develops IBM solution strategies. Manages and monitors many opportunities of varying complexities. Works with the executive team to position long term strategic issues and solutions. Works with resource coordinators/managers to ensure that appropriate quantity and quality of technical and services resources are deployed.
Autonomy
Performs at expert level with little/no management direction.
Vision
Has vision of overall IBM and client strategies. Develops accordingly a long term business relationship with the client providing total solutions to the client business needs.
Influence
Driver of client team and "team IBM" at all levels. Utilizes IBM resources as Key Client Value Add component. Major influencer of the client's information systems strategy and plan. Considered key thought leader by Client's senior management team and virtual teammate. Understands client's business, industry, strategy, and competition. Is sought out by client for advice on how IS can leverage the client's business problems and opportunities and how IBM can become a strategic IS partner to the client.
Leadership
Has total responsibility for very large client(s) which might be an international account(s). Establishes, maintains and coordinates an effective relationship with the client's executive management team and key decision makers/influencers. Considered peer manager and contributor within client's executive team.
Leads business unit, country, or international teams. Participates in industry and business related organizations, societies, conferences and other client related activities to maintain professional credibility and leadership. Leads by example and demonstrates the highest level of teamwork and professional qualities in all activities to enhance IBM's position in the marketplace.

Impact on Business/Scope

Accountability
Directly responsible for Business unit, country, or international assigned projects/objectives including revenue, profit and customer satisfaction.
Planning
Forecasts tactical and strategic business opportunities. Works with clients and IBM resources, leads the development and implementation of coverage and marketing strategies for the entire account or large multiple accounts to achieve business and client objectives and assists others. Leverages channels of distribution and resources across the enterprise geographically or globally, to maintain and improve customer satisfaction and maximize revenue and profit. Ensures overall linkages and execution of strategies developed on all customer locations. Sets objectives for the team.
Business Measurement
Activities are directly subject to business measurement including, in addition to resources, customer satisfaction, costs, expenses, revenue, profit, market share, share of client IT budget and installed base.
Customer Satisfaction
Has ultimate responsibility for high customer satisfaction. Results include increase in partnerships with and acquisitions from IBM and clients willingness to influence others to be partners with IBM.
Financials
Apply executive empowerment to optimize costs and expenses and revenue and profit.
Value-Add
Successfully markets and installs entire IBM portfolio of solutions of Hardware, Software, Services, Consulting and Financing Options. Consistently delivers solutions which are highly valued by Client and IBM and are considered as high impact, complex and strategic by both. Key driver of opportunities in which IBM is considered to be the Client's Strategic IS Partner and positions IBM to deploy core competencies and resources to the client's benefit in a highly visible way.

3.2 Chapter 13. General Business Relationship Profession

Subtopics:

3.2.1 General Business Relationship Profession Overview

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

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

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

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

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

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

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

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

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

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

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

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

Territory relationship positions require:

Outstanding in-depth knowledge of the client's vision, business objectives, strategies, organization plans and management system.
Exceptional business acumen that includes superior understanding of business, industry and economic trends.
High-level leadership, communication and problem-solving skills to command the confidence and respect of the client.
Knowledge of current and future IBM offerings and technologies.
Ability to work closely with the Segment Manager to ensure execution of market plans.
Skills in developing and applying telecoverage and telesales techniques in managing multiple clients within the territory.

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

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

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

3.2.2 Profession Structure

The General Business Relationship Profession consists of 5 positions:

Territory Representative
Advisory Territory Representative
Senior Territory Representative
Consulting Territory Representative
Territory Manager
Territory Executive

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

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

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

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

3.2.3 Characteristics of the Profession

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

Strong leadership ability
Effective communicator
Displays business acumen
Provides value add consulting
Oriented to client satisfaction
Understands internal IBM processes
Strong negotiation ability
Effective problem solving ability
Able to maintain territory control
Capable of developing a deep understanding of clients' business strategy / environment / competitors
Able to balance IBM and non-IBM resources
Capable of delegating account coverage to direct marketing
Able to rebalance the territory and change key account focus based on changes of potential opportunity.
Can represent IBM in the community and geography across many accounts and several industries.

3.2.4 Potential Candidates

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

Current representatives / managers
Current channels business units representatives
Sales specialists
New hires - campus
Marketing oriented headquarters staff
Professional hires
Inside sales representatives
Direct marketing

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

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

Figure 13-4. General Business Relationship Profession Career Possibilities

3.2.5 Career Growth

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

Relationship
- Territory Representative - (GB) General Business
  This position may lead to certification in the expert levels of Territory Manager/Executive
- Client Representative - ISU
  A GB Relationship Professional may elect, at some point within their career, to move to the Client Relationship Profession, and focus on fewer, larger clients.
Marketing/Sales
- Market Management
  A GB Relationship Professional with interest and skills in marketing in a particular industry or segment may choose to move to the Marketing Profession and pursue this career path.
- Direct Marketing Manager
  Although not in the General Business organization, Direct Marketing is an integral part of the General Business team, and a career opportunity in Direct Marketing may be a growth opportunity for GB relationship professionals.
- Sales Specialist
  This position can lead to certification and supports general business in several disciplines:
  - Products (mid-range or intermediate systems)
  - Industry solutions
  - Services
Consulting
- Consultant Profession
  Another potential career development plan would be to move to the Consultant Profession, and focus more on strategy and front-end problem solving.

3.2.6 Certification Nomination Guide

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

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

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

3.2.7 General Business Relationship Profession Skills Profile

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

The key skill categories for the profession are:

Client Environment
Business Acumen
Industry
IBM Environment
Project Management
Product/Technology/Services
Personal

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

Territory Representative
Territory Representative - Adv
Territory Representative - Sr
Territory Representative - Cons
Territory Manager
Territory Executive

Industry/Product Templates

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

Select the appropriate INDUSTRY Customer Classification (CC) and INDUSTRY Solution Area (SA) Discipline Template(s) for your environment, and add them to your Job Role Profile.
If you require additional skills in Products/Technology/Services, select and assign the appropriate Product-Specific Product Skills template(s), for example: "AS/400 PRODS-GENERAL PRODUCT SKILLS"

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

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

3.2.8 Professional Development

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

3.2.9 General Business Relationship Position Descriptions

Subtopics:

3.2.9.1 Position Title: Territory Representative

Position Concept:

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

Skills

Utilizes knowledge of the General Business function to maintain an effective business relationship with customer accounts within an assigned industry or geographic segment.
Receives guidance in identifying marketing opportunities by understanding the client's business, and its competitors.
Collaborates with others to understand business solutions and recommends solutions that support the successful implementation of a client's business strategy.
Requires the use of negotiation skills to reach general agreements with staff members and clients.
Reviews business solutions and offers alternatives that enhance and improve them.
Utilizes established marketing techniques to provide business solutions for assigned clients.
Reviews the client's business issues and recommends solutions or alternatives.
Demonstrates the skill proficiency levels for this profession position.

Contribution/Leadership

When assigned, works closely with their segment manager and other marketing professionals to execute business plans which are at a professional level.
Assists in the development of a hybrid coverage plan based on validated customer buying habits. Plans are reviewed by management or senior professionals. These reviews are considered part of their professional development.
Assists in the direction of activities of the hybrid marketing process ensuring quality resources are deployed to delight the customer, increasing IBM's market share and revenue.
Responds to client issues and concerns by ensuring the involvement of the proper IBM functions and has an influence on other members of the department by addressing these client issues.
Understands the department mission and vision as it applies to the incumbent's assignments.

Impact On Business/Scope

Participates in planning sessions, evaluates IBM's competitive advantages, and identifies potential areas of improvement. Assists in forecasting for short-term business volumes by using tools such as OMSYS, CRM processes, etc.
Develops customer satisfaction plans that identify dissatisfiers and develops plans to address those issues.
Assists in ensuring, that business controls - i.e., A/R, backlog management, bill accuracy, ship and install on time etc., are closely followed.
Utilizes quality principles in the development and assessment of all assignments.

3.2.9.2 Position Title: Advisory Territory Representative

Position Concept:

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

Skills

On a professional level utilizes knowledge of the General Business function in order to maintain relationships with the decision makers of accounts within an assigned industry or geographic segment(s).
Independently identifies and creates opportunities by understanding the client's business, competitors and position within the industry.
Articulates various approaches to business plans by recommending solutions that support the successful implementation of the client's business strategy.
Negotiates with specific objectives, client requests, commensurate with client expectations and consistent with IBM's delegation of authority.
Analyzes General Business client concerns and uses creative approaches in developing solutions.
Challenges the validity of business solutions and uses creative approaches to develop new solutions when needed.
Demonstrates the skill proficiency levels for this profession position.

Contribution/Leadership

Works closely with a segment manager and other marketing professionals to execute the segment go-to-market plan.
Develops a hybrid coverage plan based on validated customer buying behaviors.
Coordinates the activities of the hybrid marketing process by engaging the expertise of a small team of Sales Specialists, inside sales, Business Partners, direct marketing solutions reps/mgrs and all other marketing functions within the area.
Provides appropriate feedback to General Business management relative to client requirements and inputs to industry/product functions all pertinent information and trends that will enhance IBM's position in the marketplace.
Sets own priorities in managing client issues and concerns and ensures the involvement of the proper IBM functions, thereby bringing added value and cultivating a continuing customer relationship.
Provides advice to other marketing team members as required in order to meet business objectives.
Understands the General Business' mission and vision.

Impact On Business/Scope

Initiates and may lead planning sessions, evaluates IBM's competitive advantages, and identifies potential areas for improvement. Forecasts long- and short-term business volumes by using tools such as OMSYS, CRM processes, etc. Also will include the probability of a win or loss and the profitability to IBM.
Develops customer satisfaction plans that identify key dissatisfiers and plans to address those issues and sets goals to improve.
Ensures, that business controls, - i.e., A/R, backlog management, billing accuracy, ship and install on time, etc.- are closely followed and is held accountable for results that impact account activities.
May have budget responsibilities for special teams of marketing professionals.
Utilizes quality principles in the development and assessment of all assignments.

3.2.9.3 Position Title: Senior Territory Representative

Position Concept:

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

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

Skills

Develops new approaches to establish and maintain an effective relationship with clients by contacting senior management.
Utilizing an in-depth knowledge of segments and General Business techniques and develops hybrid coverage plans based on validated customer buying behaviors.
Leverages all Direct Marketing and Business Partner resources and negotiates goals and approaches to optimize profit and customer satisfaction and is held accountable for the results.
Analyzes a number of clients' business plans and applies a high degree of creativity to solve complex issues.
Advises other marketing professionals on General Business strategies and plans.
Identifies and executes solutions for complex problems associated with the General Business function.
Demonstrates the skill proficiency levels for this profession position.

Contribution/Leadership

Leads client strategy and planning sessions, evaluates IBM's competitive advantages and identifies potential areas for improvement. Identifies marketing opportunities and develops IBM solutions, including distribution and support strategies.
Works closely with segment managers and other marketing professionals to execute the segment strategy and go-to-market plan that affect other General Business teams. Understands the issues and makes trade-offs to accommodate other team members.
Defines activities and directs the activities of the hybrid marketing process by employing effective management techniques in order to ensure that the appropriate quantity and quality of technical and service resources are deployed.
Provides technical direction to less experienced professionals based on General Business marketing techniques.
Understands the General Business mission and vision.

Impact On Business/Scope

Influences the client's business strategies and the results are subject to business measurements established by the General Business management team.
Accountable for return-on-investment evaluations for a General Business senior management team on all General Business products and services. Provides appropriate feedback to IBM executives concerning client requirements.
Negotiates customer contracts involving others as necessary and ensures compliance by all parties (IBM, customer, partner). Has a significant impact on customer satisfaction.
Manages financial issues for IBM as they relate to pricing tools, cost formulation, profit generation and asset/resource utilization by using CRM processes.
Participates in the planning of General Business programs and strategies.
Utilizes quality principles in the development and assessment of all assignments.

3.2.9.4 Position Title: Consulting Territory Representative (if available)

Position Concept:

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

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

Skills

Understands and applies in-depth knowledge of the assigned industries, including trends and directions, forces driving the industries and their players, competitive environment, and extended enterprise relationships. Takes an active, leadership role in external industry associations/organizations.
Applies expert knowledge of information technology and associated leading edge solutions related to the clients' business to attain function, business unit or area objectives. Has the required proficiency levels of the Territory Relationship Profession skills.
Understands organizational resources, priorities, needs and policies.
Mentors others, providing guidance on the attainment of the required skills, their proficiency levels and on achieving business objectives. Directly influences the team, clients and other IBM functions to attain team goals.
Leads negotiations effectively with clients and other IBM functions on project/team goals for definition and setting of strategies to reach/exceed them.
Anticipates potential problems associated with account planning or customer solutions and leads/agrees on the risk management plan for implementation of solutions.
Analyzes new and complex industry, technology, economic and competitive situations, taking into consideration real client needs and problems. Evaluates potential solutions involving IBM functions, subcontractors, business partners and clients. Gains team agreement on business assessment of solutions.
Ensures that the client and IBM team agree on the steps involved to develop and implement client solutions including the set-up of a project management plan to ensure timely success.

Contribution/Leadership

Creates, qualifies and manages IBM opportunities. Guides and participates in the development of the solution and support strategy based on an in-depth understanding of the clients' business, industry trends and directions, their competitors, their relative position in the industry and IBM capabilities in the clients' environments. Engages various distribution channels effectively. Anticipates and responds to or escalates the clients' concerns on key projects. Manages complex opportunities.
A recognized expert in their clients' industry/business. Secures commitment and agreement on client solutions. Responsible for complex projects. Decides on priorities and resources; follows business unit's directives by setting team objectives commensurately.
Has strategic vision of functional or business unit mission for effective implementation and has an in-depth understanding of the clients' business and is able to determine areas where IBM's functional business segments or business partners can complement the clients' business.
Has responsibility for strategy and results on the sales teams with which he/she works. Utilizes all internal IBM resources well and has strong influence on the clients' information systems strategy. Contributes possible inputs for the clients business strategies/plans. Influences the clients on tways IBM can become their strategic IS partner.
Has positive impact and influence on the General Business Territory Relationship Profession as well as other team members. Is actively sought out to mentor other Territry Rep Professionals in industry acumen and industry solutions/offerings from IBM, its partners and competitors.
Key driver/team leader of complex territory. Establishes, maintains and manages effective business relationships at both the functional and executive levels referencing successful business engagements, understanding and articulating what value IBM can bring to the relationship and creating new ideas to expand the business partnership. Is sought by his/her clients' management teams for input and direction.
Is regarded as an industry role model with recognized impact within SMB. For at least one key industry, maintains industry expertise through internal and external education and disseminates this knowledge to others within SMB.

Impact On Business/Scope

Responsible for overall territory results involving revenue, profit and customer satisfaction, and as required for specific activities and/or projects involving country-wide, regional, or multifunctional teams.
Develops creative plans broad in scope and impact. Works with clients, business partners, and IBM resources and leads the development and implementation of relationship, coverage and marketing strategies to achieve business objectives; assists others in doing so, also. Leverages channels of distribution to maintain and improve customer satisfaction and maximize revenue and profit. Sets/drives objectives for his/her team to exceed IBM business objectives.
Activities are directly subject to business measurement (including revenue, profit, customer satisfaction, market share, share of applicable client IT budget, and installed base) and directly affect revenue and profit.
Is viewed by the clients as a reliable, valuable resource. Is responsible for the clients' overall satisfaction with their business relationship with IBM. Proactive in improving customer satisfaction year to year regardless of customers' buying decisions.
Uses creativity to enhance revenues and profitability and to reduce department/team costs and expenses, thereby having a favorable impact on functional and Business Unit objectives.
Monitors and maintains an awareness of all key IBM/Client/Business Partner activities. Represents client issues, needs, and concerns throughout IBM. Communicates customer requirements to appropriate IBM solutions organizations in a professional, efficient and timely manner. Consistently delivers solutions which are highly valued by client and IBM and are considered as high impact, complex and strategic by both. Drives opportunities in which IBM is considered to be the clients' strategic business partner.

3.2.9.5 Position Title: Territory Manager

Position Concept:

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

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

Skills

Establishes, maintains and coordinates an effective relationship with clients by understanding their priorities, policies and needs of the executive management team.
Utilizing an expert professional knowledge of the General Business function develops a hybrid marketing coverage plan for a major company or area.
Leverages all Direct Marketing and Business Partner resources and negotiates common goals and approaches to optimize profit and satisfaction. Negotiations result in agreements of all areas involved.
Gives guidance to other marketing professionals on General Business policies, strategies, and practices.
Anticipates future trends and potential problems associated with the General Business function and assesses their impact on the financial objectives for an area.
Demonstrates the skills proficiency levels for this profession
Identifies and analyzes unique and complex situations for major General Business clients and provides appropriate solutions.

Contribution/Leadership

Leads major client strategy sessions made up of multiple functions, evaluates IBM's competitive advantages and identifies areas of improvement. Identifies opportunities and develops IBM solutions, distribution and support strategies.
Has considerable latitude in directing the activities of the hybrid marketing process by employing effective management techniques in order to ensure that the appropriate quantity and quality of technical and service resources are deployed.
Works with and may give advice to segment managers in the execution of segment strategies and go-to-market plans.
Participates in the establishment of the General Business' mission and vision.
Acts as mentor to senior-level General Business professionals.
Influences client executives and exercises authority appropriate to client requests and consistent with IBM delegation of authority. Requires considerable tact and diplomacy.
Recognized throughout the General Business function as an expert.

Impact On Business/Scope

Impacts the client's General Business strategy by suggesting changes based on the partnership between IBM and the client. Results are subject to measurements established by the client and IBM.
Develops return-on-investment evaluations for the area's executive management team of all General Business products and services. Provides appropriate feedback to IBM executives concerning client requirements.
Manages multi-functional teams and programs that ensures an assigned General Business Area or a major company's marketing objectives are met.
Negotiates customer contracts for large complex accounts involving others as necessary and ensures compliance by all parties (IBM, customer, partner). Negotiations have considerable impact on customer satisfaction.
Manages major financial issues for IBM as they relate to pricing tools, cost formulation, profit generation and asset/resource utilization by using CRM processes.
Utilizes quality principles in the development and assessment of all assignments.

3.2.9.6 Position Title: Territory Executive

Position Concept:

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

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

Skills

Establishes, maintains and coordinates an effective relationship with major clients by advising the executive management team of leading edge programs and strategies.
Leverages all Direct Marketing and Business Partner resources and negotiates goals and approaches to optimize profit and customer satisfaction. Conducts complex negotiations with other marketing functions resulting in lasting agreements.
Creates innovative concepts that impact the business results in General Business.
Fosters a teamwork approach at the highest levels in order to achieve General Business goals and objectives.
Demonstrates the skill proficiency levels for this profession position.

Contribution/Leadership

Leads major client strategy sessions made up of senior professionals, evaluates the IBM's competitive advantages and identifies unique areas of improvement.
Has considerable latitude directing the activities of a complex hybrid marketing process by employing effective management techniques in order to formulate leading edge solutions that address issues that are critical to the General Business function.
Acts as mentor to senior level General Business professionals and develops mentorship programs for the General Business that may be used internationally.
Has considerable insight of General Business Strategies and is able to articulate them to senior IBM and senior client management. Contributes to the formulation of General Business' policies and practices.

Impact On Business/Scope

Has considerable impact on General Business and major client's long-term business strategies. These clients are typically operate internationally.
Develops return-on-investment evaluations for major product lines and advises executive management teams on all General Business products and services. Provides appropriate feedback to IBM executives concerning client requirements.
Negotiates customer contracts for major international accounts involving others and ensures compliance by all parties (IBM, customer, partner). Negotiations have considerable impact on customer satisfaction.
Contributes to the formulation of General Business area policies, practices, and strategies.
Utilizes quality principles in the development and assessment of all assignments.

3.3 Chapter 14. Sales Specialist Profession

Subtopics:

3.3.1 Sales Specialist Profession Overview

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

A primary measurement for this profession is revenue contribution.

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

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

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

3.3.2 Profession Structure

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

Sales Specialist
Advisory Sales Specialist
Senior Sales Specialist
Consulting Sales Specialist
Senior Consulting Sales Specialist

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

Subtopics:

3.3.2.1 Disciplines within the Profession

3.3.2.1 Disciplines within the Profession

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

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

AS/400
Network Computing (formerly Client/Server)
Networking Systems (hardware and software)
Personal Systems (PC Company, PC Server)
Printing Systems
RS/6000 (RS/6000, AIX, SP)
Storage Systems
System/390
Software (specialties listed below)
- Application Development
- Data Management
- Personal Systems
- Systems Management
- Transaction Systems
- Workgroup (office, publishing systems)
Availability Services
Customer Financing (formerly Financial Services)
Managed Operations / Business Recovery Services
Networking Services
Systems Integration/Application Development Services
Industry Solutions (aligned with industry units, specialties listed below)
- Banking, Finance, and Securities
- Distribution
- Education
- Government
- Healthcare
- Insurance
- Manufacturing
- Petroleum
- Process
- Telecommunications and Media
- Travel and Transportation
- Utility and Energy Services
- Cross Industry

3.3.3 Characteristics of the Profession

Sales specialists are focused on offerings. They work with client relationship or general business professionals, other professionals, and IBM Business Partners to match IBM solutions to the business needs of the customer. Their prime responsibility is to engage and close sales opportunities in their discipline or specialty area.
A sales specialist has the technical depth to understand IBM offerings and their application to specific customer projects. This professional also has the sales skill to develop strategy and present the value of the discipline offerings in appropriate detail to all levels of customer management, and to close business.
This professional is not expected to perform billable work.
This professional should have very strong discipline offering skills. At the lowest profession position, a sales specialist may first focus on a single offering, then broaden those skills to multiple offerings as experience is gained. This professional must also have very strong personal skills, particularly in communications and negotiation, and should have strengths in business acumen, particularly in applying financial sales strategies.

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

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

3.3.4 Potential Candidates

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

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

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

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

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

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

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

Figure 14-3. Sales Specialist Profession Career Possibilities

3.3.5 Career Growth

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

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

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

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

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

3.3.6 Certification Nomination Guide

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

3.3.7 Performance Elements

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

In summary, the performance elements are as follows:

Revenue contribution
Satisfaction of client and client team
Offerings objectives
Wins / losses
Profit

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

3.3.8 Sales Specialist Profession Skills Profile

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

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

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

(1) Replaced by an industry customer classification template.

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

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

+ Indicates critical skill for the profession.

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

Sales Specialist
Sales Specialist-Adv
Sales Specialist-Sr
Sales Specialist-Cons
Sales Specialist-Sr Cons

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

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

3.3.9 Professional Development

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

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

3.3.10 Additional Information

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

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

3.3.11 Sales Specialist Position Descriptions

Subtopics:

3.3.11.1 Position Title: Sales Specialist

Position Concept:

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

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

Skills

Develops and maintains technical sales knowledge of offerings in the discipline, along with financial and selling skills, to effectively handle routine assignments and to assist on more complex assignments, for opportunities within the territory. Demonstrates required proficiency levels for technical and sales skills, as defined for Sales Specialist.
Develops an understanding of sales processes, techniques and tools in the discipline, for the assigned territory. Examples of these techniques include, but are not limited to -- opportunity / territory management, availability management, network management, application development, cost justification, recovery services, acquisition management, performance management, service business management processes. With guidance, can apply these to specific customer situations.
Develops the ability to plan and execute an effective sales call, either individually or with others.
Acquires new information on selling techniques or discipline offering capabilities quickly, to enhance sales and professional effectiveness.
For selected offerings within the discipline, differentiates them from competitive alternatives.
Collaborates and negotiates with other local team members in matching IBM offerings to customer business requirements. Solutions are based on own discipline offerings, and include other offerings and appropriate terms and conditions, resulting in a final customer proposal. Helps to define acquisition alternatives which result in winning financial strategies.
With guidance, negotiates with customers to close the sale, in routine situations.
Assists in communicating new developments or announcements in the discipline / specialty to client relationship teams, IBM Business Partners and to customers within the assigned territory.
Recognizes job-related problems with discipline offerings, solutions, customer negotiations, or team relationships. Uses existing techniques or tools to analyze causes, and prepares and recommends solution alternatives to more senior sales specialists or local management.

Contribution/Leadership

Participates on teams of other related professionals to identify solutions to meet customer requirements.
Work is reviewed by more senior professionals and management for developmental purposes.
Understands the mission of the department in which assigned, and how the activities of sales specialists contribute to its success.
Implements defined sales activities in the discipline for the assigned territory or opportunity.

Impact On Business/Scope

Accountable for individual or team sales results, such as revenue or profit in the discipline, for the assigned territory.
Typically assigned to routine customers / opportunities.
Performs activities which positively impact customer satisfaction with solutions sold.
Establishes relationships with customers at the functional and higher levels within customer organizations.
Develops an understanding of the capabilities of IBM agents and other IBM Business Partners in the discipline, and with guidance uses them in appropriate situations.

3.3.11.2 Position Title: Advisory Sales Specialist

Position Concept:

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

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

Skills

Maintains in-depth technical sales knowledge of offerings in the discipline, along with financial and selling skills, that can be applied to most opportunities in the territory. Demonstrates required proficiency levels for technical and sales skills, as defined for Advisory Sales Specialist.
Maintains an understanding of sales processes, techniques and tools in the discipline, and uses them appropriately. Examples of these techniques include, but are not limited to -- opportunity / territory management, availability management, network management, application development, cost justification, recovery services, acquisition management, performance management, service business management processes.
Performs independently, without supervision, in engaging and closing assigned sales opportunities.
Understands the competition's offerings and plans. Can differentiate IBM offerings from competition to ensure winning in engagements.
Negotiates with team members to match discipline and other offerings to customer business problems, articulating and comparing alternative approaches, to design a total solution. Identifies most appropriate channels for delivery and support of solution. Recognizes opportunities to integrate other discipline offerings into a total solution. Knows when to transfer the opportunity to another IBM sales specialist or other resource if another discipline offering or resource is the most appropriate for the customer. Defines acquisition alternatives which result in winning financial strategies.
Negotiates with customer management, resulting in successfully closing the sale.
Communicates new developments or announcements in the discipline / specialty to client relationship teams, IBM Business Partners and to the customers within the assigned territory.
Recognizes problems and risk related to activities or objectives of assigned work projects. Independently generates solutions, based on own analytical skills and business judgements.
Applies creativity and judgment to solving customer business problems, in designing and selling solutions, and in other assigned activities.
Challenges the validity of given procedures and processes, such as those related to selling, opportunity management, etc., to enhance and improve them, or to develop complementary adjustments or solutions.

Contribution/Leadership

Works independently, or is a member of a large team, or leads small teams of other professionals (such as sales specialists, client relationship professionals, I/T specialists, IBM Business Partners) to design solutions for assigned customer opportunities.
Controls own work priorities and methods, and makes necessary trade-offs.
Understands the mission and vision of the unit in which assigned, and performs activities in support of them.
Provides input to and implements sales action plans in the discipline offering set for the assigned territory.

Impact On Business/Scope

Accountable for individual, team, or unit sales results, such as revenue and profit.
May be assigned to large customers / opportunities.
Plans and performs activities which have a positive impact on customer satisfaction.
Establishes relationships with customers at most levels of management. Advises customers on matters related to the discipline offerings.
Uses IBM agents and other IBM Business Partners in appropriate situations for opportunities in the discipline.
Recognizes and communicates offering requirements to IBM management or more senior sales specialists.

3.3.11.3 Position Title: Senior Sales Specialist

Position Concept:

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

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

Skills

Develops and maintains comprehensive technical sales knowledge in the discipline offerings, along with financial and selling skills, that can be applied to opportunities across the business unit. Demonstrates required proficiency levels for technical and sales skills, as defined for Senior Sales Specialist.
Maintains an in-depth knowledge of the discipline sales processes, techniques, and tools, and advises others on their use. Examples of these include, but are not limited to -- opportunity / territory management, availability management, network management, application development, cost justification, recovery services, acquisition management, performance management, service business management processes.
Advises other sales specialists within the discipline.
Maintains in-depth knowledge of competition's offerings, strategies, and plans. Effectively differentiates IBM offerings from competitive alternatives and creates customer preference for IBM offerings, based on that differentiation.
Negotiates with team members to define approaches and goals, especially as it relates to designing solutions to meet customer needs or defining sales action plans. Facilitates teams, where members have diverse backgrounds.
Effectively negotiates with multiple levels of customer management, resulting in successful closing of the sale.
Designs total integrated solutions including hardware, software and services, including offerings from other disciplines, to meet complex customer business requirements. Combines solutions with terms and conditions to create a final customer proposal. Ensures that the proposal delivered to the customer provides a workable solution.
Develops business and sales strategies for communicating new developments or announcements in the discipline to client teams, IBM Business Partners and to the customers within the assigned territory.
Recognizes complex problems relating to discipline offerings, customer sales engagements, business unit measurements. Analyzes situation and implements solutions, or develops new approaches or procedures. Assesses risk in terms of value and exposure to both IBM and customers.
Applies creativity and judgement in developmental work on complex opportunities, defining sales activities, or other projects within the business environment.

Contribution/Leadership

Leads teams of professionals (such as sales specialists, client relationship professionals, I/T specialists, IBM Business Partners), and provides ongoing technical and sales guidance, to design solutions for large or complex opportunities. Typically leads several opportunities concurrently.
Initiates selling activity where no relationship team or agent is involved. May be assigned to develop customer solutions where no precedent exists.
Understands the mission and vision of the sales function within the business unit and geography.
Utilizes expertise to directly influence people outside the business unit, such as in sales headquarters, product divisions.
Regularly participates in planning of sales strategies and objectives for the territory / business unit.

Impact On Business/Scope

Accountable for business unit sales results, and specific personal objectives, including revenue and profit, and for activities and project results of cross-functional sales teams.
Typically assigned to large/complex opportunities, where customers may be national, or otherwise significant.
Manages to a high level of customer satisfaction. Designs and implements plans to increase customer satisfaction with sales engagements and solutions.
Identifies new IBM agents and other IBM Business Partners appropriate to the discipline / specialty.
Represents customer issues and market requirements on discipline offerings to product divisions, service lines, or industry solution units.
Makes decisions on project costs or expenses relating to sales activities.

3.3.11.4 Position Title: Consulting Sales Specialist

Position Concept:

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

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

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

Skills

Maintains expert technical sales knowledge of discipline / specialty offerings, and has breadth of knowledge in related disciplines / specialties and other IBM and IBM Business Partner offerings. Maintains expert skills in engaging and closing sales opportunities, including in-depth financial acquisition skills. Demonstrates required proficiency levels for technical and sales skills, as defined for Consulting Sales Specialist.
Maintains expert knowledge of the management and/or sales processes, techniques, and tools associated with the discipline offerings, and guides others in their use. Identifies and implements improvements to them. Examples of these techniques and tools include, but are not limited to -- opportunity / territory management, availability management, network management, application development, cost justification, recovery services, acquisition management, performance management, service business management processes.
Guides and mentors less experienced sales specialists within the discipline.
Demonstrates expert knowledge of competition in the discipline -- the company, its strategies and its products / services. Effectively differentiates IBM offerings from competitive alternatives and creates customer preference for IBM offerings on that differentiation. Is the primary source of competitive knowledge within the assigned discipline and business unit.
Adapts communications and approaches to conclude negotiations with various teams of IBM, IBM Business Partner, and/or vendor resources, resulting in common agreements, to solve customer business requirements. Ensures that the relationship teams and IBM agents have a reasonable and sufficient knowledge of the discipline / specialty to help determine the preferred IBM offerings for customer requirements.
Applies creativity and judgement in designing total solutions to meet customer business requirements, based on own discipline offerings, and including those of other disciplines. This requires the coordination of any IBM resources, IBM Business Partner resources and/or outside vendors necessary to deliver the proposal.
Leads negotiations with the highest levels of customer management for the acquisition of the solution.
In-depth knowledge of business operations of area/country and geography. Understands organization resources, priorities, needs and policies that relate to staffing, engaging, and winning sales opportunities, and provides advice to management.
Analyzes complex/new sales situations, anticipating potential problems and future trends. Assesses risk and designs customer solutions / contracts or sales strategies to minimize risk to IBM and to the customer.

Contribution/Leadership

Leads multi-functional teams of other professionals (such as sales specialists, client relationship professionals, I/T specialists, I/T architects, and IBM Business Partners) to design solutions to meet complex or leading edge customer requirements. These opportunities are often one-of-a-kind, where it is possible to create and demonstrate value. Recognized within the geography or worldwide as an expert in the discipline, with significant knowledge in disciplines outside the area of expertise.
Based on business unit directives, has considerable latitude to define and decide on tools, processes, priorities, and resources required to design customer solutions and meet sales objectives. Often no precedent exists.
Has vision of the business unit mission and geography mission.
Represents complex / difficult customer issues and requirements, relating to the discipline offerings, throughout IBM. Influences people and organizations, including executive management, when issues require considerable diplomacy.
Anticipates direction of future discipline offerings, and future customers. Assesses opportunities, impacts, and risks of the new offerings on current and new customers.
Leads development of sales strategies for the business unit.

Impact On Business/Scope

Accountable for success of sales engagements involving multi- functional, area/country teams. Leads several opportunities at the same time.
Responsible for the overall success of the discipline offerings within the business unit. Assists in setting sales objectives for assigned business unit.
Assigned to customers / opportunities that are highly complex, competitive, leading edge, or difficult, or to development of strategic new territories.
Develops and implements strategies to build and maintain high customer satisfaction with sales engagements and IBM. Accountable for customer satisfaction with solutions sold.
Decisions on resources, revenue and profit from sales engagements impact business unit or area/country costs and expenses.
Maintains awareness of activities performed by, and high level relationships with, all IBM Business Partners and consultants within the territory. Advises IBM Business Partners on which offerings and skills can impact productivity and revenue attainment, and enhance solutions.

3.3.11.5 Position Title: Senior Consulting Sales Specialist

Position Concept:

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

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

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

Skills

Maintains expert technical and sales knowledge in multiple disciplines / specialties. Recognized as the expert by executives within the geography and within the discipline's worldwide development organization. Demonstrates required proficiency levels for technical and sales skills, as defined for Senior Consulting Sales Specialist.
Maintains expert knowledge of the management and/or sales techniques associated with the discipline offerings, along with the use of appropriate tools. Develops and implements new techniques and tools. Examples of these techniques include, but are not limited to -- opportunity / territory management, availability management, network management, application development, cost justification, recovery services, acquisition management, performance management, service business management processes.
Mentors less experienced sales specialists within and outside the discipline, and other professionals.
Recognized as the expert on the competition -- the companies or industries, their products / services, strategies, and directions. Effectively differentiates IBM offerings from competitive alternatives, and IBM from competitors, and creates customer preference, at the most strategic IBM customers, for the IBM company and IBM offerings on that differentiation. Is a primary source of competitive knowledge within the geography or globally, for the discipline.
Based on own knowledge of future trends, anticipates, creates and defines innovative and visionary solutions for leading edge or critical customer business requirements. Solutions address the most strategic requirements of the customer.
Exhibits teamwork at the highest levels of IBM and customer management in developing and selling solutions.
Plans and conducts complex negotiations, reaching lasting agreements and commitments with team members or customers, in any activities relating to discipline offerings. Plans and leads negotiations with the highest levels of customer management, for the acquisition of leading edge, total solutions.
Anticipates direction of future discipline offerings and the I/T industry, and assesses opportunities, impacts, and risks of the new offerings on current and new customers. Represents complex / difficult issues and requirements to executives throughout IBM.

Contribution/Leadership

Assigned to customers / opportunities that are highly visible or highly complex, competitive, leading edge, or difficult; or to develop strategic new territories or business opportunities. Assigned opportunities have executive visibility and review.
Leads business unit, geography, or international sales teams including sales specialists, client relationship professionals, I/T specialists, I/T architects, and IBM Business Partners, and others, to design international or worldwide solutions to meet the most demanding customer requirements.
Has vision of geography and worldwide IBM business strategies.
Internationally recognized as an expert and leader. Sought out by executive management. May be assigned to conduct strategic projects.

Impact On Business/Scope

Accountable for business unit or major country or international sales results. Ultimately responsible for the success of offerings from multiple disciplines / specialties, within the business unit or country.
Contributes to policy making, as it relates to discipline offerings or customer sales strategies, geography-wide or internationally.
Responsible for committing multiple resources and achieving the customer satisfaction, cost, expense, revenue, profit and other business measurements of critical importance at the business unit level, as they relate to selling customer solutions.
Responsible for quality output and value add for highly visible offerings within the discipline, and for future business development.

4.0 Services Professions

Subtopics:

4.1 Chapter 15. Consultant Profession

Subtopics:

4.1.1 Consultant Profession Overview

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

Subtopics:

4.1.1.1 Organizational Structure

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

4.1.1.2 Consultant Skills

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

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

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

4.1.2 Profession Structure

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

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

Figure 15-1. Consultant Profession Roadmap - #1

Figure 15-2. Consultant Profession Roadmap - #2

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

4.1.3 Characteristics of the Profession

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

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

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

Basic Consulting Skills
Fact finding and data collection, analysis, report writing, presentation skills, business acumen, ability to work well in a team based engagement environment, intellectual curiosity, good interpersonal skills.
Advanced Consulting Skills
Strong project management, client relationship skills, critical thinking and writing, business development, thought leadership and intellectual capital creation, practice development, communication skills - both written and oral, leadership skills, understanding of the financial impact of recommendations to a client's business, ability to work and lead in a team based engagement environment, strong business acumen.

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

4.1.4 Potential Candidates

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

College campus
Experienced hires from consulting firms
Internal transfers

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

Figure 15-3. Consultant Profession Career Possibilities

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

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

4.1.5 Career Growth

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

Figure 15-4. Dual Consulting Career Path

4.1.6 Certification Requirements

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

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

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

Skills
Experiences on Client Engagements (application of skills in client situations)
References of Client Satisfaction
Professional/Intellectual Capital Contributions

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

To be eligible for certification, a consultant must:

Be a member of an accepted practice in the IBM Consulting Group
Meet the experience criteria for the service line i.e., formal training and completion of three methodology-based engagements with the appropriate client satisfaction and individual performance evaluations.
Be nominated by a confirmed Principal.

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

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

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

Be part of an accepted practice that is financially viable, delivering IBM Consulting Group services,
Be certifiable or already certified, as a Consultant, I/T Architect, or Project Manager,
Demonstrate skill proficiency, especially in engagement management, intellectual capital management, selling, and professional staff development,
Understand your practice financial management, and competitive market dynamics,
Demonstrate commitment and contribution to the IBM Consulting Group and its values, i.e., sending in client satisfaction forms, monthly reports, engagement analysis summaries, and end-of engagement evaluations, etc.

4.1.7 Certification Nomination Guide

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

4.1.8 Performance Elements

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

4.1.9 Consultant Profession Skills Profile

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

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

4.1.10 Consulting Templates

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

Generic templates include what are commonly referred to as intangible skills, such as leadership and negotiation skills. Generic templates are also referred to as "fixed" templates. There is one generic template for the Consulting Profession which contains skills and skill levels for Research Associate, Associate Consultant, Consultant, Senior Consultant, Principal, and Executive Consultant.
Service line templates include service-line-specific skills. There is one set for each service line.
Industry templates include industry-specific skills. There is one set for each industry.
Product templates include product-specific skills. There is one set for each of the key product areas. This includes networking, personal systems, client server, systems software, and others.

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

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

Subtopics:

4.1.10.1 Generic Template

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

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

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

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

"RA" refers to Research Associate, template name Consultant-Research Associate
"AS" refers to Associate Consultant, template name Consultant-Associate
"CO" refers to Consultant, template name Consultant
"SC" refers to Senior Consultant, template name Consultant-Senior
"PR" refers to Principal, template name Consultant-Principal
"EX" refers to Executive Consultant, template name Consultant-Executive

4.1.10.2 Skill Template for IBM Consultant - Generic Template

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

Subtopics:

   4.1.10.2.1 Service Line Templates

4.1.10.2.1 Service Line Templates

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

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

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

Business Transformation (BT)
Information Technology Strategy (ITS)
Workflow Management
Management Technologies
Information Systems Management (ISM)
Networking
Business Recovery
Application Development Effectiveness (ADE)
Rapid Solutions (SI/AD)
Redevelopment/Year 2000 (SI/AD)
Object Technology (OT)

4.1.10.3 Skill Template for IBM Consultant - Service Line Templates

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

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

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

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

WORKFLOW MANAGEMENT

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

MANAGEMENT TECHNOLOGIES

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

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

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

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

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

APPLICATION DEVELOPMENT EFFECTIVENESS (ADE)

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

BUSINESS RECOVERY

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

NETWORKING

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

RAPID SOLUTIONS (SI/AD)

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

REDEVELOPMENT/YEAR 2000 (SI/AD)

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

OBJECT ORIENTED TECHNOLOGY

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

Subtopics:

   4.1.10.3.1 Consulting Template -- Example

4.1.10.3.1 Consulting Template -- Example

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

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

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

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

4.1.10.4 Skill Template for IBM Consultant - Profession Template

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

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

4.1.11 Professional Development

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

Also, refer to the Consulting Profession Career Planning Guide.

4.1.12 Consultant Position Descriptions

Subtopics:

4.1.12.1 Position Title: Research Associate

Position Concept:

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

Skills

Develops analytical, logical, verbal and written communication, and negotiation materials, based on accumulated skills, experience and education, aligned to specific engagement requirements. Demonstrates required skills proficiencies.
Has a basic understanding of consulting methodologies and business processes. Collaborates with engagement team members to carry out assigned duties.
Makes creative suggestions and negotiates with other professionals to present research findings in appropriate ways to support the engagement objectives.
Recognizes and articulates issues that arise during research or analysis for an engagement.
Is proficient in the use of the Consultant Workbench to perform data analysis, report writing or presentation material.
Has a thorough understanding of the Intellectual Capital Management system, and uses material to assist with preparation and recommendation of solution alternatives.
Relates findings to relevance of engagements. Challenges given procedures and processes with the intent to enhance and improve.

Contribution/Leadership

Works on assigned projects and specific engagements.
Work is often reviewed by Associate Consultants and other members of the engagement team for developmental purposes.
Understands the mission of the engagement team or practice, its market/Industry positioning, in relationship to own area of competence.
Operates as an effective and enthusiastic team member. May directly influence people in own engagement/team, in structure of analysis, report structure and content etc.
May coordinate the activities of support staff (e.g., graphics reproduction), or people from other departments during client engagements.

Impact on Business/Job Scope

Accountable for individual results, and for contributing to engagement results through production of accurate research and data.
Performs activities such as data gathering and analysis and report preparation that impact business results and/or client satisfaction.
Supports activities that impact engagement costs or expenses in relation to methods of collecting, analyzing and presenting data.

4.1.12.2 Position Title: Associate Consultant

Position Concept:

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

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

Skills

Utilizes consulting skills and business knowledge based on accumulated experience and education, aligned to practice business objectives. Demonstrates required skill proficiencies.
Acts as an independent professional, including interaction with clients and does not require close management supervision on IBM or client premises.
Operates as a team member, drawing upon the experience of other professionals within the engagement team and from other functions.
Is able to articulate and compare alternative approaches drawing from previous engagements, and recommend solutions. Draws upon existing intellectual capital and improves it. May create new intellectual capital.
Negotiates effectively with specific (given) objectives. Contributes to the definition of the engagement scope of work and outputs.
Recognizes problems related to the engagement objectives and suggests solutions.
Creativity, judgement and engagement management skills are applied to consulting engagements or phases of medium/large engagements in drawing conclusions from fact gathering and guiding clients.
Independently generates solutions, based on strong quantitative and analytical skills and business knowledge, and contributes to intellectual capital.
Challenges the validity of given procedures and processes to enhance and improve or develop complementary adjustments/ solutions.

Contribution/Leadership

Controls own work priorities and methods, for example tasks within engagement schedules, and analysis methods.
Understands and can articulate generic and Service Line methodology to client and engagement team members.
Understands practice business objectives. Is alert to opportunities for follow-on business with the client.
Specializes in a market/Industry. Provides advice in specialist market/Industry and Service Line (for example Transformation Consulting, Object Technology etc).
Manages routine engagement activities and leads small teams which may include people from other departments. Likely to be directing the activities of Research Associates.

Impact on Business/Job Scope

Accountable for individual results, (for example delivery of research, interview data, and presentations), and those of teams led.
Participates in engagement planning. Identifies, estimates and presents costs, schedules, and business risks associated with specific tasks or activities.
Works directly with clients to middle management levels. Supports activities that affect client satisfaction.
Supports activities that impact engagement costs or expenses in relation to the execution of client relationship skills, methods of conducting and presentation of data, identification of follow-on work.
May have budget responsibility for tracking costs/expenses on specific parts of engagements.
Associate Consultants are expected to be utilized in the 80% range.

4.1.12.3 Position Title: Consultant

Position Concept:

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

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

Skills

Uses in depth consulting skills and business knowledge based on accumulated experience and education, aligned to practice business objectives and processes. Uses knowledge to formulate hypotheses and test conclusions to determine appropriate solutions. Demonstrates required skill proficiencies.
Acts as a coach for Associate Consultants, Research Associates, peers, new hires and engagement participants from other IBM organizations. Specifically coaches in application of Service Line methodology, issue or hypothesis based consulting methods and intellectual capital creation and management.
Operates as a team member and team leader. Reports milestone or engagement phase progress to the Engagement Manager, and demonstrates leadership in the engagement team. Creates new intellectual capital, and improves existing intellectual capital. Consultants are expected to create more new intellectual capital than draw on existing material.
Negotiates effectively with the engagement manager and team members to define engagement scope of work and outputs, and contract-based phased approaches to achieving client objectives.
Recognizes and articulates complex problems related to the engagement and creates solutions to the hypothesis being developed.
Creativity and judgement are applied to consulting engagements in drawing conclusions from fact gathering.
Applies knowledge gained from each engagement to execute future tasks or engagements and contributes as intellectual capital.

Contribution/Leadership

Conducts projects defined by Principal/Practice Leader on special topics related to business objectives, such as market analysis, creation and management of intellectual capital etc.
Defines and decides, with the engagement manager, engagement objectives. Leads and guides the efforts of others in specific areas. Provides methodological leadership.
Understands department/function mission and vision. Is alert to opportunities for follow-on business with the client, including those outside the Consulting Group.
Influences people outside the immediate department/practice, through work with clients, business partners and other IBM organizations, and special projects or presentations to IBM and client management.
Operates autonomously with regard to complex issues, and leads and guides the efforts of others during client engagements.

Impact on Business/Job Scope

Accountable for results of teams led and for activities involving multi-functional teams.
Regularly participates in overall department planning. Identifies, estimates and presents costs, schedules, and business risks associated with specific client situations.
Works directly with clients to lower executive levels. Activities affect client satisfaction through face to face interaction with clients, quality of deliverables, etc.
Activities impact engagement costs or expenses in relation to the execution of client relationship skills, development of hypotheses, identification of follow-on work and presentation of the final report
Utilization is expected to be in the 70% range.

4.1.12.4 Position Title: Senior Consultant

Position Concept:

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

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

Skills

Has expert knowledge of practice, Consulting Group and matrixed organization operations and business objectives. Has in depth knowledge of market/Industry and Service Line. This knowledge is applied to engagements to ensure they are managed profitably to meet client expectations. Demonstrates required skill proficiencies.
Understands and can manage organizational resources, priorities, business objectives and policies; in the context of the matrix environment, to meet engagement deadlines.
Leads and mentors other Consultants, peers, experienced hires, and engagement participants from other IBM organizations.
Operates as a Engagement Manager. Presents engagement (phase) results to clients. Contributes to and manages the intellectual capital for the engagement.
Negotiates with clients to incorporate changes to client requirements in contracts and engagement scope. Negotiates with IBM organizations for resources.
Uses in depth knowledge of the client to develop sophisticated hypotheses and test various conclusions. Tests for depth, completeness, relevance.
Analyzes complex/new situations. Selects, tailors and applies formal methodologies to analyze client requirements, develop hypotheses, and draws conclusions/recommend solutions. Assesses business and technical impact of solutions. Applies previous engagement experiences to deduce future industry/market trends and possible solutions.

Contribution/Leadership

Manages projects on special topics such as intellectual capital creation and management, engagement management skills development etc related to business objectives
Direct accountability for the definition of and decisions concerning processes, priorities and resources for all engagements responsible for, in the matrix environment.
Defines and has vision of practice business strategy. Identifies and closes opportunities for follow-on business with the client, including those outside the Consulting Group.
Influences people and organizations, including executive management, when issues are complex/difficult and require considerable diplomacy.
Recognized as an expert in their field inside IBM across different organizations, and in their market/industry and Service Line.
Manages engagement teams including members from many IBM organizations and potentially other business partners. Sets engagement scope, timescales and deliverables and ensures all objectives are met profitably. Ensures fit with overall strategy.

Impact on Business/Job Scope

Accountable for engagements or programs involving multi-functional, international or cross-organizational teams.
Responsible for overall engagement success and profitability.
Manages engagement planning. Identifies, estimates and presents costs, schedules, and business risks associated with business development in specific segments.
Works directly with clients to top executive levels. Activities affect client satisfaction, as engagements represent significant investment by clients in services and changes in strategy.
Activities impact practice, business unit, Consulting Group or multiple departments' costs or expenses in relation to the execution of client relationship skills, engagement management, identification of follow-on work within the client and in the market/industry, and closing new opportunities.
Senior Consultant level utilization rates are expected to be in the 60% range. They are expected to identify opportunities and participate in closing contracts resulting in revenue equating to 60% x 2080 x hourly rate x 2. In the US, this would equate to approximately 600k US dollars.

4.1.12.5 Position Title: Principal

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

Position Concept:

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

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

Skills

Business unit, country, or international professional mastery related to operations, strategies, and objectives in leading edge or critical situations. Demonstrates required skill proficiencies.
Demonstrates teamwork and engagement management skills at the highest levels within Practice, across IBM organizations, and in client organizations.
Plans and conducts complex negotiations reaching lasting agreements and commitments.
Builds strong, long-lasting relationships with key client individuals.
Anticipates, creates and defines innovative and visionary concepts for clients and the practice, in a strategic environment.
Develops and implements Service Line, market, business or technology strategies with executive review.

Contribution/Leadership

Develops and communicates overall strategies for practice, Service Line, Consulting Group and other organizations as appropriate
Recognized as an expert and leader by practice members, related organizations, and multi-country organizations, often in several disciplines. Provides leadership for intellectual capital management.
Manages major engagements, practices or strategic departments.
Leads practice, country or international teams.

Impact on Business/Job Scope

Accountable for practice, major country, or international projects or engagements, with excellent client relationships at the highest levels.
Develops and implements Service Line, market, business or technology strategies with executive review.
Contributes to policy making across multiple IBM organizations, using consulting skills.
Responsible for committing multiple resources and achieving customer satisfaction, cost, expense, revenue, profit - any business measurements of critical importance.
Responsible for quality output/value add for highly visible leading edge engagements, services and future business development.
Principals are expected to be utilized in the 45% range. They are expected to identify opportunities and participate in closing contracts resulting in revenue of up to 45% x 2080 x hourly rate x 8. In the US, this would equate to approximately 2.5M US dollar revenue revenue per annum. Principals should generate business to utilize at least ten people.

4.1.12.6 Position Title: Executive Consultant

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

Position Concept:

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

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

Skills

Practices expert engagement management skills combined with in depth knowledge of market/Industry and Service Line. This knowledge is applied to engagements, in the use of existing intellectual capita and in the creation of new intellectual capital to meet and exceed client expectations. Demonstrates required skill proficiencies.
Has responsibility for building engagement teams, utilizing resources from several organizations, setting priorities, and meeting business objectives and policies; in the context of the matrix environment.
Actively mentors individuals and total engagements, transferring engagement and intellectual capital management skills to engagement participants from many IBM organizations, often across national borders. Assumes a key leadership role when in IBM executive positions.
Practices as an Engagement Manager. Presents engagement results to clients. Owns and manages the intellectual capital for the engagement.
Identifies changes in contract scope and ensures required changes are negotiated with clients and reflected in contracts to meet IBM profit objectives. Agrees optimum use of resources with clients and multiple IBM organizations.
Uses knowledge gained from previous engagements, knowledge of the market/industry, and own research to develop creative hypotheses and formulate conclusions.
Analyzes market/industry trends and economics to develop future strategies for IBM and client organizations. Understands the business impact of implementing future strategies.

Contribution/Leadership

Creates teams to develop new intellectual capital. Leads development of new methodologies to support IBM strategies, especially in IBM executive positions.
Owns all decisions regarding engagements, including issue definition, selection of appropriate hypotheses, development of conclusions and testing for financial viability.
Participates in the development of practice and IBM Consulting strategy. Identifies, qualifies and closes opportunities for follow-on business within client, including those outside the Consulting Group.
Articulates complex problems in various business environments in client and IBM organizations to affect change to meet market demands.
Recognized as an expert in their market/industry. Publishes on a regular basis and speaks at industry conferences. Has high visibility outside IBM.
Creates and manages engagement teams including members from many IBM organizations, clients, and business partners. Owns responsibility for all aspects of engagement success, and for ensuring that future engagements benefit from intellectual capital and experience gained. As an IBM executive, manages particularly complex engagement and client relationships.

Impact on Business/Job Scope

Accountable for engagements directly managed, and responsible for the success of mentored engagements.
Within the context of IBM business objectives, defines the scope, risk and profitability of engagements, as well as the viability of entering new markets/industries and geographies. Identifies and closes new business.
Develops lasting relationships based on mutual respect with clients to top executive levels. Influences client satisfaction with IBM through initial and follow on engagements representing significant investment or major changes in business strategies of clients.
Activities impact IBM Consulting strategy, especially in IBM executive positions, within the matrixed organization, specifically in the creation of new methodologies to support penetration of new markets.
Executive Consultant level utilization rates are expected to be in the 60% range. They are expected to identify opportunities and participate in closing contracts resulting in revenue equating to 60% x 2080 x hourly rate x5. In the US, this would equate to approximately 1.5M US dollars.

4.2 Chapter 16. Education Profession

Subtopics:

4.2.1 Education Profession Overview

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

Work proactively
Consider solutions beyond the traditional curricula and course response
Translate business needs into performance needs and select the most appropriate performance solutions.

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

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

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

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

Subtopics:

4.2.1.1 Business Strategy Summary

4.2.1.1 Business Strategy Summary

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

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

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

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

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

4.2.2 Profession Structure

The Education Profession consists of 5 positions:

Education Specialist
The Education Specialist applies experience and knowledge of one or more IT disciplines and a basic professional knowledge of education principles to increase the knowledge of clients. This would normally be achieved by instructional delivery or occasionally through development of basic educational materials.Is responsible for a thorough understanding of concepts taught/developed, including practical, hands-on experience with subject matter.
Advisory Education Specialist
The Advisory Education Specialist is a seasoned, experienced professional working on education services assignments of medium to large complexity. Will normally be highly skilled in own discipline in addition to at least one of the four areas of training specialization. May also have program management responsibility.
Senior Education Specialist
The Senior Education Specialist is an experienced Professional working on education assignments of a large and/or complex nature, and will have an outstanding record of success in this environment. Is instrumental in helping to formulate Education & Training policy and direction. Will have extensive experience in more than one of the four areas of education specialization. May also have significant program management responsibility.
Consulting Education Specialist
The Consulting Education Specialist works on large complex education assignments and is a key contributor to the success of the education business unit.
Senior Consulting Education Specialist
The Senior Consulting Education Specialist operates as an exceptionally experienced professional working on multiple large complex education assignments and is a key contributor to the success of the education business unit. Is expected to have responsibility for a very significant business stream from own personal activities. Operation scope would normally be at business unit, country, international or global projects level.

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

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

4.2.3 Characteristics of the Profession

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

INSTRUCTION encompasses instructor facilitated training.
DEVELOPMENT covers all tasks involved in preparing a training intervention.
PERFORMANCE CONSULTANCY involves working with clients to evaluate and define job performance needs and to lead the activities to achieve improvement.
CURRICULUM SPECIALIZATION includes defining market/customer requirements, determining training, and managing curriculum portfolio and financial parameters.

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

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

Perform in an education specialty area.
Be effective change agents, developers, teachers, facilitators and/or performance managers for their customers.
Manage training and performance support projects from design to development, delivery and measurement.
Implement skill management strategies and programs.

To accomplish these tasks, the Education Specialist will:

Use leadership skills to effectively manage the team(s).
Manage projects/managements to successful conclusions.
Provide in-depth expertise in the training and/or technical area of expertise.
Apply superior creative, analytical, written and verbal communication skills to assignments.
Incorporate appropriate methodologies in engagements/projects.

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

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

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

4.2.4 Potential Candidates

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

I/T Specialists
Marketing Specialists
Industry Specialists
Software Service Representatives
Programmers, Analysts
Application Developers
These candidates can come from the following organizations:
Service Organizations
Field Operations
Industry Sectors
External IT Enterprise

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

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

4.2.5 Career Growth

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

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

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

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

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

Figure 16-3. Education Profession Career Possibilities

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

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

4.2.6 Certification Nomination Guide

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

4.2.7 Performance Elements

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

Subtopics:

   4.2.7.1 Performance Elements Detail
   4.2.7.2 Role Comparison for Education Specialist

4.2.7.1 Performance Elements Detail

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

INSTRUCTION encompasses instructor facilitated training.
DEVELOPMENT covers all tasks involved in preparing a training intervention.
PERFORMANCE CONSULTANCY involves working with clients to evaluate and define job performance needs and to lead the activities to achieve improvement.
CURRICULUM SPECIALIZATION includes defining market/customer requirements, determining training, and managing curriculum portfolio and financial parameters.

Typically, Key Performance Elements could be:

Revenue
Cost Control
Performance Quotas
Profit
Education Product Delivery
Project Management
Customer Satisfaction

4.2.7.2 Role Comparison for Education Specialist

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

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

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

4.2.8 Education Profession Skills Profiles

Subtopics:

4.2.8.1 Skills Profiles Overview

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

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

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

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

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

4.2.8.2 Skills Profile - Details

Universal Skills: Education Specialist

CUSTOMER ENVIRONMENT

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

Universal Skills: Education Specialist

BUSINESS ACUMEN

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

Universal Skills: Education Specialist

INDUSTRY

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

Universal Skills: Education Specialist

IBM ENVIRONMENT

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

Universal Skills: Education Specialist

PROJECT MANAGEMENT

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

Universal Skills: Education Specialist

PRODUCT/TECHNOLOGY/SERVICES

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

Universal Skills: Education Specialist

PERSONAL

    _______________________________ ________________________________________  
   | Skills                        |  Profession Positions, with Associated | 
   |                               |              Skill Levels              | 
   |                               |________ _______ _______ _______ _______| 
   |                               |  Spec. |  Adv. | Senior| Cons. | Senior| 
   |                               |        |       |       |       | Cons. | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Leadership:  Set direction,   |    3   |   4   |   5   |   5   |   5   | 
   | communicate, learn, and model |        |       |       |       |       | 
   | effective leadership          |        |       |       |       |       | 
   | behaviors in dealing with     |        |       |       |       |       | 
   | individuals and teams and in  |        |       |       |       |       | 
   | managing business and/or      |        |       |       |       |       | 
   | processes.  Empower, coach    |        |       |       |       |       | 
   | and lead change.              |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Communication:  Effective     |    3   |   4   |   5   |   5   |   5   | 
   | exchange of pertinent         |        |       |       |       |       | 
   | information.                  |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Negotiation:  Prepares for    |    2   |   2   |   3   |   4   |   5   | 
   | and reaches agreement between |        |       |       |       |       | 
   | or among parties.             |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Problem Solving/Decision      |    3   |   4   |   4   |   4   |   5   | 
   | Making:  Analyzes problems    |        |       |       |       |       | 
   | and activities.  Specifies    |        |       |       |       |       | 
   | solutions and/or makes        |        |       |       |       |       | 
   | decisions.                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 

Subtopics:

   4.2.8.2.1 Specialization Skills:  Education Specialist - Development Specialization
   4.2.8.2.2 Specialization Skills:  Education Specialist - Instruction Specialization
   4.2.8.2.3 Specialization Skills:  Education Specialist - Performance Technology Specialization
   4.2.8.2.4 Specialization Skills:  Education Specialist - Curriculum Management

4.2.8.2.1 Specialization Skills: Education Specialist - Development Specialization

EDUCATION SKILLS

    _______________________________ ________________________________________  
   | Skills                        |  Profession Positions, with Associated | 
   |                               |              Skill Levels              | 
   |                               |________ _______ _______ _______ _______| 
   |                               |  Spec. |  Adv. | Senior| Cons. | Senior| 
   |                               |        |       |       |       | Cons. | 
   |_______________________________|________|_______|_______|_______|_______| 
   | PERFORMANCE ANALYSIS          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Conduct Performance Analysis: |    2   |   3   |   4   |   5   |   5   | 
   |                               |        |       |       |       |       | 
   | °   Analyze the business      |        |       |       |       |       | 
   |     problem/performance need  |        |       |       |       |       | 
   |     and determine the         |        |       |       |       |       | 
   |     solution - training or    |        |       |       |       |       | 
   |     non-training.             |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Use Performance Analysis      |    2   |   3   |   4   |   5   |   5   | 
   | Tools and Techniques:         |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Use assessment tools,     |        |       |       |       |       | 
   |     skills assessment tools   |        |       |       |       |       | 
   |     and data gathering        |        |       |       |       |       | 
   |     techniques.               |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Prescribe Solutions Based on  |    2   |   3   |   4   |   5   |   5   | 
   | Performance Analysis:         |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Prescribe solutions based |        |       |       |       |       | 
   |     on analysis results,      |        |       |       |       |       | 
   |     documenting the findings. |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | INSTRUCTIONAL DESIGN          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Analyze Delivery Methods &    |    3   |   4   |   5   |   5   |   5   | 
   | Techniques:                   |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Select the most           |        |       |       |       |       | 
   |     appropriate and efficient |        |       |       |       |       | 
   |     delivery method that      |        |       |       |       |       | 
   |     meets the expressed       |        |       |       |       |       | 
   |     business need.            |        |       |       |       |       | 
   | °   Apply Adult Learning      |        |       |       |       |       | 
   |     Principles.               |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Plan Instructional Design:    |    3   |   4   |   5   |   5   |   5   | 
   |                               |        |       |       |       |       | 
   | °   Define and develop plan   |        |       |       |       |       | 
   |     for curriculum, program,  |        |       |       |       |       | 
   |     course, lesson content,   |        |       |       |       |       | 
   |     learning activities,      |        |       |       |       |       | 
   |     learner interactions,     |        |       |       |       |       | 
   |     learner options and       |        |       |       |       |       | 
   |     performance levels.       |        |       |       |       |       | 
   | °   Estimate cost and perform |        |       |       |       |       | 
   |     justification.            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Write Enabling Objectives:    |    3   |   4   |   5   |   5   |   5   | 
   |                               |        |       |       |       |       | 
   | °   Develop enabling          |        |       |       |       |       | 
   |     objectives that meet task |        |       |       |       |       | 
   |     and task performance      |        |       |       |       |       | 
   |     level requirements.       |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Create measurement items  |        |       |       |       |       | 
   |     linked to terminal and    |        |       |       |       |       | 
   |     enabling objectives.      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Executive Systematic          |    3   |   4   |   5   |   5   |   5   | 
   | Instructional Design          |        |       |       |       |       | 
   | Approach:                     |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Execute established       |        |       |       |       |       | 
   |     systems approach to       |        |       |       |       |       | 
   |     education (SATE)          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | INSTRUCTIONAL DEVELOPMENT     |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Courses:              |    3   |   4   |   5   |   5   |   5   | 
   |                               |        |       |       |       |       | 
   | °   Create written materials  |        |       |       |       |       | 
   |     from design documents,    |        |       |       |       |       | 
   |     using instructional       |        |       |       |       |       | 
   |     strategies that enable    |        |       |       |       |       | 
   |     students to meet learning |        |       |       |       |       | 
   |     objectives.               |        |       |       |       |       | 
   | °   Create written technical  |        |       |       |       |       | 
   |     materials about complex   |        |       |       |       |       | 
   |     technical subjects.       |        |       |       |       |       | 
   | °   Create written scripts in |        |       |       |       |       | 
   |     conversational mode to    |        |       |       |       |       | 
   |     express instructional and |        |       |       |       |       | 
   |     attitudinal information.  |        |       |       |       |       | 
   | °   Employ products, aids,    |        |       |       |       |       | 
   |     methodologies and         |        |       |       |       |       | 
   |     procedures/guidelines     |        |       |       |       |       | 
   |     while writing             |        |       |       |       |       | 
   |     instructional materials.  |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Use Authoring                 |    3   |   4   |   5   |   5   |   5   | 
   | Tools/Technology:             |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Using authoring tools and |        |       |       |       |       | 
   |     technologies to create    |        |       |       |       |       | 
   |     instructional materials.  |        |       |       |       |       | 
   | Note:  Specific tools would   |        |       |       |       |       | 
   | be added here                 |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | INSTRUCTIONAL DELIVERY        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Prepare for Training Events:  |    2   |   3   |   3   |   4   |   4   | 
   |                               |        |       |       |       |       | 
   | °   Analyze previous course   |        |       |       |       |       | 
   |     evaluations, prioritize   |        |       |       |       |       | 
   |     changes needed and make   |        |       |       |       |       | 
   |     adjustments required.     |        |       |       |       |       | 
   | °   Set up classrooms and/or  |        |       |       |       |       | 
   |     labs to meet unique       |        |       |       |       |       | 
   |     course needs.             |        |       |       |       |       | 
   | °   Mange all aspects of      |        |       |       |       |       | 
   |     class coordination and    |        |       |       |       |       | 
   |     delivery.                 |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Deliver Training Events:      |    2   |   3   |   3   |   4   |   4   | 
   |                               |        |       |       |       |       | 
   | °   Take into account         |        |       |       |       |       | 
   |     learning styles, teaching |        |       |       |       |       | 
   |     methods, student skill    |        |       |       |       |       | 
   |     levels and student        |        |       |       |       |       | 
   |     personalities when        |        |       |       |       |       | 
   |     teaching.                 |        |       |       |       |       | 
   | °   Evaluate self, instructor |        |       |       |       |       | 
   |     and student performance   |        |       |       |       |       | 
   |     through questioning and   |        |       |       |       |       | 
   |     giving feedback.          |        |       |       |       |       | 
   | °   Execute closed-loop       |        |       |       |       |       | 
   |     feedback on any concerns. |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | EVALUATION                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Design Evaluation             |    3   |   4   |   5   |   5   |   5   | 
   | Instruments:                  |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Design evaluation         |        |       |       |       |       | 
   |     instruments linked        |        |       |       |       |       | 
   |     specifically to the       |        |       |       |       |       | 
   |     objectives.               |        |       |       |       |       | 
   | °   Use a variety of formats, |        |       |       |       |       | 
   |     questions, etc., when     |        |       |       |       |       | 
   |     designing evaluations at  |        |       |       |       |       | 
   |     all levels.               |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Apply Types of Evaluations:   |    3   |   4   |   5   |   5   |   5   | 
   |                               |        |       |       |       |       | 
   | °   Apply the 4 levels of     |        |       |       |       |       | 
   |     evaluation.               |        |       |       |       |       | 
   | °   Use formative and         |        |       |       |       |       | 
   |     summative evaluations.    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Analyze Evaluation Results    |    3   |   4   |   5   |   5   |   5   | 
   |                               |        |       |       |       |       | 
   | °   Draw conclusions and      |        |       |       |       |       | 
   |     implications from         |        |       |       |       |       | 
   |     evaluation data.          |        |       |       |       |       | 
   | °   Translate evaluation      |        |       |       |       |       | 
   |     results into required     |        |       |       |       |       | 
   |     actions.                  |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______|

4.2.8.2.2 Specialization Skills: Education Specialist - Instruction Specialization

EDUCATION SKILLS

    _______________________________ ________________________________________  
   | Skills                        |  Profession Positions, with Associated | 
   |                               |              Skill Levels              | 
   |                               |________ _______ _______ _______ _______| 
   |                               |  Spec. |  Adv. | Senior| Cons. | Senior| 
   |                               |        |       |       |       | Cons. | 
   |_______________________________|________|_______|_______|_______|_______| 
   | PERFORMANCE ANALYSIS          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Conduct Performance Analysis: |    2   |   3   |   3   |   4   |   5   | 
   |                               |        |       |       |       |       | 
   | °   Analyze the business      |        |       |       |       |       | 
   |     problem/performance need  |        |       |       |       |       | 
   |     and determine the         |        |       |       |       |       | 
   |     solution - training or    |        |       |       |       |       | 
   |     non-training.             |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Use Performance Analysis      |    2   |   3   |   3   |   3   |   4   | 
   | Tools and Techniques:         |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Use assessment tools,     |        |       |       |       |       | 
   |     skills assessment tools   |        |       |       |       |       | 
   |     and data gathering        |        |       |       |       |       | 
   |     techniques.               |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Prescribe Solutions Based on  |    2   |   3   |   3   |   4   |   5   | 
   | Performance Analysis:         |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Prescribe solutions based |        |       |       |       |       | 
   |     on analysis results,      |        |       |       |       |       | 
   |     documenting the findings. |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | INSTRUCTIONAL DESIGN          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Analyze Delivery Methods &    |    2   |   3   |   4   |   5   |   5   | 
   | Techniques:                   |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Select the most           |        |       |       |       |       | 
   |     appropriate and efficient |        |       |       |       |       | 
   |     delivery method that      |        |       |       |       |       | 
   |     meets the expressed       |        |       |       |       |       | 
   |     business need.            |        |       |       |       |       | 
   | °   Apply Adult Learning      |        |       |       |       |       | 
   |     Principles.               |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Plan Instructional Design:    |    2   |   3   |   4   |   4   |   5   | 
   |                               |        |       |       |       |       | 
   | °   Define and develop plan   |        |       |       |       |       | 
   |     for curriculum, program,  |        |       |       |       |       | 
   |     course, lesson content,   |        |       |       |       |       | 
   |     learning activities,      |        |       |       |       |       | 
   |     learner interactions,     |        |       |       |       |       | 
   |     learner options and       |        |       |       |       |       | 
   |     performance levels.       |        |       |       |       |       | 
   | °   Estimate cost and perform |        |       |       |       |       | 
   |     justification.            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Write Enabling Objectives:    |    2   |   3   |   4   |   5   |   5   | 
   |                               |        |       |       |       |       | 
   | °   Develop enabling          |        |       |       |       |       | 
   |     objectives that meet task |        |       |       |       |       | 
   |     and task performance      |        |       |       |       |       | 
   |     level requirements.       |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Create measurement items  |        |       |       |       |       | 
   |     linked to terminal and    |        |       |       |       |       | 
   |     enabling objectives.      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Executive Systematic          |    2   |   3   |   4   |   4   |   5   | 
   | Instructional Design          |        |       |       |       |       | 
   | Approach:                     |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Execute established       |        |       |       |       |       | 
   |     systems approach to       |        |       |       |       |       | 
   |     education (SATE)          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | INSTRUCTIONAL DEVELOPMENT     |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Courses:              |    1   |   2   |   3   |   3   |   4   | 
   |                               |        |       |       |       |       | 
   | °   Create written materials  |        |       |       |       |       | 
   |     from design documents,    |        |       |       |       |       | 
   |     using instructional       |        |       |       |       |       | 
   |     strategies that enable    |        |       |       |       |       | 
   |     students to meet learning |        |       |       |       |       | 
   |     objectives.               |        |       |       |       |       | 
   | °   Create written technical  |        |       |       |       |       | 
   |     materials about complex   |        |       |       |       |       | 
   |     technical subjects.       |        |       |       |       |       | 
   | °   Create written scripts in |        |       |       |       |       | 
   |     conversational mode to    |        |       |       |       |       | 
   |     express instructional and |        |       |       |       |       | 
   |     attitudinal information.  |        |       |       |       |       | 
   | °   Employ products, aids,    |        |       |       |       |       | 
   |     methodologies and         |        |       |       |       |       | 
   |     procedures/guidelines     |        |       |       |       |       | 
   |     while writing             |        |       |       |       |       | 
   |     instructional materials.  |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Use Authoring                 |    1   |   2   |   3   |   3   |   4   | 
   | Tools/Technology:             |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Using authoring tools and |        |       |       |       |       | 
   |     technologies to create    |        |       |       |       |       | 
   |     instructional materials.  |        |       |       |       |       | 
   | Note:  Specific tools would   |        |       |       |       |       | 
   | be added here                 |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | INSTRUCTIONAL DELIVERY        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Prepare for Training Events:  |    4   |   4   |   5   |   5   |   5   | 
   |                               |        |       |       |       |       | 
   | °   Analyze previous course   |        |       |       |       |       | 
   |     evaluations, prioritize   |        |       |       |       |       | 
   |     changes needed and make   |        |       |       |       |       | 
   |     adjustments required.     |        |       |       |       |       | 
   | °   Set up classrooms and/or  |        |       |       |       |       | 
   |     labs to meet unique       |        |       |       |       |       | 
   |     course needs.             |        |       |       |       |       | 
   | °   Mange all aspects of      |        |       |       |       |       | 
   |     class coordination and    |        |       |       |       |       | 
   |     delivery.                 |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Deliver Training Events:      |    4   |   4   |   5   |   5   |   5   | 
   |                               |        |       |       |       |       | 
   | °   Take into account         |        |       |       |       |       | 
   |     learning styles, teaching |        |       |       |       |       | 
   |     methods, student skill    |        |       |       |       |       | 
   |     levels and student        |        |       |       |       |       | 
   |     personalities when        |        |       |       |       |       | 
   |     teaching.                 |        |       |       |       |       | 
   | °   Evaluate self, instructor |        |       |       |       |       | 
   |     and student performance   |        |       |       |       |       | 
   |     through questioning and   |        |       |       |       |       | 
   |     giving feedback.          |        |       |       |       |       | 
   | °   Execute closed-loop       |        |       |       |       |       | 
   |     feedback on any concerns. |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | EVALUATION                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Design Evaluation             |    3   |   3   |   4   |   5   |   5   | 
   | Instruments:                  |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Design evaluation         |        |       |       |       |       | 
   |     instruments linked        |        |       |       |       |       | 
   |     specifically to the       |        |       |       |       |       | 
   |     objectives.               |        |       |       |       |       | 
   | °   Use a variety of formats, |        |       |       |       |       | 
   |     questions, etc., when     |        |       |       |       |       | 
   |     designing evaluations at  |        |       |       |       |       | 
   |     all levels.               |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Apply Types of Evaluations:   |    3   |   4   |   5   |   5   |   5   | 
   |                               |        |       |       |       |       | 
   | °   Apply the 4 levels of     |        |       |       |       |       | 
   |     evaluation.               |        |       |       |       |       | 
   | °   Use formative and         |        |       |       |       |       | 
   |     summative evaluations.    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Analyze Evaluation Results    |    3   |   4   |   5   |   5   |   5   | 
   |                               |        |       |       |       |       | 
   | °   Draw conclusions and      |        |       |       |       |       | 
   |     implications from         |        |       |       |       |       | 
   |     evaluation data.          |        |       |       |       |       | 
   | °   Translate evaluation      |        |       |       |       |       | 
   |     results into required     |        |       |       |       |       | 
   |     actions.                  |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______|

4.2.8.2.3 Specialization Skills: Education Specialist - Performance Technology Specialization

EDUCATION SKILLS

    _______________________________ ________________________________________  
   | Skills                        |  Profession Positions, with Associated | 
   |                               |              Skill Levels              | 
   |                               |________ _______ _______ _______ _______| 
   |                               |  Spec. |  Adv. | Senior| Cons. | Senior| 
   |                               |        |       |       |       | Cons. | 
   |_______________________________|________|_______|_______|_______|_______| 
   | PERFORMANCE ANALYSIS          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Conduct Performance Analysis: |    3   |   3   |   4   |   4   |   5   | 
   |                               |        |       |       |       |       | 
   | °   Analyze the business      |        |       |       |       |       | 
   |     problem/performance need  |        |       |       |       |       | 
   |     and determine the         |        |       |       |       |       | 
   |     solution - training or    |        |       |       |       |       | 
   |     non-training.             |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Use Performance Analysis      |    3   |   3   |   4   |   5   |   5   | 
   | Tools and Techniques:         |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Use assessment tools,     |        |       |       |       |       | 
   |     skills assessment tools   |        |       |       |       |       | 
   |     and data gathering        |        |       |       |       |       | 
   |     techniques.               |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Prescribe Solutions Based on  |    3   |   3   |   4   |   5   |   5   | 
   | Performance Analysis:         |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Prescribe solutions based |        |       |       |       |       | 
   |     on analysis results,      |        |       |       |       |       | 
   |     documenting the findings. |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | INSTRUCTIONAL DESIGN          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Analyze Delivery Methods &    |    2   |   3   |   3   |   4   |   5   | 
   | Techniques:                   |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Select the most           |        |       |       |       |       | 
   |     appropriate and efficient |        |       |       |       |       | 
   |     delivery method that      |        |       |       |       |       | 
   |     meets the expressed       |        |       |       |       |       | 
   |     business need.            |        |       |       |       |       | 
   | °   Apply Adult Learning      |        |       |       |       |       | 
   |     Principles.               |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Plan Instructional Design:    |    2   |   3   |   3   |   4   |   4   | 
   |                               |        |       |       |       |       | 
   | °   Define and develop plan   |        |       |       |       |       | 
   |     for curriculum, program,  |        |       |       |       |       | 
   |     course, lesson content,   |        |       |       |       |       | 
   |     learning activities,      |        |       |       |       |       | 
   |     learner interactions,     |        |       |       |       |       | 
   |     learner options and       |        |       |       |       |       | 
   |     performance levels.       |        |       |       |       |       | 
   | °   Estimate cost and perform |        |       |       |       |       | 
   |     justification.            |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Write Enabling Objectives:    |    2   |   3   |   3   |   4   |   5   | 
   |                               |        |       |       |       |       | 
   | °   Develop enabling          |        |       |       |       |       | 
   |     objectives that meet task |        |       |       |       |       | 
   |     and task performance      |        |       |       |       |       | 
   |     level requirements.       |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Create measurement items  |        |       |       |       |       | 
   |     linked to terminal and    |        |       |       |       |       | 
   |     enabling objectives.      |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Executive Systematic          |    2   |   3   |   3   |   4   |   5   | 
   | Instructional Design          |        |       |       |       |       | 
   | Approach:                     |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Execute established       |        |       |       |       |       | 
   |     systems approach to       |        |       |       |       |       | 
   |     education (SATE)          |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | INSTRUCTIONAL DEVELOPMENT     |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Develop Courses:              |    2   |   3   |   3   |   4   |   5   | 
   |                               |        |       |       |       |       | 
   | °   Create written materials  |        |       |       |       |       | 
   |     from design documents,    |        |       |       |       |       | 
   |     using instructional       |        |       |       |       |       | 
   |     strategies that enable    |        |       |       |       |       | 
   |     students to meet learning |        |       |       |       |       | 
   |     objectives.               |        |       |       |       |       | 
   | °   Create written technical  |        |       |       |       |       | 
   |     materials about complex   |        |       |       |       |       | 
   |     technical subjects.       |        |       |       |       |       | 
   | °   Create written scripts in |        |       |       |       |       | 
   |     conversational mode to    |        |       |       |       |       | 
   |     express instructional and |        |       |       |       |       | 
   |     attitudinal information.  |        |       |       |       |       | 
   | °   Employ products, aids,    |        |       |       |       |       | 
   |     methodologies and         |        |       |       |       |       | 
   |     procedures/guidelines     |        |       |       |       |       | 
   |     while writing             |        |       |       |       |       | 
   |     instructional materials.  |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Use Authoring                 |    2   |   3   |   3   |   3   |   4   | 
   | Tools/Technology:             |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Using authoring tools and |        |       |       |       |       | 
   |     technologies to create    |        |       |       |       |       | 
   |     instructional materials.  |        |       |       |       |       | 
   | Note:  Specific tools would   |        |       |       |       |       | 
   | be added here                 |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | INSTRUCTIONAL DELIVERY        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Prepare for Training Events:  |    2   |   3   |   3   |   4   |   4   | 
   |                               |        |       |       |       |       | 
   | °   Analyze previous course   |        |       |       |       |       | 
   |     evaluations, prioritize   |        |       |       |       |       | 
   |     changes needed and make   |        |       |       |       |       | 
   |     adjustments required.     |        |       |       |       |       | 
   | °   Set up classrooms and/or  |        |       |       |       |       | 
   |     labs to meet unique       |        |       |       |       |       | 
   |     course needs.             |        |       |       |       |       | 
   | °   Mange all aspects of      |        |       |       |       |       | 
   |     class coordination and    |        |       |       |       |       | 
   |     delivery.                 |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Deliver Training Events:      |    2   |   3   |   3   |   4   |   4   | 
   |                               |        |       |       |       |       | 
   | °   Take into account         |        |       |       |       |       | 
   |     learning styles, teaching |        |       |       |       |       | 
   |     methods, student skill    |        |       |       |       |       | 
   |     levels and student        |        |       |       |       |       | 
   |     personalities when        |        |       |       |       |       | 
   |     teaching.                 |        |       |       |       |       | 
   | °   Evaluate self, instructor |        |       |       |       |       | 
   |     and student performance   |        |       |       |       |       | 
   |     through questioning and   |        |       |       |       |       | 
   |     giving feedback.          |        |       |       |       |       | 
   | °   Execute closed-loop       |        |       |       |       |       | 
   |     feedback on any concerns. |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______|

4.2.8.2.4 Specialization Skills: Education Specialist - Curriculum Management

EDUCATION SKILLS

    _______________________________ ________________________________________  
   | Skills                        |  Profession Positions, with Associated | 
   |                               |              Skill Levels              | 
   |                               |________ _______ _______ _______ _______| 
   |                               |  Spec. |  Adv. | Senior| Cons. | Senior| 
   |                               |        |       |       |       | Cons. | 
   |_______________________________|________|_______|_______|_______|_______| 
   | EVALUATION                    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Design Evaluation             |    2   |   3   |   3   |   3   |   5   | 
   | Instruments:                  |        |       |       |       |       | 
   |                               |        |       |       |       |       | 
   | °   Design evaluation         |        |       |       |       |       | 
   |     instruments linked        |        |       |       |       |       | 
   |     specifically to the       |        |       |       |       |       | 
   |     objectives.               |        |       |       |       |       | 
   | °   Use a variety of formats, |        |       |       |       |       | 
   |     questions, etc., when     |        |       |       |       |       | 
   |     designing evaluations at  |        |       |       |       |       | 
   |     all levels.               |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Apply Types of Evaluations:   |    3   |   3   |   3   |   4   |   5   | 
   |                               |        |       |       |       |       | 
   | °   Apply the 4 levels of     |        |       |       |       |       | 
   |     evaluation.               |        |       |       |       |       | 
   | °   Use formative and         |        |       |       |       |       | 
   |     summative evaluations.    |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Analyze Evaluation Results    |    3   |   3   |   4   |   5   |   5   | 
   |                               |        |       |       |       |       | 
   | °   Draw conclusions and      |        |       |       |       |       | 
   |     implications from         |        |       |       |       |       | 
   |     evaluation data.          |        |       |       |       |       | 
   | °   Translate evaluation      |        |       |       |       |       | 
   |     results into required     |        |       |       |       |       | 
   |     actions.                  |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______|

4.2.9 Professional Development

Subtopics:

4.2.9.1 Core Skills Development

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

4.2.9.2 Technical Skills Development

There is further information in the I/T Specialist Profession on specific IBM product and technical skills that are relevant in those areas for education Specialists. These roadmaps should be used with management guidance on specific skill development activities in the education business.

4.2.9.3 Education Skills Development

Refer to the sections in this guide on Career Growth and Performance Elements. Extensive Programs are being developed for release in 1996.

4.2.10 Education Position Descriptions

Subtopics:

4.2.10.1 Position Title: Education Specialist

Position Concept:

There are four areas of Education specialization:

INSTRUCTION encompasses instructor facilitated training.
DEVELOPMENT covers all tasks involved in preparing a training intervention
PERFORMANCE CONSULTANCY involves working with clients to evaluate and define job performance needs and to lead the activities to achieve improvement.
CURRICULUM SPECIALIZATION includes defining market/customer requirements, determining training curriculum, and managing curriculum portfolio and financial parameters.

An individual may operate in one or more of these areas of specialization depending on local business need. However, the Education Specialist is most likely to concentrate on Instruction, and Development.

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

Skills

Utilizes basic knowledge of education concepts combined with theoretical and practical experience of one or more IT disciplines to instruct clients or develop basic educational materials/services. Demonstrates the required proficiency level for the position.
Collaborates with others, mainly within own department, to work with instructional and other given materials to carry out assigned tasks.
Receives guidance from manager or more experienced education professionals on practical and theoretical problems associated with the most effective delivery of knowledge gain, in support of department / team business goals.
Uses some negotiation skills in dealing with others while conducting assigned tasks.
Recognizes job-related problems, and articulates proposed solutions to management for guidance in resolution.

Contribution/Leadership

Works with and supports other team members to achieve department/team objectives assigned by the education team leader.
Regularly reviews work with manager/team leader to receive developmental feedback.
Understands the mission and objectives of own work group and closely related areas within the training function.
May directly influence customers and others in the sphere of own operation.
Position may require some coordination of activities of others, e.g., suppliers or vendors, in the course of assigned duties.

Impact on Business/Job Scope

Accountable for the delivery of high quality education services from own team/self. Customer satisfaction is measured - e.g., knowledge gained, performance enhanced, etc.
Will generally work with clients, responsible for an identified part of education services delivery - e.g., course delivery, material development, performance enhancement etc. This will clearly relate to business results.
May support activities that have immediate cost or expense impact, e.g., dealing with external materials, suppliers, vendors.

4.2.10.2 Position Title: Advisory Education Specialist

Position Concept:

There are four areas of Education specialization:

INSTRUCTION encompasses instructor facilitated training.
DEVELOPMENT covers all tasks involved in preparing a training intervention
PERFORMANCE CONSULTANCY involves working with clients to evaluate and define job performance needs and to lead the activities to achieve improvement.
CURRICULUM SPECIALIZATION includes defining market/customer requirements, determining training curriculum, and managing curriculum portfolio and financial parameters.

An individual may operate in one or more of these areas of specialization depending on local business need.

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

Skills

Understands and applies education performance technology methodology to determining, creating and/or deploying customer solutions. Demonstrates the required proficiency level for the Advisory position.
Works effectively with other team members. Participates fully in achieving group/unit business goals with minimal management guidance.
Negotiates effectively with team members (vendors, subcontractors, customers and IBMers from other functional areas) to achieve specified objectives.
Recognizes job related problems and independently develops solutions.

Contribution/Leadership

Works with, or may lead small training cross-functional teams to achieve performance objectives.
Understands the mission of own work group and related areas within the training function and ensures achievements are fully supportive of them.
Provides advice in own sphere of training specialization, through work with customers, vendors and subcontractors and presentations on business-related topics to IBM and customer staff.
Controls own work priorities.

Impact on Business/Job Scope

Accountable for results of training activities of own team / self and for the impact of those results.
Participates in overall department program planning and contributes by supporting activities that are subject to business measurement.
May have budgetary responsibilities.

4.2.10.3 Position Title: Senior Education Specialist

Position Concept:

There are four areas of Education specialization:

INSTRUCTION encompasses instructor facilitated training.
DEVELOPMENT covers all tasks involved in preparing a training intervention
PERFORMANCE CONSULTANCY involves working with clients to evaluate and define job performance needs and to lead the activities to achieve improvement.
CURRICULUM SPECIALIZATION includes defining market/customer requirements, determining training curriculum, and managing curriculum portfolio and financial parameters.

An individual may operate in one or more of these areas of specialization depending on local business need.

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

Skills

Utilizes advanced performance technology methodologies to guide and influence other education professionals in determining, creating, and/or deploying customer solutions. Demonstrates the required proficiency level for the Senior position.
Works and negotiates effectively with team members (vendors, subcontractors, customers and IBMers from other functional areas) to define team objectives and approaches for attaining them.
Recognizes and analyses complex problems and then creates and implements innovative solutions involving technology and education methodology.

Contribution/Leadership

Leads training cross-functional teams to achieve performance objectives assigned by the education leader.
Understands entire training function mission and applies this understanding in assigned activities.
Influences people outside immediate department, through work with customers, vendors and subcontractors and presentations on business-related topics to IBM and customer management.
May manage all aspects of significant projects or teams.

Impact on Business/Job Scope

Accountable for results of activities involving cross-functional teams within the training function.
Regularly participates in training function program planning and has a direct impact on customer satisfaction, business measurements, and financial objectives.

4.2.10.4 Position Title: Consulting Education Specialist

Position Concept:

There are four areas of Education specialization:

INSTRUCTION encompasses instructor facilitated training.
DEVELOPMENT covers all tasks involved in preparing a training intervention
PERFORMANCE CONSULTANCY involves working with clients to evaluate and define job performance needs and to lead the activities to achieve improvement.
CURRICULUM SPECIALIZATION includes defining market/customer requirements, determining training curriculum, and managing curriculum portfolio and financial parameters.

An individual may operate in one or more of these areas of specialization depending on local business need.

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

Skills

Understands and applies knowledge of function, business unit or country objectives. Demonstrates the required proficiency level for the Consulting position.
Understands organizational resources, priorities, needs and policies.
Guides other professionals. Mentors others in the Education profession. Provides guidance to team members in area of new or complex education activities and/or management techniques.
Leads negotiations with engagement partners and team members (vendors, subcontractors, customers, IBMers from other functional areas) to define business goals and strategies for attaining them.
Anticipates potential problems. Develops and leads execution of major education business activities.
Understands future customer, industry and information technology trends. Applies this understanding to develop current business and to identify opportunities for future business.
Analyzes new and complex situations. Selects, tailors and applies a wide range of techniques to analyze customer needs and develop education solutions. Evaluates potential solution elements and selects most appropriate elements. Assesses both short and medium term business impact of solutions.
Lead the implementation of solutions or provide expert guidance to the education team(s) involved.

Contribution/Leadership

Conducts special projects. Participates in exploratory activities in new market sectors, application solutions, technologies and the use of business partners.
Leads selection of new education offerings in new markets
Exhibits strategic vision of functional or unit mission and applies vision in all activities.
Influences people and organizations, including client and IBM executive management, on issues related to education and business.. Is respected as a technical leader / subject matter expert inside and outside own organization.
Leads teams in the solution of new and complex problems. May serve as project manager.
Leads multifunctional teams. Identifies needs for expertise outside own area, gets commitment of needed resources, and effectively applies the expertise of team members to the enhancement of the education business.

Impact on Business/Job Scope

Accountable for projects or programs involving multifunctional, country-wide or regional teams.
Responsible for the successful implementation of a solution, or of a major portion of a very large solution, within identified cost, schedule and functional requirements.
Leads assessment of cost, schedule and dependencies associated with education solution development.
Has overall responsibility for successful training solutions, programs, and the performance model to achieve business measurements, including financial and customer targets.

4.2.10.5 Position Title: Senior Consulting Education Specialist

Position Concept:

There are four areas of Education specialization:

INSTRUCTION encompasses instructor facilitated training.
DEVELOPMENT covers all tasks involved in preparing a training intervention
PERFORMANCE CONSULTANCY involves working with clients to evaluate and define job performance needs and to lead the activities to achieve improvement.
CURRICULUM SPECIALIZATION includes defining market/customer requirements, determining training curriculum, and managing curriculum portfolio and financial parameters.

An individual may operate in one or more of these areas of specialization depending on local business need.

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

Skills

Applies professional mastery to develop solutions in leading edge or critical situations, in education business of strategic significance. Demonstrates the required proficiency level for the Senior Consulting position.
Fosters and engages in teamwork at the highest management and technical levels of IBM, customer, vendor and subcontractor organizations. This leads to lasting agreements and commitments amongst all involved.
Anticipates future customer, industry and information technology trends. Applies this understanding to develop a strategic vision which influences business area, country or international strategic objectives.

Contribution/Leadership

Develops and implements training offerings and strategies with executive review.
Articulates vision of long term IBM, industry and technology directions which guides training business area strategy.
Recognized as an expert and a leader by the training professionals and multicountry organizations both within IBM, and outside.
Leads business unit, functions, special projects country, or international teams.

Impact on Business/Job Scope

Accountable for business unit, major country and global projects and programs.
Contributes to policy-making, at a global level, and coordinates executive review.
Responsible for committing multiple resources and achieving customer satisfaction, cost, expense, revenue and other critical business measurements.
Responsible for quality output / value add for highly visible products and services and future business development.

4.3 Chapter 17. IT Architect Profession

Subtopics:

4.3.1 IT Architect Profession Overview

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

The IT Architect's primary responsibilities include the following:

Designs solutions to meet client requirements
- Identifies alternative solutions and solution elements.
- Evaluates alternatives for compliance with overall cost, schedule and technical requirements.
- Ensures that the solution design meets client needs
Directs and sizes design activities
Influences client executives on design decisions
Develops specifications for new products, applications and services offerings
Maintains a visible profile and respected reputation in the industry
Acts as a mentor to future IT architects
Represents IBM to the client and other external organizations on technical matters

In the course of an engagement or as requested by the client, the IT Architect may be required to work in other parts of the services lifecycle, supporting and providing guidance to other services professionals:

Collaborates with consultants in defining business and integration requirements and strategy
Provides technical leadership to IT Specialists in the implementation phase
Collaborates with the project manager throughout the design, implementation, or operation phases of a project

At all times, the IT Architect is responsible for developing and improving his or her skills. He or she is also responsible for performing the role of mentor to other technical professionals who aspire to become IT Architects, sharing successful architectures and design techniques with peers, reviewing the designs of other projects and representing IBM at external events.

4.3.2 Profession Structure

The individual's career as an IT Architect begins at what is called the "Senior" level in other services professions, and progresses through the Consulting and Senior Consulting levels. This generally means that the IT Architect developed his/her application and system skills in another profession prior to becoming an IT Architect.

Responsibilities at the entry level generally involve growth from already strong technical system / application implementation skills to architectural problem-solving and decision making skills, either as lead architect on a small to medium-sized project, or under the direction of a more senior architect on a large or complex project. Certification, which is generally a prerequisite to entry to the consulting level, marks the validation by the IT Architect's professional peers that he/she has attained the fundamental skills required of all members of the profession.

As the IT Architect develops architectural skills, he/she begins to take on the solution of more difficult and complex client problems, and to take increased project leadership responsibility. At the more senior levels, the professional IT Architect may have marketing and/or business responsibility. The IT Architect may be either management or non-management.

As in other professions, certified and advanced professionals will be expected to provide technology or competency leadership and mentoring to less experienced members of the profession.

Figure 17-1 in topic 4.3.2.1 summarizes the requirements of each position of the profession and the developmental requirements for progression within the profession. Detailed position descriptions can be found in "IT Architect Position Descriptions" in topic 4.3.11.

Subtopics:

4.3.2.1 IT Architect Areas of Specialization

The IT Architect profession requires broad skills in multiple technologies and methodologies, but in addition it is expected that the IT Architect will have specialized skills in one or more areas.

It is also expected that an IT Architect may master additional specialized skill sets over time to remain competitive in a changing business and technical environment. In very general terms, the IT Architect's current specialization is determined by the major focus of the IT Architect's current and recent assignments. The major areas of specialization include:

    _________________ ______________________________________________________  
   | Application     | Focus is on customer-specific application design and | 
   | Development     | implementation.                                      | 
   |_________________|______________________________________________________| 
   | Networking      | Focus is on system wide networking solutions design  | 
   |                 | and implementation.                                  | 
   |_________________|______________________________________________________| 
   | Systems         | Focus is on multi-vendor hardware and software       | 
   | Integration     | design, integration and implementation               | 
   |_________________|______________________________________________________| 
   | Systems         | Focus is on the system hardware/software design and  | 
   | Management      | operational management.                              | 
   |_________________|______________________________________________________| 
   | Client/Server   | Focus is on distributed computing solutions,         | 
   | Architect       | including hardware, software, and databases.         | 
   |_________________|______________________________________________________|

Figure 17-1. IT Architect Profession Roadmap

4.3.2.2 Application Development Architect

The Application Development Architect is responsible for supporting the definition of business strategies, processes, IT architectures and platforms for solution development, application maintenance and data management activities.

The Application Development Architect is also responsible for transforming client requirements and process models into plans, processes and IT solutions which include hardware, software, network and data specifications. Activities include technical planning, make vs. buy assessment, reviews, development of architecture, and modification of specifications for application solution components. Application Development Architects, in addition to their broad technical background, will have a tendency to focus their design and development efforts in one of the following specialties and the tools required to operate in that environment: Traditional (Host based) Development, Client/Server, Object Oriented, Imaging Solutions, or Rapid Solutions.

4.3.2.3 Network Architect

The Network Architect is responsible for the development of networking solutions, including definition of network strategies and architectures, and of plans for installation and operation of network facilities.

In addition, responsibilities range from requirements analysis to performing, directing, and managing the technical and business activities associated with translating client requirements into an integrated network solution. Activities include technology selection, network strategy definition, analyzing client requirements, developing and managing the network capacity plan, and providing marketing support for network contracts.

4.3.2.4 Systems Integration Architect

The Systems Integration Architect is responsible for the analysis and definition of a client's business problem. The SI Architect documents and transforms those requirements into a comprehensive technical solution and possesses a high degree of technical competence in designing solutions that contain a wide mix of hardware, software, network and service components. The SI Architect understands all the elements required to architect, design, build, test, install, operate and maintain a complex system that requires a variety of resources provided by IBM, IBM subsidiaries, subcontractors, and clients.

In addition, responsibilities of the SI Architect include creating solutions from standard product offerings and designing unique solutions for highly complex client requirements. Activities include participating in engagement teams, creating solution strategies, developing solutions, reviewing proposed solutions, and mentoring less experienced personnel in Systems Integration methodologies, disciplines, and processes.

4.3.2.5 Systems Management Architect

The Systems Management Architect is responsible for the definition of strategies and architecture for complex information systems, including central processors, peripherals, servers, end user systems, and system management software. Activities include: managing the operation of centralized and distributed systems, problem determination, scheduling, and performance and capacity optimization.

Responsibilities range from large and moderately complex system designs, development of implementation plans, analysis, and coordination of a large, possibly distributed, information system environment to providing technical guidance and recommendations while addressing client requirements in a very large and complex, possibly distributed, information system environment.

4.3.2.6 Client/Server Architect

The IT Architect specializing in Client/Server Solutions is responsible for the definition of distributed systems solutions and strategies for migration to these solutions.

The IT Architect Specializing in Client/Server solutions has a broad knowledge of the Networking, Application Development, Systems Integration and Systems Management Disciplines. Solutions begin with understanding of client business problems and determination of the solution (client / server or otherwise) which best addresses the client's present and future IT needs.

In addition, responsibilities range from requirements analysis to performing, directing, and managing the technical and business activities associated with translating client requirements into an integrated distributed solution. Activities include technology selection, migration strategy definition, analyzing client requirements, developing and managing capacity plans for the system, selection of development tools and methodologies and providing marketing support for client/server contracts.

4.3.3 Characteristics of the Profession

The IT Architect's primary concern is the formulation of cost-effective solutions which meet the client's business need and which can be effectively implemented. In order to perform effectively, IT Architects must have the following characteristics:

Work effectively in the client environment.
In order to formulate effective solutions, the IT Architect must understand the client's strategic goals and business processes. The IT Architect must gain an understanding of the client's organization and form relationships with end-users and decision-makers which allow the IT Architect to gain knowledge of the client's real requirements and to gain acceptance for proposed solutions.
Work effectively in the IBM environment.
The IT Architect must know IBM products and services strategies and be able to communicate them to the client in such a way as to help the client make critical business decisions and to create confidence in the robustness and quality of the proposed solution. The IT Architect must have extensive relationships throughout IBM which can be used to help solve technical and resource problems as they arise, and as a source of knowledge which can be applied in the creation of solutions.
Possess broad knowledge of the industry in which the client need exists.
In addition to understanding the client's business processes, the IT Architect must be knowledgeable about the industry in which the client operates, including competitors, industry directions, and OEM products and services within the industry which might contribute to a solution.
Possess and apply business skills.
The IT Architect must understand the financial implications of proposed solutions, both to the client and to IBM, and must be able to assist the client in making an effective business case for the proposed solution.
Possess and apply project management skills.
The IT Architect must be able to assist the project manager in project planning, tracking and reporting, and identification and management of risk. On some engagements the IT Architect may, in fact, act as the project manager, and therefore must possess extensive project management skills.
Have extensive knowledge of applicable products, technology, services methodology and tools, and be able to apply this knowledge in the formulation, evaluation and selection of solution alternatives.
The IT Architect's role demands extensive knowledge of components (both IBM and OEM) of proposed solutions, their operational characteristics and interoperability. The IT Architect must understand relevant technologies, including their current applicability and capacity to accommodate growth and change. Since the IT Architect must discover client requirements, analyze them and translate them into solutions, the IT Architect must be skilled in requirements analysis methods and tools. Since the IT Architect must develop total solutions which can be effectively implemented, maintained and operated, he or she must have extensive knowledge of development and test methods and systems management disciplines.
Possess and apply excellent personal skills.
The IT Architect must be both a knowledge leader and a people leader, and be able to persuade clients and team members that his or her approaches and solutions are worthy of implementation. To do so, the IT Architect must be able to clearly communicate complex technical and business concepts, both to clients and to team members, and to negotiate change, sometimes with multiple individuals or organizations. Problem solving is a principle role of the IT Architect, and he or she must be capable of effectively identifying and framing problems, leading the collection of elements of information and integrating this information to produce timely and thoughtful decisions.

4.3.4 Potential Candidates

Most, though not all IT Architects begin their careers as IT Specialists, since the IT Specialist profession has entry and staff levels within which the aspiring technical person can acquire the skills and experience which are prerequisite for starting a career as an IT Architect.

More senior people with strong technical and leadership backgrounds, particularly those in the Consulting and IT Specialist professions, form another pool of high potential IT Architect candidates.

Figure 17-2 shows possible candidates for the IT Architect Profession and possible career movement from an IT Architect position. Additional documentation on the normal possibilities for making a career change from one of the other Worldwide Professions to the IT Architect profession is available in I/T Architect Career Possibilities.

For each profession pair, a summary is presented of the common and delta skills; contribution and leadership; and scope of responsibility / contribution to the business; that is expected of members of each profession.

Figure 17-2. IT Architect Profession Career Possibilities

4.3.5 Career Growth

IT Architects can progress to the executive level within their profession, applying their skills to the solution of increasingly complex client problems. Many IT Architects choose to broaden their technical skills to include extensive knowledge and experience in related IT Architect disciplines, thus enlarging the range of engagements on which their skills might be applied. Others, who enjoy the analysis of client business needs and definition of requirements, may elect to enter the Consultant profession. Still others become full time Project Managers.

4.3.6 Certification Nomination Guide

Refer to the Worldwide I/T Architect Certification Nomination Guide. Additional information can also be found in Mentoring I/T Professionals.

4.3.7 Performance Elements

The key performance elements for the IT Architect profession are:

Cost/Profit or Revenue/Share
Customer Satisfaction

The depth and breadth of one's skills will be one of the factors which determine the IT Architect's compensation, along with size and complexity of the project/engagement/contract.

Measurement criteria will include project, solution or engagement profit for services organizations, or personal revenue for services or cost management in Internal IT organizations. Sales, services and industry groups may include revenue or solution objectives (CAs) and share objectives. Schedule or milestone objectives are common for services, IT and sales organizations for proposal, requirements, design and implementation projects/engagements. Most include external or internal customer satisfaction measurements.

4.3.8 IT Architect Profession Skills Profile

The following profile describes skills and proficiency levels for all members of the IT Architect profession.

    ____________________________________ ___________________________________  
   |                                    |     Profession Positions, with    | 
   |                                    |      Associated Skill Levels      | 
   |                                    |________ ________ ________ ________| 
   | I/T ARCHITECT SKILLS               |        |  Cons  |   Sr   |        | 
   |                                    |   I/T  |   I/T  |  Cons  |   Key  | 
   |                                    |  Arch  |  Arch  |   I/T  | Skills | 
   |                                    |        |        |  Arch  |        | 
   |____________________________________|________|________|________|________| 
   |                           CLIENT ENVIRONMENT                           | 
   |____________________________________ ________ ________ ________ ________| 
   | Relationships                      |    3   |    4   |    4   |    Y   | 
   |____________________________________|________|________|________|________| 
   | Strategy & Planning                |    3   |    3   |    4   |    Y   | 
   |____________________________________|________|________|________|________| 
   | Management Systems / Culture       |    3   |    3   |    4   |    Y   | 
   |____________________________________|________|________|________|________| 
   |                             BUSINESS ACUMEN                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Market Management                  |    2   |    3   |    3   |    Y   | 
   |____________________________________|________|________|________|________| 
   | Financial Skills                   |    2   |    3   |    3   |    Y   | 
   |____________________________________|________|________|________|________| 
   | Consulting Methods                 |    3   |    3   |    4   |    Y   | 
   |____________________________________|________|________|________|________| 
   | Value-Add Selling                  |    3   |    3   |    4   |    Y   | 
   |____________________________________|________|________|________|________| 
   |                                INDUSTRY                                | 
   |____________________________________ ________ ________ ________ ________| 
   | Industry                           |    3   |    3   |    4   |    Y   | 
   |____________________________________|________|________|________|________| 
   |                             IBM ENVIRONMENT                            | 
   |____________________________________ ________ ________ ________ ________| 
   | Organization                       |    3   |    4   |    4   |    Y   | 
   |____________________________________|________|________|________|________| 
   | Vision / Mission / Strategy        |    3   |    4   |    4   |    Y   | 
   |____________________________________|________|________|________|________| 
   | Management Systems                 |    3   |    4   |    5   |    Y   | 
   |____________________________________|________|________|________|________| 
   |                           PROJECT MANAGEMENT                           | 
   |____________________________________ ________ ________ ________ ________| 
   | Initiate Projects                  |    3   |    4   |    5   |    Y   | 
   |____________________________________|________|________|________|________| 
   | Plan Projects                      |    4   |    4   |    4   |    Y   | 
   |____________________________________|________|________|________|________| 
   | Project Track / Report / Deliver   |    3   |    4   |    4   |    Y   | 
   |____________________________________|________|________|________|________| 
   | Manage Project Risk                |    3   |    4   |    4   |    Y   | 
   |____________________________________|________|________|________|________| 
   |                      PRODUCTS/TECHNOLOGY/SERVICES                      | 
   |____________________________________ ________ ________ ________ ________| 
   | Platforms                          |    4   |    4   |    4   |    Y   | 
   |____________________________________|________|________|________|________| 
   | Applications                       |    3   |    3   |    4   |    Y   | 
   |____________________________________|________|________|________|________| 
   | IT Related Services                |    3   |    4   |    4   |    Y   | 
   |____________________________________|________|________|________|________| 
   | Architectures                      |    4   |    4   |    5   |    Y   | 
   |____________________________________|________|________|________|________| 
   | Methodologies                      |    4   |    5   |    5   |    Y   | 
   |____________________________________|________|________|________|________| 
   |                                PERSONAL                                | 
   |____________________________________ ________ ________ ________ ________| 
   | Leadership                         |    4   |    4   |    5   |    Y   | 
   |____________________________________|________|________|________|________| 
   | Communication                      |    4   |    5   |    5   |    Y   | 
   |____________________________________|________|________|________|________| 
   | Negotiation                        |    3   |    4   |    4   |    Y   | 
   |____________________________________|________|________|________|________| 
   | Problem Solving/Decision Making    |    4   |    5   |    5   |    Y   | 
   |____________________________________|________|________|________|________|

4.3.9 Skills Templates

The skills shown above are the basis for the Skills V2 templates for the IT Architect profession. In order to work with these skills, you should select two templates: the template containing profession-wide skills at the appropriate level, and one of five specialization templates at that level. V2 template names are as follows:

I/T Architect
- I/T Architect-Appl Devel
- I/T Architect-Client/Server
- I/T Architect-Netwkg
- I/T Architect-Sys Integn
- I/T Architect-Sys Mgmt
I/T Architect-Cons
- I/T Architect-Appl Devel-Cons
- I/T Architect-Client/Server-Cons
- I/T Architect-Netwkg-Cons
- I/T Architect-Sys Integn-Cons
- I/T Architect-Sys Mgmt-Cons
I/T Architect-Sr Cons
- I/T Architect-Appl Devel-Sr Cons
- I/T Architect-Client/Server-Sr Cons
- I/T Architect-Netwkg-Sr Cons
- I/T Architect-Sys Integn-Sr Cons
- I/T Architect-Sys Mgmt-Sr Cons

4.3.10 Professional Development

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

4.3.11 IT Architect Position Descriptions

Subtopics:

4.3.11.1 Position Title: I/T Architect

Position Concept:

The I/T Architect participates in translation of the client's business requirements into specific system, application or process designs. This includes working as a team member with client personnel to identify functional requirements and subsequently working with or in some instances leading others in the identification, justification and design of the client's solution. The I/T Architect participates in a wide range of design activities, from requirements analysis through systems, application and/or process design specification. At this level the position requires knowledge across multiple platforms, processes or architectures.

The I/T Architect is at the entry level to the profession and is presumed to have attained skills and responsibilities in prior technical assignments equivalent to the Senior position or above.

Skills

Applies knowledge of information technology and associated methods and tools of the I/T Architect profession to attain project / business unit objectives. Demonstrates the required proficiency levels for technical skills.
Advises other professionals (Project Managers, I/T Architects and I/T Specialists) in team on tools, technology and methodology related to the design and development of I/T solutions, and participates in evaluation and selection. May be asked to research special topics as part of team responsibilities.
Works effectively with other team members to understand customer needs and to design, evaluate and develop I/T solutions which meet those needs. Guides and influences team members, including customer, vendor and subcontractor personnel, and IBMers to accomplish the team's technical and schedule goals.
Negotiates effectively with team members (vendors, subcontractors, customers and IBMers) to identify each member's role in solution design and development, agree on specific problem-solving, requirements analysis and design tasks and associated work products, and to define approaches for producing them.
Recognizes and articulates complex problems related to the solution being developed.
Applies creativity and judgment in development of multiple I/T solutions related to project objectives.
Analyzes problems and creates solutions involving I/T technology, methodology, process, tools and solution components.

Contribution/Leadership

Conducts analysis, problem-solving and evaluation activities on special topics related to project objectives.
May lead design activities. This includes leading all or portions of the design project, recommending team members and organizing the team, defining tasks, tracking and reporting progress, delivering on time and within budget, and delivering results to the customer.
Defines and determines solution design objectives related to the project. May lead and guide the efforts of others in these areas.
Understands department / function mission and applies this understanding in project activities.
Influences customers, vendors, subcontractors and IBMers inside and outside project with presentations on project-related topics. Influence extends to both management and non-management personnel.
Provides technical guidance to implementation team members throughout the project lifecycle. May lead implementation in a small project or be responsible for subsystem implementation in a large project.
Collaborates with the Consultant and/or Market Segment Manager in defining the customer's business and integration requirements/strategy.

Impact on Business/Job Scope

Accountable for products of teams led / department managed in terms of quality, timeliness and compliance with customer needs.
Regularly participates in overall functional planning. Identifies, estimates and presents cost, schedule, technical risk for solution elements, both in marketing and proposal efforts and in implementation planning.
Works directly with customers. Activities affect customer satisfaction.
Activities lead to cost effective solutions which positively affect project costs or expenses.

4.3.11.2 Position Title: Consulting I/T Architect

Position Concept:

The Consulting I/T Architect is responsible for translating the client's business requirements into specific system, application or process designs. This includes working with client personnel and executives to identify functional requirements and subsequently working with and leading others in the identification, justification and design of the client's solution. The I/T Architect is responsible for a wide range of design activities from requirements analysis through systems, application and/or process design specification. At the Consulting level or higher the position requires significant knowledge across multiple platforms, processes or architectures, as well as broad knowledge of new technologies, and will include directing the design efforts of less experienced architects.

In addition to the attributes of the entry level I/T Architect position, typical attributes of the Consulting I/T Architect position may include the following:

Skills

Understands and applies knowledge of function, business unit or country objectives in framing, evaluating and selecting alternatives for I/T solutions. Has the required proficiency levels for technical skills and applies skills to the design of I/T solutions.
Understands organizational resources, priorities, needs and policies.
Mentors others in the I/T Architect profession. Provides guidance to team members (Project Managers, I/T Architects and I/T Specialists, among others) in new or complex solution design, implementation and/or management tools and techniques.
Leads negotiations with engagement partners and team members (vendors, subcontractors, customers, IBMers) to define project goals and strategies for attaining them.
Anticipates potential problems associated with the solution being developed. Develops and leads execution of the technical risk management plan for the solution to be implemented.
Understands future customer, industry and information technology trends. Applies this understanding to develop robust solutions and to identify opportunities for future business.
Analyzes new and complex situations. Selects, tailors and applies formal requirements, design and development methodologies to analyze customer needs and develop requirements for I/T solutions. Evaluates potential solution elements using a formal methodology and selects most appropriate elements. Assesses business and technical impact of solutions.
Leads the implementation of solution or provides expert guidance to the solution implementation team. Identifies development methodology and supporting tools.

Contribution/Leadership

Conducts special projects. Participates in exploratory activities into new market sectors, application solutions, technologies and the use of business partners.
Leads selection of methodologies, tools and components of total I/T solutions.
Exhibits strategic vision of functional or unit mission and applies vision in engagements.
Influences people and organizations, including client and IBM executive management, on issues related to the development of I/T solutions. Is respected as a technical leader / subject matter expert inside and outside organization.
Leads technical teams in the solution of new and complex information technology problems. May serve as project manager.
Leads multifunctional teams. Identifies needs for specialized expertise outside own area, gets commitment of needed resources, and effectively applies the expertise of team members to the development of I/T solutions.

Impact on Business/Job Scope

Accountable for projects or programs involving multifunctional, country-wide or regional teams.
Responsible for the successful implementation of an I/T solution, or of a major subsystem of a very large I/T solution, within identified cost, schedule and functional requirements.
Leads assessment of cost, schedule and dependencies associated with marketing and proposal activities and with solution development.
Activities directly affect customer satisfaction. Work is visible to and recognized by all levels of customer organization. Works with customers, from team members to executive levels, to ensure understanding of, acceptance of and satisfaction with I/T solution and development approach.
Design and technical leadership activities produce cost effective I/T solutions which directly affect functional, business unit or country costs and expenses.

4.3.11.3 Position Title: Senior Consulting I/T Architect

Position Concept:

The Senior Consulting I/T Architect is responsible for translating the client's business requirements into specific system, application or process designs for very large, complex or leading-edge solutions. This includes working with client personnel and executives to identify functional requirements and subsequently working with and leading others in the identification, justification and design of the client's solution. It may also include the formation of partnerships among customer, vendor and subcontractor organizations and the negotiation of lasting agreements regarding goals and approaches. The I/T Architect is responsible for a wide range of design activities from requirements analysis through systems, application and/or process design specification. As is the case for the Consulting I/T Architect, this position requires significant knowledge across multiple platforms, processes or architectures and will include directing the design efforts of less experienced architects. The Senior Consulting I/T Architect is also expected to have an extensive understanding of industry and technology trends, as well as of IBM strategy, and to apply that understanding to articulate a strategic vision which influences or guides business area, country or international strategic directions.

In addition to the attributes of the Consulting I/T Architect position, typical attributes of the Senior Consulting I/T Architect position may include the following:

Skills

Demonstrates the required levels of technical skills. Applies professional mastery and industry-wide understanding of technology, tools and methodologies to develop solutions in leading edge or critical situations, on projects of strategic significance to business unit, country or international objectives.
Fosters and engages in teamwork at the highest management and technical levels of IBM, customer, vendor and subcontractor organizations, across all professions.
Plans and conducts negotiations which result in lasting agreements and commitments between IBM, customer, vendor and subcontractor organizations.
Anticipates future customer, industry and information technology trends. Applies this understanding to develop a strategic vision which influences business area, country or international strategic objectives.
Develops and implements product, market, business or technology strategies with executive review.

Contribution/Leadership

Articulates vision of long term IBM, industry and technology directions which guides business area strategy. Develops technology frameworks or strategic architectures at a corporate enterprise level as well as being able to develop an architecture framework for a multiapplication environment.
Recognized as an expert and a leader by other members of the I/T Architect profession, multicountry organizations within IBM, and by customer, vendor and subcontractor organizations.
May manage functions or strategic departments.
Leads business unit, country or international teams.

Impact on Business/Job Scope

Accountable for business unit, major country or international I/T solutions, projects and programs.
Develops and implements product or technology strategies with executive review.
Applies broad industry, technology, business and professional knowledge to contribute to policy-making.
Responsible for committing multiple resources and achieving customer satisfaction, cost, expense, revenue and other critical business measurements.
Responsible for quality output / value add for highly visible I/T products, services and future business development.

4.4 Chapter 18. I/T Availability Profession

Subtopics:

4.4.1 I/T Availability Profession Overview

As the complexity of the client's information systems has grown in recent years, an increased demand for a broad range of system based skills has arisen. Clients look for a single provider to support their multi-platform, multi-vendor environments where the success of their business depends on the availability of their information technology.

To become the premier services provider of choice, new requirements have been incorporated into the Availability Services delivery strategy. These new requirements include accepting responsibility and ownership for all hardware systems, software, network and communication problems; developing a partnership with clients and understanding their business priorities; implementing pro-active, system-wide solutions, and responding in a flexible and creative manner. Through this shift in focus, increased services revenue can be attained, along with improved client trust and confidence.

Subtopics:

4.4.1.1 Profession Concept

4.4.1.1 Profession Concept

The I/T Availability Professional is a key contributor in maintaining IBM as the Availability Services provider of choice. Their primary responsibility is to ensure that the clients I/T goals are met. These goals will be accomplished through the delivery of availability services such as:

Availability Services Consulting
Installation and Migration
Hardware and Software Maintenance
Operational Enabling
Performance Management
Backup and Recovery
Security Services

The I/T Availability Professional is accountable for management and growth of services revenue and attainment of gross profit objectives.

The I/T Availability Profession disciplines provide the client with a broad range of availability support. With in-depth client relationship skills, the I/TAP understands the client's key availability goals and strategies and address them with availability services solutions. Key technical skills in the systems management practice address the client's availability consulting and overall systems availability architecture requirements. In addition, technical specialization by operational environments provides the client with high value services and support.

These professionals have a high degree of analytical ability and creativity in the development and implementation of plans and solutions to client I/T requirements and problems. An individual in this position functions independently with minimal direction and is recognized as an expert in the availability services. The certified I/TAP is able to provide expert advice to project managers or leaders as well as give technical direction to team members, including IBM, subcontractors, or client personnel.

4.4.2 Profession Structure

The I/T Availability Profession consists of 5 positions:

I/T Availability Professional
Advisory I/T Availability Professional
Senior I/T Availability Professional
Consulting I/T Availability Professional
Senior Consulting I/T Availability Professional

The exception to the above positions is the I/TAP-Systems Services Representative discipline which has six positions. These positions are described in the "I/TAP Profession Position Descriptions" section of this chapter.

Figure 18-1 in topic 4.4.2.1 to Figure 18-5 in topic 4.4.2.1 summarize the requirements of each position of the profession and the developmental requirements for progression within the profession.

Detailed position descriptions can be found in "I/TAP Profession Position Descriptions" in topic 4.4.10

Subtopics:

4.4.2.1 Position Specifications

The following table highlights typical differences in experience and responsibilities for the various positions within the I/T Availability Profession.

    ______________ ______________ _______________ ______________ ______________________  
   | Experience   | I/T          | Advisory I/T  | Senior I/T   | Consulting / Sr      | 
   |              | Availability | Availability  | Availability | Consulting I/T       | 
   |              | Professional | Professional  | Professional | Availability         | 
   |              |              |               |              | Professional         | 
   |______________|______________|_______________|______________|______________________| 
   | IBM and I/T  | 0-3 years    | 3-6 years     | 7-9 years    | 10+ years            | 
   | experience   |              |               |              |                      | 
   |______________|______________|_______________|______________|______________________| 
   | Revenue      |              |               |              |                      | 
   | responsi-    |              |               |              |                      | 
   | bility       |              |               |              |                      | 
   |______________|______________|_______________|______________|______________________| 
   | Note:  Varies by discipline and geography. Amount increases at each higher        | 
   | position.                                                                         | 
   |______________ ______________ _______________ ______________ ______________________| 
   | IBM          | 0-2 years    | 2-3 years     | 3-5 years    | 4+ years             | 
   | experience   |              |               |              |                      | 
   | in the       |              |               |              |                      | 
   | discipline   |              |               |              |                      | 
   | areas        |              |               |              |                      | 
   | (Software,   |              |               |              |                      | 
   | Availability,|              |               |              |                      | 
   | etc)         |              |               |              |                      | 
   |______________|______________|_______________|______________|______________________| 
   | Territory    | Assists in a | Independently | Independently| Is the technical     | 
   | size         | small to     | has multiple  | has large    | discipline leader of | 
   |              | medium size  | small to      | accounts     | a large/complex      | 
   |              | territory    | medium size   | within the   | territory or is      | 
   |              |              | firms or is a | territory.   | responsible for key  | 
   |              |              | junior member |              | client I/T executive | 
   |              |              | of a          |              | relationships        | 
   |              |              | Availability  |              |                      | 
   |              |              | Services team |              |                      | 
   |              |              | in a large    |              |                      | 
   |              |              | territory.    |              |                      | 
   |______________|______________|_______________|______________|______________________| 
   | Scope of     | Limited      | Works with    | Communicates | Understands complex  | 
   | influence    |              | staff and/or  | issues to    | problems and         | 
   |              |              | product       | staff and    | proposes solutions   | 
   |              |              | divisions.    | product      | to business unit,    | 
   |              |              |               | divisions.   | staff product        | 
   |              |              |               |              | divisions, other     | 
   |              |              |               |              | professionals.  Is   | 
   |              |              |               |              | sought out by these  | 
   |              |              |               |              | organizations.       | 
   |______________|______________|_______________|______________|______________________| 
   | Success as a | Client       | Client        | Client       | Client loyalty to    | 
   | services     | loyalty to   | loyalty to    | loyalty to   | Availability         | 
   | professional | Availability | Availability  | Availability | Services. Revenue    | 
   |              | Services.    | Services.     | Services.    | and profit           | 
   |              | Revenue and  | Revenue and   | Revenue and  | objective.  A        | 
   |              | profit       | profit        | profit       | recognized expert    | 
   |              | objective.   | objective.    | objective.   | inside and outside   | 
   |              |              | Evaluates     | Recognized   | the territory.       | 
   |              |              | critical      | as an        | Secures commitment   | 
   |              |              | customer      | authority in | and agreement.       | 
   |              |              | requirements  | the          | Develops creative    | 
   |              |              | and develops  | discipline.  | solutions and is     | 
   |              |              | imaginative   | Develops     | sought out by        | 
   |              |              | availability  | creative     | others.              | 
   |              |              | services      | availability |                      | 
   |              |              | solutions     | services     |                      | 
   |              |              | which evoke   | solutions.   |                      | 
   |              |              | negotiation.  |              |                      | 
   |______________|______________|_______________|______________|______________________| 
   | Customer     | Assists in   | With          | Determines   | Manages to a high    | 
   | Satisfaction | making       | guidance,     | severity     | customer             | 
   |              | decisions    | makes regular | level in     | satisfaction level.  | 
   |              | regarding    | independent   | critical     | Pro-active in        | 
   |              | customer     | decisions     | situations   | improving customer   | 
   |              | satisfaction.| regarding     | that affect  | satisfaction.        | 
   |              | Needs        | customer      | customer     | Ultimate             | 
   |              | assistance   | satisfaction. | satisfaction.| responsibility for   | 
   |              | in           |               | Positive     | high customer        | 
   |              | developing   |               | influence on | satisfaction in      | 
   |              | and          |               | satisfaction.| offering set.        | 
   |              | executing    |               |              |                      | 
   |              | plans.       |               |              |                      | 
   |______________|______________|_______________|______________|______________________| 
   | Availability | Assists in   | Executes      | Develops and | Develops for own     | 
   | Services     | executing,   | independently.| executes for | territory, provides  | 
   | Strategies   | as directed  | Assists in    | own          | input for the        | 
   |              | by others.   | developing    | territory.   | Business unit.       | 
   |              |              | locally.      |              |                      | 
   |______________|______________|_______________|______________|______________________| 
   | Competitive  | Can          | Works with    | Understands  | Competitive expert.  | 
   |  Strategies  | differentiate| experienced   | competition's| Always takes the     | 
   |              | IBM and      | I/T           | products,    | initiative to engage | 
   |              | competitive  | Availability  | plans and    | the competition.     | 
   |              | offerings,   | Professionals.| strategies.  | In-depth knowledge   | 
   |              | with         | Understands   | Can          | of competition's     | 
   |              | assistance.  | competition's | differentiate| strategies,          | 
   |              |              | products and  | IBM          | products, and plans. | 
   |              |              | services.     | offerings    | Achieves repeated    | 
   |              |              |               | from         | wins against         | 
   |              |              |               | competition  | competition.  Sought | 
   |              |              |               | to ensure    | by others.           | 
   |              |              |               | winning in   |                      | 
   |              |              |               | engagements. |                      | 
   |______________|______________|_______________|______________|______________________| 
   | Communication| Good         | Good          | Strong; Can  | Excellent; can       | 
   | and skill    |              |               | instruct/ment|rinstruct/mentor      | 
   | transfer     |              |               | others       | others               | 
   |______________|______________|_______________|______________|______________________| 
   | Communicating| Generally to | Business unit | Country      | Drives business      | 
   | offering     | local team   | level         | level        | unit, country, and   | 
   | requirements | leader       |               |              | influence on global  | 
   |______________|______________|_______________|______________|______________________|

Figure 18-1. I/T Availability Profession Roadmap: Associate I/TAP

Figure 18-2. I/T Availability Profession Roadmap: Advisory I/TAP

Figure 18-3. I/T Availability Profession Roadmap: Senior I/TAP

Figure 18-4. I/T Availability Profession Roadmap: Consulting I/TAP

Figure 18-5. I/T Availability Profession Roadmap: Senior Consulting I/TAP

4.4.2.2 I/T Availability Profession Disciplines

Careers in the I/T Availability Profession consist of four disciplines:

I/TAP-Availability Management - Position Concept
The Availability Manager (AM) is a client relationship role responsible for delivering I/T Availability Management consultancy. These professionals are accountable for total client satisfaction with I/T availability management and support. AMs ensure that plans and strategies are in place to address complex system availability needs within an account. These plans and strategies include information system services, client environment, client operations, total system configuration and change management, all of which contribute to application availability. Their primary responsibility is to ensure that the client's overall system availability goals are met.
I/TAP-Customer Services - Position Concept
The Customer Services Manager (CSM) is a client relationship role, focused on I/T services, and is a key contributor in maintaining IBM's presence as the service provider of choice. These professionals are responsible for growing IBM Services and Availability Services revenue through the ability to understand the client's industry, business plans and strategies and to propose IBM solutions which deliver business benefit to the client. CSMs are accountable for total client satisfaction with IBM Availability Services.
I/TAP-Systems Services Representative - Position Concept
The Systems Services Representative (SSR) performs technical service and/or post sales support for hardware and software products in a client's I/T environment. The SSR plans for and executes service activities including systems assurance, installation planning, account management, system problem determination, discontinuance, relocation, diagnosis, and repair for IBM and non-IBM systems.
The SSR has the primary responsibility for hardware support. They also contribute on software service delivery and other Availability Services client solution engagements. The SSR discipline has six positions which are described in the "I/TAP Profession Position Descriptions" section of this chapter.
I/TAP-Software Systems Specialist - Position Concept
The Software Systems Specialist (SSS) represents IBM software service to the client and assumes responsibility for client service satisfaction within the assigned area of responsibility. These professionals understand the product impact on the client's business and delivers efficient and effective problem resolution to ensure the announced service level agreements are met or exceeded.
The SSS provides remote support to both clients and colleagues for problem determination and resolution and could provide on-site support to clients for complex support issues as required. The SSS acts as the escalation point for product issues with the development centers.

Detailed discipline descriptions can be found in "I/TAP Discipline Position Descriptions" in topic 4.4.11.

4.4.2.3 Discipline Comparison

    ________________ ________________ ________________ ________________ _______________  
   |                | Availability   | Customer       | Systems        | Software      | 
   |                | Management     | Services       | Services       | Systems       | 
   |                |                |                | Representative | Specialist    | 
   |________________|________________|________________|________________|_______________| 
   | Focus:         | I/T Systems    | Relationship   | Primarily      | Primarily     | 
   |                | Availability   | with Client    | HW/SW          | Post-Install  | 
   |                | Management     | Executive      | Maintenance    | Software      | 
   |                |                |                | Support and    | Support       | 
   |                |                |                | Services       |               | 
   |________________|________________|________________|________________|_______________| 
   |                | Relationship / | Relationship / | Relationship / | Broad         | 
   |                | Consulting IT  | Consulting     | Performance    | Software      | 
   |                | Availability   | Business       | Systems        | Support       | 
   |                | Perspective    | Perspective    | Services       | Perspective   | 
   |                |                |                | Perspective    |               | 
   |________________|________________|________________|________________|_______________| 
   |                | Broad Client   | Broad Client   | Operational    | Operational   | 
   |                | Executive      | Executive      | Client         | Software      | 
   |                | Interface      | Interface      | Interface      | Client        | 
   |                |                |                |                | Interface     | 
   |________________|________________|________________|________________|_______________| 
   | Key            | Client I/T     | Services       | Client         | Client        | 
   | Performance    | Systems        | Revenue &      | Satisfaction   | Satisfaction  | 
   |  Elements:     | Availability   | Profit         | w/ Operational | w/ Software   | 
   |                |                |                | Support        | Support       | 
   |________________|________________|________________|________________|_______________| 
   |                | Client         | Client         | Service        | Service       | 
   |                | Satisfaction   | Satisfaction   | Quality        | Quality       | 
   |                | w/ I/T Systems | w/             |                |               | 
   |                | Availability   | Availability   |                |               | 
   |                |                | Services       |                |               | 
   |________________|________________|________________|________________|_______________| 
   |                | Client Loyalty | Client Loyalty | Service        | Client        | 
   |                |                |                | Expense        | Loyalty       | 
   |________________|________________|________________|________________|_______________| 
   |                | Profitability  | Profitability  | Client Loyalty |               | 
   |                | of Systems     | of I/T         |                |               | 
   |                | Availability   | Services       |                |               | 
   |                | Engagements    | Solutions      |                |               | 
   |________________|________________|________________|________________|_______________|

The above chart compares the focus and key performance elements of the I/T Availability Profession disciplines.

Broad Executive Client Interface - Functions as the I/T Executive's focal point for all of IBM's Availability Services and Solutions. Pro-actively seeks to understand the client's I/T business issues and their priority, and recommends appropriate solutions. Teams with client I/T Management as the person whom they trust to always provide the right solution for them.
Consulting Business Perspective - Functions as the I/T Executive, and operations management focal point for Technical expertise and advice. Focus on ensuring that plans and strategies are in place to address complex system needs within a client account.
System Operational Solutions - Provide via contract, additional revenue to the IBM business unit through the delivery of end to end, post sales, operational services to the client.
System Support - Support activities funded by IBM product divisions and other IBM units to deliver end to end, post sales, operational support to the client. This includes software defect support and other entitled support.
Broad Perform Business Perspective - Understands client's major systems, information flow, applications, and relationships with competition. Understands clients business use of I/T and can implement operational solutions to support and improve business posture.
Broad Operational Client Interface - Single focal point to clients that provides total systems (HW, SW, Network, Operations) problem resolution and services solutions. This includes their non-IBM I/T and overall system direction. Can offer consulting services on post sales I/T strategy and implementation.

4.4.3 Characteristics of the Profession

Client contact/exposure
Professional growth and challenge
- I/TAP-AM builds client relationships based on expert skills in I/T availability management
- I/TAP-CSM is the single expert interface to clients for Availability Services satisfaction and revenue growth based on understanding of the client's business needs
- I/TAP-SSS is the expert interface to clients for Availability Services Software Support Requirements
- I/TAP-SSR is the expert interface to clients for Availability Services Hardware and Software Maintenance Requirements.
- You will be a key contributor to the clients value equation which builds loyalty and satisfaction
Upward career growth can be realized with opportunity consistent with senior management positions
Technical challenge and the opportunity for personal innovation

4.4.4 Potential Candidates

Technical Sources

I/T Availability Professionals are expected to be sourced from a broad array of backgrounds with experience in large systems hardware, software, networks and client environments.

Experience/Ability

Based on required skills, the closest matches will be found within the I/T Specialist, SE, CE, PSR, community and other Availability Services professionals that have current systems technical expertise.
Candidates should be competent, qualified professionals who can lead others, communicate effectively, and can build a value-add relationship with clients.
Strong account management and project management is essential.

Organizational Sources

Candidates can be sourced from a wide range of organizations which provide the background and experiences necessary for this profession.

Figure Figure 18-6 shows possible candidates for the I/T Availability Profession and possible career movement from an I/T Availability position.

More information on movement from other professions is available in I/T Availability Career Possibilities.

Figure 18-6. I/T Availability Profession Career Possibilities

4.4.5 Career Growth

The migration from traditional career paths to the I/T Availability Profession opens new growth opportunities for the service and support work force. Previously, service and support personnel progressed through their technical career path with somewhat limited opportunity. The typical growth opportunities were to move into management. These opportunities were often linked to physical moves, breaks in client continuity and a change in profession. The I/T Availability Profession provides growth consistent with management positions for those individuals who prefer technical challenges in the client environment.

The migration from the traditional career paths into positions in the I/TAP disciplines will require development of skills and experiences in preparation for growth and advancement in the I/T Availability Profession. Entry into the I/T Availability Profession is dependent upon needs of the business. Advancement into the Consulting and Senior Consulting positions requires business need and certification of skill and performance levels.

Migration into the I/TAP disciplines can be from existing IBM positions or disciplines depending on business need and the skills and motivation of the individual. Primary candidates for the I/TAP disciplines would be those who currently perform I/T Specialist, SE, CE, or PSR roles.

The I/T Availability Profession provides opportunities for advancement for those who choose to make a career as an I/TAP. I/TAP also provides a great foundation of skills for potential career development in other professions.

As illustrated in Figure 18-6 in topic 4.4.4, some of the professions available to I/TAPs are: Consultant, Education, I/T Architect, I/T Specialist, Sales Specialist and Project Manager. Refer to I/T Availability Career Possibilities for information on making a change from I/TAP to the other Worldwide Sales and Services Professions.

4.4.6 Certification Nomination Guide

The Consulting and Senior Consulting positions are IBM Certified positions. For information on I/TAP certification refer to the Worldwide I/T Availability Certification Nomination Guide.

4.4.7 Performance Elements

Service Quality - As IBM's quality of service delivered improves, the results will be displayed through high client satisfaction, increased loyalty and improved wins versus losses.
Operational Services Contract Profitability - A key measure of performance will be the success of the client's operational services contracts as measured by:
- Contract Profit
- Contract Revenue
- Recovered Cost and Expense (support activities)
- Personal Utilization/Revenue
Services/Availability Services Revenue and Profit - A key measure of performance for the I/TAP-CSM will be the success of the client' availability services contracts renewal and growth measured by:
- Management of service revenue attainment
- Gross profit objectives.
I/T Systems Availability - A key measure of performance for the I/TAP-AM will be the attainment of the client's I/T availability goals as identified by the client.
Client Satisfaction - Client satisfaction with software service and support and with operational services provided as measured by follow-on contracts and survey data.
Loyalty - Adding value builds client loyalty to IBM, our products and our services. This profession will be a key contributor to value and loyalty. The loyalty indicator is our client's renewal decision for service(s) contracts.

4.4.8 I/T Availability Profession Skills Profile

    _______________________________ ________________________________________  
   |                               |  Profession Positions, with Associated | 
   |                               |              Skill Levels              | 
   |                               |________ _______ _______ _______ _______| 
   | I/T AVAILABILITY SKILLS       |        |       |       |  Cons |       | 
   |                               |   I/T  |  Adv  |   Sr  |  & Sr |  Key  | 
   |                               |  Avail |  I/T  |  I/T  |  Cons | Skill | 
   |                               |        | Avail | Avail |  I/T  |       | 
   |                               |        |       |       | Avail |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                           CLIENT ENVIRONMENT                           | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Client Relationships          |    2   |   3   |   3   |   4   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Client Strategy & Planning    |    1   |   2   |   3   |   4   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Client Management             |    1   |   2   |   2   |   3   |       | 
   | Systems/Culture               |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                             BUSINESS ACUMEN                            | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Market Management             |    0   |   2   |   3   |   3   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Financial Skills              |    2   |   2   |   2   |   3   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Consulting Methods            |    0   |   0   |   2   |   3   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Value-Add Selling             |    1   |   2   |   3   |   3   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                                INDUSTRY                                | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Understand Industry           |    0   |   2   |   2   |   3   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                             IBM ENVIRONMENT                            | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | IBM Organization              |    0   |   2   |   3   |   4   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | IBM Vision/Mission/Strategy   |    0   |   3   |   3   |   4   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | IBM Management System         |    0   |   2   |   3   |   3   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                           PROJECT MANAGEMENT                           | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Initiate Projects             |    2   |   2   |   3   |   3   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Plan Projects                 |    2   |   3   |   3   |   3   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Project Track/Report/Deliver  |    2   |   2   |   3   |   3   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Manage Project Risk           |    2   |   2   |   3   |   3   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                      PRODUCTS/TECHNOLOGY/SERVICES                      | 
   |_______________________________ ________ _______ _______ _______ _______| 
   | Platforms                     |    3   |   3   |   4   |   4   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Applications                  |    2   |   2   |   3   |   3   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Architectures                 |    2   |   2   |   3   |   3   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Methodologies                 |    2   |   3   |   3   |   3   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | I/T Related Services          |    2   |   3   |   3   |   4   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   |                                PERSONAL                                | 
   |_______________________________ ________ _______ _______ _______ _______| 
   |_______________________________|________|_______|_______|_______|_______| 
   | Leadership                    |    2   |   3   |   4   |   4   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Communication                 |    2   |   3   |   4   |   5   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Negotiation                   |    2   |   3   |   3   |   4   |       | 
   |_______________________________|________|_______|_______|_______|_______| 
   | Problem Solving/Decision      |    2   |   3   |   4   |   5   |       | 
   | Making                        |        |       |       |       |       | 
   |_______________________________|________|_______|_______|_______|_______|

4.4.9 Professional Development

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

4.4.10 I/TAP Profession Position Descriptions

Subtopics:

4.4.10.1 Position Title: I/T Availability Professional

Position Concept:

The I/T Availability Professional is an individual contributor, representing IBM to clients on all matters concerning the efficient management of their Information Technology Systems and operations in order to meet their requirement for access to their business information.

As a member of a team, the I/T Availability Professional is accountable for client satisfaction with the selection, management and delivery of Hardware and Software Maintenance, Operations Support Services, and Business Recovery Services. As a member of a team, the I/TAP, can suggest plans and strategies to address system needs within the clients I/T environment.

As a member of a team, the I/T Availability Professional assumes responsibility for ensuring the effective use of the customers I/T Resources. The I/TAP is capable of creativity and judgment in their approach to I/T Services delivery, client environment, client operations, system configuration and systems management processes and procedures. The primary responsibility of the I/T Availability Professional is to ensure that the client achieves benefit from their I/T operations.

This position is capable of analytical ability and creativity in the development and implementation of plans and solutions to client requirements and problems. The I/T Availability Professional will use defined tools, processes, priorities and resources necessary to manage, analyze design and implement client I/T solutions. This position requires knowledge of a technology, platform or architecture. The I/T Availability Professional, participates in projects or programs involving routine technical or operational activities.

The I/TAP is the entry level to the profession for some disciplines and presumes skills of a college graduate or equivalent.

Skills

Possesses an understanding of IBM systems management, operational services, product technical support functions, service delivery and offerings associated with these services at department level.
Generally requires a BA or BS degree or equivalent.
Draws upon concepts of implementing or supporting I/T services solutions to collaborate with others to carry out assigned duties.
Negotiates when required with team members, customer I/T management other I/T service vendors.
Recognizes problems which affect implementing or supporting I/T services solutions.
Analyses problems using existing tools and methods and support services.
Analyzes systems management or systems operational I/T services solutions and recommends alternatives.
Challenges the validity of given service delivery agreements and operational processes in order to enhance and improve benefit to the client and IBM

Contribution/Leadership

Works on professional level projects dealing with implementing or supporting I/T services solutions.
Work is often reviewed by management and peers for developmental purposes.
Understands I/T service delivery issues and trends. Understands role of the I/T Availability Professional
May Influence client and team related to systems management, operational services, technical support and service delivery solutions.
May coordinate activities of less experiences I/T Availability Professionals.

Impact on Business/Job Scope

Accountable for individual I/T service delivery and services activities and impact on team results.
May contribute to business results and measurements.
May contribute to customer satisfaction with delivered services.
May supports activities that contribute to I/T services revenue and business unit objectives for profit, costs and expenses.

4.4.10.2 Position Title: Advisory I/T Availability Professional

Position Concept:

The Advisory I/T Availability Professional is either the individual contributor, or small team leader which represents IBM to clients on all matters concerning the efficient management of their Information Technology Systems and operations in order to meet their requirement for the continuous access to their business information.

The Advisory I/T Availability Professional is accountable for client satisfaction with the selection, management and delivery of Hardware and Software Maintenance, Operations Support Services, and Business Recovery services. At Advisory I/TAP, the I/T Availability Professional can suggest and compare plans and strategies to address system needs within the clients I/T environment.

As leader of a small team, or working independently the Advisory I/T Availability Professional, assumes Responsibility for the ensuring the effective use of the customers I/T Resources. The Advisory I/TAP Professional applies creativity and judgment in their approach to I/T Services delivery, client environment, client operations, system configuration and systems management processes and procedures. The primary responsibility of the I/T Availability Professional is to ensure that the client achieves benefit from their I/T operations.

This position is capable of analytical ability and creativity in the development and implementation of plans and solutions to client requirements and problems. The Advisory I/TAP will use defined tools, processes, priorities and resources necessary to manage, analyze design and implement client I/T solutions. The Advisory position requires significant systems knowledge in a technology, platform or architecture. The Advisory I/TAP is accountable for projects or programs involving routine technical or operational activities.

In addition to the attributes of the I/TAP position, typical attributes of this position include the following:

Skills

Possesses an understanding of IBM systems management, operational services, product technical support functions ,service delivery and offerings associated with these services at department or project level. Understands the organization and policies concerning the application of this knowledge in providing service and services solutions to our clients.
Works independently in representing clients in all matters related to I/T services delivery.
Articulates and compares alternatives to identify the most appropriate systems management, I/T operations, HW and SW maintenance and recovery solutions for their clients.
Negotiates with engagement partners and team members (vendors, subcontractors, clients, IBMers from other functional areas) to define the approach and goals to delivery of specific I/T solutions.
Recognizes potential I/T service and services delivery issues for their clients that affect the area of systems management, operational management and technical support which affect project objectives and recommends appropriate solutions.
Applies creativity and judgement in implementing or supporting systems management and systems operational I/T services solutions.
Independently generates systems management or systems operational I/T services solutions based on knowledge and analysis of services offering alternatives.
Challenges the validity of given service delivery agreements and operational processes in order to enhance and improve benefit or to generate complementary benefits or solutions to the client and IBM.

Contribution/Leadership

Participates on special systems management and operational projects requiring I/T services and solutions expertise.
Generally controls the selection of tools, methods, resources required, the measurements and success criteria to provide contracted or entitled I/T services and service delivery solutions.
Understands their department's I/T service delivery issues and trends.
Provides advice to client and team related to systems management, operational services, technical support and I/T service solutions.
Leads small teams which may be involved in identifying the requirements for, implementing, or supporting I/T services solutions.
Manages routine technical activities or projects.

Impact on Business/Job Scope

Accountable for individual, team, or department I/T service delivery and services activities and impact on results.
Regularly participates in overall department and/or client planning for services or service delivery solutions.
Contributes to business controls and measurements.
Contributes to client satisfaction with all aspects of delivered services.
Supports activities that contribute to I/T services revenue and business unit objectives for profit, costs and expenses.
May have budgetary responsibility.

4.4.10.3 Position Title: Senior I/T Availability Professional

Position Concept:

The Senior I/T Availability Professional is either the individual contributor, or management position which represents IBM to clients on all matters concerning the efficient management of their Information Technology Systems and operations in order to meet their requirement for the highest level of continuous access to their business information.

The Senior I/T Availability Professional is accountable for total client satisfaction with the selection, management and delivery of Hardware and Software Maintenance, Operations Support Services, and Business Recovery Services. The Senior I/TAP guides plans and strategies in place to address complex system needs within the clients I/T environment within business unit cost and expense guidelines.

As a manager, team leader, or working independently the I/T Availability Professional guides other professionals and assumes overall IBM responsibility for ensuring the effective use of the customers I/T resources. This includes development of strategies on I/T services delivery, client environment, client operations, system configuration and systems management processes and procedures. The primary responsibility of the I/T Availability Professional is to ensure that the client achieves maximum benefit from their I/T operations.

This position requires analytical ability and creativity in the development and implementation of plans and solutions to client requirements and problems. The I/T Availability Professional has considerable latitude and responsibility to define and decide on tools, processes priorities and resources necessary to manage, analyze design and implement client I/T solutions. The Senior I/TAP position requires significant systems knowledge across multiple technology platforms and architectures. The senior position is accountable for projects or programs involving multi-functional, and business unit teams.

In addition to the attributes of the Advisory I/TAP position, typical attributes of this position include the following:

Skills

Possesses a full understanding of IBM systems management, operational services, product technical support functions ,service delivery and offerings associated with these services at the regional or business unit functional level. Possesses full understanding of the organization and policies concerning the application of this knowledge in providing service and services solutions to our clients.
Advises others involved in many aspects of I/T services on I/T services issues and customer relationships in the I/T services area.
Incorporates input of team members in area of I/T services delivery implementation.
Negotiates with engagement partners and team members (vendors, subcontractors, customers, IBMers from other functional areas) to ensure quality delivery of I/T services and I/T solutions to their clients.
Recognizes potential complex I/T service and services delivery issues for their clients that affect areas of systems management, or operational management, or technical support.
Applies creativity and judgement in developing systems management or systems operational I/T services solutions.
Analyzes client I/T operations and implements systems management or systems operational I/T services solutions. Provides input, where appropriate, in the development of new elements of I/T services solutions.

Contribution/Leadership

Initiates activities in I/T services solutions, new technologies, the use of business partners, incorporating multi-vendor's solutions and other special systems management and operational projects.
Defines the required tools, methods, and other resources required to meet client I/T solution needs. Decides on measurements, success criteria to provide contracted or entitled I/T services and service delivery solutions.
Understands I/T service delivery issues and trends. Understands services business strategy to influence product selection and short and long term planning, and resources.
Provides technical guidance to lead client and IBM teams and organizations on complex issues related to systems management, operational services, technical support and service delivery solutions.
Influences client product or service selection, short and long term planning and resources for I/T service delivery issues, systems management or product installation and operations issues.
May discharge the basic management responsibilities common to all IBM managers.

Impact on Business/Job Scope

Accountable for I/T service delivery and services activities which meet client requirements for local account or teams led.
Regularly participates in overall IBM and/or client planning for services or service delivery solutions.
Maintains proper business controls and measurements.
Fully responsible for customer satisfaction with all aspects of delivered services by serving as the customer focal-point for all IBM IT Services.
Responsible for maintaining or contributing to I/T services revenue while meeting or exceeding business unit objectives for profit, costs and expenses.

4.4.10.4 Position Title: Consulting I/T Availability Professional

Position Concept:

The Consulting I/T Availability Professional is either the lead individual contributor, certified or management position which represents IBM to clients on all matters concerning the efficient management of their Information Technology Systems and operations in order to meet their requirement for the highest level of continuous access to their business information.

The Consulting I/T Availability Professional is accountable for total client satisfaction with the selection, management and delivery of Hardware and Software Maintenance, Operations Support Services, and Business Recovery Services. The Consulting I/TAP influences plans and strategies to address complex system needs within the client's I/T environment which spans regional or country wide operational teams.

As a manager, Key member of a team, team leader, or working independently the I/T Availability Professional guides other professionals and assumes overall IBM Responsibility for the ensuring the effective use of the customers I/T Resources This includes development of strategies on I/T services delivery, client environment, client operations, system configuration and systems management processes and procedures. The primary responsibility of the I/T Availability Professional is to ensure that the client achieves maximum benefit from their I/T operations.

This position requires a high degree of analytical ability and creativity in the development and implementation of plans and solutions to client requirements and problems. The I/T Availability Professional has considerable latitude and responsibility to define and decide on tools, processes priorities and resources necessary to manage, analyze design and implement general business unit directives. The Consulting position requires expert systems knowledge across multiple technology platforms and architectures. The I/T Availability Professional is accountable for project or programs involving multi-functional, country-wide, or regional teams.

In addition to the attributes of the Senior I/TAP position, typical attributes of this position include the following:

Skills

Possesses a full understanding of IBM systems management, operational services, product technical support functions ,service delivery and offerings associated with these services at the regional or country functional level. Possesses full understanding of the organization and policies concerning the application of this knowledge in providing service and services solutions to our clients.
Highly skilled in identifying, coordinating and prioritizing IBM resources in order to provide the full range services delivery and support solutions to their customers.
Serves as a mentor others who are involved in all aspects of I/T services delivery. Provides guidance to team members in area of I/T services delivery implementation.
Leads negotiations with engagement partners and team members (vendors, subcontractors, customers, IBMers from other functional areas) to ensure quality delivery of service and I/T solutions for their customers.
Is fully capable of anticipating potential I/T service delivery issues for their customers. Selects, tailors and applies formal or informal methods to understand future customer, industry and information technology trends affecting the area of systems management, operational management and technical support.
Expert in assessing the impact of implementing services solutions. Takes the lead in managing the risks associated with the plan for the solutions to be implemented including the impact on client I/T operations
Demonstrates a high degree of skill for analyzing new and complex systems management and systems operational I/T services issues and managing their resolution.
Takes a lead role in managing and coordinating the implementation of systems management and systems operational I/T services solutions and provides expert guidance to the implementation team. Provides input, where appropriate, in the development of new solutions for their customers.

Contribution/Leadership

Initiates activities in I/T services solutions, new technologies, the use of business partners, incorporating multi-vendor's solutions and other special systems management and operational projects.
Owns the responsibility to decide on the tools, methods, and other resources, within their business units objectives. Decides on measurements, success criteria and resource staffing to provide contracted or entitled I/T services and service delivery solutions.
Exhibits strategic vision regarding I/T service delivery issues and trends and is a leader in applying vision in engagements. Understands services business strategy to influence product selection and short and long term planning, and resources.
Highly skilled in influencing people and organizations, including client and IBM executive management, on complex issues related to systems management, operational services, technical support and service delivery solutions with their client and IBM management. Requires diplomacy in dealing with difficult customer issues.
Recognized expert in evaluating I/T organizations to understand customer I/T service delivery issues, systems management or product installation and operations issues. Prioritizes and recommends appropriate solutions.
May discharge the basic management responsibilities common to all IBM managers.
Leads solution delivery teams and gets commitment of needed resources and effectively applies the expertise of team members including IBM, client and complementary resources to provide I/T services solutions.

Impact on Business/Job Scope

Manages I/T service delivery and services activities for local and national accounts.
Responsible for identifying, developing, implementing and supporting Services solutions.
Maintains proper business controls and measurements.
Fully responsible for customer satisfaction with all aspects of delivered services by serving as the customer focal-point for all IBM IT Services.
Responsible for maintaining or contributing to I/T services revenue while meeting or exceeding business unit or country level objectives for profit, costs and expenses.

4.4.10.5 Position Title: Senior Consulting I/T Availability Professional

Position Concept:

The Senior Consulting I/T Availability Professional is the lead individual contributor, certified or management position which represents IBM to clients on all matters concerning the efficient management of their Information Technology Systems and operations in order to meet their requirement for the highest level of continuous access to their business information.

The Senior Consulting I/TAP Availability Professional is accountable for total client satisfaction with the selection, management and delivery of Hardware and Software Maintenance, Operation Support Services, and Business Recovery services in leading edge or critical client I/T environments. The Senior Consulting I/TAP influences plans and strategies to address critical system needs within the clients I/T environment which spans regional or major country or international operational teams and projects.

As a manager, key member of a team, team leader, or working independently the I/T Availability Professional guides other professionals and assumes overall IBM Responsibility for ensuring the effective use of the customer's I/T Resources. This includes development of strategies on I/T services delivery, client environment, client operations, system configuration and systems management processes and procedures on highly visible projects. The primary responsibility of the I/T Availability Professional is to ensure that the client achieves maximum benefit from their I/T operations.

This position requires a very high degree of analytical ability and creativity in the development and implementation of visionary plans and solutions to complex, leading edge and critical client requirements and problems. The I/T Availability Professional has considerable latitude and responsibility to define and decide on tools, processes priorities and resources necessary to manage, analyze design and implement general business unit directives. The Senior Consulting position requires expert systems knowledge across multiple technology platforms and architectures.

The Senior Consulting I/TAP is often responsible for developing new business opportunity and is recognized as an senior expert by members of a related function and multi-country organizations. The I/T Availability Professional is accountable for project or programs involving multi-functional, country-wide, regional teams and international teams.

In addition to the attributes of the Consulting I/TAP position, typical attributes of this position include the following:

Skills

Applies professional mastery to IBM systems management, operational services, product technical support functions ,service delivery and offerings associated with these services at the regional, country or international functional level. Possesses full understanding of the organization and policies concerning the application of this knowledge in providing service and services of strategic significance to our clients, business unit, or country objectives.
Fosters and engages in teamwork at the highest management and technical levels including IBM management, customer executives and vendor management in the area of I/T services delivery implementation.
Leads negotiations which result in lasting agreements and commitments with engagement partners and team members (vendors, subcontractors, customers, IBMers from other functional areas) to ensure quality delivery of service and I/T solutions for their customers.
Anticipating creates and designs formal or informal methods to address visionary or strategic trends in information technology affecting the area of systems management, operational management and technical support.
Takes a lead role in managing and coordinating the implementation of systems management and systems operational I/T services solutions and provides expert guidance to the implementation team. Provides input, where appropriate, in the development of new solutions for their customers. Guides market selection, business strategies with executive level review.

Contribution/Leadership

Exhibits strategic vision regarding global service line business strategies with I/T service delivery issues and trends and is a leader in applying vision in engagements.
Recognized expert by peers, multi-country organizations, client, vendor and subcontractors in evaluating I/T organizations to understand customer I/T service delivery issues, systems management or product installation and operations issues. Prioritizes and recommends appropriate solutions.
May manage IBM I/T services groups or departments with people responsibilities.
Leads business unit, country or international strategic delivery teams in marketing, developing, implementing, or supporting service delivery, systems management and operation support service solutions.

Impact on Business/Job Scope

Manages I/T service delivery and services activities for local, national or international accounts.
Develops and implements strategic technology strategies for clients with executive review.
Responsible for contributing to policy making in the areas of I/T services based on identified trends and market segments for I/T services and solutions.
Is responsible for committing multiple resources and achieving customer satisfaction, cost, expense, revenue and other business measurements of critical importance.
Responsible for maintaining IBM as the services vendor of choice through value add/quality output on highly visible services and future business development.

4.4.11 I/TAP Discipline Position Descriptions

The I/T Availability Profession consists of four unique disciplines:

I/TAP - Availability Management
I/TAP - Customer Services
I/TAP - Systems Services Representative
I/TAP - Software Systems Specialist

Each discipline has positions with unique responsibilities. A summary of each position for all four I/TAP disciplines is described below.


 

Subtopics:

   4.4.11.1 Advisory I/TAP-Availability Manager (AM)
   4.4.11.2 Senior I/TAP-Availability Manager (AM)
   4.4.11.3 Consulting I/TAP-Availability Manager (AM)
   4.4.11.4 Senior Consulting I/TAP-Availability Manager (AM)
   4.4.11.5 Advisory I/TAP-Customer Services Manager (CSM)
   4.4.11.6 Senior I/TAP-Customer Services Manager (CSM)
   4.4.11.7 Consulting I/TAP-Customer Services Manager (CSM)
   4.4.11.8 Senior Consulting I/TAP-Customer Services Manager (CSM)
   4.4.11.9 Entry I/TAP-Systems Services Representative (SSR)
   4.4.11.10 Base I/TAP-Systems Services Representative (SSR)
   4.4.11.11 Account I/TAP-Systems Services Representative (SSR)
   4.4.11.12 I/TAP Systems Services Representative (SSR)
   4.4.11.13 Advisory  I/TAP Systems Services Representative (SSR)
   4.4.11.14 Senior Professional I/TAP Systems Services Representative (SSR)
   4.4.11.15 I/TAP-Systems Software Specialist (SSS)
   4.4.11.16 Advisory I/TAP-Systems Software Specialist (SSS)
   4.4.11.17 Senior I/TAP-Systems Software Specialist (SSS)

4.4.11.1 Advisory I/TAP-Availability Manager (AM)

Position Summary and Responsibilities

The I/T Availability Profession-Availability Manager Advisory position represents IBM to clients on all matters concerning Systems Availability. The Advisory Availability Manager contributes to client satisfaction with system availability support. At the Advisory position, the Availability Manager recognizes complex problems affecting IT availability within the clients environment.

As a key member of a team, leader of a small team, or working independently the Availability Manager can articulate and compare alternative approaches in assuming some responsibility for system availability planning and operations for their clients. This includes participating in the development of strategies on I/T Services, client environment, client operations, system configuration and systems management processes and procedures. The primary responsibility of the Availability Manager is to contribute to attaining the clients system availability goals.

This position requires some degree of analytical ability and creativity in the development and implementation of plans and solutions to client requirements and problems. The Availability Manager at the Advisory position generally controls their own work responsibilities using their own methods and can work on special projects. The Advisory position requires systems management knowledge across multiple platforms and architectures. The Availability Manager is accountable for individual, team or local department program results.

This position is the entry position for the I/TAP-AM.

For detailed skill requirements for this position, please refer to the Advisory I/TAP-Availability Manager skills template in the SKILLS tool.

4.4.11.2 Senior I/TAP-Availability Manager (AM)

Position Summary and Responsibilities

The I/T Availability Profession-Availability Manager at the Senior position represents IBM to clients on all matters concerning Systems Availability. The Senior Availability Manager is accountable for total client satisfaction with system availability support. At the Senior position, the Availability Manager ensures that plans and strategies are in place to address complex system needs within the clients I/T environment.

As a manager, key member of a team, team leader, or working independently the Availability Manager advises other professionals and effectively uses group dynamics in assuming overall IBM Responsibility for system availability planning and operations for their clients. This includes participating in the development of strategies on I/T Services, client environment, client operations, system configuration and systems management processes and procedures. The primary responsibility of the Availability Manager is to ensure that the clients overall system availability goals are met.

This position requires a high degree of analytical ability and creativity in the development and implementation of plans and solutions to client requirements and problems. The Senior Availability Manager defines and decides objectives within a business concept and may have responsibility for tools and assigned resources required to conduct special projects. The Senior position requires expert systems management knowledge across multiple platforms and architectures. The Availability Manager is accountable for local business unit programs involving multi-functional, teams.

For detailed skill requirements for this position, please refer to the Senior I/TAP-Availability Manager skills template in the SKILLS tool.

4.4.11.3 Consulting I/TAP-Availability Manager (AM)

Position Summary and Responsibilities

The I/T Availability Profession-Availability Manager at the Consulting position represents IBM to clients on all matters concerning Systems Availability. The Consulting Availability Manager is accountable for total client satisfaction with system availability support. At the Consulting position, the Availability Manager ensures that plans and strategies are in place to address complex system needs within the clients I/T environment.

As a manager, key member of a team, team leader, or working independently the Availability Manager guides other professionals and assumes overall IBM Responsibility for system availability planning and operations for their clients. This includes development of strategies on I/T Services, client environment, client operations, system configuration and systems management processes and procedures. The primary responsibility of the Availability Manager is to ensure that the clients overall system availability goals are met.

This position requires a high degree of analytical ability and creativity in the development and implementation of plans and solutions to client requirements and problems. The Consulting Availability Manager has considerable latitude and responsibility to define and decide on tools, processes priorities and resources necessary to manage, analyze design and implement general business unit directives. The Consulting position requires expert systems management knowledge across multiple platforms and architectures. The Availability Manager is accountable for project or programs involving multi-functional, country-wide, or regional teams.

For detailed skill requirements for this position, please refer to the Consulting I/TAP-Availability Manager skills template in the SKILLS tool.

4.4.11.4 Senior Consulting I/TAP-Availability Manager (AM)

Position Summary and Responsibilities

The I/T Availability Profession-Availability Manager at the Senior Consulting position represents IBM to clients on all matters concerning Systems Availability. They have mastered the skill of managing IT availability for their clients and have mastered the business unit or country operations, strategies and objectives in leading-edge critical situations. They anticipate, create, and define innovative and visionary concepts and can reach lasting agreements during complex negotiations.

With a vision of overall IT services strategies, the Senior I/TAP-AM manages IT services departments, business units, country or global teams. They are responsible for quality output and value-add for highly visible IT availability management services solutions and contribute to policy making for IT services.

The I/TAP-AM at the Senior Consulting position is responsible for committing multiple resource and achieving customer satisfaction, cost, expense, revenue and other IT availability management services business objectives for a business unit, country or global programs and projects.

For detailed skill requirements for this position, please refer to the Senior Consulting I/TAP-Availability Manager skills template in the SKILLS tool.

4.4.11.5 Advisory I/TAP-Customer Services Manager (CSM)

Position Summary and Responsibilities

The I/TAP-Customer Services Manager at the Advisory position is responsible for contributing to IBM services revenue. As a member of the client relationship team and with a focus on IT services, they establish and sustain credible relationships with client IT executives which result in opportunities to place IT services solutions in their accounts.

With a professional knowledge of their client's IT environment, they independently can recognize problems and proactively apply creativity and judgement to assess opportunities for placing IT services solutions.

They can work on special projects and generally control their own work priorities and methods when identifying client IT services needs. The Advisory I/TAP-CSM provides IT services advice to others and can lead small IT services teams when placing IT services solutions with their clients. They manage routine IT services activities.

They are responsible for generating IT services revenue while maintaining the business unit's objectives for profit, costs and expenses and are key contributors to client satisfaction with all functions of IBM's Availability Services.

This position is the entry position for the I/TAP-CSM.

For detailed skill requirements for this position, please refer to the Advisory I/TAP-Customer Services Manager skills template in the SKILLS tool.

4.4.11.6 Senior I/TAP-Customer Services Manager (CSM)

Position Summary and Responsibilities

The I/TAP-Customer Services Manager at the Senior position is responsible for contributing to IBM services revenue. As a member of the client relationship team and with a focus on IT services, they establish and sustain credible relationships with client IT executives which result in opportunities to place IT services solutions in their accounts.

With a professional knowledge of their client's IT environment and local business unit processes, they can recognize complex problems and proactively apply creativity and judgement to assess opportunities for placing IT services solutions.

They can conduct special projects and define and decide on priorities and objectives when identifying client needs. The Senior I/TAP-CSM provides on-going IT services guidance to others and directly influences people outside IT services when placing IT services solutions with their clients. They may have department management responsibilities or lead multi-functional teams who are experts in areas outside of their own.

They are responsible for generating IT services revenue while maintaining the business unit's objectives for profit, costs and expenses and are fully responsible for client satisfaction with all functions of IBM's Availability Services.

For detailed skill requirements for this position, please refer to the Senior I/TAP-Customer Services Manager skills template in the SKILLS tool.

4.4.11.7 Consulting I/TAP-Customer Services Manager (CSM)

Position Summary and Responsibilities

The I/TAP-Customer Services Manager at the Consulting position is responsible for contributing to IBM services revenue. As a member of the client relationship team and with a focus on IT services, they establish and sustain credible relationships with client IT executives which result in opportunities to place IT services solutions in their accounts.

With a professional knowledge of their client's IT environment and local business unit or country operations, they proactively analyze complex/new IT services situations and assess opportunities, impacts and risks for placing IT services solutions.

They can conduct special projects with considerable latitude in responsibilities to define and decide on priorities, processes and resources within their business unit or country objectives. The Consulting I/TAP-CSM is recognized as the expert for identifying opportunities for placing IT services solutions with clients and possess vision regarding IT service delivery issues and trends. They may have department management responsibilities or lead multi-functional teams who are experts in areas outside of their own.

For detailed skill requirements for this position, please refer to the Consulting I/TAP-Customer Services Manager skills template in the SKILLS tool.

4.4.11.8 Senior Consulting I/TAP-Customer Services Manager (CSM)

Position Summary and Responsibilities

The I/TAP-Customer Services Manager at the Senior Consulting position is responsible for contributing to IBM services revenue. As a member of the client relationship team and with a focus on IT services, they establish and sustain credible relationships with client IT executives which result in opportunities to place IT services solutions in their accounts.

They have mastered the skill of identifying and placing IT services solutions for their clients and have mastered the business unit or country operations, strategies and objectives in leading-edge critical situations. They anticipate, create, and define innovative and visionary concepts and can reach lasting agreements during complex negotiations.

With a vision of overall IT services strategies, the Senior Consulting I/TAP-CSM at manages IT services departments, business units, country or global teams. They are responsible for quality output and value-add for highly visible IT services solutions and contribute to policy making for IT services.

The I/TAP-CSM at the Senior Consulting position is responsible for committing multiple resource and achieving customer satisfaction, cost, expense, revenue and other IT services business objectives for a business unit, country or global programs and projects.

For detailed skill requirements for this position, please refer to the Senior Consulting I/TAP-Customer Services Manager skills template in the SKILLS tool.

4.4.11.9 Entry I/TAP-Systems Services Representative (SSR)

Position Summary and Responsibilities

The Entry System Services Representative (SSR) is primarily responsible to assist in post sale maintenance of IBM equipment in customer accounts. The Entry SSR possesses the knowledge and training necessary to perform as an electronics technician prior to becoming an SSR. The Entry SSR acts as a technical interface to customers for hardware support and the delivery of operational services as required by the customer.

The Entry SSR performs technical service and/or post sale support for hardware. Assists in services activities including systems assurance, installation team, account management, basic problem determination, discontinuance and relocation for IBM and non-IBM systems.

The Entry SSR using established and varied techniques and procedures performs basic problem determination and problem solving to resolve customer hardware and software operational situations.

The Entry SSR has a basic understanding of and is able to articulate IBM's technical support delivery methodology, particularly, as it relates to base and enhanced support.

For detailed skill requirements for this position, please refer to the Entry I/TAP-Systems Services Representative skills template in the SKILLS tool.

4.4.11.10 Base I/TAP-Systems Services Representative (SSR)

Position Summary and Responsibilities

The Base Systems Services Representative (SSR) is primarily responsible for the post sale maintenance of IBM hardware and software in customer accounts. The Base SSR is assigned to accounts for system support and acts as a technical interface to customers for hardware and software support and the delivery of services as required by the customer.

The Base SSR will spend a majority of their time working on hardware related issues using problem analysis and problem solving skills for the identification and resolution of hardware situations in the customer environment. May assist in the resolution of software and operational situations. The Base SSR performs hardware and software services activities including systems assurance, installation planning, account management, systems problem determination, discontinuances, relocation, diagnosis, etc., for IBM and non-IBM systems.

In general, the Base SSR assumes responsibility for developing positive e relationships with customer management and staff to ensure a high level of overall customer satisfaction in all assigned accounts. Specifically, ensures a high level of customer satisfaction with technical support and operational services.

The Base SSR has a significant understanding of and is able to articulate IBM's technical support delivery methodology, particularly, as it relates to base and enhanced support. Responsible for the technical value relationship by providing technical expertise to protect revenue base and generate new services business. For detailed skill requirements for this position, please refer to the Base I/TAP-Systems Services Representative skills template in the SKILLS tool.

4.4.11.11 Account I/TAP-Systems Services Representative (SSR)

Position Summary and Responsibilities

The Account Systems Services Representative (SSR) is primarily responsible for the post sale maintenance of IBM equipment in customer accounts. The Account SSR is assigned to provide accounts with total systems support. Acts as the primary technical interface to customers for hardware and software technical support as required by the customer.

The Account SSR uses advanced technical expertise to conduct problem analysis and problem solving to identify and resolve complex system hardware and software operational situations. Gives technical assistance and advice to lesser experienced personnel. The Account SSR plans for and executes hardware and assists in software services activities including systems assurance, installation planning, account management, systems problem determination, discontinuances, relocation, diagnosis, etc., for IBM and non-IBM systems. The Account SSR acts as the local technical expert for complex hardware situations.

In general, the Account SSR assumes the responsibility for developing positive relationships with customer management and staff to ensure a high level of overall customer satisfaction in all assigned accounts. Specifically, ensures a high level of customer satisfaction with technical support and operational services.

The Account SSR has a thorough understanding of and is able to articulate IBM's technical support strategy, particularly, as it relates to base and enhanced support. Responsible for the technical value relationship by providing expertise to protect revenue base and identify new services opportunities.

For detailed skill requirements for this position, please refer to the Account I/TAP-Systems Services Representative skills template in the SKILLS tool.

4.4.11.12 I/TAP Systems Services Representative (SSR)

Position Summary and Responsibilities

The Systems Services Representative (SSR) is an individual contributor assigned to accounts representing IBM to clients on all matters concerning the efficient management of their Information Technology Systems and operations in order to meet their requirement for access to their business information. Is the primary technical interface to customers for the coordination of hardware and software support and delivery of operational services as required by the customer.

As a member of a team, the SSR is accountable for client satisfaction with the selection, management and delivery of hardware and software maintenance and operations support services. As a member of a team, the SSR can suggest plans and methodologies to address system needs within the client's I/T environment. In general, the SSR assumes responsibility for developing positive relationships with customer management and staff to ensure a high level of overall customer satisfaction in all assigned accounts. Specifically, ensures a high level of customer satisfaction with technical support and operational services.

The SSR utilizes analytical ability and creativity in the development and implementation of plans and solutions to client requirements and problems. On occasion, and, as necessary but not as primary part of job, uses defined tools, processes, priorities and resources necessary to analyze, design and implement technical support for client I/T solutions. The SSR requires knowledge of a technology, platform or architecture. The SSR participates in projects or programs for planning routine technical and/or operational services activities.

The SSR has an understanding of and articulates IBM's technical support strategy, particularly, as it relates to base and enhanced support. Responsible for the value of the technical relationship by providing expertise to protect the existing revenue base and generate new services business. Generally requires theoretical or conceptual knowledge typically gained through education resulting in a Bachelors Degree or the equivalent in experience.

The nature of the SSR position takes on a professional/administrative aspect while requiring carry over of some of the skills from previous SSR positions.

For detailed skill requirements for this position, please refer to the Professional I/TAP-Systems Services Representative skills template in the SKILLS tool.

4.4.11.13 Advisory I/TAP Systems Services Representative (SSR)

Position Summary and Responsibilities

The Advisory Systems Services Representative (SSR) is either the individual contributor or small team leader who represents IBM to clients on matters concerning the availability of their Information/Technology systems and operations in order to meet their requirement for continuous access to their business information. Is the primary technical interface to customers for the delivery of technical support and operational services required by the customer.

As leader of a small team or working independently, the Advisory SSR assumes responsibility for ensuring the effective use of the customer's I/T resources. The Advisory SSR applies creativity and judgment in his/ her approach to I/T services delivery, client environment, client operations, system configuration and systems management processes and procedures. The primary responsibility of the Advisory SSR is to ensure that the client achieves benefit from their I/T operations.

In general, the Advisory SSR assumes total responsibility for developing positive relationships with customer management and staff to ensure a high level of overall customer satisfaction in all assigned accounts. Specifically, ensure a high level of customer satisfaction with technical support and operational services.

The Advisory SSR has analytical ability and creativity in the development and implementation of plans and solutions to client requirements and problems. The Advisory SSR is required to have significant systems knowledge in a technology, platform or architecture. The Advisory SSR is accountable for projects or programs involving technical or operational activities. The Advisory SSR will, on occasion and as necessary, act as an advisor on complex system problems guiding the use of resources in the use of defined tools processes and priorities necessary to analyze, diagnose and implement solutions for client I/T issues.

The Advisory SSR has a full understanding of and is able to articulate and educate others about IBM's technical support strategy, particularly as it relates to base and enhanced support. Responsible for the technical value relationship by providing expertise to protect revenue base and generate new services business.

For detailed skill requirements for this position, please refer to the Advisory I/TAP-Systems Services Representative skills template in the SKILLS tool.

4.4.11.14 Senior Professional I/TAP Systems Services Representative (SSR)

Position Summary and Responsibilities

The Senior Professional Systems Services Representative (SSR) is assigned to geographic/platform territory to provide coordination of skills for a team of systems services representatives. The Senior SSR uses extensive systems knowledge to assign territories, make backup assignments and assist or lead in the planning of complex system hardware/software changes, install/discontinuance, MES or services activities. Represents IBM to clients on all matters concerning the efficient management of their Information/Technology Systems and operations in order to meet their requirement for the highest level of continuous access to their business information.

The Senior SSR keeps the team abreast of the technical business measurements and assumes the total responsibility for them by providing day to day technical work direction and coordination for all SSR members in their assigned or associated SSR team.

As a team leader or working independently, the Senior SSR guides other professionals and assumes overall IBM responsibility for ensuring the effective use of the customer's I/T resources. This includes development of strategies on I/T services delivery, client environment, client operations, system configuration and systems management processes and procedures. The primary responsibility of the Senior SSR is to ensure that the client achieves maximum benefit from their I/T operations.

This position requires analytical ability and creativity in the development and implementation of plans and solutions to client requirements and problems. The Senior SSR has considerable latitude and responsibility to define and decide on tools, processes, priorities and resources necessary to manage, analyze design and implement client I/T technical support solutions. The Senior SSR is required to possess significant systems knowledge across multiple technology platforms and architectures. The SSR at Senior is accountable for projects or programs involving multi-functional and business unit teams.

In general, the Senior SSR assumes total responsibility for developing positive relationships with customer management and staff to ensure a high level of overall customer satisfaction in all team accounts. Specifically, ensures a high level of customer satisfaction with technical support and operational services.

The Senior SSR has an advanced understanding of and is able to articulate and educate others about IBM's technical support strategy, particularly, as it relates to base and enhanced support. Responsible for the technical value relationship by providing expertise to protect revenue base and generate new services business.

For detailed skill requirements for this position, please refer to the Senior I/TAP-Systems Services Representative skills template in the SKILLS tool.

4.4.11.15 I/TAP-Systems Software Specialist (SSS)

Position Summary and Responsibilities

The I/TAP SSS is primarily responsible for the software support and associated services in customer accounts. They are required to participate in IBM's 24 hour continuous support commitment to its customers. They are usually based in a center, but may be required to undertake travel and nights away in the delivery of on-site support and service.

The I/TAP SSS provides accounts with total systems software support in assigned areas. They will be the primary technical interface to customers for software support and the delivery of operational services as required by the customer. The I/TAP SSS is expected to conduct problem analysis and problem solving with skills which allows for the identification and resolution of software problems and operational issues.

The I/TAP SSS plans for and executes software services activities including installation planning, account management, systems problem determination, diagnosis, etc. for IBM and selected non-IBM systems. In general the I/TAP SSS assumes total responsibility for developing positive relationships with customer management and staff to ensure a high level of overall customer satisfaction in all assigned areas. Specifically, ensure a high level of customer satisfaction with software support and operational services.

The I/TAP SSS needs to have a complete understanding of, and to be able to articulate IBM's technical support strategy, particularly, as it relates to the various levels of software support. Responsible for the technical value relationship by providing expertise to protect revenue base and generate new services business.

This position is the entry position for the I/TAP-SSS.

For detailed skill requirements for this position, please refer to the I/TAP-Systems Software Specialist skills template in the SKILLS tool.

4.4.11.16 Advisory I/TAP-Systems Software Specialist (SSS)

Position Summary and Responsibilities

The Advisory I/TAP SSS is primarily responsible for the software support and associated services in customer accounts. They are required to participate in IBM's 24 hour continuous support commitment to its customers. They are usually based in a center, but may be required to undertake travel and nights away in the delivery of on-site support and service.

The Advisory I/TAP SSS provides accounts with total systems software support in assigned areas. May function independently with minimal direction, or may provide work direction to less experienced personnel. The Advisory I/TAP SSS is expected to have a high level of problem analysis and problem solving skills which allows for the identification and resolution of software problems and operational issues.

The Advisory I/TAP SSS plans for and executes software services activities including installation planning, account management, systems problem determination, diagnosis, etc. for IBM and selected non-IBM systems. In general the Advisory I/TAP SSS assumes total responsibility for developing positive relationships with customer management and staff to ensure a high level of overall customer satisfaction in all assigned areas. Specifically, ensures a high level of customer satisfaction with software support and operational services.

The Advisory I/TAP SSS needs to have a complete understanding of, and be able to articulate IBM's technical support strategy, particularly as it relates to the various levels of software support. Responsible for the technical value relationship by providing expertise to protect revenue base and generate new services business.

For detailed skill requirements for this position, please refer to the Advisory I/TAP-Systems Software Specialist skills template in the SKILLS tool.

4.4.11.17 Senior I/TAP-Systems Software Specialist (SSS)

Position Summary and Responsibilities

The Senior I/TAP SSS is primarily responsible for the software support and associated services in customer accounts. They are required to participate in IBM's 24 hour continuous support commitment to its customers. They are usually based in a center, but may be required to undertake travel and nights away in the delivery of on-site support and service.

The Senior I/TAP SSS functions independently with minimal direction. They provide accounts with total systems software support in assigned areas and direct and coordinate the skills of a team of less experienced personnel. The Senior I/TAP SSS is expected to make use of an extensive background in systems and problem determination to lead in the planning of complex system software problem resolution, installations, changes, upgrades and services activities for IBM and selected non-IBM systems.

The Senior I/TAP SSS keeps their team abreast of the technical business measurements and assumes the total responsibility for them by providing day-to-day technical work direction and coordination for all members of their assigned team. In general the Senior I/TAP SSS assumes total responsibility for developing positive relationships with customer management and staff to ensure a high level of overall customer satisfaction in all assigned areas. Specifically, ensures a high level of customer satisfaction with software support and operational services.

The Senior I/TAP SSS needs to have a complete understanding of, and to be able to articulate and educate others on, IBM's technical support strategy, particularly as it relates to the various levels of software support. Responsible for the technical value relationship by providing expertise to protect revenue base and generate new services business.

For detailed skill requirements for this position, please refer to the Senior I/TAP-Systems Software Specialist skills template in the SKILLS tool.

4.5 Chapter 19. I/T Specialist Profession

Subtopics:

4.5.1 I/T Specialist Profession Overview

The I/T Specialist profession supports solution construction, implementation, and systems integration in a Technology, Industry or Business specialty. The I/T Specialist is proficient in a specialty and is capable of working with requirements, design, implementation and production projects and engagements. Depending on their organization or role, the I/T Specialist either performs services for fee or provides technical support for product sales.

Subtopics:

4.5.1.1 Role of the I/T Specialist

4.5.1.1 Role of the I/T Specialist

I/T Specialists deliver high quality solutions to clients in response to varying business requirements. They utilize product, technology, industry and business skills. The I/T Specialist often uses tools to manage, analyze, design and implement. The I/T Specialist has an in-depth understanding of products, offerings and services within their specialty.

Currently, I/T Specialists are deployed in sales, services, industry, manufacturing and development, and internal I/T organizations. Across these organizations, two broad categories of I/T Specialists are defined:

I/T Specialists primarily applying their technical skills in a customer fee services and implementation environment. Where it is required to specifically address these professionals we will use the term "I/T Specialist - Services".
I/T Specialists primarily applying their technical skills to support the sales of IBM products. Where it is required to specifically address these professionals we will use the term "I/T Specialist - Technical Support."

Although it is necessary to make this distinction, both of these categories are considered part of the same overall profession due to the fact that, in the main, they utilize similar technical and professional skills. However, it is also recognized that they both require specific skills related to their deployment. The technical support and services activities apply for all of the I/T specialist disciplines except Customized Operational Services (COS), which is services only.

The major responsibilities of the I/T Specialist may include:

Performing tasks to support activities in such areas as:
- Product and services proposal preparation
- Product support and installation
- Application development
- Network Management
- Performance tuning
- Industry Solutions
- Education
- Client/Server distributed systems
- Migrations and conversions
- Customized Operational Services
- Consulting practice support
- Systems Management
- Systems Integration
- Prototyping/Proof of Concept
- Complex Solutions Design
- Benchmarking
- Capacity Planning
Analyzing client requirements and estimating scopes of effort
Ensuring high client satisfaction for projects/engagements performed
Interacting with client staff/executives, subcontractors, vendors
Developing and presenting creative solutions to clients
Providing project documentation
Employing formal methodologies and tools
Providing technical advice and guidance to project team members, customers, and sales teams
Leading effort to validate new technology (e.g., early support programs)
Closing/supporting the sale from a technology point of view
Identifying and generating incremental Services business or IBM product revenue

4.5.2 Profession Structure

The I/T Specialist Profession consists of 5 positions:

I/T Specialist
Advisory I/T Specialist
Senior I/T Specialist
Consulting I/T Specialist
Senior Consulting I/T Specialist

The Consulting and Senior Consulting positions are certified positions. Figure 19-1 in topic 4.5.3 and Figure 19-2 in topic 4.5.3 summarize the requirements of each position of the profession and the developmental requirements for progression within the profession. Detailed position descriptions can be found in "I/T Specialist Position Descriptions" in topic 4.5.10.

The six Major I/T Specialist Profession disciplines are:

Application Development and Maintenance
The I/T Specialist - Application Development/Maintenance (AD/M) discipline provides application development services or technical support, typically in a well-defined project or engagement. He or she supports the business strategies, the definition of business strategies, processes, architectures and platforms for solutions development, application maintenance and data management activities. The I/T Specialist - AD/M possesses in-depth knowledge of IBM and key OEM development methodologies and tools required for the design and development of client solutions. Activities include selection, requirements analysis, testing, integrating and maintaining application components and models.
Client/Server
The I/T Specialist - Client/Server discipline addresses the client's need to integrate applications in a multi-database, multi-operating system, multi-network, multi-protocol, multi-platform, and multi-vendor environment. To do this effectively, he or she must be knowledgeable in the wide variety of applications, databases, networks, and platforms that are available from IBM, Business Partners and other vendors. The I/T Specialist - Client Server understands the Life Cycle impact of integrating complex applications including the utilization of CASE, appropriate methodologies, and other tools as required.
Customized Operational Services
The I/T Specialist - Customized Operational Services (COS) discipline focuses on the skills required to provide technical, sales and billable services in support of COS Site services or connectivity contracts. An individual in the site services specialty provides technical advice and guidance on all aspects of the physical plant (infrastructure) and facilities required for proper operation of the data center and distributed processing physical environments; the specialist in the connectivity specialty focuses on the infrastructure and facilities required for the operation of data communications products and associated peripheral equipment.
Industry/Cross Industry Solutions
The I/T Specialist - Industry/Cross Industry Solutions discipline provides services or support for our customers through highly skilled, accessible and responsive industry or cross industry individuals. The I/T Specialist - Industry Solutions has a thorough understanding of the nature and the products of that industry. They would be knowledgeable in the trends and directions of the industry and the market, the players, the problems and solutions unique to the specific industry. The I/T-Specialist - Cross Industry Solutions has in-depth knowledge and experience in a solution that might apply to more than one industry; not necessarily specific to any one industry. An application may be a particular technology or product area (e.g., Image, Multimedia).
Networking
The I/T Specialist - Networking discipline provides a varied set of networking services or technical support, to meet client requirements, typically in a well defined project or engagement. He or she may perform activities ranging from the design and development of network solutions to the assurance of multi-vendor, multi-protocol complex network environments. Activities include support for the installation, configuration, customization, and maintenance of networking tools, software, service applications, complex demonstrations, beta tests and ESP's. Individuals must possess a thorough knowledge of IBM or OEM solutions as well as understand competitive multi-vendor networking and network management tools, techniques and offerings.
Systems
The Systems discipline represents the Systems Products, Systems Management and Systems Integration and Test specialties.
1. Systems Products: The The I/T Specialist - Systems Products provides services or technical support related to transaction, database storage, and operating systems, typically in a well defined project/engagement or technical support of IBM brand and software offerings. Activities include planning, design, proposal preparation, pre-sales activities, installation, conversion, or release migration of complex operating and transaction systems, complex demo's, benchmarking and ESP's. Additional activities include systems programming, systems connectivity, interface coding, systems integration, performance and tuning, capacity planning, and problem determination. The I/T Specialist - Technical support provides technical sales support for Large Scale Systems, Advanced Workstations, AS/400 systems, Storage Systems and major software systems products.
2. Systems Management: The I/T Specialist - Systems Management provides systems programming, installation, maintenance, customization and testing services and technical support for the client's major centralized computer systems, subsystems, distributed systems or End User products. Activities may include planning, designing, implementing and leading installation projects or operating complex centralized and distributed computer systems. The I/T Specialist - Systems Management possesses a knowledge of industry and systems management solutions as well as IBM and key OEM systems management tools, processes and services.
3. Systems Integration and Test: The I/T Specialist - Systems Integration and Test specialty performs services to integrate and test hardware solution components in a well-defined engagement. The solution may consist of IBM as well as third party existing, modified, converted and new development products. Activities may include developing appropriate plans, procedures, testing environment and data and performing system level configuration, testing facilities. He or she possesses a knowledge of development, integration and testing of complex systems and networks as well as test planning, test concepts, tools and problem reporting techniques.
  
  Subtopics:
  - 4.5.2.1 I/T Specialist Specialities

4.5.2.1 I/T Specialist Specialities

IBM has a full line of technology products and industry solutions and technology services. Competencies, skills and experience required to support these businesses vary, with differences among businesses, segments and geographies. Some industries have defined Industry Solution specialities; others have not. In addition to the specialties listed below, disciplines are mappable to service lines and product brands directly. The six disciplines of I/T Specialist consists of the following specialties:

    ____________________________ ___________________________________________  
   | Discipline                 | Specialty                                 | 
   |____________________________|___________________________________________| 
   | Application                | °   AD/M Business Analysis                | 
   | Development/Maintenance    | °   AD/M Data Integration                 | 
   |                            | °   AD/M Application Integration          | 
   |____________________________|___________________________________________| 
   | Client/Server              | °   Client/Server                         | 
   |____________________________|___________________________________________| 
   | Customized Operational     | °   COS Connectivity Services             | 
   | Services                   | °   COS Site Services                     | 
   |                            | °   COS LAN Services                      | 
   |____________________________|___________________________________________| 
   | Industry Solutions         | °   Industry Solutions                    | 
   |                            |     -    Communications                   | 
   |                            |     -    Finance                          | 
   |                            |     -    Insurance                        | 
   |                            |     -    Manufacturing                    | 
   |                            |     -    Retail/Distribution              | 
   |                            |     -    Government                       | 
   |                            | °   Cross Industry Solutions              | 
   |                            |     -    Image                            | 
   |                            |     -    Multimedia                       | 
   |____________________________|___________________________________________| 
   | Networking                 | °   Network Management                    | 
   |                            | °   Network Integration                   | 
   |                            | °   Computer Telephony Integration        | 
   |____________________________|___________________________________________| 
   | Systems                    | °   Systems Products                      | 
   |                            | °   Systems Management                    | 
   |                            | °   Systems Integration & Test            | 
   |____________________________|___________________________________________|

In general, these announced specialties are open for use by all businesses having the same need, but may not be implemented everywhere within IBM. To find out if these are implemented in your business or geography in addition to the disciplines, see your management.

4.5.3 Characteristics of the Profession

The I/T Specialist enjoys "end-to-end" work.

Specialists work from requirements through design through implementation project phases and engagements.
They engage in planning and customization of replicative solutions.
Those who remain in the specialty to senior levels become design experts in the specialty and consult as well.
They enjoy technical leadership and implementing applications, systems and solutions.
Some are dedicated to product sales and proposal work (requirements and external design) and become expert at developing estimates and plans for their specialty.

Figure 19-1. I/T Specialist Profession Roadmap - #1

Figure 19-2. I/T Specialist Profession Roadmap - #2

4.5.4 Potential Candidates

Potential candidates range from college hires to experienced I/T Technicians, Engineers, Analysts, Programmers, Development Managers, Systems Engineers and Consultants. Some more senior professionals may be presidents of solution firms or experts in specific industry applications or solutions.

Figure 19-3 shows possible candidates for the I/T Specialist Profession and possible career movement from an I/T Specialist position. Most professionals will stay and grow in the same profession. However, for those that want to pursue additional career options, many of your current profession experiences will help you in your new profession. Additional documentation on the normal possibilities for making a career change from one of the other Worldwide Professions to the IT Specialist profession is available in I/T Specialist Career Possibilities.

Figure 19-3. I/T Specialist Profession Career Possibilities

4.5.5 Career Growth

I/T Specialists may progress to other careers. Many like the design component so much that they become I/T Architects who spend most of their time on design projects. Others enjoy the technology leadership and become full-time Project Managers. Some enjoy the analysis and requirements projects and may become Consultants. Still others may enjoy the technical selling effort and may become product or services sales specialist. Of course, the I/T Specialist career profession allows a professional to advance within their specialty both in skill growth and level based on return to IBM and the business need of the organization. In the past, the only option for experts were IBM Fellow positions or senior technical staff member jobs.

Some I/T Specialist disciplines begin at the entry position. Others, like Industry Solutions Specialist jobs, begin at a higher position in the development/career specialty and continue to executive levels. If the specialty starting position occurs higher in the career, this generally means that the I/T Specialist first developed skills in another area prior to achieving this competency (e.g., Client/Server).

    _______________________ ________________________ _______________________  
   | Discipline            | Starting Position      | Maximum Position      | 
   |_______________________|________________________|_______________________| 
   | AD/M                  | I/T Specialist         | Senior Consulting I/T | 
   |                       |                        | Specialist            | 
   |_______________________|________________________|_______________________| 
   | Client/Server         | Advisory I/T           | Senior Consulting I/T | 
   |                       | Specialist             | Specialist            | 
   |_______________________|________________________|_______________________| 
   | Customized            | I/T Specialist         | Senior Consulting I/T | 
   | Operational Services  |                        | Specialist            | 
   |_______________________|________________________|_______________________| 
   | Industry Solutions    | Advisory I/T           | Senior Consulting I/T | 
   |                       | Specialist             | Specialist            | 
   |_______________________|________________________|_______________________| 
   | Network               | I/T Specialist         | Senior Consulting I/T | 
   |                       |                        | Specialist            | 
   |_______________________|________________________|_______________________| 
   | Systems               | I/T Specialist         | Senior Consulting I/T | 
   |                       |                        | Specialist            | 
   |_______________________|________________________|_______________________|

Responsibilities at the starting levels generally involve development or production of deliverables, either software, hardware or documents.

As professionals develop to higher levels of the discipline, they begin to design and take on project leadership. Eventually, as professionals become more senior, they will sometimes have sales leadership and business responsibility as well. These professionals may either be management or non-management. Some Specialists will manage a team of Specialists. As in other professions, certified and advanced professionals will be expected to provide technology or competency leadership and mentoring to those coming "up" behind them.

Figure 19-1 in topic 4.5.3 shows career progression and skills developmental activities needed to grow to increasingly responsible positions within the profession.

4.5.6 Certification Nomination Guide

Once you have developed the necessary advanced skills and expertise, you may wish to pursue certification within the I/T Specialist profession. Refer to the Worldwide I/T Specialist Certification Nomination Guide and Mentoring I/T Professionals for additional information.

4.5.7 Performance Elements

The key performance elements for the I/T Specialist profession are:

Cost/Profit
Revenue/Share
Customer Satisfaction

The depth and breadth of one's skills will be one of the factors which determine the I/T Specialist's compensation, along with size and complexity of the project/engagement/contract.

Measurement criteria will include project, solution or engagement profit for services organizations, or personal revenue for services or cost management in Internal I/T organizations. Sales, services and industry groups may include revenue or solution objectives (CAs) and share objectives. Schedule or milestone objectives are common for services, I/T and sales organizations for proposal, requirements, design and implementation projects/engagements. Most include external or internal customer satisfaction measurements.

4.5.8 I/T Specialist Profession Skills Profile

I/T Specialists deliver high-quality solutions to clients in response to varied sets of business requirements. They utilize product, technology, industry and/or services skills to perform a broad array of tasks across a spectrum of client engagements and projects. They possess an in-depth understanding of products, offerings and services and their applicability to specific client needs.

The I/T Specialist Templates are:

I/T Specialist
I/T Specialist-Adv
I/T Specialist-Sr
I/T Specialist-Cons
I/T Specialist-Sr Cons

The I/T Specialist profession is further defined by disciplines and specialties. The templates associated with these specialties are:

I/T Spec-AD/M Business Analy-xxx
where xxx = (Blank, Adv, Sr, Cons, SrCons)
I/T Spec-AD/M Data Integn-xxx
- I/T Spec-TS-SW Data Mgmt
I/T Spec-AD/M Appl Integn-xxx
- I/T Spec-TS-SW Appl Devel
I/T Spec-Netwk Integn-xxx
- I/T Spec-TS-Netwkg
I/T Spec-Netwk Mgmt-xxx
I/T Spec-Sys Mgmt-xxx
I/T Spec-Sys Integn & Test-xxx
I/T Spec-Sys Mgmt Integn-xxx
- I/T Spec-TS-SW Sys Mgmt
I/T Spec-Systems Products-xxx
- I/T Spec-TS-S/390
- I/T Spec-TS-Personal Computer
- I/T Spec-TS-RS/6000
- I/T Spec-TS-AS/400
- I/T Spec-TS-AS/400 Storage
- I/T Spec-TS-RS/6000 Storage
- I/T Spec-TS-S/390 Storage
- I/T Spec-TS-SW Transaction Procg
- I/T Spec-TS-SW Personal Sys Prods
- I/T Spec-TS-SW Wkgp

    ____________________________ ___________________________________________  
   |                            |   Profession Positions, with Associated   | 
   |                            |                Skill Levels               | 
   | I/T SPECIALIST PROFESSION  |_______ ______ ______ _______ ______ ______| 
   | SKILLS                     |       | Adv. |  Sr  |  Cons |  Sr  |      | 
   |                            |  I/T  |  I/T |  I/T |  I/T  | Cons |  Key | 
   |                            | Spec. | Spec.| Spec.| Spec. |  I/T | Skill| 
   |                            |       |      |      |       | Spec.|      | 
   |____________________________|_______|______|______|_______|______|______| 
   |                           CLIENT ENVIRONMENT                           | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | Client Relationships       |   2   |   3  |   3  |   3   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Relationships With End     |   2   |   3  |   4  |   4   |   5  |      | 
   | Users                      |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Relationships With Client  |   2   |   3  |   3  |   4   |   5  |      | 
   | I/T                        |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Client Strategy & Planning |   1   |   2  |   3  |   3   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Client Strategic Plans     |   1   |   2  |   3  |   4   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Client Tactical Plans &    |   1   |   2  |   3  |   4   |   5  |      | 
   | Goals                      |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Client Management Sys /    |   1   |   2  |   2  |   2   |   3  |      | 
   | Culture                    |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   |                             BUSINESS ACUMEN                            | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | Market Management          |   0   |   2  |   3  |   3   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Financial Skills           |   2   |   2  |   2  |   3   |   3  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Consulting Methods         |   0   |   0  |   2  |   3   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Client Organization &      |   0   |   0  |   2  |   3   |   4  |      | 
   | Structure                  |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Manage Consulting          |   0   |   0  |   3  |   4   |   5  |      | 
   | Engagement                 |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Value-Add Selling          |   1   |   2  |   3  |   3   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   |                                INDUSTRY                                | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | Industry Segments /        |   0   |   2  |   2  |   3   |   4  |      | 
   | Industries                 |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   |                             IBM ENVIRONMENT                            | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | IBM Organization           |   2   |   2  |   3  |   4   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | IBM Formal & Informal      |   2   |   3  |   4  |   4   |   5  |      | 
   | Network                    |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | IBM Vision / Mission /     |   0   |   3  |   3  |   4   |   4  |      | 
   | Strategy                   |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Explain IBM Business       |   0   |   3  |   3  |   4   |   4  |      | 
   | Strategy                   |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Explain IBM Trends /       |   0   |   3  |   3  |   4   |   4  |      | 
   | Directions                 |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | IBM Management System      |   0   |   2  |   3  |   3   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   |                           PROJECT MANAGEMENT                           | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | Initiate Projects          |   2   |   3  |   4  |   4   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Define Work Products       |   2   |   3  |   4  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Define/Estimate Work Tasks |   2   |   3  |   3  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Plan Projects              |   2   |   3  |   3  |   4   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Project Track / Report /   |   2   |   3  |   3  |   4   |   4  |      | 
   | Deliver                    |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Manage Project Risk        |   2   |   3  |   3  |   3   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Manage Project Change      |   2   |   3  |   3  |   4   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Develop Project Plans      |   2   |   3  |   3  |   4   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   |                      PRODUCT/TECHNOLOGIES/SERVICES                     | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | Platforms                  |   2   |   3  |   4  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Applications               |   2   |   4  |   4  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | I/T Related Services       |   2   |   3  |   4  |   4   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Architectures              |   2   |   3  |   3  |   4   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Methodologies              |   2   |   3  |   3  |   3   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   |                                PERSONAL                                | 
   |____________________________ _______ ______ ______ _______ ______ ______| 
   | Leadership                 |   2   |   3  |   4  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Create Client-Driven       |   2   |   3  |   4  |   4   |   4  |      | 
   | Vision                     |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Communication -            |   2   |   3  |   4  |   5   |   5  |      | 
   | Presentation               |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Foster Teamwork / Enable   |   2   |   3  |   4  |   4   |   4  |      | 
   | Teams                      |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Communication              |   2   |   3  |   4  |   4   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Interpersonal              |   2   |   3  |   4  |   5   |   5  |      | 
   | Communication              |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Communication - Written    |   2   |   3  |   4  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Business - to - Business   |   2   |   3  |   4  |   4   |   5  |      | 
   | Comm                       |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Negotiation                |   2   |   3  |   4  |   4   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Negotiation One-on-One     |   2   |   3  |   4  |   4   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Negotiate in Teams         |   2   |   3  |   4  |   4   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Prepare For Negotiation    |   2   |   3  |   4  |   4   |   4  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Prob Solving,              |   2   |   3  |   4  |   5   |   5  |      | 
   | Decision-Making            |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Analyze Problems /         |   2   |   3  |   4  |   5   |   5  |      | 
   | Situation                  |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Risk Awareness / Taking    |   2   |   3  |   4  |   5   |   5  |      | 
   |____________________________|_______|______|______|_______|______|______| 
   | Quality / Problem          |   2   |   3  |   4  |   5   |   5  |      | 
   | Prevention                 |       |      |      |       |      |      | 
   |____________________________|_______|______|______|_______|______|______|

4.5.9 Professional Development

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

For each discipline of the I/T Specialist Profession, a high level career roadmap, experience roadmaps and core knowledge descriptions are available in the I/T Specialist Career Planning Guide.

4.5.10 I/T Specialist Position Descriptions

Subtopics:

4.5.10.1 Position Title: I/T Specialist

Position Concept:

The I/T Specialist is an individual contributor responsible for providing I/T services in a billable project/engagement or providing technical support in a sales organization.

As a member of a team, performs a technical role in support of the solution construction, implementation, and system integration in a technology/industry specialty or product sales. The I/T Specialist assists in delivery of high quality solutions to clients in response to specific business requirements. Develops technical skills and absorbs professional knowledge quickly. Performs assigned technical tasks including study, analysis, programming, product installation, test and system integration. The I/T Specialist has some specific product-, technology- or industry-related specialized skills and works with proposals, requirements, designs, implementations and production projects/engagements. May use tools to analyze and implement portions of a customer solution.

The I/T Specialist provides analytical support necessary to develop and implement solutions for small to medium size projects, or components/elements of larger projects. On occasion, provides technical advice to project managers/leaders and gives some technical direction to team members such as subcontractors or client personnel. May assist in the identification of new I/T services opportunities. In a marketing unit, provides the technical knowledge in support of the sale of hardware and software This can involve participating in the development, packaging and distribution of a solution, or the justification, requirements or proof-of-concept in a proposal project. This position requires knowledge of one major platform, process or architecture.

This is the entry position to the I/T Specialist profession for many disciplines and presumes skills of a college graduate or equivalent. A few I/T Specialist disciplines, notably Client/Server and Industry, begin at higher positions, which generally means developing expertise in another area prior to entering these disciplines.

Typical attributes of this position may include the following:

Skills

Understands and applies basic knowledge of information technology and associated tools of their technical specialty to support attainment of team and department objectives. Demonstrates required I/T Specialist proficiencies in technical skills.
Draws upon concepts of tools, technologies and methodologies to collaborate with other technical specialists when carrying out assigned duties.
Effectively negotiates with technical peers, and occasionally with customers, to implement technical solutions.
Recognizes and articulates job related problems to management.
Analyzes technical problems and creates solutions involving the use of existing techniques or tools. Performs assigned tasks within schedule in accordance with established standards and guidance.
Prepares and recommends technical alternatives involving technology, methodology, tools, processes and solution components.
Challenges the validity of given procedures and processes with the intent to enhance and improve a customer solution.

Contribution/Leadership

Works on information technology projects with direct customer contact.
Work is often reviewed by peers and management, for developmental purposes.
Understands the standard mission of the I/T Specialist in own area of specialty.
May directly influence team members within own project and department or client team with different ideas and techniques for performing tasks. Cultivates and maintains a very positive relationship among team members.
Position may require coordination of activities of peers and more experienced team members to implement technical solutions.

Impact on Business/Scope

Accountable for own results or results of a small work team.
May support activities that contribute to business results. Participates in development of proposals, benchmarks, proof of concepts and selling of hardware, software and services.
Quality of deliverables impacts customer satisfaction.

4.5.10.2 Position Title: Advisory I/T Specialist

Position Concept:

The Advisory I/T Specialist is an individual contributor responsible for providing I/T services in a billable project/engagement or providing technical support in a sales organization.

As a manager of or member of a team, or working independently, performs a technical role in support of the solution construction, implementation, and system integration in a technology/industry specialty or product sales. Delivers high quality solutions to clients in response to varying business requirements. Performs many assigned technical tasks including study, analysis, design, programming, product installation, test and system integration. Has product-, technology-, or industry-related specialized skills and regularly works with proposals, requirements, design, implementation and production projects/engagements. Often uses tools to analyze, design and implement.

The Advisory I/T Specialist provides analytical ability and creativity in developing and implementing solution deliverables for medium size projects. Provides technical advice to project managers and team leaders, as well as giving technical direction to team members including IBM, subcontractors, or client personnel. Assists in the balancing of technical work assignments with team members' technical skills to mitigate risk on the project/engagement/proposal. Provides technical guidance to newer or less experienced team personnel. Assists and, on occasion, is responsible for identifying new billable I/T services opportunities and provides the technical knowledge in the sale of hardware and software solutions. Assists in selling hardware and software products where appropriate. This can involve participating and providing specialty leadership in the development, packaging and distribution of a solution, or the justification, requirements or proof-of-concept in a proposal project. This position requires knowledge across several platforms, processes or architectures.

In addition to the attributes of the I/T Specialist position, typical attributes of this position may include the following:

Skills

Understands and applies knowledge of information technology and associated tools and methodologies of their technical specialty to support attainment of department/project objectives. Demonstrates required Advisory I/T Specialist proficiencies in technical skills.
Is engaged as an independent information technology professional who advises others on tools, technology, and methodology related to implementing I/T solutions in their area of technical specialty.
Compares and articulates alternative approaches to a design, and implements technical solutions that meet customer needs. Is knowledgeable of industry products and methodologies, both IBM and OEM relative to specialty.
Effectively negotiates with team members (technical peers, project managers, and customers) to implement technical solutions within the project/engagement/proposal.
Recognizes and takes the appropriate actions to resolve problems related to the technical solution being implemented and completes technical tasks for the project/engagement/proposal within specialty.
Applies creativity and judgment in the implementation of I/T solutions related to project objectives.
Independently generates technical solutions, based on analytical skills involving technology, methodology, processes, tools and solution components.
Improves the technical procedures and processes within area of technical specialty to enhance the implementation of a customer solution.

Contribution/Leadership

Performs analysis, problem-solving and evaluation activities on special technical topics related to project/engagement/proposal objectives.
Generally controls own work priorities and methods requiring schedule and risk trade-offs within a department or function to implement a technical solution. Participates in project activities assigned. Leads in integrating solutions in specialty.
Understands departmental mission and vision, and applies this knowledge to activities on the project/engagement/proposal.
Provides advice in technical/operational domain of specialization while working with customers, vendors and subcontractors to implement I/T solutions.
May lead small teams in the development and implementation of customer solutions in area of technical specialty.
Ensures completion of routine technical/operational activities for a small project.

Impact on Business/Scope

Accountable for individual, team or department work products, and for the impact of the results on functional activities.
Participates in overall departmental program planning in the areas of cost, schedule and technical risk.
Quality of deliverables and verbal communications impacts customer satisfaction.
May have budgetary responsibility for small project/engagement/proposal. Advises clients in the analysis of business requirements and the selection of technical solutions for medium sized projects and participates in formulating a technical approach to integrate hardware, services, system control and application software into an information processing solutions to meet medium to large requirements.

4.5.10.3 Position Title: Senior I/T Specialist

Position Concept:

The Senior I/T Specialist is either an individual contributor or manager responsible for providing I/T services in a billable project/engagement or providing technical support in a sales organization.

As a manager, team leader, or working independently, advises others and assumes a technical leadership role in support of the solution construction, implementation, and system integration in a technology or industry specialty. Delivers high quality solutions to clients in response to complex business requirements. Performs many assigned technical tasks including study, analysis, design, programming, product installation, test and system integration. Has in-depth product-, technology-, or industry-related specialized skills and is a strong technology or industry leader working with proposals, requirements, design, implementation and production projects/engagements. May design and develop the tools and methodologies used to manage, analyze, design and implement technical solutions.

The Senior I/T Specialist provides analytical ability and creativity in developing and implementing solution deliverables for a medium to large sized project or major segments of a larger project. Provides technical advice to project managers and team leaders, and give technical direction to team members including IBM, subcontractor, or client personnel. Often balances technical work assignments, team members' technical skills and project/engagement/proposal risk while providing technical guidance to newer or less experienced team personnel. Leads in identifying new revenue producing product and/or I/T services opportunities regionally and assists in selling hardware and software products where appropriate. Provides the detailed technical knowledge in the sale of complex hardware and software solutions. This position requires significant knowledge across multiple platforms, processes or architectures.

In addition to the attributes of the Advisory I/T Specialist position, typical attributes of this position may include the following:

Skills

Applies knowledge of information technology and associated methods and tools of the I/T Specialist profession to attain project/function/business unit objectives. Demonstrates the required proficiency levels for technical skills in area of specialty. Demonstrates required Senior I/T Specialist proficiencies in technical skills.
Advises other I/T professionals (Project Managers, I/T Architects, and I/T Specialists) on tools, technology, and methodology related to the development and implementation of I/T solutions. May be asked to research special topics as part of team responsibilities.
Works effectively with other team members. Guides and influences team members, including customer, vendor and subcontractor personnel, and IBMers from other functional areas, to accomplish the team's technical and business objectives.
Negotiates effectively with team members (vendors, subcontractors, customers and IBMers from other functional areas) to define the team's role in developing and implementing the technical solution, including tasks and approaches for producing the solution.
Recognizes and articulates complex problems related to the I/T solution being implemented.
Applies creativity and judgment in implementation of multiple I/T solutions related to project/engagement/proposal objectives.
Independently generates technical solutions, based on analytical skills and business knowledge involving technology, methodology, processes, tools and solution components.

Contribution/Leadership

Leads analysis, problem-solving, and evaluation activities on special technical topics related to project/engagement/proposal objectives.
Often leads implementation or technical support activities. This includes leading all or portions of the implementation project, recommending team members and organizing the team, defining tasks, tracking and reporting progress, and delivering the customer solution on time and within budget.
Understands department/function mission and applies this understanding to achieve project/engagement/proposal objectives.
Influences people outside immediate department, through work with customers, vendors and subcontractors and presentations on project-related topics to IBM and customer management.
Provides technical guidance to implementation team members throughout the project/engagement/proposal life-cycle. May lead implementation in a small/medium sized project or be responsible for subsystem implementation in a large project.

Impact on Business/Scope

Is accountable for quality and timeliness of technical solution that meets customer needs for teams led or departments managed.
Regularly participates in overall functional planning. Identifies, estimates and presents cost, schedule, technical risks for solution elements, both in marketing and proposal efforts and in implementation planning.
Works directly with most levels of customer managers and executives. Activities affect customer satisfaction. Provides technical leadership in the development of proposals, and hardware and software solutions selling.
Has budgetary responsibility for medium to large project/engagement proposals. Advises clients in the analysis of business requirements and the selection of technical solutions for medium to large sized projects and participates in formulating a technical approach to integrate hardware, services, system control and application software into an information processing solution to meet significant, complex requirements.

4.5.10.4 Position Title: Consulting I/T Specialist

Position Concept:

The Consulting I/T Specialist is either the lead individual contributor or manager responsible for providing I/T services in a billable project/engagement or providing the key technical support in a sales organization.

As a manager, key member of a team, team leader, or working independently, the Consulting I/T Specialist guides other professionals and assumes overall technical responsibility for the success of the solution construction, implementation and system integration in a technology, industry or business specialty. Delivers new and complex high quality solutions to clients in response to varying business requirements. Utilizes in-depth knowledge of leading-edge products and technology in conjunction with industry and business skills to influence functional strategy. Influences client personnel and organizations, including executive management, when issues are complex/difficult and require considerable diplomacy. Has considerable latitude and responsibility to define and select tools, processes, priorities and resources necessary to manage, analyze, design and implement general business unit directives. The Consulting I/T Specialist position requires expert knowledge across multiple platforms, processes or architectures. Is accountable for projects or programs involving multi-functional, country-wide, or regional teams.

Utilizes high level analytical ability and creativity to analyze complex/new situations, anticipates potential problems and future trends, assesses opportunities, impacts and risks while developing and implementing plans and solution deliverables to customer problems. The individual focuses skills and experience on large projects. Is recognized as an expert in his/her specialty and industry. Is responsible for taking the lead in identifying new revenue producing product and/or I/T services opportunities nationally. Provides the expert technical knowledge in the sale of highly complex large hardware and software solutions.

In addition to the attributes of the Senior I/T Specialist position, typical attributes of this position may include the following:

Skills

Understands and applies knowledge of services function, business unit, brand, large country or regional objectives in designing and implementing I/T solutions for clients. Demonstrates the required Consulting I/T Specialist proficiency levels for technical skills in own area of specialty and in related disciplines, and applies those skills in implementing I/T solutions.
Understands organizational resources, priorities, needs and policies, and takes them into account in developing I/T strategies and solutions.
Mentors others in the I/T Specialist profession. Provides guidance to team members (Project Managers, I/T Architects, Sales Specialists, and other I/T Specialists, among others) in area of new and complex implementation and/or management tools and techniques. Acts as the center of competency on all appropriate development tools, productivity aids, standards, and procedures ensuring they are effectively utilized on all applicable projects/engagements/proposals.
Leads negotiations with engagement partners and team members (vendors, subcontractors, customers, IBMers from other functional areas) to define project goals and strategies for attaining them.
Anticipates potential problems. Develops and leads execution of the technical risk management plan for the solution to be implemented.
Understands future customer, industry and information technology trends within specialty and related disciplines. Applies this understanding to develop/implement robust solutions and to identify opportunities for future business.
Analyzes new and complex situations. Selects, tailors and applies formal methodologies to analyze customer needs and develop requirements for I/T solutions. Acts as a consultant to the clients in the analysis of business requirements and the selection of technical solutions in very large, complex, leading edge projects. Assesses business and technical impact of solutions.
Leads the implementation of solution or provides expert guidance to the implementation team. Identifies development methodology and technical support tools, and tailors them as required for projects/engagements/ proposals. Plays the lead role or directs other technology leaders in formulating a technical approach to integrate hardware, services, system control and application software into a information processing solution to meet very large, complex and leading edge requirements.

Contribution/Leadership

Conducts special projects. Participates in exploratory activities to in new market sectors, application solutions, technologies and the use of business partners.
Leads selection of methodologies, tools and solution components that will be employed in developing I/T solutions for clients.
Exhibits strategic vision of functional or unit mission and applies vision in engagements/proposals.
Influences people and organizations, including client and IBM executive management, on issues related to the development of I/T solutions or technical sales. Demonstrates skills of a technical leader/subject matter expert inside and outside organization.
Leads technical teams in the solution of new and complex problems. May serve as project manager.
Leads multi-functional teams. Identifies needs for specialized expertise outside own area, gets commitment of needed resources, and effectively applies the expertise of team members to the development/implementation of I/T solutions and/or proposals.

Impact on Business/Scope

Is accountable for projects or programs involving multi-functional, country-wide or regional teams.
Is responsible for the successful implementation of a solution, or of a major subsystem of a very large solution, within identified cost, schedule and functional requirements.
Leads assessment of cost, schedule and dependencies associated with solution development and/or implementation as well as technical proposals.
Activities directly affect customer satisfaction. Work is often visible to all levels of customer organization. Works with customers to ensure understanding of, acceptance of, and satisfaction with the I/T solution.
Development and implementation activities produce cost effective I/T solutions which directly affect functional, business unit, brand, or country costs and expenses.

4.5.10.5 Position Title: Senior Consulting I/T Specialist

Position Concept:

The Senior Consulting I/T Specialist is either the lead individual contributor or manager responsible for providing key/pivotal I/T services in a billable project/engagement or providing key/pivotal technical support in a sales organization.

As a manager, key team leader, or working independently, technically directs and advises other professionals and is responsible for the success of the leading edge or critical solution construction, implementation, and system integration in a technology, industry or business specialty. Is responsible for quality output and value-add for highly visible products, I/T services and future business development. Oversees the delivery of new and highly complex high quality solutions to clients in response to unique business requirements. Is expected to have an extensive understanding of industry trends and emerging technologies. As a senior-level expert, uses knowledge of leading-edge products and technology in conjunction with industry and business skills to develop and implement product, market, business, or technology strategies. Has a clear vision of IBM's/client's overall strategies and contributes to policy making. Influences senior client personnel and organizations, including senior executive management, when issues are unique, complex and difficult. Is accountable for business unit, major country, or international projects or programs. This position requires expert knowledge across multiple platforms, processes or architectures.

Utilizes high level analytical ability and creativity to anticipate, create and define innovative and visionary concepts in a strategic environment. The individual focuses skills and experience implementing plans and solutions for customers for very large, highly complex and leading edge projects, often developing the new business opportunity. Is recognized as the senior expert and leader by members of a field, related functions, and multi-country organizations. Leads business unit, country, or international teams, conducts special project, or manages functions or strategic departments. Is responsible for taking the lead in identifying new revenue-producing product and/or I/T services opportunities nationally/internationally. Provides the senior-expert technical knowledge in the sale of highly complex large hardware and software solutions.

In addition to the attributes of the Consulting I/T Specialist position, typical attributes of this position may include the following:

Skills

Applies professional mastery to develop I/T solutions in leading edge or critical situations, on projects/engagements/proposals of strategic significance to business unit, country or international objectives. Demonstrates required Senior Consulting I/T Specialist proficiencies in technical skills.
Fosters and engages in teamwork at the highest management and technical levels of IBM, customer, vendor and subcontractor organizations.
Plans and conducts negotiations which result in lasting agreements and commitments between IBM, customer, vendor and subcontractor organizations.
Anticipates future customer, industry and information technology trends. Applies this understanding to develop a strategic vision which influences business area, country or international strategic objectives.
Develops and implements services, product, market, business or technology strategies with executive review.

Contribution/Leadership

Articulates vision of long term IBM, industry and technology directions which guides business area, product or services strategy.
Is recognized as the senior expert and leader in a discipline or specialty by other members of the I/T Specialist profession, multi-country organizations within IBM, and by customer, vendor and subcontractor organizations.
May manage functions or strategic departments.
Leads business unit, country or international teams.

Impact on Business/Scope

Is accountable for business unit, major country or international projects and programs.
Develops products or technology strategies with executive review. Implements product or technology strategies with no guidance.
Applies broad industry, technology, business and professional knowledge to contribute to policy-making.
Is responsible for committing multiple resources and achieving customer satisfaction, cost, expense, revenue and other critical business measurements.
Is responsible for quality output/value add for highly visible products, I/T services and future business development. Analyzes business requirements and the selection to technical solutions in very large complex, leading edge projects and formulates technical solutions to very large, complex and leading edge requirements.

4.6 Chapter 20. Project Management Profession

Subtopics:

4.6.1 Project Management Profession Overview

The Project Management Profession is a well-established and recognized industry-wide competency. The evolution of this career in the Information Technology Industry occurred over the last 30 years. In both IBM and client businesses, the profession supports the management of Information Technology projects. Project Management is the management of work in the Information Technology environment. This includes:

Project Plans
Schedule
Resource Plan
Financial Plan
Organization Management

Recognized positions within this profession are:

Project Leader
Project Manager
Project Executive.

In Industry terms, these jobs include project administration, marketing or business case communication and management, methodology, and general management of resources, subcontractors, finance and other organizations.

Most geographies and many IBM businesses have implemented this profession. In accord with the business need, these professional jobs are used in Availability, Consulting, I/T, Marketing and Services.

4.6.2 Profession Structure

The Project Management competency jobs begin with Advisory Project Leader. The development of the professional expertise begins with leadership of technology, where Advisory Project Leaders manage project tasks in their specialty and are responsible for project plans and project administration on smaller projects or sub-projects of large projects. The Senior Project Leader is often involved with larger and more complex projects, requiring more methodology expertise and methodology knowledge within a specialty area. Project Managers are responsible for project plans and administration, marketing or business case management, and are expected to have very high levels of knowledge in one of the following project areas/associated methods:

Application Development
Customized Operational Services (includes construction)
Managed Operations or Systems Operations
Solutions and Software Development
Systems Integration

The most advanced project management professionals can become Project Executives, with responsibility for managing projects and/or organizations which increase in size, complexity, technology or business scope, and can reach geographic/regional or even global breadth.

The Advisory Project Leader is the entry level within the profession and includes positions for job growth through certification to Project Manager with further advancement potential to Project Executive levels. All Advisory Project Leader positions are non-management. The Senior Project Leader, Project Manager and Project Executive jobs can be either non-management or management positions.

As in all professions, certified Project Managers and Project Executives will be expected to mentor those coming up "behind" them for professional development of the next "generation."

Career progression and growth is based upon business needs and includes the following options and positions:

Project Leader (non-certified positions)
- Advisory Project Leader
- Senior Project Leader
Project Manager/Project Executive (possible Certified positions)
- Project Manager
- Project Executive

Project Leaders, Project Managers and Project Executives are deployed in IBM I/T organizations, Services and Marketing. They may work directly for IBM clients on billable contracts or engagements or marketing projects/proposals, or work in businesses developing, manufacturing or supporting IBM products.

The Project Manager and Project Executive positions are certified positions. Figure 20-1 and Figure 20-2 summarize the requirements of each position of the profession and the developmental requirements for progression within the profession. Detailed position descriptions can be found in "Project Management Position Descriptions" in topic 4.6.10.

Figure 20-1. Project Management Profession Roadmap - #1

Figure 20-2. Project Management Profession Roadmap - #2

4.6.3 Characteristics of the Project Management Profession

The Project Manager/Project Executives are both business managers and project directors. They are very knowledgeable in the functions of project management (Cost, Schedule and Contractual Deliverables), possess strong financial skills (both IBM and client awareness), are strong leaders, and are extremely aware of the client's requirements and strategy. The PM/PEs are extremely experienced and possess significant skills in developing client solutions. They are known leaders within the profession and are sought after for their ability to deliver the proposed solution on time and within budget. They also contribute to the success and development of new project managers thru the process of mentoring.

These individuals possess strong client relationship skills by being thoroughly versed in the client's vision, mission and plans, and are able to deliver the solution to meet the detailed requirements of the end user and to ensure that the client's long term strategic needs are met as well. They know when to be both strong and conciliatory with their client and are accepted as the sole leader of the engagement.

The PM/PEs are experts in business acumen as it pertains to their clients. Each project is treated as a business opportunity. Each engagement has its own Financial Measurement Baseline and is managed accordingly. The PM/PE is keenly aware of the impact each engagement has on the client's profitability both in terms of present day costs and future profits. These individuals are knowledgeable about various financial analysis methods.

The PM/PEs are familiar with the IBM organization and know how to obtain and bring required resources to the project in a timely and cost effective manner. They are aware of IBM direction and the trends within the I/T industry. They are able to craft solutions that meet today's needs and provide for the client's future requirements.

PM/PEs are highly respected in the profession of project management. They are able to design and implement a specific project management system for their projects, including an organization structure, reporting lines, and reporting information. They are able to guide, direct or perform all aspects of project management depending upon the project requirements, personnel assigned, and project status. They possess significant skill levels in planning, directing, estimating, tracking and reporting on all tasks associated with a project. For each project, these individuals review the plan and perform a risk assessment analysis and develop contingency plans. Within each project change is going to occur. It is the PM/PE's responsibility to manage and control this change. They must assess its impact on the project and alert the client of the effect these changes will have in terms of cost, schedule and deliverables. Besides managing an IBM staff, the PM/PEs are often called upon to manage the client staff along with outside subcontractors. These individuals must be treated the same and yet managed differently.

Finally, the PM/PEs must possess strong interpersonal skills. They must have strong leadership ability with the capability of motivating the team and guiding them and the project to a successful implementation. The PM/PEs should have solid negotiating skills in order to develop contracts or to convince management to proceed with project changes on a day-to-day basis. The PM/PEs must be able to communicate both up and down the organization structure. They must be able to present their ideas to senior management and obtain executive level support, and then be able to translate their vision to the team in terms of technical direction.

The PM/PEs are expected to be billable and to be leaders both inside and outside of IBM.

4.6.4 Potential Candidates

Potential candidates for the Project Manager Profession could be Project Leaders, Managers or Executives (in positions of leadership with strong technical expertise).

These candidates can come from the following organizations:

Service Organizations
Field Operations
Consulting
Industry Sector
Outside Companies

Figure 20-3 shows possible candidates for the Project Management Profession.

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

Figure 20-3. Project Management Profession Career Possibilities

4.6.5 Career Growth

Project Leaders usually have a specialty in application, solutions, or technology and have advanced to project leadership through their expertise in one of these areas. Specialists and Project Leaders can develop and progress to become Project Managers. I/T Specialists who have expanded their competency to full time design and have become I/T Architects often develop into Project Managers, due to their leadership and repeated management of design projects. Consultants who lead smaller engagements may develop into Project Managers. Finally, general managers who have managed development or technology businesses can become Project Executives.

In addition, the Project Management Profession can build the skills and experience to position an employee to pursue career growth in other professions, as illustrated in Figure 20-3 in topic 4.6.4.

4.6.6 Certification Nomination Guide

The Worldwide Project Manager Certification Nomination Guide contains the criteria, required documentation, and process for certification in the profession. Additional information can also be found in Mentoring I/T Professionals.

4.6.7 Performance Elements

The key performance elements for the Project Manager Profession are:

Revenue
Profit or Financial/Cost Management
Customer Satisfaction
Follow-on Business/New Business
Mentoring/Professional Development
Utilization/Resource Management

4.6.8 Project Management Profession Skills Profile

    __________________________ _____________________________________________  
   |                          | Profession Positions, with Associated Skill | 
   | Project Manager          |                    Levels                   | 
   | Profession Skills        |_________ ________ ________ ________ ________| 
   |                          |  Adv PL |  Sr PL | Project| Project|   Key  | 
   |                          |         |        |   Mgr  |  Exec  |  Skill | 
   |__________________________|_________|________|________|________|________| 
   |                           CLIENT ENVIRONMENT                           | 
   |__________________________ _________ ________ ________ ________ ________| 
   | Client Relationships     |    3    |    3   |    4   |    5   |    Y   | 
   |__________________________|_________|________|________|________|________| 
   | Relationships With       |    3    |    3   |    4   |    4   |        | 
   | Client Exec              |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   | Relationships With End   |    3    |    3   |    4   |    4   |        | 
   | Users                    |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   | Relationships With       |    3    |    3   |    4   |    4   |        | 
   | Client I/T               |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   | Client Strategy &        |    3    |    3   |    4   |    4   |    Y   | 
   | Planning                 |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   | Client Executive Vision  |    3    |    3   |    4   |    4   |        | 
   |__________________________|_________|________|________|________|________| 
   | Client Critical Success  |    3    |    3   |    4   |    4   |        | 
   | Factors                  |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   | Client Management        |    2    |    2   |    3   |    5   |    Y   | 
   | Sys/Culture              |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   |                             BUSINESS ACUMEN                            | 
   |__________________________ _________ ________ ________ ________ ________| 
   | Market Management        |    2    |    2   |    2   |    3   |    Y   | 
   |__________________________|_________|________|________|________|________| 
   | Financial Skills         |    3    |    3   |    3   |    4   |    Y   | 
   |__________________________|_________|________|________|________|________| 
   | Market Driven Quality    |    2    |    3   |    4   |    4   |        | 
   |__________________________|_________|________|________|________|________| 
   | Consulting Methods       |    2    |    2   |    3   |    5   |    Y   | 
   |__________________________|_________|________|________|________|________| 
   | Value-Add Selling        |    2    |    2   |    2   |    5   |    Y   | 
   |__________________________|_________|________|________|________|________| 
   |                                INDUSTRY                                | 
   |__________________________ _________ ________ ________ ________ ________| 
   | Industry                 |    2    |    2   |    3   |    4   |    Y   | 
   | Segments/Industries      |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   |                             IBM ENVIRONMENT                            | 
   |__________________________ _________ ________ ________ ________ ________| 
   | IBM Organization         |    2    |    2   |    3   |    4   |    Y   | 
   |__________________________|_________|________|________|________|________| 
   | IBM                      |    2    |    3   |    4   |    4   |    Y   | 
   | Vision/Mission/Strategy  |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   | IBM Management System    |    2    |    2   |    3   |    4   |    Y   | 
   |__________________________|_________|________|________|________|________| 
   | Service Providers in I/T |    3    |    4   |    5   |    4   |        | 
   | Industry                 |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   | Explain IBM Key Projects |    3    |    4   |    5   |    4   |        | 
   |__________________________|_________|________|________|________|________| 
   | Explain IBM Major        |    2    |    3   |    4   |    4   |        | 
   | Alliances                |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   |                           PROJECT MANAGEMENT                           | 
   |__________________________ _________ ________ ________ ________ ________| 
   | Initiate Projects        |    2    |    3   |    4   |    5   |    Y   | 
   |__________________________|_________|________|________|________|________| 
   | Define Project           |    3    |    3   |    4   |    5   |        | 
   | Objects/Benefits         |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   | Define Scope/Boundaries  |    3    |    3   |    4   |    5   |        | 
   |__________________________|_________|________|________|________|________| 
   | Develop Project Plans    |    3    |    4   |    4   |    5   |        | 
   |__________________________|_________|________|________|________|________| 
   | Plan Projects            |    3    |    3   |    4   |    5   |    Y   | 
   |__________________________|_________|________|________|________|________| 
   | Define Work Products     |    3    |    4   |    4   |    5   |        | 
   |__________________________|_________|________|________|________|________| 
   | Define/Estimate Work     |    3    |    3   |    4   |    5   |        | 
   | Tasks                    |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   | Develop Project Cost     |    3    |    3   |    4   |    5   |        | 
   | Structure                |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   | Project                  |    3    |    3   |    4   |    5   |    Y   | 
   | Track/Report/Deliver     |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   | Track and Report Status  |    3    |    3   |    4   |    5   |        | 
   |__________________________|_________|________|________|________|________| 
   | Report on Projects       |    3    |    3   |    4   |    5   |        | 
   |__________________________|_________|________|________|________|________| 
   | Manage Project Risk      |    3    |    3   |    4   |    5   |    Y   | 
   |__________________________|_________|________|________|________|________| 
   | Assess Proposals &       |    3    |    3   |    4   |    5   |        | 
   | Project Risk             |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   | Manage Project Change    |    3    |    3   |    4   |    5   |        | 
   |__________________________|_________|________|________|________|________| 
   | Contracting for Projects |    3    |    3   |    3   |    5   |        | 
   |__________________________|_________|________|________|________|________| 
   | Manage Subcontractors    |    3    |    3   |    4   |    5   |        | 
   |__________________________|_________|________|________|________|________| 
   | Select PM Processes &    |    3    |    3   |    4   |    4   |        | 
   | Tools                    |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   |                      PRODUCTS/TECHNOLOGY/SERVICES                      | 
   |__________________________ _________ ________ ________ ________ ________| 
   | Platforms                |    3    |    3   |    4   |    4   |    Y   | 
   |__________________________|_________|________|________|________|________| 
   | Applications             |    3    |    3   |    4   |    4   |    Y   | 
   |__________________________|_________|________|________|________|________| 
   | Architectures            |    2    |    3   |    4   |    3   |    Y   | 
   |__________________________|_________|________|________|________|________| 
   | Methodologies            |    3    |    3   |    4   |    4   |    Y   | 
   |__________________________|_________|________|________|________|________| 
   | I/T Related Services     |    3    |    3   |    3   |    5   |    Y   | 
   |__________________________|_________|________|________|________|________| 
   |                                PERSONAL                                | 
   |__________________________ _________ ________ ________ ________ ________| 
   | Leadership               |    3    |    3   |    4   |    5   |    Y   | 
   |__________________________|_________|________|________|________|________| 
   | Empower and Motivate     |    3    |    3   |    4   |    5   |        | 
   |__________________________|_________|________|________|________|________| 
   | Foster Teamwork/Enable   |    3    |    3   |    4   |    5   |        | 
   | Teams                    |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   | Communication            |    3    |    4   |    4   |    5   |    Y   | 
   |__________________________|_________|________|________|________|________| 
   | Interpersonal            |    3    |    4   |    4   |    5   |        | 
   | Communication            |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   | Business-to-Business     |    3    |    3   |    4   |    5   |        | 
   | Comm                     |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   | Facilitate Meetings      |    3    |    3   |    4   |    5   |        | 
   |__________________________|_________|________|________|________|________| 
   | Negotiation              |    3    |    3   |    4   |    5   |    Y   | 
   |__________________________|_________|________|________|________|________| 
   | Negotiate One-on-One     |    3    |    3   |    4   |    5   |        | 
   |__________________________|_________|________|________|________|________| 
   | Prob Solving,            |    3    |    4   |    5   |    5   |    Y   | 
   | Decision-Making          |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   | Analyze                  |    3    |    4   |    5   |    5   |        | 
   | Problems/Situation       |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________| 
   | Risk Awareness/Taking    |    3    |    4   |    4   |    5   |        | 
   |__________________________|_________|________|________|________|________| 
   | Quality/Problem          |    3    |    4   |    5   |    5   |        | 
   | Prevention               |         |        |        |        |        | 
   |__________________________|_________|________|________|________|________|

4.6.9 Professional Development

The dynamic skills necessary for the Project Management Profession are resident in the Skills V2 Tool under the Job Role Template List. The Project Management Templates are:

    ____________________________________ ___________________________________  
   | Job Role Template Name             | Job Category Name                 | 
   |____________________________________|___________________________________| 
   | Project Leader-Adv                 | Project Management                | 
   |____________________________________|___________________________________| 
   | Project Leader-Sr                  | Project Management                | 
   |____________________________________|___________________________________| 
   | Project Manager                    | Project Management                | 
   |____________________________________|___________________________________| 
   | Project Executive                  | Project Management                | 
   |____________________________________|___________________________________|

Additional information can also be found in the Project Management Career Planning Guide.

4.6.10 Project Management Position Descriptions

Subtopics:

4.6.10.1 Position Title: Advisory Project Leader

Position Concept:

The Advisory Project Leader is responsible for leading a team on either a small project or a definable segment of a larger project. Clients are either external or internal. The Advisory Project Leader is responsible for leading a team which establishes and then proceeds to translate portions of the client's business requirements, such as specific segments, units or deliverables, into formal agreements establishing specific solutions, applications or processes ultimately culminating in customer acceptance of the results. This includes working as a team member with client, technical or subcontractor personnel to identify business requirements, and subsequently, working with, and assuming functional leadership for the initiating, planning, controlling executing and closing of a specific segment, unit or deliverable within a client's solution. The Advisory Project Leader should execute a range of process activities beginning with the request for proposal through development, test and final delivery. This position requires the Advisory Project Leader to have solid experience and knowledge across PM methodologies and the disciplines contained within, with a focus on cost, schedule and contractual deliverables. At the same time, the Advisory Project Leader must be enhancing their knowledge and honing skills required to lead an entire project.

The Advisory Project Leader is at the entry point in the profession and is presumed to have the skills to successfully lead the activities associated with a project segment, unit or deliverable. The Advisory Project Leader will have been exposed to, and participated on projects which have been run under current PM methodologies.

Skills

Understands and applies knowledge of project management disciplines and processes as they relate to the I/T industry and the attainment of project, department and function objectives. Demonstrates the required proficiency level for Advisory Project Leader skills.
Advises other team professionals (Project Managers, I/T Architects, I/T Specialists and Consultants) on the selection and use of project management scheduling tools, project management processes and a project management methodology. May be asked to do specific research on business and contractual alternatives as a part of the project team responsibilities.
Works with other team members to articulate, compare, and implement solutions and alternative approaches based upon solid project management principles and disciplines. Team members might include customer, vendor and subcontractor personnel, as well as IBMers from other departments and professional areas.
Negotiates from a project management perspective with team members (vendors, subcontractor, customer and IBMers from other departments and professional areas) to define the team's project goals and approaches for attaining them.
Recognizes and articulates problems related to the project and to the project management methodology driven solution being developed.
Applies creativity and judgement in development of solutions related to specific project segment, unit or deliverable objectives. Has the confidence and presence to challenge the validity of given procedures and processes with a view toward enhancement or improvement.
Analyzes specific problems and evaluates solutions involving finance, scheduling, technology, methodology, tools and project components.

Contribution/Leadership

Understands the objectives related to the project from a cost, schedule, technical and quality perspective. Individual is a self starter and empowered. Decides own priorities and is able to make project trade-offs.
Understands department/project mission and applies this understanding in project activities. Provides a positive influence to peers within the immediate department by displaying exemplary work habits on specific projects, while clearly and concisely communicating project results through quality presentations to immediate management.
Displays proper usage of PM tools and disciplines to implement team members throughout the project lifecycle. May lead a small project or assist on a sub-project or major subcontractor effort on a large project.

Impact On Business/Job Scope

Accountable for meeting customer's requirements and the results of project segment, unit or deliverable assigned.
Participates in overall department and project planning. Identifies, estimates and presents cost, schedule and business/technical risk for project segment, unit or deliverable assigned.
Interfaces directly with corresponding levels of customer's personnel Activities are related to customer satisfaction.
The Advisory Project Leader is responsible for the financial baseline of those activities or tasks assigned and this responsibility impacts department and project costs and expenses.

4.6.10.2 Position Title: Senior Project Leader

Position Concept:

The Senior Project Leader is responsible for leading a team on either a project or a major segment of a large project. Clients are either external or internal. The Senior Project Leader is fully responsible for leading a team which establishes and then proceeds to translate portions of the client's business requirements into formal agreements establishing specific solutions, applications or processes ultimately culminating in customer acceptance of the results. This includes working as a team member with client, technical and subcontractor personnel to identify business requirements and, subsequently, working with, and leading others in the initiating, planning, controlling, executing and closing of the client's solution. The Senior Project Leader leads a wide range of process activities beginning with the request for proposal through development, test and final delivery. This position requires significant knowledge across PM methodologies and the disciplines contained within, with responsibility for cost, schedule and contractual deliverables.

In addition to the attributes of the Advisory Project Leader, typical attributes of this position may include the following:

Skills

Understands and applies knowledge of project management disciplines and processes as they relate to the I/T industry and the attainment of function/business unit objectives. Demonstrates the requirement proficiency level for Senior Project Leader skills.
Advises and directs other team professionals (Project Managers, I/T Architects, I/T Specialists and Consultants) on the selection and use of project management scheduling tools, project management processes and a project management methodology. May be asked to research complex business and contractual alternatives as apart of team responsibilities.
Works effectively with other team members. Guides, leads and selects team members, including customer, vendor and subcontractor personnel, as well as IBMers from other functional and professional areas, to accomplish project management related goals.
Negotiates effectively with team members (vendors, subcontractor, customer and IBMers from other functional and professional areas) to define the team's project goals and establish mutually agreed to project management solutions.
Recognizes and articulates complex problems related to the function and to the project driven solution being developed.
Applies creativity and judgement in development of multiple solutions related to project objectives utilizing recognized project management disciplines.
Analyzes problems and creates solutions involving finance, scheduling, technology, methodology, project management tools and solution components.

Contribution/Leadership

Conducts projects on special topics related to functional objectives..
Defines and decides objectives related to the project from a cost, schedule, technical and quality perspective. May lead and guide the efforts of others in these areas.
Understands department/function mission and applies this understanding in project activities.
The Senior Project Leader influences people outside their immediate project. This influence is expressed through working with customers, vendors and subcontractors. Detailed presentations on project-relate topics to IBM and customer management also demonstrate a project management influence.
Provides project management/business guidance to implementation team members throughout the project lifecycle. Has the ability to manage and motivate team members. May lead a small or medium project or be responsible for major sub-project performance or major subcontractor performance on a large project. May manage a department.

Impact On Business/Job Scope

Accountable for meeting customer requirements and the results of teams/projects, departments managed.
Regularly participates in overall functional planning. Identifies, estimates and presents cost, schedule and business/technical risk for solution element.
Interfaces directly with customer' s executive management. Activities are directly related to customer satisfaction.
The Senior Project Leader is responsible for the financial baseline of the project assigned and this responsibility impacts function project costs and expenses.

4.6.10.3 Position Title: Project Manager

Position Concept:

The Project Manager is responsible for leading either a large project or a definable segment of a very large and complex project. Clients may be external or internal. The Project Manager is responsible for and leads the translation of the client's complex business requirements into formal agreements establishing specific solutions, applications or processes ultimately culminating in customer acceptance of the results. This includes working with client personnel and executives to identify business requirements and, subsequently, working with, and leading others in the initiating, planning, controlling, executing and closing of the client's solution. The Project Manager is responsible for a wide range of process activities beginning with the request for proposal through development, and final delivery. Starting at the Project Manager test position, expert level knowledge is required across PM methodologies and the disciplines contained within, emerging technologies and technical architectures pertaining to the client served and the vision to influence the client's actions. There must be overall responsibility for cost, schedule and contractual deliverables.

In addition to the attributes of the Senior Project Leader position, typical attributes of this position may include the following:

Skills

Understands and applies knowledge of project management disciplines and processes as they relate to IBM and the client's strategic objectives, functions, business unit and/or country objectives. Demonstrates the required proficiency level for the skills required of the Project Manager position.
Understands IBM's and the client's organizational resources, priorities, needs and policies.
Guides other professionals (Project Managers, I/T Architects, I/T Specialists and Consultants). Mentors others in the Project Management Profession. Provides guidance to team members in areas of new or complex implementation and or management techniques.
Leads negotiations with team members (vendors, subcontractor, customer and IBMers from other functional and professional areas) to define team goals and approaches for attaining them. Solid understanding of minimum, maximum and target positions in customer negotiations and the strategies employed to reach the target goal.
Anticipates potential project related problems. Utilizes refined techniques for identifying, eliminating or containing both technical and business risk.
Understands future customer, industry and business/information technology trends. Applies this understanding in maximizing the business potential of the existing engagement or in winning new business. Understands the customer's perspective especially the need to maximize stockholder value.
Analyzes new and complex project related problems and creates innovative solutions involving finance, scheduling, technology, methodology, tools and solution components.
Leads the project team in developing and implementing solutions.

Contribution/Leadership

Conducts special projects. Leads exploratory activities into new markets, alternative technical solutions and use of business partners and major subcontractors.
Leads and guides the efforts of others in understanding and reaching project decisions. May manage department.
Exhibits strategic vision of functional or unit mission and applies vision in engagements.
Influences people and organizations to include those of the clients and IBM executives on issues related to project management. Is respected as a project management subject matter expert both inside and outside the company.
Leads project management/business initiatives in new and complex areas. Acts as the project manager of a large project or perhaps several smaller engagements. May be directing other project managers. Recognized expert.

Impact On Business/Job Scope

Accountable for results of large, complex projects. Cross functional engagements, international projects and dispersed teams may be involved.
Responsible for major components in functional planning. Identifies, estimates and resolves cost, schedule and business/technical risk for strategic initiatives.
Interfaces directly with customer's executive management. Activities are directly related to customer satisfaction and drive follow-on business.
The Project Manager is responsible for the financial baseline of the project or projects assigned and this responsibility directly impacts functional and project costs and expenses.
Responsible for achieving Quality objectives.

4.6.10.4 Position Title: Project Executive

Position Concept:

The Project Executive is responsible for, and leads the translation of the client's very large, complex or leading-edge business requirements into formal agreements establishing specific solutions, applications or processes ultimately culminating in customer acceptance of the results. All assignments include working with client executives and board members identify business requirements and, subsequently, working with, and leading others in the initiating, planning, controlling, executing and closing of the client's strategic solutions. The Project Executive is responsible for a wide range of process activities beginning with the request for proposal through development, test and final delivery. The Project Executive formulates partnerships among customers, vendors and subcontractor organizations to address business windows of opportunity for the IBM Corporation. The Project Executive is expected to have an extensive knowledge of industry and technology trends and should be recognized for business acumen by the customer set supported. The Project Executive must also be an expert in IBM strategy and able to apply that understanding to articulate a strategic vision which influences or guides business area and/or international strategic directions. The position also requires expert knowledge across PM methodologies and the disciplines contained within, emerging techno- logies and technical architectures pertaining to the industry served and the vision to influence the industry's direction. The Project Executive will have overall responsibility for cost, schedule and contractual deliverables from a strategic perspective. The Project Executive will also have excellent skills in client relationship management and general business management.

In addition to the attributes of the Project Manager position, typical attributes of this position may include the following:

Skills

Applies project management and professional expertise to define and lead the development of solutions in leading edge or critical situations, on projects of strategic importance to business unit, country or internal objectives. Demonstrates the required proficiency level for the skills at the Project Manager position.
Fosters and engages in teamwork at the highest management and professional levels of IBM, customer, vendor and subcontractor organizations.
Plans and conducts negotiations which result in strategic agreements and commitments between IBM, customer, vendor and subcontractor organizations.
Anticipates future customer, industry and business trends. Applies this understanding to develop a strategic vision which influences business area, country or international objectives.
Develops and implements products, market, business or technology strategies with executive review.

Contribution/Leadership

Articulates vision of long term IBM, industry, business and technology directions which guides business area strategy.
Recognized as an expert and a leader by other members of the PM, I/T Architect, I/T Specialist and Consultant professions, multi-country organizations within IBM, and by customer, vendor and subcontractor organizations.
May manage functions or strategic departments.
Leads business unit, country or international teams.

Impact On Business/Job Scope

Accountable for project, business unit, major country or international projects and programs.
The Project Executive fully develops project, product and business strategies, reviews them with executive management and, upon gaining concurrence, implements the solutions.
Contributes to functional policy making.
Responsible for committing multiple resources and final responsibility for customer satisfaction, cost, expense, revenue and all other critical business measurements.
Final responsibility for achieving quality objectives.