With a smaller budget than key competitor IBM, we needed a highly focused media strategy to stand out. To capitalize on the C-Suite executives’ 15+ business trips a year, we sought to dominate airports. We secured high impact placements in major airports around world. Our target would see our messaging whether they were visiting New York City, Tokyo or Sao Paolo.

On the digital forefront, we engaged our audience while on-the-go. Given that 80% own an iPad and 60% subscribe to newspaper or magazine apps, we targeted key media partners across online and iPad properties. This resulted in high message frequency and a significant impact with limited dollars. Finally, we leveraged all social media channels across Facebook, Twitter, YouTube and LinkedIn in a coordinated effort to engage the C-Suite audience and amplify campaign messaging.

We disrupted the category and created the most noticed advertising. We achieved higher recall than our competitors with a lower budget. In the U.S., IBM budget was 7x higher. Despite this, our advertising had 3x more recognition.

Consideration of Accenture’s Consulting and Outsourcing capabilities increased. We converted our high ad recall into high consideration. An 8% increase in Consulting and 13% in Outsourcing for those who recall our advertising.

We grew faster than our key competitors. After growing 12% in 2012, we grew 11.1% in 2013, significantly higher than our competitors. Our brand’s value also increased by 8% compared to 4% for IBM. (Millward Brown, May 2013; SEC filings 2011, 2012, 2013)