Our campaign was delivered in IBM’s ‘owned’ media (a dedicated site plus its own YouTube channel), so regulations were not a factor.

Corporate Centennials have become a commonplace. However, when IBM turned 100 in 2011 it wanted more than the usual self-congratulations: we built a year-long programme of executions and events to turn the occasion into business advantage, and set objectives against 4 key audiences:IBM employees: inspire 430,000 IBMers worldwideClients: drive consideration of IBMCommunities: embed IBM within the communities it operates inInvestors: drive market performance throughout the Centennial yearThe key strategic problem was how a technology company celebrates its Centennial without seeming out of date. We found the answer in IBM’s spirit of ceaseless innovation – applied to the fields of technology, business and society. This spirit was brought to life across every ‘earned’ and ‘owned’ media channel available, with very little ‘paid’ expenditure (our total advertising expenditure across 170 countries was only $6MM). Rather than focus just on IBM’s June anniversary 2011, we built a year-long programme of experiences and events to build a ‘story arc’ throughout the year. A critical component of the campaign were our 3 Centennial Films, produced with directors Joe Pytka, and Oscar winners Errol Morris and Davis Guggenheim:'100x100' (14 minutes): We told the chronological history of IBM innovation through 100 IBMers and partners, born in each of the 100 years of the company. Each announced a development that happened the year of their birth.'They Were There' (30 minutes): We told marquee IBM stories - the invention of the UPC barcode, the IBM PC etc. - from the perspective of IBMers involved. Our intent was to celebrate iconic projects and IBM’s core values, and to inspire IBMers themselves.'Wild Ducks' (15 minutes): We shifted the focus on to clients, by celebrating the restless spirit of visionary leaders ('Wild Ducks') who had achieved great innovations in partnership with IBM.

IBM100.com was our central hub for the overall Centennial campaign. We used it to build a ‘story-arc’ through the year, eg. week-by-week we released content around 100 IBM innovation stories.Our 3 Centennial films were featured prominently. Additionally, we ran a 30” TV commercial ‘trailer’ in the Masters Golf, driving viewers to the site. Our films were heavily seeded through PR, social-media and blogger-outreach.The films were shown to 430,000 IBMers at internal meetings; they were encouraged to download and share. They are on constant display at all IBM client-centres around the world, exposing them to 500K clients per year.

The ultimate result was a tremendously successful Centennial, and a tremendously happy client. We generated over 5,700 articles in major media, and drove 2MM visitors to our online content experience. 1.25MM people watched our films online; they are shown to an additional 500,000 clients per year.Overall IBM significantly strengthened employee perceptions, drove consideration with clients and prospects, wooed investors and embedded itself in its communities. Although the Centennial campaign was not designed to ‘sell’ directly, modelling estimates a return (due to heightened consideration) of well over a billion dollars. A more engaged workforce and lower staff attrition will pay back multiple millions more. IBM’s stock rose 25% in the year, a gain of $45bn in market capitalisation. Meanwhile IBM closed the gap at the top of Interbrand’s ‘Best Global Brands’ rankings, rising 8% and being poised to overtake Coca-Cola to become the world’s most valuable brand next year.It is no surprise that IBM has been approached by several other companies planning their own birthdays for guidance and advice.