In the late 1980's the MIS-DP community believed IBM no longer cared about its relationship with them. And even more importantly no longer had up to date hardware/software solutions. IBM was perceived as aloof, arrogant, main-frame oriented and only interested in relationships at the highest level of a customer organization. The job was to find a way to change the minds of the MIS-DP community about IBM. Credibility was crucial. In order to gain that credibility, it became evident advertising which merely claimed IBM understood a business's problems wouldn't suffice. We realized we'd have to prove our capabilities through unimpeachable specificity and relevance.

While a Creative Director at Lord, Geller, Federico & Einstein, Charlie's group assessed IBM's current capabilities, helped them determine where new capabilities needed to be developed, identified 16 different high-priority industries, and put together an ambitious program to communicate with each of these industries. Over the ensuing 12 months, one hundred forty eight separate ads were prepared and run, each targeted to a specific sub-set of one of the 16 targeted industries.

Results were remarkable. Tracking studies indicated a complete turnaround in perceptions of IBM. The ads were crucial in the successful launching of the A.S. 400 mid-range system. The sales force found doors opening that previously were shut, locked, and bolted. And IBM had, in effect, re-established its relationship with its clients.