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In 2011, IBM India was experimenting with social media applications to extend its marketing mix. A social media campaign named Digital Influence was launched to gain market share for the company’s software products, influence groundswell and develop technical evangelists. Within a year, the share of voice and reach for the company’s five software brands increased significantly. However, the company’s marketing and communications director was hesitant to declare victory. Was the model sustainable? What challenges would the company face in the implementation process? Would the plan of operations continue to help the company gain market space and create technical evangelists?

IBM India was experimenting with social media applications to extend its marketing mix. A social media campaign named Digital Influence was launched to gain market share for the company's software products, influence groundswell and develop technical evangelists. Within a year, the share of voice and reach for the company's five software brands increased significantly. However, the company's marketing and communications director was hesitant to declare victory. Was the model sustainable? What challenges would the company face in the implementation process? Would the plan of operations continue to help the company gain market space and create technical evangelists?