Aen003 Rajaram 091707

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  • Hello Welcome to Dreamforce 07. My name is Rajaram and I am a product manager here are salesforce.com This is the leveraging approvals to the fullest session - part of the Admin III track. Hope you all had a good day so far…and what better way to finish off the evening that some extra dose of platform technology! Approvals is a relatively new technology component of the force.com. platform - It was released around last year’s Dreamforce Winter ‘07 and we have some new exciting features added since then. As we were thinking about the content of this session, we wanted to make sure you walk away really excited not only about the capabilities of the feature but also how much it will benefit your organization by adopting this technology. So, you will see that this session is more hands on and less PowerPoint. In fac t, I just have a total of just around 10 slides. You will hear me talk - can’t escape that - but more as I am using the platform, showing you how to use this feature rather than just talking to slides… And I bet a majority of you don’t want me talking endlessly about how great the platform is, what huge benefits you will reap etc. I do understand that you’d rather hear it from our customers. So. Here we are - I am really excited to have with me Gregg Vivolo from New York Time Regional who will share with you their experience in their adoption of this platform technology.
  • Aen003 Rajaram 091707

    1. 1. Leveraging Approvals to the Fullest Varadarajan Rajaram, salesforce.com Gregg Vivolo, The New York Times Regional Media Group Admin III: Expanding into new areas
    2. 2. Safe Harbor Statement <ul><li>“ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements including but not limited to statements concerning the potential market for our existing service offerings and future offerings. All of our forward looking statements involve risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results could differ materially from the results expressed or implied by the forward-looking statements we make. </li></ul><ul><li>The risks and uncertainties referred to above include - but are not limited to - risks associated with possible fluctuations in our operating results and cash flows, rate of growth and anticipated revenue run rate, errors, interruptions or delays in our service or our Web hosting, our new business model, our history of operating losses, the possibility that we will not remain profitable, breach of our security measures, the emerging market in which we operate, our relatively limited operating history, our ability to hire, retain and motivate our employees and manage our growth, competition, our ability to continue to release and gain customer acceptance of new and improved versions of our service, customer and partner acceptance of the AppExchange, successful customer deployment and utilization of our services, unanticipated changes in our effective tax rate, fluctuations in the number of shares outstanding, the price of such shares, foreign currency exchange rates and interest rates. </li></ul><ul><li>Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time. These documents are available on the SEC Filings section of the Investor Information section of our website at www. salesforce .com/investor . Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law. </li></ul>
    3. 3. Agenda <ul><li>Salesforce Approvals Overview </li></ul><ul><li>Summer ‘07 - Flexible, sophisticated approvals </li></ul><ul><li>Customer cast studies </li></ul><ul><li>Q&A </li></ul>
    4. 4. Salesforce Approvals: Overview <ul><li>Automate manual approval processes </li></ul><ul><ul><li>Point and click designer </li></ul></ul><ul><ul><li>Single, multi-step </li></ul></ul><ul><ul><li>Hierarchical routing </li></ul></ul><ul><ul><li>Ad-hoc routing </li></ul></ul><ul><ul><li>Route to queues </li></ul></ul><ul><li>Perform Actions </li></ul><ul><ul><li>Email Alerts </li></ul></ul><ul><ul><li>Tasks </li></ul></ul><ul><ul><li>Field Updates </li></ul></ul><ul><ul><li>Outbound Messages </li></ul></ul>
    5. 5. Salesforce Approvals: Overview <ul><li>Approve via email </li></ul><ul><ul><li>Blackberry </li></ul></ul><ul><ul><li>iPhone </li></ul></ul><ul><ul><li>Any email client including outlook </li></ul></ul>
    6. 6. Agenda <ul><li>Salesforce Approvals Overview </li></ul><ul><li>Summer ‘07 - Flexible, sophisticated approvals </li></ul><ul><li>Customer cast studies </li></ul><ul><li>Q&A </li></ul>
    7. 7. Summer ‘07: Flexible, Sophisticated Approvals Campaigns under $25,000 need VP and Finance department approvals and campaigns over $25,000 need an additional EVP approval
    8. 8. Before Summer ‘07 <ul><li>Create two approval processes </li></ul><ul><ul><li>2 Step process for campaigns budgeted up to $25,000 </li></ul></ul><ul><ul><li>3 step process for campaigns more than $25,000 </li></ul></ul>
    9. 9. After Summer ‘07 <ul><li>Skip approval steps </li></ul><ul><ul><li>Configure steps which are conditionally executed </li></ul></ul><ul><li>Reduce number of processes </li></ul><ul><ul><li>Merge processes handling exception steps into one </li></ul></ul>
    10. 10. Summer ‘07: Flexible, Sophisticated Approvals Campaigns under $25,000 need VP and Finance department approvals and any campaign over $25,000 or those which exceed VP’s authority need an additional EVP approval
    11. 11. Before Summer ‘07 <ul><li>Cannot route based on Approver’s authority </li></ul><ul><li>Cannot access Approver’s context </li></ul>
    12. 12. After Summer ‘07: Formulas in Approvals <ul><li>Use Salesforce formula language </li></ul><ul><ul><li>All entry criteria </li></ul></ul><ul><li>Approver context set for each step </li></ul><ul><ul><li>Access using “$User” variable </li></ul></ul><ul><ul><li>Access custom field on User object </li></ul></ul>
    13. 13. Summer ‘07: Flexible, Sophisticated Approvals <ul><li>Build sophisticated approval processes </li></ul><ul><ul><li>Use Salesforce formula language </li></ul></ul><ul><li>Automatically traverse hierarchy based on authority </li></ul><ul><ul><li>Expense report approvals </li></ul></ul><ul><ul><li>Discount approval process </li></ul></ul><ul><li>Build flexible approval processes </li></ul><ul><ul><li>Use Skip approval step feature </li></ul></ul><ul><ul><li>Reduce number of processes to manage </li></ul></ul>
    14. 14. Gregg Vivolo Group CRM Director New York Times Regional Media Group [email_address]
    15. 15. New York Times Regional Media Group The New York Times Regional Media Group (A division of the NYTco.) Consists of 14 daily newspapers and several weekly and community magazines in five states. <ul><ul><li>INDUSTRY : Printing and Publishing </li></ul></ul><ul><ul><li>EMPLOYEES : 2800 RMG Division </li></ul></ul><ul><ul><li>GEOGRAPHY : United States </li></ul></ul><ul><ul><li># USERS : 549 </li></ul></ul><ul><ul><li>PRODUCT(S) USED : </li></ul></ul><ul><ul><li>Salesforce Enterprise Edition </li></ul></ul>
    16. 16. Case Study – Key Challenges <ul><li>Business Challenges </li></ul><ul><ul><li>Evolving business model – dictating centralization efforts </li></ul></ul><ul><ul><li>Centralization over a large geographic area </li></ul></ul><ul><ul><li>Local business rules and lack of standardization </li></ul></ul><ul><ul><li>Resistance to change </li></ul></ul><ul><ul><li>Difficult to audit </li></ul></ul><ul><li>Technology Challenges </li></ul><ul><ul><li>Legacy systems </li></ul></ul><ul><ul><li>Legacy architecture (Not built to maximize on centralization efforts) </li></ul></ul><ul><ul><li>Standard business system but no standard on set-up/implementation </li></ul></ul>
    17. 17. <ul><li>Reduce duplication of key business office functions throughout the NYT Regional Media Group to improve profitability, improve efficiency and increase customer service </li></ul>Case Study – The Problem
    18. 18. Case Study – The Solution <ul><li>How did we address these business office challenges? </li></ul><ul><li>Used Salesforce’s approval process workflow to automate the processing of Key business office functions: </li></ul><ul><li>Account Set-up (including credit if applicable) – workflow </li></ul><ul><li>Order Entry - workflow </li></ul><ul><li>Account Adjustments Requests – approval process workflow </li></ul><ul><li>In Development: </li></ul><ul><li>Payments through Salesforce using a partner product </li></ul><ul><li>Using tablet PC’s - credit application forms </li></ul>
    19. 19. Case Study – The Solution <ul><li>Search on the Account </li></ul><ul><li>New Adjustment </li></ul><ul><li>Pick the type of Adjustment </li></ul><ul><li>Complete the form </li></ul>
    20. 20. Case Study – The Solution <ul><li>The A/E completes the form and saves </li></ul><ul><li>Approval workflow based on business rules are then applied to the adjustment request </li></ul>
    21. 21. Case Study – The Solution <ul><li>Based on the amount of the adjustment and standard rules the adjustment is routed to either the center, direct manager, department head, Controller or Publisher for approval and processing </li></ul><ul><li>The sales executive can track the progress of the adjustment at anytime view the status </li></ul>
    22. 22. Case Study – The Solution <ul><li>On the Managers Home Page they can view pending approvals. </li></ul><ul><li>The Manager will receive an email informing them they have an adjustment to approve </li></ul><ul><li>The approving manager can approve, reject or ask for additional information </li></ul><ul><li>Once approved it is sent to the centralized financial center for processing </li></ul>
    23. 23. Case Study – The Results <ul><li>What were the results? </li></ul><ul><ul><li>Reduction duplicated staff - 30 FTE’s (Full Time Employees) </li></ul></ul><ul><ul><li>Cycle time improvements </li></ul></ul><ul><ul><li>Reduced costs – (Paper, Forms, etc.) </li></ul></ul><ul><ul><li>Additional sales executive time selling </li></ul></ul><ul><ul><li>Improved auditability (Single data point, SAS 70 compliance) </li></ul></ul><ul><ul><li>More standardization of processes and policies </li></ul></ul>Out of all the technology needed for this centralization project Salesforce was the only one that came through on time and worked as desired. Vicki Hamilton Corporate Project Manager - NYTRMG
    24. 24. Session Feedback Let us know how we’re doing! <ul><li>Please score the session from 5 to 1 (5=excellent,1=needs improvement) in the following categories: </li></ul><ul><ul><li>Overall rating of the session </li></ul></ul><ul><ul><li>Quality of content </li></ul></ul><ul><ul><li>Strength of presentation delivery </li></ul></ul><ul><ul><li>Relevance of the session to your organization </li></ul></ul>We strive to improve, t hank you for filling out our survey. <ul><li>Additionally, please score each individual speaker on: </li></ul><ul><ul><li>Overall delivery of session </li></ul></ul>
    25. 25. Varadarajan Rajaram Product Manager Greg Vivolo Marketing Manaer QUESTION & ANSWER SESSION salesforce.com New York Times Regional Group
    26. 26. Imagine it. Learn it. Use it. <ul><li>Related Events </li></ul><ul><ul><li>Session - Build Smarter Apps: Harnessing the Power of Formulas & Workflow - 9/18/2007 1:15 PM </li></ul></ul><ul><ul><li>Demo Theater - Leverage Intelligent Workflow to Automate Your Business Processes - 9/18/2007 12:00 PM </li></ul></ul><ul><li>Visit ADN developer lounge </li></ul><ul><ul><li>Talk to Developers and Product Managers </li></ul></ul><ul><li>Visit Successforce.com </li></ul><ul><ul><li>Best Practices </li></ul></ul><ul><li>Get your free own Developer Edition account </li></ul><ul><ul><li>developer.salesforce.com </li></ul></ul><ul><ul><li>Start creating new apps </li></ul></ul>

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