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Deck from CBI Event held in London June 2012

Deck from CBI Event held in London June 2012

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  • Before I begin, I want to mention that SFDC is a publicly traded software company listed on the NYSE under the ticker symbol of CRM.  This is our safe harbor statement which if you cannot read, you can find on our website.  
  • Clockwise from top left: Alim Uddin, came through BizAcademy at 16, now 21 with permanent Salesforce job Kenya ... Japan earthquake & tsunami, nearly $1m given, in large part to local nonprofits in Sendai already using our app, tied in with volunteering Helen Tamaki – APAC IT Director died tragically in helicopter crash in NY. 3-year program for 1 young woman each year from a disadvantaged background to experience work across the private, nonprofit and government sectors - City of Sydney Council, a nonprofit and Salesforce Foundation. They will receive professional mentoring from an up and coming ANZ female leader. Cambodia – see separate article Singapore - - working with elderly people at AWWA PPU – our USAID funded project in Palestine teaching Salesforce to students at Palestine Polytechnic University in Hebron Teach for India – classroom in Mumbai. Hyderabad employee Council Fundraising fancy dress night in Dublin – combined and funded by end of quarter drinks budget
  • This social revolution is different than other industry shifts. The social revolution, which is going faster and broader and bigger than anything we've ever had, is different is because it's bleeding into our society.   We saw it start to really happen about eighteen months ago with Arab Spring. We saw this shift happening in the Middle East. We saw this Google employee, Wael Ghonim, say: "All Egyptians come home" on Twitter. And we saw the fall of a government. We saw amazing things happen when a Canadian foundation took a picture of the Wall Street bull and put a ballet dancer on it and put a hash tag underneath it: "Occupy Wall Street." We saw something spectacular that business had never seen when a nineteen-year-old nanny named Molly Katchpole said to the Bank of America: "I'm not going to pay these fees. ” And when you look at the Middle East, we never saw signs like this before: "Thank you, Facebook." There were no signs that said, "Thank you, IBM" or "Thank you, Microsoft." Right? This is a bleed into the industry that we've never seen. Time Magazine said the protestor is the man or woman of the year. But it's not just the protestor: it's the protestor with that mobile device and with the social networking that's connecting them to making all of this happen.
  • In 2009, we witnessed a seminal moment in a shift to social networking. According to this Comscore report, social networking users surpassed email users. Almost two billion people are now on these services, in record time. But what does it mean? Today ’s generation uses Facebook, Twitter, and lots of other social apps. They are logging in multiple times a day, connecting with friends on Facebook, business colleagues on LinkedIn, and everyone on Twitter. This is the future and this is the way people expect to communicate with others. This is the new norm for communications and will only get more powerful over time.
  • Social Media has changed people ’s lives and shifted time away from traditional media. The Facebook generation lives in social medial and they expect these technologies when they come to work. If you don’t deliver it for them, you won’t be able to keep them. They expect to be able to connect and share and collaborate with business colleagues like they do at home. Except, instead of sharing photos and videos, they are sharing business files and agendas.
  • It's not about your www address anymore. It's about Facebook as the new homepage. Every ad you see today on television directs you to a facebook page. Why? It’s more collaborative and interesting to customers. They can learn and share with other customers. That’s more powerful than a traditional web site that just pushes information at you. With Facebook and other social sites, can learn from others. That’s why web site traffic is declining.
  • According to this McKinsey report, companies that embrace these changes are seeing incredible growth rates, market-share changes, productivity increases, and greater ROI
  • The Social Revolution is also about this incredible shift in mobility. There will be over 1.8 billion mobile devices by 2014 while desktops and laptops are remaining stagnant. Analysts predict Apple will ship fifty-six million iPads shipping this year. Tablets and mobile -- we're in the post-PC revolution now.
  • We're moving to an Internet of things, that everything is getting onto the Internet. All of the devices, all of our products, our cars, our refrigerators are connected to social networks. Everything is on the Internet, and connecting to us and using that personal profile and bringing us together in a way that we haven't seen before -- 5.3 billion connected devices by 2014.
  • But as we travel around and we talk to companies like yours, they ask us a simple question: ”What does the Social Revolution mean for me?" Because for many customers this social revolution has created a social divide.
  • Your customers, your employees, even all of us -- we're using these social technologies and mobile devices. But what about your company? Your customers and employees are social, but what about your organization? What about your products?  
  • That's why we're here today. We're going to answer the question “How does your enterprise bridge the social divide?”
  • There are three things that we can do to bridge this social divide to create a social enterprise: create an employee social network, a customer social network, and a public social network. You have the opportunity to delight your customers in a whole new way. You're going to have a level of customer intimacy that's unprecedented. Customers today expect that the companies they work with know what they “like” on Facebook, what they are saying on Twitter, who they are connected to on LinkedIn and more. In the social enterprise, the social customer profile captures all of this publicly available information, empowering every employee to delight customers by knowing who they are and delivering an entirely new level of service, only possible in today’s social world. Through employee social networks , people at work can rapidly collaborate on ideas and information. Using the social features popularized by Facebook and Twitter -- such as profiles, status updates and real-time feeds – employee social networks let employees “follow” documents, people, business processes and application data. The result is a new level of productivity that crosses departments and organizational barriers because the insights are pushed to employees in real-time. By connecting to social channels like Facebook and Twitter, companies can delight customers by listening, analyzing and engaging with them. Customer social networks allow companies to build stronger relationships with their customers in an entirely new way on today's most popular social channels like Facebook and Twitter. Companies can create public social networks so they can be part of the conversation. Public social networks allow companies to listen to their customers, to engage them, and connect your products to this network.
  • Radian6 has been recognized by analysts as a market leader in the social media space for 6 years Radian6 has built a customer base of almost 3,000, including 50% of Fortune 100s Similar to Salesforce, Radian6 is known for it ’s technology innovations, including: Breadth of discovery (150+ million sources, access to the full Twitter “firehose”, support in 17 languages) Scalability with the Social Hub--a first of it ’s kind social rules enginge Mobile access so you can engage on the go And access to a Rest API to create custom, dynamic visualizations of social data
  • Our customers are seeing tremendous success with Radian6 We surveyed over 800 Radian6 customers and this is the feedback they gave us: 94% improved brand monitoring, 44% increased social sales, and 42% were actually drive down costs related to customer service
  • We are all sharing more content and commentary than ever before on our social networks. There are over 200 million Tweets per day and billions of posts on blog and forums! Have you ever posted a picture of something you liked on Facebook, Twitter, Flickr, or Pinterest? Have you Tweeted about a poor customer experience or asked your social networks for recommendations about something you were thinking about buying? Of course, we all have! We are experiencing a social revolution.
  • Your customers, your employees, even all of us – we're social. But what about your company? Is this what you're using as your systems? Is this the kind of company that you have created? Your customers and employees are social, but what about your organization? What about your products?  
  • Social is the biggest shift in marketing in the past 80 years. Procter & Gamble built their massive success through traditional mass media. In the 1930s, Procter & Gamble invented radio soap operas to sell their products, and produced TV soap operas (like “The Young and the Restless”) over the past few decades. But last year P&G announced they were stopping the production of soap operas. P&G realized that ’s not where their customers are anymore; their customers are social. And earlier this year, P&G announced they were significantly shifting their marketing spend to social channels.
  • Because of the social revolution, we ’re seeing a fundamental shift in marketing It used to be about interruption marketing, but now it ’s about invitation marketing. Companies ask customers to “Like” them on Facebook and “follow” them on Twitter. Your brand is the sum of conversations about it--your customers shape your brand. Along with the social revolution also comes a trust revolution. We trust what companies say less and less…now we trust what our peers say more and more. Companies need to have a consistent experience across all their channels; companies have to listen to wherever those conversations are taking place because consumers expect it.
  • And it ’s not just marketing—it’s every business process that touches the customer. Social may start in marketing or PR, but it can ’t live in a silo. You have to spread that social DNA to sales, service, R&D, recruiting, and more.
  • Our customers are transforming their businesses with Radian6. They are: Listening broadly, Analyzing social data to understand the meaning behind it, Engaging with their customers in real time, And automating and scaling social insights across the entire enterprise. Over the next few minutes, we ’ll also touch on some of our exciting new technologies!
  • Any good social strategy starts with listening. Radian6 pulls in social posts from millions of sources in multiple languages You can use the analysis dashboard to monitor trends in the social conversations And you can slice the data in a number of different ways You can understand WHERE the conversations are taking place So those are some of the basics of social listening…
  • With R6 social insights, you can dig deeper and understand the meaning behind the social data. You can understand WHO is talking about your brand—are they male or female, how old are they, and who are the key influencer? Social insights can also help decipher the meaning behind the posts—is the sentiment positive or negative, is there intent to purchase, and what other products do these people like? With social insights, you can improve segmentation and conduct in-flight targeting based on real-time social data. A nd we work with our Social Insights partners to deliver best of breed functionality.
  • With the Radian6 Engagement Console, social media managers, marketers or customer service reps can engage with their customers in the same channels the customers are using. If your customer is posting on Facebook, you can respond on Facebook…if your customer posts a video on YouTube, you can comment on YouTube…all right here from the Engagement Console. And this is a really important piece of the social media equation—because social media is all about humanizing a brand or company. It ’s about having a 2-way dialogue with your community. This is how Salesforce and Radian6 engage with our communities every day.
  • But it ’s important that social media doesn’t live in a silo. We ’ve got to be able to automate and scale social across the entire enterprise. And for that, Radian6 launched the Social Hub….which allows companies set up rules and AUTOMATICALLY route the RELEVANT posts to RIGHT people in your organization. You can send positive posts to marketing to build a community of advocates, you can route point of need conversations to your sales teams, and you can route product complaints to customer service for follow up.
  • And with Radian6 for the Service Cloud, you can automate Case and Contact creation to resolve cases faster on social channels. You can attach pre-built knowledge articles to your social posts to answer common questions quickly.
  • Our advanced customers are using the Radian6 REST API to build custom social media listening command centers like the one you see here. These command centers allow companies to create dynamic visualizations of their social data. And the command centers serve as centers of excellence, extending the social insight throughout the enterprise. Dell, Gatorade, American Red Cross & Clemson University have build custom command centers with the Radian6 API.
  • The Summary Dashboard gives an at-a-glance snapshot of how your social strategy is performing. This is a great barometer to share with executives. It includes key social metrics and KPIs, and can be easily shared across your organization.
  • And because social conversations don ’t stop when you leave the office, we offer a free iPhone app so you can engage on the go and keep your finder on the pulse of your brand at all times.
  • Source for Nigel ’s quote: http://www.argylejournal.com/articles/argyle-conversation-nigel-dessau-chief-marketing-officer-amd/
  • Chris James (AMD & Dell previously) + a few community managers Set out to create a better tasting coconut water Attribute revenue spikes to specific online events , such as issuing a coupon, and can adjust marketing strategies on the fly based on Radian6 reports
  • You may be wondering why Vision & Strategy is so important. I ’ll give you a simple analogy. Think about going to the grocery store. Typically, you don’t just hop in your car and drive to the grocery store without a purpose for going. I need milk, eggs, paper towels or whatever. You know why you’re there and what you need to obtain in order to meet your objective. Having a well defined Vision & Strategy for your Salesforce program is the same thing. It defines the purpose for what you ’re trying to do. It helps build commitment around that purpose so everyone is working towards the same end goals. Vision & Strategy provide the foundation by which you set up the metrics and measurements to guide how you’re performing towards those goals. And finally, it helps align resources around obtaining the end objectives. Think of it like this, the Vision tells you where you want to go – I want to go the grocery store. The Strategy outlines how you ’ll get there – I’m going to drive there, get my cart, collect the things I need, pay, etc. And the Objectives (part of our Business Measures domain) define how you know when you’ve arrived – I got my milk, eggs, and paper towels. It may seem simple, but there are some definite parallels. The opportunity that we have here is to work together to conduct a Vision workshop. We ’ll sit down as a team and discuss your organization’s Vision, craft a Vision statement if you don’t already have one, and define your program objectives.
  • Having the appropriate metrics in place will help you track and measure the progress of your organization. At the core, it starts with your Vision & Strategy. You document and communicate that and once you have the strategy and objectives outlined, you can define the Key Performance Indicators – KPIs – that are important to the organization and begin to operationalize those. This means that you determine the key functions that you need to drive the appropriate behavior, collect the necessary data, etc to measure your success on-going. And finally, you have to have a validation or audit process in place to ensure that as your objectives and KPIs change over time, you ’re continually reviewing them and validating them for accuracy and validity. From an engagement perspective, we have an opportunity here to conduct a Customer Value Assessment workshop. Essentially what this means is that we will work with you to determine the appropriate success metrics that define your Return on Investment (ROI).
  • It ’s important that you ask yourself the question of what key processes you are trying to manage in your organization? Not all of these processes may touch Salesforce directly, but having an overall understanding of the critical business processes in your organization will help you identify information that needs to be shared or dissimenated between groups using Salesforce data. Process Management is an on-going cycle whereby you define and document those key processes. Assign ownership and responsibility for managing them over time, reviewing them for relevancy, etc. And finally, enabling those processes in Salesforce or within your organization. You’re never quite done because the landscape of your industry may change, your company may take on a new business strategy or launch a new product, so it’s important that you have a good handle on those critical business processes that may be impacted by such changes. Here, we could sit down and talk about some of those core processes and functionality or features that you could use in Salesforce to automate and streamline those processes.
  • Here, it ’s important to think about how your program is governed and what level of oversight is appropriate to accomplish your key objectives. At the center of the circle is the Leadership team. The Leadership team defines and drive the program vision and provides oversight and authority through the change and release management cycles. The Business plays a critical role in a successful governance framework. They manage the processes and define the performance metrics that are relevant to the organization. They should be an active player in the governance framework. You also have the change management element that includes not only executing on releasing new functionality to users, but driving adoption through effective and ongoing training plans and developing an effective framework for assessing user impact of change. And finally, rounding out the circle is the technology & data architecture. You want to provide clear governance over security and data to ensure that the right folks have the right information – and only the information they need. One of the key opportunities to engage is specifically around putting the framework together for your Center of Excellence. Or if you have an existing oversight or governance committee, working together to fold in the Salesforce application because the reality is that managing change in a SaaS environment is different than a traditional IT environment. We can help you better understand and prepare for those differences.
  • Like so many of the other domains, effectively managing the technology and data aspect of your Salesforce program is an on-going process. There are four key areas of focus here: Integration strategy – map out up front what key systems you want to have Salesforce interface with to send and/or receive data from. Have a clear picture of all of those touch points up front as much as possible so you can maximize your data architecture. Have a data quality strategy in place. Bad data is one of the top issues impacting user adoption so look at ways you can ensure the integrity of your data up front and on-going. Use apps from the AppExchange, validation rules, workflow, formulas, etc to drive the behavior you expect and keep your data clean. Stay on top of the organization ’ s security strategy. Have processes outlined as people come/go through the organization to ensure that users have access to the system (or don ’ t) when appropriate. Continually look at your role hierarchy and sharing settings so that as your organization restructures, new people are on-boarded, promoted, etc. that your Users have access to the right information at the right time. Lastly, look for those areas in your business process that could benefit from automation. Are you managing an ancillary process through Excel or email that you could automate in Salesforce or do you have applications that are running on a unique workstation? Think about these different systems or processes and how you could use Salesforce to streamline. We have an opportunity to work together to have an application rationalization session. This is where we could meet with you to discuss those applications or processes that are running outside of Salesforce and how you could leverage the platform to streamline the development and management of those applications.
  • Continuing to derive value in the application over time is a key challenge facing most organizations. You want to find ways to introduce an appropriate level of new functionality based on your organizations needs. In order to do so, engage with your User community. There are a couple of ways to do this but think about how you ’ll collect the important feedback from your Users as to what the need. Three times a year, Salesforce releases new functionality and features as well. Stay on top of those releases. Collaborate with your CSM and Support Analyst to understand the new features and where/how they can be leveraged in your organization. Be sure that your roadmap aligns with your Visions & Strategy. You want to be sure that you’re allocating resources to projects that will help you achieve your overall goals and objectives. And lastly, train your Users. Don’t assume that they will understand the purpose of a new field or agree with a newly implemented approval process. Engage them in the discussion and train them as you release new functionality. We can partner to define your Innovation Strategy. This will include the components of collecting the feedback, analyzing, prioritizing, release management and lastly, change management.
  • Having a system that is usable and most importantly valuable to your organization is critical to your program success. There are four main strategies to help you develop an effective adoption strategy. Monitor utilization. It’s not just about who’s logging in and for how long. But what are they doing when they get there?! Create dashboards to help you track useful metrics to monitor and evaluate your User adoption. There are pre-built Adoption dashboards on the AppExchange to even help get you started. Communicate, communicate, communicate. Develop a communication action plan that will help drive the momentum of Salesforce and keep it top of mind for your Users. Innovate too. Give your Users a voice to help you drive your innovation strategy. And educate your Users along the way. Have plans in place for on-boarding new hires, refresher training, new release training and such. For the Adoption domain, there is an opportunity for us to engage and outline the measurements you will use to track and monitor adoption and utilization.
  • For thirteen years, salesforce.com has been talking to customers all over the world about enterprise cloud computing. To deliver the cloud, we ’ve innovated in three areas: a new technology with cloud computing (no hardware or servers); a new business model, and a new philanthropic model. Cloud computing is a technology delivery model that allows you to access apps and platforms over the Internet. It provides enterprises the fastest path to success. You don ’t have to buy or manage hardware, software or infrastructure. Core to true cloud computing is multi-tenancy . Multi-tenancy means that all of our customers share a common technology infrastructure. Much like with a multi-tenant office space, companies might share security, Internet, and other services, but they also have the ability to make customizations to their own space. With Salesforce, customers benefit from the company ’s unmatched pace of innovation delivered through easy, automated upgrades three times a year. As well, you can instantly scale up when you need to add users or deploy new apps.
  • New business model: a flexible, pay-as-you-go, subscription based model means you don ’t have to pay large, upfront capital costs for hardware and software. It ’ s a model that requires us to deliver customer success since we need customers to renew subscriptions. We’ve built our entire company around customer success with Customer success managers and a customers for life organization. You can see the results of that strategy. Consistent revenue growth and more and more usage of our service over time. Additionally, the industry has responded to Salesforce. Forbes said we're the number-one most innovative company in the world. And Fortune Magazine just rated us as one of the world's best places to work.
  • There are three things that we can do to bridge this social divide to create a social enterprise: create an employee social network, a customer social network, and a public social network. You have the opportunity to delight your customers in a whole new way. You're going to have a level of customer intimacy that's unprecedented. Customers today expect that the companies they work with know what they “like” on Facebook, what they are saying on Twitter, who they are connected to on LinkedIn and more. In the social enterprise, the social customer profile captures all of this publicly available information, empowering every employee to delight customers by knowing who they are and delivering an entirely new level of service, only possible in today’s social world. Through employee social networks , people at work can rapidly collaborate on ideas and information. Using the social features popularized by Facebook and Twitter -- such as profiles, status updates and real-time feeds – employee social networks let employees “follow” documents, people, business processes and application data. The result is a new level of productivity that crosses departments and organizational barriers because the insights are pushed to employees in real-time. By connecting to social channels like Facebook and Twitter, companies can delight customers by listening, analyzing and engaging with them. Customer social networks allow companies to build stronger relationships with their customers in an entirely new way on today's most popular social channels like Facebook and Twitter. Companies can create public social networks so they can be part of the conversation. Public social networks allow companies to listen to their customers, to engage them, and connect your products to this network.

Transcript

  • 1. DRIVING SUCCESSIN THE CLOUDChris AtwoodSenior Account ExecutiveSalesforce.com FoundationJoseph DevineAccount ExecutiveSalesforce.com Foundation
  • 2. Safe HarborSafe harbor statement under the Private Securities Litigation Reform Act of 1995:This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any suchuncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materiallyfrom the results expressed or implied by the forward-looking statements we make. All statements other than statements ofhistorical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth,earnings, revenues, or other financial items and any statements regarding strategies or plans of management for futureoperations, statements of belief, any statements concerning new, planned, or upgraded services or technology developmentsand customer contracts or use of our services.The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and deliveringnew functionality for our service, new products and services, our new business model, our past operating losses, possiblefluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our securitymeasures, the outcome of any litigation, risks associated with completed and any possible mergers and acquisitions, theimmature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate ouremployees and manage our growth, new releases of our service and successful customer deployment, our limited historyreselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potentialfactors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the mostrecent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and otherscontaining important disclosures are available on the SEC Filings section of the Investor Information section of our Web site.Any unreleased services or features referenced in this or other presentations, press releases or public statements are notcurrently available and may not be delivered on time or at all. Customers who purchase our services should make the purchasedecisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend toupdate these forward-looking statements.
  • 3. Salesforce.comFoundation UpdateIsabel KellyInternational DirectorSalesforce.com Foundation
  • 4. Deliver social impact by using salesforce.com’s people & technology & reinvesting our resources.Create the social social enterprise; using our technology and ability to collaborate to accelerate solutions to society’s challenges
  • 5. Growing our philanthropy 1%Foundation team TimeAustralia, France, India, Ireland, Japan, Singapore, UK, US, (next the Netherlands) EquityTime6 volunteer days per employee a year; Product2012: 8,000 employees will give 100,000 volunteer hoursGrants2012: $6m granting around employee volunteering, healthy communities& nonprofit/education use of SalesforceProduct15,000 global nonprofits in 105 countries use donated & discount productCritical mass in Argentina, Australia, France, Germany, India, Ireland,Israel, Japan, Netherlands, New Zealand, Singapore, South Africa, UK, USAFocus on increased success of donated & discounted customers; CFL & partner & grantee strategy.
  • 6. % discountNonprofit &Education cycle of sustainability
  • 7. Programs Across the World Helen Tamaki Social Innovation Traineeship
  • 8. Why Social is Important forNonprofit Organisationsand UniversitiesDavid KeeneVP Marketing, UKsalesforce.com
  • 9. 2011: Year of Social Revolution
  • 10. Social Revolution: Social NetworkingSurpasses Email Social Users Email Users 1.9 billion social users 2007 2008 2009 2010 2011Source: Comscore, June 2011
  • 11. Social Revolution: Social Eats the Web Social Network Usage Rest of the Web Usage 8 hours per month on social media2007 2008 2009 2010 2011Source: Comscore, “Top 10 Need-to-Knows About Social Networking and Where It’s Headed” December 2011
  • 12. Social Revolution: Facebook is the New Homepage Fortune 100 Facebook Growth Fortune 100 Web Growth 123% growthJun 2010 Dec 2010 Jun 2011 Dec 2011Sources: Wildfire Social Media Monitor, Compete.com, Wedtrends “The Effect of Social Networks and the Mobile Web on Website Traffic”
  • 13. Social Revolution: High Return for SocialEnterprise Social Enterprise BenefitsSource: McKinsey & Company, “The rise of the networked enterprise, Web 2.0 finds its payday.” December 2010
  • 14. Social Revolution: Next Generation Devices Changing How WeAccess the Web Tablets Smartphones 1.8 Laptops Desktop billion mobile devices by 2014 2006 2007 2008 2009 2010 2011 2012E 2013E 2014ESource: Gartner Research, Smartphone, Tablet, and PC Forecast, December 2011
  • 15. Social Revolution: Products Now Connected to Social Networks 1.8 Billion 3.5 Billion Networked ProductsNetworked Computers Total of 5.3 Billion Connected Devices 2014Source: IDC Predictions: 2012 competing for 2020. December 2011
  • 16. But the social revolution has created a social divide.
  • 17. The Social Divide – Customers and Companies Your customers and What about employees are social. your company?
  • 18. How does your enterprise bridge the social divide?
  • 19. Delight Your Employees and Customers in a Whole New WayEmployee Social Customer Network Social Network Social Collaborate Profile Market Work Service Extend Sell
  • 20. THANK YOU
  • 21. Welcome to Radian6Russell NewmanSenior Account Executive @radianruss in/russellnewman1984
  • 22. Radian6 is the World’s Leader in Social MarketingMarket Leadership Customer Success Technology Innovation 2,500+ Customers 50% of Fortune 100 150+ Million Sources “One of the founding principles of Dell is really Twitter “Firehose” about listening and learning from our customers and being 17 Languages able to take that feedback and improve.” Social Hub Michael Dell, Chairman & CEO Mobile Access REST API
  • 23. Customer Success Across Every Major Metric Source: Radian6 Customer Relationship Survey conducted December 2011, by an independent third-party, MarketTools Inc., on 800+ customers randomly selected.
  • 24. Your Customers Share More than Ever Before Having a Great problem with… article on… Love the Looking new… for recs... Cool video… Hiring Product a CTO… review…
  • 25. The Social Divide – Customers and Companies Your customers and What about employees are social. your company?
  • 26. Even the Best Brands Have Had Social MediaCasualties
  • 27. That’s Created a Fundamental Shift in Marketing Traditional Marketing Social Marketing Interruption Marketing Invitation Marketing Company controls brand perception Community shapes brand perception Trust company messages Trust Friend Recommendations Eyeballs and ears Hearts and Minds Centralized presence (www) Distributed presence Buy a list of names to email Social Listening & Engagement
  • 28. Social is Disrupting the Enterprise Improved brand perception E xe c uti ve s Build customer loyalty S a le s Drive sales Deliver customer service M a rk e ti ng Develop better products R&D S e r v ic e Recruit top talent R e c r u it in g
  • 29. Transform Your Business with Radian6 Automate & Service Scale Engage Visualize Analyze Summarize Listen Mobile
  • 30. Listen to Customers on Millions of Social ChannelsAnalysis Dashboard Over 150 million sources Full Twitter “Firehose” 17 Languages
  • 31. Analyze Social Customer InsightsSocial Insights Demographics Social Insights Segmentation Campaign Management In-flight Targeting Insights Partners:
  • 32. Engage with Customers On Their Terms, In Real TimeEngagement Console Build Loyalty & Community Delight Customers with Social Service Build Pipeline
  • 33. Automate & Scale Social Across the EnterpriseSocial Hub Social Workflow E xe c uti ve s Automatically Route Posts to the Right People: S a le s •Executives •Marketing M a rk e ti ng •Sales R&D •Service S e r v ic e •R&D •Recruiting R e c r u it in g
  • 34. Delight Customers with Social Customer ServiceRadian6 for the Service Cloud M a rk e ti S e r v ic ng e Automate Case and Contact Creation Resolve Cases On Any Social Channel Pre-built Knowledge for Common Questions
  • 35. Visualize Social Trends and DataREST API Social Media Command Centers Dynamic Visualization of Social Data Real-time Monitoring Radian6 Command Centers:
  • 36. At-a-glance Barometer of Social SuccessSummary Dashboard Social Metrics & KPIs Share of Voice Share of Conversation Key Influencers Trending Topics
  • 37. Take Social MobileiPhone App Free iPhone app Engage on the go Keep your finger on the pulse of your brand at all times
  • 38. Customer Examples
  • 39. American Red Cross Uses Radian6 to Share Relief Information Premier emergency response organization Listens to thousands of conversations in Social Media Command Center Disseminates critical information via social channels in the first 24 hours following disaster Monitors social media activity to ensure information is accurate & up to date Volunteers from previous disasters engage with advice B ra nd Awa re ne s s , L e a ds a nd Raise Awareness, Share Inforvic e S e & Connect with Donors “ We quic kly le a rne d tha t pe ople a re ta lking a bout the R e d C ros s e ve ry e xpeHarman the m to. Wendy c te d ” s ing le da y, a nd not a lwa ys how we Social Media Manager
  • 40. Dell Generates Pipeline with a Radian6 Command Center Tracks 22,000+ conversations / day Monitors in 11 languages Generated sales through Social Media
  • 41. Caterpillar Tracks B2B Social Media ROI with Radian6 Global industrial giant with purely B2B base Tracks all social media marketing through Radian6 Found positive ROI from social media efforts Brand Awareness, Leads and Service
  • 42. Air Canada Delivers Superior Service Using Radian6 Winter storm shut down Heathrow Airport Proactively trained employees to provide social customer service prior to storm Used Radian6 to respond in real-time to thousands of customersPassengers turned to Twitter feed for latest updates
  • 43. ING Direct Canada Builds Community with Radian6 Piloted new chequing account, gathering feedback through social channelsLaunched THRiVE chequing account with nationwide social media campaign Attracted 40,000+ active THRiVE users Blog posts were viewed 53,000+ timesReached an audience of 3.6M users with #thrivetastic
  • 44. AMD Builds Social Media War Room to Track Buzz at CES Created a social media “war room” at CES Objectives: monitor event buzz, brand awareness, customer reaction to product launches Reduced costs of customer acquisition and retention Cut inefficient marketing efforts E ve nt & P ro d uc t La unc h M o n it o r in g
  • 45. Gatorade Joins Customer Conversations with Radian6 Gatorade Mission Control Engaging athletes on social media 7% increase in sales 250% traffic increase in product education
  • 46. TD Scales Social Listening and Engagement with Radian620 000 mentions a day: insurance, banking andinvestmentSocial customer service across brandsImproved marketing and campaignperformance with Radian6Social lead generation for credit andinvestment products.
  • 47. Hershey’s Tastes Sweet Success with Social MediaNeeded a way to manage 20+ brand Facebook pages and Twitter handlesEngage with consumers in real-time and measure the pulse of their brands When loyal fans follow @TWIZZLERS, Hershey’s says “thanks” with notes and merchandiseWhen consumers were looking for a specialty product, the World’s Largest REESE’S Peanut Butter Cups, Hershey’s answered and the response went viral
  • 48. GNC Uses Real-time Feedback to Make Better ProductsLaunched Phenom, a flavored coconut water, with a multi-pronged social strategy Used a specific hashtag to drive conversation, and targeted key influencers in health and fitnessDiscovered immediate customer feedback and insight to improve flavors and uncover new markets Built a community of 500K Facebook fans and 80K Twitter followers
  • 49. Best Practices andLessons Learned fromLarge SalesforceImplementationsJohn JacksonCRS Tech Lead – Alzheimers SocietyPhil ShoesmithHead of Infrastructure – AlzheimersSocietyLiliana OsorioCustomer Success ManagerSalesforce.com
  • 50. AgendaKey elements for a successful implementation – Methodology for success – Standards
  • 51. Key Elements of Success Vision and Business Strategy Measures Sponsorship Adoption & Governance Roadmap Processes Technology & Data
  • 52. Vision & Strategy Why is this important? Defines the project purpose Builds commitment Provides the objectives by which success will bemeasured Aligns resources
  • 53. Business MeasuresHow do we track our progress? Vision & Strategy Define KPIs • Identify program vision • Pick limited set of metrics • Define strategy to achieve • Tie each metric to an objective • Develop objectives to ensure progress Vision & Strategy V al i da Validate te • Audit data to create credibility • Empower managers to change Operationalize behavior and business process • Identify salesforce.com based upon capabilities reports/dashboards results • Build, configure and deploy application
  • 54. ProcessesWhat critical business processes are we trying to manage?
  • 55. Sponsorship & GovernanceHow do we provide oversight and guidance for our program? ctu Data Data Strategy & Architecture Process Maps Implementation Plan Metrics Strategies Release Management Strategy Business Capabilities Map re Bu Arc gy & sin hite ess o n ol Leadership h Tec Change Management End User Education End User Adoption Stakeholder Assessment
  • 56. Technology & DataIn what areas of the technology do I need to focus? Integration Data Security Innovation Client/Server Apps Data Quality Enterprise Data Intelligence Data Architecture Data Governance Data Data Migration Data Visibility ERP Access Controls Integration Cloud Apps
  • 57. RoadmapHow do I continue to drive value?  Engage your User community  Stay abreast of new release functionality  Align your roadmap with your program Vision & Strategy  Educate and train!
  • 58. AdoptionHow do I continue to drive utilization? Visibility Communication Innovation Education
  • 59. Regardless of Strategy – Standards are necessary  Architecture standards – Naming standards – When to use record types, page layouts, etc. – Security & record sharing model – Reporting & Dashboard templates – Integration standards  Testing standards – Get a sandbox!  Training standards – Get a sandbox!  Data Quality standards  Release management  CoE participation
  • 60. Salesforce Client Recording System Dev & Deployment________________________________________________________________________________________alzheimers.org.uk
  • 61. Development Strategy • Pre-existing system with 400 users, 80 of which are providing live services to our existing service users • Change freeze on the Production environment • New development carried out in a Developer Sandbox • Intention to at end of the development phase merge the environments________________________________________________________________________________________alzheimers.org.uk
  • 62. Development Overview DA CRS CRS (Production ) (Production) CRS Proto SANDBOX________________________________________________________________________________________alzheimers.org.uk
  • 63. Sandbox to ‘Go Live’ Structure… CRS Proto Development sandbox used to create the new environment UAT Used for Unit and UAT testing Full Sandbox Purchased to confirm the migration process prior to go live CRS Proto UAT Sandbox FULL Sandbox Production SANDBOX________________________________________________________________________________________alzheimers.org.uk
  • 64. What went well? Rapid Development The project team was able to get started right away out of the box, developing from the existing DA CRS creating the new multi service CRS Apex Made moderate use of Apex for custom modules, e.g. handling event and creating relationships. App Exchange App Exchange provided excellent postcode integration allowing us to develop new features eg integrated postcode lookup right away.________________________________________________________________________________________alzheimers.org.uk
  • 65. Initial Deployment Plan Deployment time 19 Days effort was originally estimated System Deployment Understood to be relatively straightforward and achievable with approximately 5 days effort. Data Migration Understood to be more complex but still achievable with only a few more days effort.________________________________________________________________________________________alzheimers.org.uk
  • 66. Time Scales... ay s) (E f fort 5 D rm ation 1 . Tra nsfo 4. Data (Effo rt 5 PRODUC- TION Da ys) 2. Re f resh (E ffo r t0D ays ) FULL r t 2 Day s) me nt (E f fo Sandbox 3. Dep loy UAT________________________________________________________________________________________alzheimers.org.uk
  • 67. Reasons for Overrun Sub tasks not fully understood The effort involved in creating a repeatable process for the deployment was substantial. Config Deployment Greatly complicated by the number of manual steps required. Meta Data components worked through Changesets / Eclipse perfectly but system setting, drop down menus etc all remained un migrated and needed manual intervention Data Migration Vastly more complex than first though – extensive Q&A required between the dev team and migration specialist.________________________________________________________________________________________alzheimers.org.uk
  • 68. Migration, Plan B Re-estimate Effort Required Our partners were asked to re-estimate the effort required to move from UAT Sandbox to FULL Sandbox to prove the deployment method and then to run the deployment for real. Extra Time 26 days of additional effort have been identified over 2 months for a safe tried and tested deployment to go ahead.________________________________________________________________________________________alzheimers.org.uk
  • 69. Lessons Learnt Flexible Product Many of the areas of development we thought would be difficult and complex to implement were actually straightforward. Scope for the first round of deployment could potentially have been increased. Do not under estimate deployment and Migration tasks Merging one Salesforce system into another is a complex affair and needs to planned well as there are many manual steps.________________________________________________________________________________________alzheimers.org.uk
  • 70. Thank you________________________________________________________________________________________alzheimers.org.uk
  • 71. Salesforce.com BusinessUpdate and Q&AAlistair WildmanSenior Vice President, UK CountryHeadsalesforce.com
  • 72. Our Mission: Cloud Computing Driver, Catalyst, and Evangelist Enterprise Cloud Computing 1960s 1980s Today Mainframe Client/Server
  • 73. First Cloud Company to Reach $2B Annual Revenue (FY12) $3 Billion 56 Billion #1 Expected Annual Transactions World’s Most Revenue Run per Quarter Innovative Rate for FY13 Companies #27 World’s Best Places to Work 8,000+ Employees
  • 74. Delight Your Employees and Customers in a Whole New WayEmployee Social Customer Network Social Network Social Collaborate Profile Market Work Service Extend Sell