Data strategies dreamforce_2010_michele_mc_mahon

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Case study on using Jigsaw and other tools for improving marketing and sales data by Michele McMahon

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  • Big part is the data componentIntegrated systems/tools
  • Brought in target data…Used Demand Tools for dedupingFilledi n the blanskdemogratphics info
  • Notes: Field Mapping,…marketing automation, customer support, web to lead (standard) etc. Vision of where we are going with IT…our data strategy was not an IT intiatiive, but we algned with IT and the next phase is to integrate all systems, including transational data from our customers and pull it into a simple system for analysis. Where data gets really strategic.
  • IT integrating all systems.
  • Still going live now….still in Phase I….Point 1 – Built Target Accounts so we could have a “home” for contactsPoint 2 – Not only updated existing accounts but had complete data for new accountsPoint 3 – Focused Titles…not just anyone. Graveyard RateHard Bounce RatePercent Build Rate Accounts and ContactsOthers
  • Data strategies dreamforce_2010_michele_mc_mahon

    1. 1. Using Data to Drive Sales & Marketing Effectiveness<br />Customer Hero Theater<br />Michele McMahon: The Network<br />John Boney: The Network<br />
    2. 2. Safe Harbor<br />Safe 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 such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services.<br />The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of intellectual property and other litigation, risks associated with possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year ended January 31, 2010. This documents and others are available on the SEC Filings section of the Investor Information section of our Web site. <br />Any unreleased services or features referenced in this or other press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.<br />
    3. 3. Michele McMahonJohn Boney <br />The Network <br />
    4. 4. All About The Network, Inc.<br />.<br />The Network, Inc. helps thousands of organizations, including half of the Fortune 500, mitigate risk with a full suite of governance, risk and compliance (GRC) solutions<br /><ul><li>Go-Live in 6 weeks from contract sign to go-live!
    5. 5. Data Strategy critical component to SFDC justification, implementation, and marketing & sales strategy
    6. 6. Integration and automation of all key applications, including data, mission critical
    7. 7. Account & Contact build-out strategy</li></li></ul><li>The Network’s Digital Backbone: Live in 6+ Weeks<br />Analytics & Prospecting<br />Data Management<br />Communities<br />Data Hygiene<br />Salesforce Labs<br />Adoption Dashboards<br />Social Media<br />Competitive Object<br />Other Apps<br />FormFactory<br />
    8. 8. Account StrategyHoovers <br />Account Strategy: What We Did<br /><ul><li>Created “shell” accounts in SFDC for target audience
    9. 9. Leveraged Hoovers info as source of truth for industry, employee size, etc.
    10. 10. Worked with Salesregarding Account fields they would like to see
    11. 11. Leveraged DUNS Number
    12. 12. Evaluating other data providers for 2011 (Hoovers, OneSource)</li></li></ul><li>Contact StrategyJigsaw For Salesforce.com<br />Contact Strategy: What We Did<br /><ul><li>Updated existing contacts and created new contacts focusing on key fields including email
    13. 13. Insight into “graveyard”
    14. 14. Flexible rules for real time updates
    15. 15. Integrated into SFDC for use by Marketing, Sales and Lead Gen
    16. 16. Marketing En Mass Data Build
    17. 17. Individual Prospecting Lead Gen
    18. 18. Data Hygiene
    19. 19. Recruiting</li></ul>“Data quality decays rapidly & enterprises should follow a methodology for….regular measurement…..data quality….goals for... process improvements & technology”<br />
    20. 20. What Did We Do? <br />Secured Executive Sponsorship<br />Created Integrated Digital Backbone<br />Licensed the Right Tools<br />Expectation Setting and Lots of Prep<br />Decisions on Lead vs. Contact<br />Benchmark Current State<br />Created Data Strategy for Accounts & Contacts<br />Sign-off across the organization<br />Field Mapping Across All Systems<br />Insight <br />Technology <br />Information <br />
    21. 21. Strategic Vision<br />Strategic Decision Support<br />Full Integration with back end systems<br />Customer LifeTime Value Modeling<br />Profitability-Focused Acquisition<br />Progressive Profiling<br />Marketing Automation<br />Using Data to accelerate pipeline<br />9<br />
    22. 22. Phase I: Results<br />Liability<br />Strategic Competitive Weapon<br />Missing 60% of Target Audience <br />Key Demographic Fields (employee, state, industry) 78% complete<br />78% of contacts, including customers, did not have email address<br />Discovered 14% of contacts “graveyarded” <br />Lack of confidence in existing data<br />Didn’t have right CRM tool (pre-SFDC)<br />No data strategy<br />90%+ Target Accounts in SFDC<br />Key Demographic Field completion increased to 92%+ for all accounts,<br />Contacts w/ email doubled. Goal is 90%+<br />Target Contacts increased by 32%. Still increasing.<br />Integration with Marketing Automation System (Silverpop)<br />Integrated Accounts & Contact real-time insight and updates<br />Data Strategy first time in 30 years <br />
    23. 23. What Went Well & Lessons Learned<br />What Went Well<br />Lots of external expertise available – just ask!<br />Internal Executive Sponsorship: Organizational Initiative<br />Only One Surprise<br />Lots of Prep = smooth data go-live<br />Unbelievable responsiveness & expertise across all teams (SFDC, Jigsaw, DemandTools, etc.)<br />Lessons Learned<br />Don’t push people too hard<br />Don’t do it on a weekend<br />Lots of work but worth the effort<br />
    24. 24. QUESTIONS?<br />
    25. 25. The Network, Inc.<br />Michele McMahon<br />Vice President, Revenue Generation<br />404.229.8890 / Michele_McMahon_USA@yahoo.com<br />Michele McMahon<br />John Boney<br />Financial Analyst & Salesforce.com Admin<br />770.409.5042 / JohnBoney@tnwinc.com<br />John Boney<br />

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