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Cloudforce Sydney 2012 - Social Enterprise starting your transformation
Cloudforce Sydney 2012 - Social Enterprise starting your transformation
Cloudforce Sydney 2012 - Social Enterprise starting your transformation
Cloudforce Sydney 2012 - Social Enterprise starting your transformation
Cloudforce Sydney 2012 - Social Enterprise starting your transformation
Cloudforce Sydney 2012 - Social Enterprise starting your transformation
Cloudforce Sydney 2012 - Social Enterprise starting your transformation
Cloudforce Sydney 2012 - Social Enterprise starting your transformation
Cloudforce Sydney 2012 - Social Enterprise starting your transformation
Cloudforce Sydney 2012 - Social Enterprise starting your transformation
Cloudforce Sydney 2012 - Social Enterprise starting your transformation
Cloudforce Sydney 2012 - Social Enterprise starting your transformation
Cloudforce Sydney 2012 - Social Enterprise starting your transformation
Cloudforce Sydney 2012 - Social Enterprise starting your transformation
Cloudforce Sydney 2012 - Social Enterprise starting your transformation
Cloudforce Sydney 2012 - Social Enterprise starting your transformation
Cloudforce Sydney 2012 - Social Enterprise starting your transformation
Cloudforce Sydney 2012 - Social Enterprise starting your transformation
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Cloudforce Sydney 2012 - Social Enterprise starting your transformation

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Learn more about how to start your Social Enterprise Transformation.

This was a presented during a Breakout Session at Cloudforce Sydney 2012 (http://www.salesforce.com/au/cloudforce/ ).

Published in: Technology, Business
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  • 1. Starting Your Social EnterpriseTransformationCarlos MoraSocial Platform, Salesforce.com
  • 2. Safe HarborSafe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation maycontain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertaintiesmaterialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differmaterially from the results expressed or implied by the forward-looking statements we make. All statementsother than statements of historical fact could be deemed forward-looking, including any projections ofsubscriber growth, earnings, revenues, or other financial items and any statements regarding strategies orplans of management for future operations, statements of belief, any statements concerning new, planned, orupgraded services or technology developments and customer contracts or use of our services.The risks and uncertainties referred to above include – but are not limited to – risks associated with developingand delivering new functionality for our service, 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 ofour security measures, risks associated with possible mergers and acquisitions, the immature market in whichwe operate, our relatively limited operating history, our ability to expand, retain, and motivate our employeesand 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. Furtherinformation on potential factors that could affect the financial results of salesforce.com, inc. is included in ourannual report on Form 10-K for the most recent fiscal year ended January 31, 2012. This document andothers 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 press releases or public statements are notcurrently available and may not be delivered on time or at all. Customers who purchase our services shouldmake the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumesno obligation and does not intend to update these forward-looking statements.
  • 3. The Social Divide: Customers and Companies Your customers and What about employees are social. your company?
  • 4. How do companies bridge the social divide?
  • 5. Delight Your Customers and Employees Public SocialEmployee Social NetworkNetwork Social Pro le Collaborate Product Work SOCIAL E RPRISE NTE Engage Extend Listen Sell Market Service Customer Social Network
  • 6. Chapter 1: Lay the Groundwork for Social SuccessChapter 2: Know Your Customers Better Than EverChapter 3: Connect and Share with Your Colleagues InstantlyChapter 4: Build Deeper Relationships By Engaging Customers InNew WaysChapter 5: Listen and Learn From Public Social Networks
  • 7. Meet The PanelJohn Brand Cormac Hodgkinson Chris Gross Charlie Wood VP Director Customer Operations Head of Social Media VP Asia PacificForrester Research Vodafone Australia Vodafone Australia Radian 6
  • 8. Chapter 1: Laying the Groundwork for SocialSuccess Define the Vision 1 Set Clear Social 2 Goals Establish A Social 4 Taskforce
  • 9. Chapter 2: Know Your Customers Like NeverBefore Make Your 5 Customer King
  • 10. Chapter 3: Connect and Share With YourColleagues Instantly Tear Down 8 Departmental Silos Make Social a Part 11 of Every Business Process
  • 11. Chapter 4: Build Deeper Relationships ByEngaging Customers In New Ways Create Fans 13 For Life
  • 12. Chapter 5: Listen and Learn From Public SocialNetworks Create a Social 16 Listening Center Amplify Your 19 Evangelists
  • 13. Q&A
  • 14. Delight Your Customers and Employees Public SocialEmployee Social NetworkNetwork Social Pro le Collaborate Product Work SOCIAL E RPRISE NTE Engage Extend Listen Sell Market Service Customer Social Network
  • 15. Thank you!

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