Cloudforce Essentials Auckland 2012 - Business Success Ask the Experts


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Cloudforce Essentials Auckland 2012 - Business Success Ask the Experts

  1. 1. Business Success for Small &Medium BusinessesAsk the ExpertsRhonda Robati, salesforce.comCommercial SMB Manager, Australia & New Zealand
  2. 2. Safe harbor 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, 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 product or service availability, 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. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, 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 products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of, inc. is included in our annual report on Form 10-Q for the most recent fiscal quarter ended July 31, 2012. This documents and others containing 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 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., inc. assumes no obligation and does not intend to update these forward- looking statements.
  3. 3. Session Objectives • How successful companies transformed their business • Gain insight into how solutions can help grow your business efficiently and effectively • Offer a benchmark to your checklist (people, process & tools) in transforming your business to thrive, not just survive
  4. 4. Agenda Introduction – Rhonda Robati, Customer Story – Donna Haywood, Working In Customer Story – Stu Cowdell, Digital Island Customer Story – James Slater, Goodman Fielder Q&A
  5. 5. Donna HaywoodController
  6. 6. W ki ng I n or-NZ Company-Focus on helping employers who can’t find skills locally to recruit internationally viaour websites, magazine and expos- Assisting employers with the migration process once employees found-Offices in Auckland, Sydney, London-Run events inLondon, Manchester, Birmingham, Dublin, Johannesburg, Vancouver, Calgary, Edmonton, Houston, Santiago and now Madrid-UK events running since 2002- Web driven - Almost 3 million visitors to our websites each year
  7. 7. Som of our cl i ent s e
  8. 8. W Sal esf or ce? hyNeeded a system to manage the complexity of:- Global sales team- Multiple products- Multiple currencies- Multiple tax ratesHad no central visibility of pipelinesExcel database did not provide enough information for strategic analysis – revenueby product, industry, country, stateRequirement to align with finance system
  9. 9. Sol ut i onImplemented Salesforce EnterpriseProject team consisted of representatives from sales, finance and operationsEnsured all data required was capturedWorked with Trineo to develop an interface between Salesforce and Xero to automate the billing process.Built weekly executive and individual salesperson dashboards - Sales v Targets - Pipeline graphs - Activity graphs - Discount analysisIncentives put in place for sales team to use the system - Target Reporting - Workflow to e-mail successes to all
  10. 10. O com ut es - Improved visibility of pipeline - Improved data for strategic analysis - Improved productivity by automating the billing process - Use of dashboard’s as reporting tools at all levels - Alignment to finance system PHASE TWO: - Marketing campaigns - Expo operation team - Website and magazine production teams
  11. 11. Stu CowdellOwner / Sales Director
  12. 12. Customer Success:Digital IslandWho we are: The business choice for plugging in the cloud, businessMobiles and IP Voice.Market Position: We supply medium to large NZ businesses seeking to stay ahead with new technology combined withgreat service and pricing.We offer: Data Solutions, IP Voice, Traditional Business Lines, Mobiles, Toll Free, and associated services to NZ’s mediumenterprise market.Our Clients: We have thousands of clients across NZ, with clients in nearly every industry, for example:
  13. 13. The Challenge:Summary:Digital Island’s continued strong growth lead to a requirement to optimize the management of our sales function toensure all opportunities were captured and converted – thus increasing sales!Specific Requirements: Provide the framework for successfully scaling up the sales teams in the New Year Manage individual performance of sales staff and teams Report on EOM and mid month on sales activities Capture future opportunities and manage them Capture quotation / customer information Manage Customer Contracts & Resign schedules Have the ability to assign and re-assign sales opportunities to meet our clients needs
  14. 14. The Solution:Prerequisites:The solution needed to be off the shelf, proven and scalable to meet our requirement.Being a technology company with a high level of in house IT competency, we expected the implementation to be rapidand successful.Our implementation of was just that!Results of the implementation: Our sales teams readily adopted the application has been extremely useful in terms of driving sales success, tracking results and identify areasneeding attention Increased knowledge sharing through Chatter - for example competitor information is shared this wayMassive increase in Account Management effectiveness including resigns Our operations team has just gone live with Service Cloud as a direct result of the success we had with Sales Cloud
  15. 15. James SlaterCapability Manager
  16. 16. Customer Success: Goodman Fielder Sales Automation Goodman Fielder is Australasias leading listed food company. The company owns a host of iconic brands that generations of Australians and New Zealanders have grown up with and put in their supermarket trolleys every week. Goodman Fielder are responsible for the production, sales and distribution of brands such as Meadow Lea, Edmonds, Vogel’s, Freya’s, Nature’s Fresh, Meadow Fresh, Puhoi and Tararua Goodman Fielder has No.1 or No.2 positions in most of the larger product categories, This leading product offering is supported by an efficient distribution network that enables delivery of the companys products to over 30,000 outlets every day including supermarkets, route outlets and food service customers. The company is headquartered in Sydney and employs over 6,000 people in Australasia and the Pacific Islands. We manufacture our products in almost 50 plants in Australia, New Zealand, Papua New Guinea, Fiji and New Caledonia.
  17. 17. The Challenge: ISSUE SOLUTION All Field Sales tasks issued by head office via an array of Sept 09 - Implementation of Salesforce Mobile - excel and word templates (30+) . Field Reps collected the Blackberry results during store visits which was then sent to head office and compiled weekly. 70 UE – Grocery Teams 10 week project Limited face time with customers Following restructure, extended user base to Route Constrained speed to market on new products and Food Service, Distributor Managers, Business promotion compliance Development and Outbound Sales team. Manual, error prone, admin intensive and slow. Solution was replicated by Australia Field Sales Redeployed technology - iPad early 2012
  18. 18. The Solution:Prerequisites: System not developed and maintained in house Ability to integrate with SAP for core data User friendly in look and feel MobilityResults of the implementation:Dramatically increased the speed of determining GF position in the market.Ability to track real time product launch results via Dashboard More business intelligence about account/channel management strategyCentral management of cycle objectives delivered focus.More proactively manage and measure Field Sales performance, behavior and process. Enforce compliance manage and measure key business initiatives and activitiesImmediacy of data and ability to react. Provide near real-time communication that allows for aspeedier reaction to customer issues and opportunitiesAbility to reduce unproductive manual reportingAbility to collaborate across departments
  19. 19. Donna Haywood Stu Cowdell James Slater