DreamForce: How HP Uses Chatter for Competitive Advantage
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DreamForce: How HP Uses Chatter for Competitive Advantage

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HP on a transformation journey. Part of journey is using social collaboration platforms like Salesforce.com's Chatter for competitive. If you missed my presentation at DreamForce, you can review......

HP on a transformation journey. Part of journey is using social collaboration platforms like Salesforce.com's Chatter for competitive. If you missed my presentation at DreamForce, you can review the slides here.

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  • 1. How HP Uses Chatter to Speed up the Sales Cycle and Close Deals Fast Alex Flagg Director, Market Insights Hewlett-Packard @alex_flagg
  • 2. HP today • $120B in FY12 revenue • Operations in170 countries • 330,000 employees worldwide • 1 HP Printer shipped every • 4 seconds • 48 million HP PCs shipped annually 1 in every 3 servers shipped worldwide is HP 4th largest software company in the world 2 © Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. •
  • 3. The power of the social collaboration Get answers, ideas, stimulate innovation from people you didn’t know existed Potential ties Unknown Connections Weak Ties Group Connections Strong ties Your Inner Circle
  • 4. Let me tell you about a taxi cab ride Alex… Nice to meet you what do you do? CIO… I’m responsible for the infrastructure at a small logistics company… we’re building a new data center and need help. Analog lead generated… now what?
  • 5. From taxi cab to sales lead 3 1 Quick search: Which groups? 2 Who’s going to respond? VP, Americas Sales 4 12 hours later Sales rep assigned Lead goes digital Potential sale
  • 6. HP is the largest deployment of SFDC HP Employees 330,000 Chatter Groups 2,400 Salesforce.com 36,000 Logins to Chatter Mobile Within last six months 3,696 Active Chatter members 18,000 Countries 170+
  • 7. Delivering competitive Insights to the Salesforce
  • 8. Delivering competitive insights Who’s joined HAL Competitor X 45 Members in first month • Presales • Engineering architects • Sales specialists and consultations • Competitive analysts
  • 9. Competitive insights in action HP and Competitor X invited to bid on a cloud systems opportunity for a major US healthcare provider. Need competitive insights to position HP vs Competitor X Elapsed time to answer The old way Look up experts in org tool Call and email Set up meetings Gather data Days? Never? Using Chatter Request for deal help via email Drop help requests into Chatter Multiple replies with name of expert Expert emails the best information available 2 hours 57 minutes
  • 10. Accelerated content sharing Video posted on Palo Alto Headquarters Group HP Netherlands wins deal. Customer video posted on Chatter. South Africa deal team discovers video, uses to win local deal. Elapsed time 72 hours
  • 11. Ideation in action HP employees submit videos about their favorite aspects of Salesforce.com
  • 12. Dead or alive?
  • 13. Lessons learned • Chatter needs buy in from the top down. • Sales people by nature are competitive. • Chatter adds fuel. • Building a framework and coordination are essential.
  • 14. “If only HP knew what HP knows, we would be three-times more productive.” Lew Platt Former Chief Executive of Hewlett-Packard
  • 15. Alex Flagg Director, Market Insights Hewlett-Packard @alex_flagg linkedin.com/in/alexanderflagg
  • 16. 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 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 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 any litigation, risks associated with completed and any 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 and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These 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. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.