Creating a Mobile Strategy


Published on

Published in: Economy & Finance, Technology
No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Creating a Mobile Strategy

    1. 1. Creating a Mobile Strategy Laura Fay – AppExchange Mobile, Leahanne Merritt - PHH Arval Kevin Hall - Standard & Poor’s Sheryl Kingston - Yankee Group Track: Sales Operations
    2. 2. Safe Harbor Statement <ul><li>“ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements the achievement of which involves risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results 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. </li></ul><ul><li>The risks and uncertainties referred to above include - but are not limited to - risks associated with the integration of Sendia Corporation’s technology, operations, infrastructure and personnel with ours; unexpected costs or delays incurred in integrating Sendia with, which could adversely affect our operating results and rate of growth; any unknown errors or limitations in the Sendia technology; any third party intellectual property claims arising from the Sendia technology; customer and partner acceptance and deployment of the AppExchange and AppExchange Mobile platforms; interruptions or delays in our service or our Web hosting; our new business model; breach of our security measures; possible fluctuations in our operating results and rate of growth; the emerging market in which we operate; our relatively limited operating history; our ability to hire, retain and motivate our employees and manage our growth; competition; our ability to continue to release and gain customer acceptance of new and improved versions of our CRM service; unanticipated changes in our effective tax rate; fluctuations in the number of shares outstanding; the price of such shares; foreign currency exchange rates and interest rates. </li></ul><ul><li>Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time, including our Form 10-K for the fiscal year ended January 31, 2006. These documents are available on the SEC Filings section of the Investor Information section of our website at . </li></ul><ul><li>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 purchase decisions based upon features that are currently available., inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law. </li></ul>
    4. 4. Business Web Users Are Increasingly Mobile <ul><li>The Time is Right for Mobile Applications: </li></ul><ul><ul><li>Broadband Wireless Networks… </li></ul></ul><ul><ul><li>Versatile Devices… </li></ul></ul><ul><ul><li>Faster Processors…. </li></ul></ul><ul><ul><li>Gartner Inc., “Mobile Data Services, North America, 1999-2006” </li></ul></ul>Nearly 2/3 of the US workforce will be mobile in 2008 25% of the global workforce will be mobile by 2009 IDC Corporation Source: Worldwide Mobile Worker Population Forecast and Analysis 2005-2009 (IDC #34124)
    5. 5. The Case for Mobile <ul><li>Increases visibility </li></ul><ul><li>Short sales cycles </li></ul><ul><li>More timely information </li></ul><ul><li>Productivity </li></ul><ul><li>7x24 selling </li></ul><ul><li>Information at the point of impact </li></ul><ul><li>Access to real-time content </li></ul><ul><li>Customer satisfaction </li></ul><ul><li>Customer retention/ loyalty </li></ul>Mobile Users Management <ul><li>Partner collaboration in the field </li></ul><ul><li>Increased adoption </li></ul><ul><li>Process improvement </li></ul><ul><li>Data quality </li></ul>
    6. 6. Key Considerations <ul><li>Wireless knowledge and maturity </li></ul><ul><li>Life cycle mgmt </li></ul>Sales Industry Executives IT Admin Support <ul><li>Wireless industry maturity </li></ul><ul><li>Vendor offerings </li></ul><ul><li>Sales process maturity </li></ul><ul><li>Executive sponsorship </li></ul><ul><li>Internal policies </li></ul><ul><li>Timeframes </li></ul><ul><li>Budgets </li></ul><ul><li>Education </li></ul><ul><li>Support for the end users </li></ul>
    7. 7. Methods for Mobile Deployments Value Pilot programs <ul><li>Security </li></ul><ul><li>User training </li></ul><ul><li>User compliance </li></ul>Education <ul><li>Adapting mobile solution to business </li></ul>Phased approach <ul><li>“ Show me the money” </li></ul>Success measurements Engaging the stakeholders <ul><li>Key use cases </li></ul>Configuration Mobile Admin Key Business Process Expert IT Contact Project Team Approaches to Consider
    8. 8. Leahanne Merritt Manager, CRM PHH Arval, a PHH Corporation Company [email_address]
    9. 9. PHH Arval <ul><li>Leading fleet management company </li></ul><ul><li>North American sales force </li></ul><ul><li>Global business </li></ul><ul><ul><li>Partners in Mexico, Japan, Europe, Africa </li></ul></ul>INDUSTRY: Transportation EMPLOYEES: 1,300 GEOGRAPHY: International PRODUCT(S) USED: Unlimited Edition, AppExchange Mobile, 20 Custom Tabs # USERS: 310; Live for 2.5 years; 90% adoption rate in 1 st 90 days
    10. 10. Creating a Mobile Strategy – The Challenges <ul><li>Business Challenge </li></ul><ul><ul><li>Sales and service teams are mobile by nature </li></ul></ul><ul><ul><ul><li>Incented on face-time </li></ul></ul></ul><ul><ul><li>Lack of efficiency </li></ul></ul><ul><ul><ul><li>Leads to inconsistent approach </li></ul></ul></ul><ul><ul><li>Lack of buy-in to traditional desktop application </li></ul></ul><ul><ul><li>Breakdown in core business processes </li></ul></ul><ul><li>Technology Challenge </li></ul><ul><ul><li>Off-line capabilities </li></ul></ul><ul><ul><li>BlackBerry upgrades </li></ul></ul><ul><ul><ul><li>New BB – must train on the device as well as the application </li></ul></ul></ul><ul><li>Resulting Situation </li></ul><ul><ul><li>Data quality issues </li></ul></ul><ul><ul><ul><li>Garbage in – Garbage out </li></ul></ul></ul><ul><ul><li>Frustrated users </li></ul></ul><ul><ul><li>Weekend warriors </li></ul></ul><ul><ul><li>Bare-minimum entry </li></ul></ul>
    11. 11. Creating a Mobile Strategy – The Solution <ul><ul><li>Business Process Analysis </li></ul></ul><ul><ul><ul><li>What do the users need to get their job done? </li></ul></ul></ul><ul><ul><ul><li>Reality versus perception </li></ul></ul></ul><ul><ul><ul><li>Device limitations </li></ul></ul></ul><ul><ul><li>Manage Data-Creep </li></ul></ul><ul><ul><ul><li>Once our users have some access they want access to all data </li></ul></ul></ul><ul><ul><li>Sell the Solution </li></ul></ul><ul><ul><ul><li>Off-line capabilities </li></ul></ul></ul><ul><ul><li>On-going Improvements </li></ul></ul><ul><ul><ul><li>Review and assess </li></ul></ul></ul>
    12. 12. Creating a Mobile Strategy – Key Findings <ul><li>What were the key findings/discoveries? </li></ul><ul><ul><li>Real-time versus “When I get time” data </li></ul></ul><ul><ul><li>Internal Market Segment Improvements </li></ul></ul><ul><ul><ul><li>3 separate business units </li></ul></ul></ul><ul><ul><ul><ul><li>Calling on same companies </li></ul></ul></ul></ul><ul><ul><li>Increased Customer Satisfaction </li></ul></ul><ul><ul><ul><li>Internal and External </li></ul></ul></ul><ul><ul><ul><li>All segments telling the same story </li></ul></ul></ul>
    13. 13. Creating a Mobile Strategy – Recommendation <ul><li>What worked </li></ul><ul><ul><li>Created user specific profiles (12 total) </li></ul></ul><ul><ul><ul><li>Users – sales, service, finance </li></ul></ul></ul><ul><ul><ul><li>Management – sales and service </li></ul></ul></ul><ul><ul><ul><ul><li>Marketing to follow </li></ul></ul></ul></ul><ul><ul><ul><li>Senior leadership and CEO </li></ul></ul></ul><ul><ul><ul><li>Subset of 20 custom objects </li></ul></ul></ul><ul><li>Recommendations </li></ul><ul><ul><li>Users must be trained on web applications prior to BB roll-out </li></ul></ul><ul><ul><li>Small pilot group </li></ul></ul><ul><ul><li>Simple how-to </li></ul></ul><ul><ul><ul><li>For BB Use and AppExchange Mobile </li></ul></ul></ul><ul><ul><li>Set expectations upfront </li></ul></ul><ul><ul><ul><li>Mobile device is NOT a mini-pc </li></ul></ul></ul><ul><ul><li>IT support </li></ul></ul>
    14. 14. Kevin M. Hall Director, Client Information Systems [email_address]
    15. 15. Company Introduction Template <ul><li>The Financial Services Division of The McGraw-Hill Companies </li></ul><ul><li>Since its founding in 1860, Standard & Poor's has grown from a small investment guide publisher to become an integral part of the world's financial infrastructure. </li></ul><ul><li>Operate in 21 countries with 7,500 employees </li></ul><ul><li>A leading source of: </li></ul><ul><li>--Credit Ratings </li></ul><ul><li>--Indices </li></ul><ul><li>--Equity Research </li></ul><ul><li>--Data Services </li></ul><ul><li>--Risk Solutions </li></ul><ul><li>--Funds </li></ul><ul><li>--Portfolio Advisory Services </li></ul><ul><li>The global source for financial market intelligence </li></ul>INDUSTRY: Financial Services EMPLOYEES: 7,500 GEOGRAPHY: Global PRODUCT(S) USED: Sales - LIVE, Marketing & Service - Yr End 2006 # USERS: 450 – Today 750 – Yr End
    16. 16. Standard & Poor’s Approach <ul><li>Thought about Salesforce and mobile at the same time </li></ul><ul><li>Data available through many channels was a natural (Offline, Online, Outlook, Mobile) </li></ul><ul><li>Just knew it was necessary!! </li></ul>
    17. 17. Implementing a Mobile Strategy – The Challenges & Solutions <ul><li>Business Challenge </li></ul><ul><ul><li>New to CRM </li></ul></ul><ul><ul><li>New to Treo </li></ul></ul><ul><ul><li>No Owners for Accounts </li></ul></ul><ul><li>Technology Challenge </li></ul><ul><ul><li>Avoid confusion of Salesforce vs Treo vs AppExchange Mobile </li></ul></ul><ul><ul><li>Migration from various devices to Treo </li></ul></ul><ul><ul><li>Resources </li></ul></ul><ul><li>Solution </li></ul><ul><ul><li>Delayed Mobile Deployment 3 Weeks after Desktop </li></ul></ul><ul><ul><li>Mobile Profiles built on Opportunities and Activities </li></ul></ul><ul><ul><li>Used AppExchange Mobile and Bluewolf Group PSO </li></ul></ul><ul><li>Sales – Opportunity Mgmt </li></ul><ul><li>200 licenses </li></ul><ul><li>Integration points </li></ul><ul><li>Training </li></ul><ul><li>US & Europe </li></ul><ul><li>Ongoing improvements </li></ul>DEPLOYMENT DETAILS
    18. 18. Data Integration Hub Creation Implementation Timeline BAU, Mini Projects & Enhancements Sales Project 2005 2006 Data Integration Hub Enhancements Mktg Project – Phase I Mktg Project – Phase II Client Services Project Mobile – P1 Mobile – P2 Mobile – P3 Jan - Jun Jul - Dec Jan - Jun Jul - Dec
    19. 19. Implementing a Mobile Strategy – Recommendation <ul><li>Key Findings and Discoveries: </li></ul><ul><ul><li>Don’t try and do too much </li></ul></ul><ul><ul><li>Dedicate resources for configuration, training and support </li></ul></ul><ul><ul><li>Pilot with a small but representative cross-section </li></ul></ul><ul><ul><li>CRM via Mobile = Bleeding edge technology for large firms </li></ul></ul><ul><li>Would I do it the same way again? </li></ul><ul><ul><li>No – separate CRM vs Mobile CRM by 6 – 18 months </li></ul></ul>
    20. 20. Sheryl Kingstone Director [email_address]
    21. 21. Customer Centricity <ul><li>The ability of a business to be customer-centric (to consistently engage, influence and learn from its install base) directly correlates to its overall shareholder value </li></ul>
    22. 22. Top 2006 Sales Executive Objectives
    23. 23. The Ultimate Goal Is Sales Velocity <ul><li>The rate at which sales opportunities are moved through the sales cycle based on the efficiency of the sales process and effectiveness of the sales force. </li></ul>Efficiency Effectiveness Sales Process Measurable Results
    24. 24. Bottom Line Requirements for Mobile Service Delivery <ul><li>Enabling Customer-Facing Employees </li></ul><ul><ul><li>Many organizations are now beginning to bring the benefits of automation to the mobile customer facing employees such as sales and field service. </li></ul></ul><ul><li>Mobile Requirements </li></ul><ul><ul><li>Business Process Driven - Mobile applications must provide a business process framework that allows organizations to automate their best practices via the enabling technology – not force fit their process to match an application. </li></ul></ul><ul><ul><li>Deliver Seamless Integration - Mobile applications must leverage data and business processes that span multiple systems, and expose its data and business processes, where appropriate, to multiple systems as well. </li></ul></ul>
    25. 25. Real-time requirements during the sales process Beyond Email Pre-sales Funnel Management Plan Lead Qualify Real-time Requirements Lead Acceptance, Location-Based Services Prospect History Accounts, Contacts, Email, Calendar, Tasks, To Do’s, SMS Messaging (Mobile Office) Execution Present Face to Face Propose Real-time Requirements Data interactivity to other corporate systems (Pricing, Order, inventory), Collaboration, Case access, Automated call logging to CRM/SFA Inventory/Pricing Order Entry Post Sales Accounts Receivable Product Delivery Order Status Real-time Requirements Account Management Cross Sell Account History Real-time Requirements Guidance, Cross Sell Open Cases
    26. 26. Business Case for Mobility Will Evolve, but Need To Shift Purchase Decisions Technology and Process Alignment Business Value Expectations Reduce Costs Improve Operational Efficiency Integrate Disparate Functional Systems Enhance Customer Loyalty Provide Differentiated Customer Service Streamline Service Delivery Capabilities Increase Revenues Launch New Services to Attract New Customers Leverage Up-Sell / Cross-Sell Opportunities Realized SFA Value Low User Adoption Misplaced Expectations Decisions To Implement Mobile SFA Today Decisions To Implement Mobile SFA in The Future
    27. 27. Creating the Case Day in the Life Potential Improvement KPI Sales Preparation Reduce daily preparation time to spend more time in territory Reduce Administration Sales Administration Average number of hours to respond to customer requests/Sales Inquiries Field Force Response Time Travel Time Assume no improvement N/A Other Administration Reduce daily general admin time to spend more time in territory Reduce Sales Cycle Waiting Reduce dead time to include more productive tasks Reduce Administration Selling Improve sales call/potential add call/increase knowledge for customer upsell Increase Win Rate Stakeholder Customer Experience Increase sales volumes through better customer satisfaction and retention. Increase Contract Value Sales Experience Increase User Adoption and Improve Sales Effectiveness Increase Profitability Management Experience Increase Visibility to Sales Management Increase Revenue
    28. 28. Simplicity Solutions <ul><li>Simple Automation to Improve Efficiency and Capture Insight </li></ul><ul><ul><li>Auto-prompt field that asks field reps if they would like to capture information about the customer their about to phone of email </li></ul></ul><ul><ul><ul><li>Filling out form takes 20 seconds versus hours or days to return to office </li></ul></ul></ul><ul><li>Move from Browse to Semi-Connected Driven by Competitive Pressure </li></ul><ul><ul><li>Browsing data via Palm Treo was disastrous even to get customer number </li></ul></ul><ul><ul><li>Implemented push for new information </li></ul></ul><ul><ul><li>Immediate notification of leads and calls to support team </li></ul></ul><ul><ul><ul><li>Faster response time reduced sales cycle by several days </li></ul></ul></ul><ul><ul><ul><li>Executives ability to follow up on support calls demonstrated responsiveness and increased contract renewal rates </li></ul></ul></ul><ul><ul><ul><li>Automatic log of calls eliminates manual update of records </li></ul></ul></ul>
    29. 29. Real Integration <ul><li>Access Critical Enterprise Information Improved Management Direction and Collaboration </li></ul><ul><ul><li>Provide real-time access to YTD sales, Broker info, Product data, customer data for Wholesaler Community </li></ul></ul><ul><ul><li>Streamline administration and collaboration </li></ul></ul><ul><ul><ul><li>Moved from stockpiling paper-based notes for end of week to real time insight on field activities to improve management </li></ul></ul></ul><ul><ul><ul><li>Inside sales team conduct less admin and more sales lead processing </li></ul></ul></ul><ul><li>Improved Process Boosts Productivity of Mobile Sales People and Management Insight </li></ul><ul><ul><li>Better access to real time information </li></ul></ul><ul><ul><li>Improve collaboration with internal teams </li></ul></ul><ul><ul><li>Less paperwork </li></ul></ul><ul><ul><ul><li>Faster reporting cycles </li></ul></ul></ul><ul><ul><ul><li>Improved forecasting through better visibility </li></ul></ul></ul><ul><ul><ul><li>Improved insight on hot products </li></ul></ul></ul>
    30. 30. Shared Processes and Insight <ul><li>Improve Marketing and sales effectiveness </li></ul><ul><ul><li>Manual, paper-based tracking inhibited insight on marketing programs and sales activities—delays up to 6-8 weeks, plus on 40% follow through occurred </li></ul></ul><ul><ul><li>New solution of semi-connectivity and improved process </li></ul></ul><ul><ul><ul><li>98% adoption rate </li></ul></ul></ul><ul><ul><ul><li>30% increase in sales efficiency </li></ul></ul></ul><ul><ul><ul><li>Improved insight allows for pattern faster mgt insight on inventory, promotions and make immediate adjustments for new opportunities </li></ul></ul></ul>
    31. 31. Formulating a Process Toward Mobility <ul><li>Business process dictates mobility requirements </li></ul><ul><li>Information dictates application requirements </li></ul><ul><li>Application infrastructure needs to transform </li></ul>
    32. 32. Enterprise Mobility Stumbling Blocks <ul><li>“ Seven Sins” of Mobile Deployments </li></ul><ul><ul><li>Failing to consider that mobile devices are different </li></ul></ul><ul><ul><li>Taking an ad hoc management approach </li></ul></ul><ul><ul><li>Not providing for device flexibility </li></ul></ul><ul><ul><li>Failing to future proof </li></ul></ul><ul><ul><li>Letting costs and challenges spiral out of control </li></ul></ul><ul><ul><li>Not putting end users first </li></ul></ul><ul><ul><li>Failing to provide adequate security </li></ul></ul>Source: The Yankee Group 2006 Transatlantic Wireless Business Survey – U.S. Large Businesses
    34. 34. Session Feedback Let us know how we’re doing! <ul><li>Please score the session from 5 to 1 (5=excellent,1=needs improvement) on the following categories: </li></ul><ul><ul><li>Overall rating of the session </li></ul></ul><ul><ul><li>Quality of content </li></ul></ul><ul><ul><li>Strength of presentation delivery </li></ul></ul><ul><ul><li>Relevance of the session to your organization </li></ul></ul>Save time! Use your cell phone or mobile device to send Feedback via SMS/Text Messaging! Send a message to 26335 In the message body: Session 134, #### For example, “ Session 123, 5555 ” Session ID: 134 Session ID # Scores for 4 categories SMS Voting powered by: