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How To Drive a Large Scale, Global Deployment

How To Drive a Large Scale, Global Deployment






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    How To Drive a Large Scale, Global Deployment How To Drive a Large Scale, Global Deployment Presentation Transcript

    • How to Drive a Large Scale Global Deployment Phil Barker, SVP, Chief Adoption Officer Steve Schlabs, VP, Global Enterprise Accounts Sam Loveland, Director, Global Enterprise Accounts Track: Large Enterprise Deployments
    • Safe Harbor Statement
      • “ 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.
      • 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 salesforce.com, 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.
      • 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 www.salesforce.com/investor .
      • 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.  Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law.
    • We’ve Had Great Teachers! ~4,500 Subscribers ~7,500 Subscribers ~5,000 Subscribers 3,900 Subscribers Enterprise Standard ~ 1,500 Subscribers ~ 5,000 Subscribers ~ 2,800 Subscribers ~ 6,700 Subscribers ~1,700 Subscribers ~ 5,200 Subscribers ~1,000 Subscribers
    • Implementing On-Demand is Different! Traditional Software On-Demand Service
      • Iterative & rapid deployments
      • Focus on business process & change management
      • Delivering high-value to end users
      • RDD, tech spec, construct, test, launch; takes months
      • At deployment, app does not meet business needs
      • Low adoption - limited value to end users
    • Components That Yield a Successful On-Demand Solution
      • Strategy & Business Case
      • On-Demand Roadmap
      • Operating Model
      • Integration & Data Strategy
      • Adoption Strategy
      • Support Strategy
    • CRM Business Web Strategies
      • Compelling business strategies driving initiatives most often have Revenue Enhancement topping the list
      • Most organizations have multiple objectives
      • Documenting objectives and stakeholder alignment help you to achieve the vision for your initiatives
              • Your strategies are the roadmap for how you will achieve your vision.
    • What are your CRM business objectives? Source: Europe Gartner end user survey. N=344, October 2004 From “Predicts 2005: How CRM Will Help to Grow Revenue Again”, Jan. 7, 2005. 0 50 100 150 200 250 Other Reduce sales costs Increase profit margins opportunities Increase sales revenues Increase customer loyalty Increase customer retention Increase customer satisfaction Enhance cross/up-sell Acquire new customers Reduce service costs Increase profit per customer Revenue Enhancement Cost Reduction Number of Responses Customer Loyalty & Satisfaction
    • Sample of CRM Business Drivers…
      • Consolidated View of the Customer
        • Consolidate on a single sales process and tool
        • Improve Rep/Manager Productivity
        • Improve Business Intelligence and reporting capabilities
      • Improve productivity
        • Improve client management
        • Improve call, pipeline, and forecast management
        • Improve “team collaboration” on client relationships
        • Creation of institutional knowledge of client relationships
        • Creation of competitor intelligence
      • Unmanageable CRM Infrastructure
        • Standardization of a single SFA application across all business units
        • Adaptability to growing and changing businesses
        • Reduce the learning curve of sales associates and professionals
        • Leverage and cross-sharing of business unit and overall knowledge
    • Desired Impact of Salesforce.com
      • Account & Contact Management
      • Opportunity Management
      • Pipeline Management & Forecasting
      • Activity Tracking
      • Integrated Sales Methodology
      • Consistent Representation of Your Brand
      • Lead & Campaign Management
      • Real Time Reporting & Dashboard
      • Integrated Service & Support
      • AppExchange
      • Apex Platform
      Revenue Cost Enhanced Time to Value Minimal infrastructure investment Capabilities Return
    • Sample Business Case Total Benefits in $$$ Sample Data
    • Components That Yield a Successful On-Demand Solution
      • Strategy & Business Case
      • On-Demand Roadmap
      • Operating Model
      • Integration & Data Strategy
      • Adoption Strategy
      • Support Strategy
    • Factors that drive implementation complexity Understanding deployment risks
      • Executive Sponsorship
        • Executive & business unit sponsors
        • Established PMO?
        • Established project standards
      • Organizational Complexity
        • Number of Users
        • Functional Groups
        • Reporting Structures
        • Multi-National
        • Security / Sharing Requirements
      • Functional Requirements
        • Modules
        • Record Types & Layouts
        • Products & Annuities
        • Dashboards
        • Workflow
      • Business Processes
        • Complexity
        • Inflexibility
        • Immaturity
      • Number Of
        • Countries
        • Languages
        • Currencies
      • Data Migration
        • Number of Sources
        • Complexity of Fields
        • Number of Records
        • Cleanliness
      • Integration Requirements
        • Number of Links
        • Architecture of Each
        • “ Real-Time” Requirements
        • Volume of Data
        • Frequency of Updates
      • Training Requirements
        • Instructor-Led, eLearning, Blended
        • Direct or Train-the-Trainer
        • One-Time or Phased
      • Change Management Awareness
    • On-Demand Release Process Enhanced time-to-value
      • Size each project
      • Implement release management program
      • Implement ongoing integration and data management programs
      • Build sustainable support and training program
    • Roadmap that Supports CRM Strategy High concurrency, incremental functional phases
    • Components That Yield a Successful On-Demand Solution
      • Strategy & Business Case
      • On-Demand Roadmap
      • Operating Model
      • Integration & Data Strategy
      • Adoption Strategy
      • Support Strategy
    • Operating Model – Center of Excellence the core team
    • Change Management: Integration with Business Units Building a network of user champions, local ownership
    • Components That Yield a Successful On-Demand Solution
      • Strategy & Business Case
      • On-Demand Roadmap
      • Operating Model
      • Data and Integration Strategy
      • Adoption Strategy
      • Support Strategy
    • Data and Integration Strategy Defining use cases and associated business benefits
      • Data uploaded into salesforce - objective is to enhance usability and maximize business benefit
        • Identification of source systems, scrubbing and transformation processes required; complexity assessment
        • End-user and key stakeholder acceptance of the data source(s), confirm cost justification
        • Sync strategy if not read only; cross reference keys needed to match records; would an online link to the data be better
        • Ensure no adverse impact to usability; too much data, poorly organized, not segmented by LOB
      • Data extracted from salesforce - agreement on what salesforce.com is the system of record for
        • Ensure naming standards, support collaboration, avoid duplicates
        • Custom edits that must coded in the UI
        • Fiscal period considerations – locked versus unlocked
        • Historical requirements and archive processes
        • User responsibilities regarding Outlook integration or Offline usage
    • Data and Integration Strategy Confirm supporting technology components
      • Data staging and validation processes
        • One-time, initial or recurring
        • Data transformations
        • 3 rd Party data enrichment and cleansing
        • Allowance for local language and currency
      • Test and Production Environment configurations
        • Release components and best practices, commit procedures
      • API access using WSDL
        • Java based development
        • Workflow and Outbound Real-time Messaging
      • Security
        • VPN considerations
        • Single sign-on scenarios
        • Sharing model consistency
    • Data and Integration Strategy Assigning a team leader
      • Full-time throughout deployment, integral member of the COE
        • Maintenance of sub-project plan
        • Integrated release strategy with functional phases
        • Training and support of administrative personnel, centralized and distributed
      • Part-time post production, integrated IT responsibility
        • Resolution of operational faults
        • Ongoing QA audits
        • Archival
        • System end-of-life scenarios
    • Components That Yield a Successful On-Demand Solution
      • Strategy & Business Case
      • On-Demand Roadmap
      • Operating Model
      • Data and Integration Strategy
      • Adoption Strategy
      • Support Strategy
    • Adoption Strategy Adoption is not a random event
      • It takes a disciplined defined approach to drive adoption
      • You need measures and incentives
      Source: Rogers Adoptions/Innovation curve 2.5% 13.5% 34% 34% 16%
    • Does One Size Fit All?
      • 3,000 seat deployment
      • 50% of end users will resist the change
      • Question?
      • Does one size fit all?
      • For Example
      • Should all categories of end users be trained the same?
      • 1,500 end users
      • You need the right training, recognize the different training requirements
      Source: Rogers Adoptions/Innovation curve 2.5% 13.5% 34% 34% 16%
    • How to Train? Appropriate medium, content and frequency
      • Organizational Knowledge
      • Pace of training
      • Access to materials
      • Training Medium
      • Leverage power users
      • Role mix of trainees
      • Lines of business
      • Complexity of processes
      • Languages/culture
      • Application modules
      Source: Rogers Adoptions/Innovation curve 2.5% 75 13.5% 405 34% 1,020 34% 1,020 16% 480
    • Components That Yield a Successful On-Demand Solution
      • Strategy & Business Case
      • On-Demand Roadmap
      • Operating Model
      • Integration & Data Strategy
      • Adoption Strategy
      • Support Strategy
    • Enterprise On-Demand Support & Maintenance
      • On-demand provides for flexibility and ease in application customization, which promotes business group independence, but leads to unique support and maintenance challenges:
        • How does an organization manage and prioritize change?
        • How does an organization maintain a application consistency , yet allow for nimble customization and enhancement ?
        • How can business users benefit from application flexibility ?
        • How does an organization communicate application changes?
        • How does an organization support a changing environment?
    • Enterprise Solutions for Support & Maintenance
      • Efficient support & maintenance is key to strong user adoption and satisfaction. An Enterprise organization must have a strategic plan in place for the key support processes below:
        • Clear Change Management Processes
          • Consistent feedback loop between users, support, and business stakeholders
          • Clear change control expectations and timelines
          • Regular ‘Release’ cycles for enhancements
        • Business Group Independence
          • Global architecture and strategy
          • Business unit participation in decision making and change management
          • Regional or Business unit independence on division-specific enhancements
        • Business User Feedback Loop
          • Defined channel for feedback and incorporation into change management plans
          • Closed loop communication and response
        • Clear, Defined Communication Channels
          • Between business stakeholders, configuration teams, and support teams
          • Between project management & change management teams
        • Clear Support Network and Escalation Channels
          • Defined channel for application support for business process and technical issues
          • Response commitments between support, administration, and business stakeholders
          • Clear escalation channel for high priority issues
    • Support + Administration Structure & Process Option 1 – Centralize Application Management
    • Support + Administration Structure & Process Option 2 – Regionalize Application Management
    • Q&A
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