• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Inside the Enterprise Case Studies of Customer Apps
 

Inside the Enterprise Case Studies of Customer Apps

on

  • 1,705 views

 

Statistics

Views

Total Views
1,705
Views on SlideShare
1,700
Embed Views
5

Actions

Likes
0
Downloads
0
Comments
0

1 Embed 5

http://www.techgig.com 5

Accessibility

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Inside the Enterprise Case Studies of Customer Apps Inside the Enterprise Case Studies of Customer Apps Presentation Transcript

    • Inside the Enterprise: Case Studies of Customer Apps Clara Shih, salesforce.com (Moderator) Chip Vanek, Magma Design Automation Pam Shelton, Chevron Aviation John Merrill, Optimum Lightpath Track: New AppExchange Developer
    • 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.
    • CHIP VANEK Director of Corporate & CRM Apps [email_address]
    • Magma Design Automation, Inc.
      • The Fastest Growing Chip Design Software Company
      • Customer-Driven Innovation
      • Distributed R&D and Support Teams Around the World
      INDUSTRY: EDA Software EMPLOYEES: 680 GEOGRAPHY: Global PRODUCT(S) USED: SFA, Service & Support, 6 custom apps, 2 customized AppExchange apps # USERS: 600 Sales Service & Support Marketing Customer Delight Sales Service & Support Development Release Management Tech Campaigns Library Requests Finance Products Project Manager PR Manager Email Campaigns
    • Key Challenges
      • Business Challenge
        • Lack of R&D coordination
        • Unscalable support process
        • Product delivery delays
        • Increasing complexity
      • Technology Challenge
        • One view worldwide
        • Integration between systems
        • Constant process change
      • Rising operating costs
      • Inefficiency
      • Low customer service
      • Missed revenue opportunities
    • Software Development Process Solution
      • Common view of issues & changes
        • Capture all customer issues & assign
        • Link to committed changes in software
        • Notify users & measure for managers
      • Integrate with production flows
        • ClearCase and Linux command line
        • Mirror with AppExchange objects
        • Approval of code reviews
      • Result is one view of fixes in build
        • Optimize time from fix to delivery
      • 8 R&D Locations
      • 70 R&D Teams
      • 68 Custom Objects
      • 272 R&D users
      • 135 Product components
      • Linux command prompt
      DEPLOYMENT DETAILS
    • The Order Management Solution
      • Quote form from Opportunity
        • Capture pricing & product guidelines
        • Create proposals & notify teams
      • Quote process to capture key info
        • Signed NDA and Contracts
        • License delivery & support information
      • Automated Order processing
        • License key generation and delivery
        • Update of Customer into SAP
        • Load of Order into SAP Sales contract
      • 52 Sales People
      • 4,000 product SKUs
      • 5 quotes per order
      • Tight SAP integration
      DEPLOYMENT DETAILS
    • Results
      • Salesforce has allowed us to stay lean in explosive growth
        • 200 to 680+ employee in 3 years
        • Headcount for product development not operations
        • One view of customer is optimizing field headcount growth
        • Consistently collect data for quality management
      • AppExchange has allowed us to model the tool to our business
        • Higher customer satisfaction with customer cases and portal
        • Marketing leading products that work as one coordinated whole
    • Software Development Process
      • Developers create branches
        • Use scripts to link CRs
        • Branches have a list of the CRs and fields for comments.
      • Managers approve branches
        • Approvals are linked to branches and enforce fields.
      • SCM merges branches
      • Builds are the result
        • CRs fixed in a build
        • Customer interested in CR .
    • CaseWatcher – Notification rules
      • We needed a flexible way for users to be notified of changes
        • Triggered by Cases linked to a Team, Component, TC or user
        • Watches certain fields and sends email immediately or digest
    • PAM SHELTON PROJECT MANAGER [email_address]
    • Chevron Corporation
      • One of the world's largest integrated energy companies
      • International leader in finding, producing, and marketing oil and gas, as well as other energy products
      • Does business in 180 countries
      INDUSTRY: Energy EMPLOYEES: 53,000 GEOGRAPHY: Global PRODUCT(S) USED: Sales, Service & Support, Outlook edition, Custom-built applications # USERS: Approx. 250 Sales Service & Support Global Aviation Expense Tracker Quote Line Items Mass Update Related Oppty.
    • Key Challenges
      • Business Challenge
        • Improve bid to contract process
        • Eliminate duplicate manual processes
        • Improve profitability analysis
        • Increase customer, competitor and market intelligence
        • Standardize processes globally Improve compliance
      • Technology Challenge
        • Replace unstable, older Excel-based technology
        • Integration of data globally
      • Inefficiency
      • Higher costs
      • Reduced revenue
      • Regional vs. global view
    • The Proposed Solution
      • How will we address the challenges?
        • Standardize processes globally
        • Automate manual processes
        • Provide analytical capabilities to improve profits
        • Provide Sales planning and analysis
        • Integrate data in a single system
      • Chevron Global Aviation
      • Products – Aviation fuel
      • 125 Users
      • Integration with SAP and internal systems
      • Training – Power users and project team members
      DEPLOYMENT DETAILS
    • Solution Overview
      • Department: Chevron Global Aviation
      • # Users: 125
      • Key Requirements
        • Standardize processes globally
        • Automate manual processes
        • Provide analytical capabilities to improve profits
        • Provide sales planning and analysis
        • Integrate data in a single system
      • Key Benefits
        • Capitalize on new revenue opportunities
        • Reduce costs through operational efficiencies
        • Improve organizational capability
        • Improved SOX compliance
    • JOHN MERRILL Sales Systems Manager [email_address]
    • Company Introduction
      • Optimum Lightpath
        • Business telecom
        • 4,000+ miles of fiber optic network
        • 400+ employees
        • 350+ Salesforce users
        • Approx. $150,000,000 in annual sales
      • PRODUCT(S) USED:
        • SFA
        • Service & Support
        • 3 self deployed AppExchange applications
        • Web to Case, Web to Lead, “Web To Survey”
      Sales Service & Support Product Management Event Management Add Comments Send Updates Sales Executive Account Intelligence
    • 3. New Build-out. Unlit and outside our foot print. Substantial survey and capital required 1. Lit Building . Location is already part of our fiber network and generating revenue. $ $ 2. Target Building. Location is unlit, but within our network footprint. Minimal survey and capital required. How the Fiber Business Works: 3 Types of Buildings REVENUE MINIMAL COST SUBSTANTIAL COST $ $ $
    • Key Challenges
      • Business Challenge
        • Identify opportunities in network footprint
        • Maximize network penetration
        • Manage installation turn-around to maximize revenue.
      • Technology Challenge
        • Cost effectively manage centralized data repository
        • Facilitate location-based forecasting and revenue reporting
        • Better target network deployment
      • High Costs
      • Reduced revenue
      • Inefficiency
      • Low customer service
    • The Solution
      • Created custom object for Buildings that associates with Leads, Accounts, Opportunities
      • Built out and centralized business processes to centralize and expose data
      • Encouraged adoption of:
        • increased access to centralized interdepartmental data.
        • dynamic alert functionality
      • Created 126 custom data points and imported legacy data
      • Trained 20 people (5 departments)
      • Developed alerts, dashboards, reports and processes pushing data out to drive revenue enhancing activity and maximize resource allocation.
      DEPLOYMENT DETAILS IT Development Platform
    • LEADS (Tenants) Status? Account Billing Revenue $$$ Building Penetration Revenue Pending Construction Installed Revenue Equipment Costs “ Qualified” Prospects? Potential $$$? Products? Processes Mapping Survey Electronics Survey Construction Survey Opportunity
    • Results: 40% Improvement in Survey Turnaround Time
    • Results: Ability to Accurately Quantify Building Revenue, both Pending and Real-Time Opportunities In Buildings Pending Construction Completion By State/Revenue/# of Deals Real-Time Building Revenue
    • Results: Automatically Initiate Campaigns for Tenants in Lit Buildings (the low-hanging fruit) Use of workflow, lead routing and reporting Lit Building Leads Status Dashboard
    • Results: Easily Model Business Cases for Build ROI Survey Process Stats 1) 2) 3) Building Funnel Build Costs
    • CHIP VANEK DIRECTOR OF CORPORATE & CRM APPLICATIONS PAM SHELTON SPEAKER TITLE HERE JOHN MERRILL SALES SYSTEM MANAGER Q&A Session
    • Session Feedback Let us know how we’re doing!
      • Please score the session from 5 to 1 (5=excellent,1=needs improvement) on the following categories:
        • Overall rating of the session
        • Quality of content
        • Strength of presentation delivery
        • Relevance of the session to your organization
      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 233, #### For example, “ Session 123, 5555 ” Session ID: 233 Session ID # Scores for 4 categories SMS Voting powered by: