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The Dream Team - Getting Involvement Above and Beyond Sales
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The Dream Team - Getting Involvement Above and Beyond Sales






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The Dream Team - Getting Involvement Above and Beyond Sales The Dream Team - Getting Involvement Above and Beyond Sales Presentation Transcript

  • The Dream Team: Getting Involvement Above and Beyond Sales Susan Perdew, Spherion Hernan Vera, Ryder Tony Perisin, salesforce.com Track: Sales Executives
  • The Dream Team GOAL!! Sales Pricing Credit Services Recruiting Legal
  • Susan Perdew Senior Manager, Sales Support [email_address] View slide
  • Spherion Highlights
    • Leading provider of recruiting, staffing and workforce solutions
    • 480 sales reps
    • 735 Offices
    • 7,000+ clients, including 85% of the Fortune 100 companies
    • 325,000 staffing employees
    • 4 th largest U.S. staffing firm, 6 th worldwide
    INDUSTRY: Business Services EMPLOYEES: 2,300 GEOGRAPHY: North America PRODUCT(S) USED: SFA, Marketing Automation, Analytics, Office & Outlook Editions, 5 Custom Tabs, 4 AppExchange downloads # USERS: 700 View slide
  • Pre-salesforce.com Challenges
    • Business Challenge
      • Lack of automation
      • Poor visibility into pipeline
      • SME’s involved too late
      • Fire drills in
        • Pricing & Proposal Svcs
        • Implementation & Shared Svcs
        • Recruiting
      • Ineffective tracking of new product roll-outs
    • Less effective pre-sales consulting
    • Inefficiency
    • Slower ramp-up on implementations
    • Unrecognized ROI on marketing initiatives and special programs
    Resulting In
  • The Solution – Broaden our Perspective Proposal Services Pricing Team Diversity Team Implementation Team Marketing Product Development SMEs & Practice Directors Shared Services
    • Sales Team = 70% of Users
      • Other 30%...
  • Post-Implementation Evolution Oct-02 Live on salesforce.com – Sales & Sales Management Apr-04 Shared Services Jun-04 Recruiters Feb-05 Diversity Team Jan-03 Proposal Services, SME’s & Practice Directors Feb-03 Product Development Team Mar-03 Implementation Team & Pricing Team Apr-03 Marketing
  • What key measures did we take?
    • Created custom fields for more comprehensive data collection
      • Identified key data elements for non-sales users
      • BUT managed burden through record types, field-level security and dependent required fields
    • Trained users on power of sales teams
      • Enabled “right” resources to document sales activities and opportunity details
      • AND made sure their contributions were visible through sales team reports and strategic goals
    • Expanded reach through reports and conference calls
      • Designed comprehensive bi-weekly report package
      • BUT didn’t assume distribution ensured sufficient communication
  • Custom Fields for Specialty Users - Accounts
    • Certain resources involved based on account type or targeted focus per year
    • Custom Account fields provide filters for reports and views
      • Tiered account structure
      • Easy access to account ownership and reach number
      • Background on accounts identified as “targeted” each year
  • Custom Fields for Specialty Users - Opportunities
  • Empower and Recognize Sales Teams
    • Train opportunity owners to add Sales Teams
    • Expect team members to contribute to opportunity documentation
    • Provide reporting to recognize team members’ contributions to sales pursuits
  • Attention… Attention…
    • Workflow Rules and Alerts
      • Target alerts to SMEs and sales support teams
      • Takes the onus off the sales person
      • Gets involvement early in the pursuit
    • Assign Tasks
      • Leverage the features of the system
      • Maximize documentation
  • Expanding our reach to “Consumers” of Data
    • Bi-weekly Reports
      • By sales team
      • By geography
      • By product
    • Wins, losses and new opportunities in last two weeks
    • Deals to close current and next quarter
    • Broad distribution from CEO to SME’s
  • You didn’t read the report??? Let’s talk…
    • Strategic Sales Pipeline Call
      • Bi-weekly
      • Large, new logo opportunities
      • CEO, CFO, President
      • Region leaders
      • Strategic partnerships
      • Implementation
      • Sales Support
    • Strategic Account Plan Reviews
      • Three per week
      • Presidents, Strategic Accts leadership, Service Excellence
      • Account Team
      • Sales Support
    • Quarterly Targeted Opportunities
      • Bi-weekly
      • President, Region VPs and Operations Directors
      • Implementation, Sales Support
  • Achieving Collaboration – not Competition
    • One Account – One coordinated Account Plan
      • Joint development of account plans
      • Identification of “TEAM” not limited to sales resources
      • Visibility into ALL team members’ goals to accomplish strategy
  • Broader Perspective = Greater Benefits
    • What were the results?
      • Effortless collaboration
      • Better preparation for client interactions
      • More creative solutions
      • Increased cross-selling of services
      • Faster ramp-up of new sales reps
  • Ryder
    • Fortune 500
    • $5.7 Billion in revenue
    • Salesforce.com currently deployed within Supply Chain division
    • Sales reps in 10 countries
    • Used by eight functional areas beyond sales and marketing
    INDUSTRY: Transportation EMPLOYEES: 23,000 GEOGRAPHY: Global PRODUCT(S) USED: SFA, Customer Connect, Clicktools, Services Project Manager, Strategic Account Management, Custom Objects # USERS: 90
  • Ryder Supply Chain Division – Background
    • Monthly Pipeline report managed centrally in Access
      • Spreadsheet 3-ring circus with sales teams
    • Customer-related information maintained in disparate databases
    • No history of deploying SFA or CRM in division
    • Sister division experiencing pains with 5 year old custom-built system
    • No top-down mandate
  • Key Challenges
    • Business Challenge
      • Desire to deploy CRM without “boiling the ocean” type project
      • Stay off the capital expenditure radar
      • Drive addiction, not adoption if we are going to change how we run the business
    • Technology Challenge
      • IT resources constrained
      • “ Build” decision too risky
      • Need to move fast and begin to show results
    • What platform?
    • How do we start?
    • Can we scale?
    • How bad will the mistakes hurt us?
    Key Questions
  • The Solution
    • Started with four licenses
    • Centralized process, data collection and reporting before deploying to broader organization
    • Data quality, data quality, data quality
    • Continuing gradual implementation as business processes can be folded in
    • Economic model that pushes expense to benefit areas
    • Shackle current and new processes together in Salesforce
  • Connecting The Organization
    • Created custom fields for department needs
      • Dependent pick lists
    • Worked with department/function that would be populating fields to flush out business process
    • Created custom workflow alerts and reports
    • Regular meetings to tweak processes
    • Taught them “how to fish”
  • Opportunity Custom Fields
    • Additional Teams
      • Credit
      • Pricing
      • Legal
      • HR Recruiting
  • Credit Department
    • Key Requirements
      • Sarbanes-Oxley
      • Stop the surprises
      • Be proactive
    • Key Benefits
      • Tied external credit approval system and process to Salesforce
      • Updated visibility for sales teams
      • Accelerated opportunity closing process
  • HR Recruiting
    • Key Requirements
      • Identify which markets recruiters need to focus on
      • Begin recruiting process earlier
      • Identify potential problems in meeting recruiting goals
    • Key Benefits
      • Real-time visibility to incremental headcount requirements
      • Better planning and resource allocation
      • Accelerated recruiting
  • Legal
    • Key Requirements
      • Identify Opportunity characteristics that require special attention
      • Obtain characteristics ASAP from sales teams
    • Key Benefits
      • Workflow when Opportunity reaches Contracting stage
      • “ Toll gate” for starting process
      • Speedier contracting
  • Workflow
    • Departments: Various
    • Key Requirements
      • Disseminate event-driven data about opportunities
      • Systematize data hygiene process
    • Key Benefits
      • First step in the addiction process
      • Drives additional process enhancements
      • Allows departments that only need high-level information to get involved without getting a license
  • Workflow Examples
    • “ Big Deal” alerts customized for domestic and international teams
    • Early warning to Safety, Engineering, Legal, Credit, Pricing, Operations
    • “ Need more information” alerts to sales people when Opportunities enter into Contracting or Closed status
    • Credit, HR
    • Division President “Thank You” on wins
    • Account creation for data hygiene
  • Data Quality Approach
    • Data quality and data hygiene are job one
    • Addiction (versus adoption) is driven by data quality tied to business process that cannot be done or difficult to be done otherwise
    • Centralized initial data collection, data hygiene, process changes before deploying to functions
    • We do all the up-front work so users flip switch for first time and see what they have been looking for
    • Tight control on adding fields; must have clear accountability on who maintains and data hygiene process
    • Agreed upon unique customer numbers and hierarchy for roll up (DUNS)
    • Don’t rely on batch processes – you need to put “eyes on it”
  • Deployment Approach
    • Didn’t do too much early on. Started small, built on our successes and fixed our failures
    • Resisted temptation to deploy too quickly
    • Had clear understanding of our business processes
      • Actively engaged other departments to tie in processes
    • Staffed accordingly to support deployment
    • Deployment “owned” by department that understands business processes and can drive change - not IT
  • Results
    • Visibility across globe to accounts, pipeline, contracts and other customer-related data
    • Management focus on metrics that drive growth and retention
    • Central repository for customer-facing information
    • Closed-loop lead to opportunity - ROI
    • Marketing organization with “power” – we have the data!
    • Significant business process enhancements
    • Data that organization trusts and “can’t live without”
    • Addiction-driven environment
  • Susan Perdew Senior Manager, Sales Support Hernan Vera Director of Marketing, Global Supply Chain Solutions QUESTION & ANSWER SESSION
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