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]

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

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

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

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

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%... Recruiters

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

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

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

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

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

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

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

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

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

HERNAN VERA DIRECTOR OF MARKETING, GLOBAL SUPPLY CHAIN SOLUTIONS [email_address]

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

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

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

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

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?

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

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”

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

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

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

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

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

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

“ 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”

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

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

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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