• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
The Path to 100% Adoption
 

The Path to 100% Adoption

on

  • 1,719 views

 

Statistics

Views

Total Views
1,719
Views on SlideShare
1,632
Embed Views
87

Actions

Likes
3
Downloads
0
Comments
0

4 Embeds 87

http://www.salesforce.com 54
http://blogs.salesforce.com 20
http://www.techgig.com 11
https://www.salesforce.com 2

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

    The Path to 100% Adoption The Path to 100% Adoption Presentation Transcript

    • The Path to 100% Adoption Pat Cameron, Salesforce.com Cheryl O’Connor, Analog Devices, Inc. Mark Desrosiers, Jobscience Track: Advanced EE System Administrators
    • 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.
    • Goals for this Session
      • How do you create value for end users and your company?
      • Why is adoption important to business value?
      • How do you measure and achieve adoption while continuing to grow?
      How did they do it?
    • Cheryl O’Connor Worldwide CRM Strategy Manager [email_address]
    • Company Introduction
      • Leading Semiconductor manufacturer
      • 820 users on five continents
      • $2.5B Annual Revenue
      • NYSE ADI
      INDUSTRY: High Tech Semiconductor EMPLOYEES: 9000 GEOGRAPHY: Global PRODUCT(S) USED: SFA, Premium Support, AppExchange # USERS: 820 (live Nov 2003)
    • Case Study – Key Challenges
      • Adoption Challenge
        • Definition
        • WIIFM changed
        • Sales & mktg negative cycle
        • Data quality and timeliness
        • Resources
      • Culture Challenge
        • Accountability/Freedom
        • Silos
        • Prove it
      • Two years after launch…
      • 100% “Adoption”, 0% Champions by “Required” users
      • Limited adoption by “Optional” users
      • Anxiety and Mistrust
      • Not a tool for me
    • Case Study – The Solution
      • How did we address the challenges?
        • Dedicated Resource
        • Complaints encouraged
        • Quickly redesigned key process
        • Integrated more day-to-day business processes
        • Data clean-up
        • New Metrics, Reports and Dashboards
        • Training
    • Metric Examples – Timeliness and Errors
      • Know what all users consider “updated”
      • Check for “obvious” errors
      • Know your targets and set goals
      • Training
      • Incentives/WIIFM
    • Metric Examples – User Adoption
      • Who logged in/didn’t log in
        • By Name, Function, by Site, Manager, etc. ?
      • When / how often are they logging-in and which features used
      • If used routinely, why (good source for best practices)
      • If not, why (Training? New functionality?)
      • Feedback – (Surveys, face-to-face, what’s your company culture?)
    • Champion Virtuous Cycle* Gather issues/feedback from users Prioritize Level of Effort & Roadmap Train New Features and “Refresher” Champions * Concept developed by Pat Cameron, Salesforce.com CSM
    • Adoption/Champion Activity Timeline* Developing Product Line and Sales Video Training Survey to Product Lines September October November December Survey Sales to Prioritize new project ideas Poll Sales for ideas for new features Roll out new dashboards for managers Roll-out Goaling Quick Tips for Sales and Managers Quick Tip Conf calls EO Monday Product Line Face-to-Face Training 1 st Users Group Meeting Roll out new video training for PLs Roll out new video training for Managers Updated PL Dashboards FSE/FAE Product Line Both * Concept developed by Pat Cameron, Salesforce.com CSM
    • VALUE Activity Timeline* Link to leads on Account page (s-control) 2Q06 3Q06 4Q06 1Q07 2Q07 FSE/FAE Product Line Both V-BOM Add more contacts New Email templates Promote/Offer new Offline Edition More New Goaling Reports and Dashboards Goaling process enhancements, reports and dashboards New reports loaded in PL Dashboards Visit Reports Collaborative Account Plans TBD TBD * Concept developed by Pat Cameron, Salesforce.com CSM
    • User Survey Question Examples
      • General Questions
      • After training class, did they walk away with what you wanted?
    • User Survey Open-ended Questions Examples
      • What are your biggest complaints about Salesforce.com (SFDC)
      • What else is preventing you from using SFDC fully today
      • What should we focus on next in the SFDC realm? What would increase the value of this tool for you and make you more productive or effective in your job? (i.e. It would be great if I could just do x or y and have z happen.... that would save me time, or help me understand my business better, etc.)
      • What other thoughts do you have about SFDC
      • www.Surveymonkey.com – low cost, easy-to-use, QUICK!
    • Example – User Dashboard
    • Example – Another User Dashboard
    • Case Study– Results
      • What were the results?
        • Higher frequency of logins (90% in one quarter from optional users)
        • 70% data errors reduced to 30% and dropping
        • Positive Momentum, Improved Perception from all user types
        • Better Collaboration
        • Millions of dollars in potential new revenue identified
        • ” SFDC is becoming almost fun to use” - an ADI Field Sales Engineer
    • Metric Examples – Timeliness and Errors
      • Know what all users consider “updated”
      • Check for “obvious” errors
      • Know your targets and set goals
      • Training
      • Incentives/WIIFM
    • Mark Desrosiers Vice President [email_address]
    • About Jobscience
      • Leading provider of on-demand recruiting and hiring solutions for healthcare organizations
      • 25 employees distributed nationally
      • 30,000 Jobscience solution users in North America
      INDUSTRY: Software & Service EMPLOYEES: 25 GEOGRAPHY: North America PRODUCT(S) USED: SFA, Service & Support, Marketing, Custom Applications, AppExchange # USERS: 25
    • Case Study: Jobscience Challenge – Furthering Adoption
      • Business Challenge
        • Aggressive company objectives
        • Organizational change
        • Increased client service needs
        • Information fragmentation
      • Technology Challenge
        • Application replacement
        • Application development
        • Rapidly growing data model
        • Resource Constraints
      • Enterprise business platform
      • 100% adoption from all departments
      • Decentralized ownership
      • Increasing solution complexity
      • Continuous learning
      • Growing process compliance
      • Data analysis
      • Iterative solution development
    • What If?
      • ?
    • The Jobscience Solution
      • How did we address our challenges?
        • Company commitment to use Salesforce as an enterprise platform
        • Salesforce Unlimited Edition
        • Information relevance (Access, Entry, Analysis  Outcome)
        • Department ownership
        • Goal to eliminate old and create new business process
        • Centralized review
        • Key Metrics, Reports and Dashboards
        • Ongoing Training - New Hire integration
        • Salesforce Premium Support
      • Department / functional views
      • Product Management
      • Marketing (Events)
      • Customer Integration (Service)
      • Customer Implementation
      Demos / Screen Shots
    • Role-based Navigation
    • Custom Applications – Product Management
    • Custom Applications – Marketing (Events)
    • Custom Applications – Marketing (Attendee Profile )
    • Custom Applications – Marketing (Attendee Profile ) Effortless Integration
    • Custom Applications – Customer Integration Single Sign-on Self Service / Support
    • Custom Applications – Implementation
    • Jobscience Results
      • Created culture and business process around the usage of salesforce.com.
      • Built internal ownership and champions across the company.
      • Created process dependencies across all departments creating 100% adoption enabling Increased company collaboration
      • Established Operational Transparency
      • Increased employee productivity
      • Increased business efficiency and mobility
      • Stimulates company-wide innovation
      • Eliminated technology as a barrier to success
    • Wrap-Up
      • 100% Login = 100% Adoption
      • 100% Adoption = 100% User Satisfaction
      • Define your definition of Adoption
      • Understand WIIFM to create Value
      • Continue to survey as needs change
      • Build internal ownership and champions
      • Create process dependencies across departments
    • Wrap-Up
      • Survey Partner Offerings: www.appexchange.com
        • Survey Monkey
        • Click Tools
        • Pollzter
      • Other Sessions:
        • Tuesday, 5 PM - World-Class Training Programs: Lessons from the Experts
        • Tuesday, 11:30 AM - Data Data Data: How to Minimize Data Duplication
    • Pat Cameron Customer Success Manager Cheryl O’Connor WW CRM Strategy Manager Mark Desrosiers Vice President QUESTION & ANSWER SESSION