Transforming the IT and Business Relationship with On-Demand


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  • Transforming the IT and Business Relationship with On-Demand

    1. 1. Transforming the IT and Business Relationship with On-Demand Joel Lifter, Kaiser Permanente Bernie Sims, Kaiser Permanente Track: IT Execs
    2. 2. Safe Harbor Statement <ul><li>“ 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. </li></ul><ul><li>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, 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. </li></ul><ul><li>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 . </li></ul><ul><li>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., inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law. </li></ul>
    3. 3. Joel Lifter KPIT Program Manager [email_address] Bernie Sims Project Director [email_address]
    4. 4. Kaiser Permanente <ul><li>Leading health care provider and insurer </li></ul><ul><ul><li>Serving 8.5 M members </li></ul></ul><ul><ul><li>125,000 Employer customers </li></ul></ul><ul><ul><li>12,800 physicians </li></ul></ul><ul><ul><li>37 Medical Centers </li></ul></ul><ul><ul><li>431 Medical offices </li></ul></ul><ul><ul><li>$31 B in Operating Revenue </li></ul></ul><ul><li>Sales & Account Management: </li></ul><ul><ul><li>1,200 Account Managers, New Business reps and support </li></ul></ul><ul><ul><li>8 geographic regions (DC to HI) </li></ul></ul><ul><ul><li>National Accounts </li></ul></ul>INDUSTRY: Health Care EMPLOYEES: 152,000 GEOGRAPHY: United States PRODUCT(S) USED: SFA # USERS: 625
    5. 5. Key Business and Technology Challenges <ul><li>Business Challenges </li></ul><ul><ul><li>Poor collaboration and info sharing across regions/business lines </li></ul></ul><ul><ul><li>Limited data visibility due to lack of a common repository </li></ul></ul><ul><ul><li>Varying/conflicting business processes across regions, business lines </li></ul></ul><ul><ul><li>Few effective common performance measures </li></ul></ul><ul><ul><li>Poor productivity and service levels relative to competition </li></ul></ul><ul><li>Technology Challenges </li></ul><ul><ul><li>Lack of common sales infrastructure </li></ul></ul><ul><ul><li>Work with Business partners to establish common requirements across regions and business lines to minimize complexities </li></ul></ul><ul><ul><li>Overcome disparate levels of technology implementation </li></ul></ul><ul><ul><li>Manage “Scope Creep” </li></ul></ul><ul><li>Inefficient processes/work flows </li></ul><ul><li>Poor/conflicting sales intelligence </li></ul><ul><li>Poor access to enterprise experience/history </li></ul><ul><li>Low productivity and customer service levels </li></ul>
    6. 6. The Solution <ul><li>How did we address the challenges? </li></ul><ul><ul><li>Chose a solution that was not “business as usual” for Kaiser Permanente </li></ul></ul><ul><ul><li>Use an “off the shelf” solution – avoid the KP standard - Create, design, develop & deploy our “own” enterprise SFA </li></ul></ul><ul><ul><li>Accepted the fact that KP is too big to successfully implement SFA as a “Big Bang” </li></ul></ul><ul><ul><li>Agreed on a phased approach that would be made up of multiple tracks – each successive track would address increased organizational complexities </li></ul></ul><ul><ul><li>Build common processes </li></ul></ul><ul><ul><li>Rigid scope and requirements management – implemented “freeze dates” </li></ul></ul><ul><ul><li>Create governance and support structures to ensure a responsive, sustainable capability </li></ul></ul><ul><ul><li>Create a data warehouse to enable historical reporting and trending of key monthly data housed in Salesforce </li></ul></ul>
    7. 7. Deployment Details <ul><li>Deployment details </li></ul><ul><ul><li>Salesforce Track 1 deployed 9/05 – 10 months - 125 users </li></ul></ul><ul><ul><li>Salesforce Track 2 deployed 6/06 – 3 months – 500 users </li></ul></ul><ul><ul><li>625 users on the way to 1,200 </li></ul></ul><ul><ul><li>Minimal integration points </li></ul></ul><ul><ul><li>Training provided by both national and regional teams </li></ul></ul><ul><ul><li>Business Lines deployed - National Accounts, Strategic, Large, Mid-size and Small Group </li></ul></ul><ul><ul><li>Change Control Board (CCB) and PMO manage enhancements and fixes (100+ in 12 months) </li></ul></ul>
    8. 8. The Future <ul><li>Future plans </li></ul><ul><ul><li>“ Integrate” with legacy enterprise applications via SOA architecture </li></ul></ul><ul><ul><li>Deploy to Northwest and California regions as comprehensive integration allows </li></ul></ul><ul><ul><li>Integrate additional product lines and users </li></ul></ul>
    9. 9. Results <ul><li>What were the results? </li></ul><ul><ul><li>4 regions + National Accounts using Salesforce for the majority of their business lines </li></ul></ul><ul><ul><li>Improved collaboration between National Accounts and regions </li></ul></ul><ul><ul><li>Improved (and consistent) visibility into true sales and retention performance </li></ul></ul><ul><ul><li>Expect better customer service and higher internal and external customer satisfaction as use of the tool expands </li></ul></ul><ul><ul><li>Expect sales and retention improvements as productivity picks up and users spend more strategic planning and face time with clients, brokers/consultants and prospects. </li></ul></ul>
    10. 10. Change Control Board Process Flow
    11. 11. JOEL LIFTER KPIT PROGRAM MANAGER BERNIE SIMS PROJECT DIRECTOR Susan St. Ledger SVP Global AppExchange Sales Moderated By:
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