Bluewolf and salesforce.com Transforming Sales Executive Forum

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The speed of business, explosion of the social web, and cloud-based technologies have changed the enterprise dynamic. Organizations are looking to realign their technology and culture around a new approach to innovation that delivers a competitive advantage.

Bluewolf and salesforce.com hosted an invite-only executive forum that highlighted strategies to increase enterprise collaboration, transform sales organizations, and shorten sales and delivery cycles.

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Bluewolf and salesforce.com Transforming Sales Executive Forum

  1. 1. CUSTOMER OBSESSED… http://youtu.be/SnZ5RuauXaE
  2. 2. Mobile Field SalesGene-Michael KoopmanDirector, Mobile Application Development@genebike
  3. 3. Mobile is a top priority for Salesforce customers Combining social + mobile to make workforces more: • Collaborative • Productive • Customer-centric
  4. 4. Powering the new agile, mobile enterprise Firms with mobile solutions are Mobile tablets boost field89 of the top 100 US companies 23% more able to offer telecommuting service productivity – Insight Research Corporation, 2012 achieve sales quotas by 28% –Mobile Mutual, 2012 –Qualcomm and Lenovo, 2012 80% of companies allow BYOD or will in next 24 months –BT, 2012
  5. 5. Don’t go mobile for the sake of going mobile!A successful mobile strategy is dictated by clear business goals
  6. 6. 5 Rules for OptimizingMobility ROI withSalesforce
  7. 7. Rule #1Identify common actions driving key business goals that wouldbenefit from mobile access
  8. 8. Rule #2Develop a deep understanding of employee and customerbehaviors and experiences
  9. 9. Rule #3Break down the mobility transformation process into verypractical steps
  10. 10. Rule #4Establish a governance framework to prioritize and track themobility transformation Determining What to Work On
  11. 11. Rule #5Iterate based on customer and employee feedback, as well asbusiness and market demands Users want: • Intuitive interface • Ease of use • Few clicks • Speed
  12. 12. Going mobile:Real-life examples
  13. 13. Agile mobile transformationGoal Increase sales revenue & brand loyaltyChallenges A commoditized & competitive market How do you stand out from other reps? How can a dispersed sales force deliver consistently?What drives sales?When reps can have more educated conversations with physiciansEfficiently matching message & content to customers across the salescontinuum
  14. 14. Koach: iPad App for GSK Sales Reps› Prompts with right questions and appropriate products to recommend› Easy access to sales & marketing info, and track activities on a single device› GSK leadership has better visibility into sales calls & regulation compliance Results: Customer engagement Elevated reputation Brand loyalty Sales Revenues
  15. 15. › Real time, mobile access to items most used by a sales rep during a customer visit.› GPS-Enabled account finder Use white text to highlight› Pipeline management on the go: Update something here & add activities to opportunities via type or speech› Part of the PackApps Mobile Suite
  16. 16. Questions andDiscussion
  17. 17. Michael RoganSenior Consulting Manager@mjrogan
  18. 18. Best Practices for Social Selling› We are connected. Sales has been transformed.
  19. 19. Best Practices for Social Selling – Agenda› Social has changed the game› Use Social to level the playing field› Real life example – Bluewolf #GoingSocial› Q&A
  20. 20. Social Has Changed the Game› Information empowers buyers to be in the driver’s seat› Social and mobile technologies accelerate sharing capabilities› Consumer experiences are shaping B2B buyer expectations http://www.youtube.com/wa tch?v=mEl1fiqLCVM
  21. 21. Use Social to Level the Playing Field› Intelligence tools can provide industry/account/contact views› Macro and micro level, integrated/non-integrated solutions exist
  22. 22. Be Viewed as a Trusted Expert› How will you leverage available data?› Goal is to be viewed by your customer as a trusted advisor› Don’t be a stalker, be a steward!
  23. 23. Establish a Winning Social Persona› Focus on building credibility and authenticity› Tailor content to audiences based on roles/personas› Blog regularly with engaging, focused content
  24. 24. Actions of Top Social Sales People› Listen and share› Keep up with the industry› Connect with customers/prospects› Engage top influencers› Demonstrate thought leadership
  25. 25. How Do You Make It Happen?› Adoption› Executive sponsorship› Gamification› Internal collaboration› Social monitoring
  26. 26. Real Life Example Bluewolf #GoingSocial1. #GoingSocial Portal2. Pack Profiles3. Gamification
  27. 27. #GoingSocial Portal
  28. 28. Pack Profiles > Managed by every Bluewolf employee within Salesforce
  29. 29. Gamification
  30. 30. Gamified behaviors
  31. 31. Leaderboards
  32. 32. Rewards Store
  33. 33. #GoingSocial Internal Success57% Increase in average Chatter activity in Q1 2012 compared to Q4 2011
  34. 34. 68% Increase in Social Traffic to WebsiteThis graph from Google Analytics represents the increase in websitetraffic from all social media platforms from January-August 2012.
  35. 35. 153% Increase in Blog TrafficThis graph from Google Analytics represents website traffic to our blogfrom January-August 2012.
  36. 36. Q&AThank You!
  37. 37. Customer Panel› Angela Stewart, Manhattan Associates
  38. 38. Angela Stewart, Manhattan AssociatesSr. Manager, Enterprise ApplicationsWith offices in nine countries and partners on nearly every continent,Manhattan Associates is the supply chain solutions provider of choice forsupply chain leaders around the world. - 2500 Employees - Headquarters in Atlanta, GA- Salesforce.com customer since 2006- Initial implementation by Bluewolf- Bluewolf Beyond partnership since 2009- 1400+ Unlimited User Licenses- 2000 Customer Portal Licenses- Leveraging Sales, Service and Custom Clouds
  39. 39. Social Use Cases› Customer Collaboration › Customer Portal utilization › Product Council Member feedback› Employee Collaboration across Departments › Sales to Services transition › Sales to Legal communication @ Deal Closure› Support for Mobile Workforce › Professional Services to internal company network › Professional Services to R&D collaboration
  40. 40. Customer Collaboration› Customer Portal re-design › Initially designed for Case Management › Re-designing portal to include communities, content management, and project management› Product Council member feedback › Started as “Excel spreadsheet / email / phone” process with minimal participation from customers › Created private social network for customers to collaborate with other customers and/or Product Managers
  41. 41. Employee Collaboration across Departments› Sales to Services Transition › Initially Professional Services did not use Salesforce.com – struggled to get access to pipeline of opportunities › Added 500 Professional Services reps 12 months ago; system generates “Services opportunities” and notifies PSO Ops Team when Sales deal is closed-won. Services team works alongside Sales to start allocating resources based on Services start date.› Sales to Legal Communication @ Deal Closure › Started as “Excel spreadsheet / email / phone” process with minimal participation from customers › Created Legal Dashboard to provide insight into upcoming deals
  42. 42. Support for Mobile Workforce› Professional Services to internal company network › Old process relied on personal relationships › Social allows mobile employees to post questions to anyone in the company for assistance› Professional Services to R&D › Old process relied on personal relationships › Social allows Professional Services to “follow” cases/defects for status updates
  43. 43. Measuring Success› Dan Hines, Regional VP Enterprise Sales
  44. 44. Best Practices- “C” Level Analytics Analytics Discussion Salesforce.com Customer Success
  45. 45. Why Define Business Measures?Business Measures help to monitor the success of your CRMprogram by:  Setting and gauging the level of success in meeting CRM objectives and adoption goals  Providing feedback to modify the CRM strategy and implementation  Monitoring the customer experience  Acting as a tool for change management
  46. 46. Why use Salesforce.com Analytics?Proactive vs. Reactive ApproachVisibility and PredictabilityDrive AdoptionIncrease ProductivityReduce RiskImprove Organization and Communicate Your Data
  47. 47. Analytics is About Helping People Make DecisionsFrom Top Line and Down Weekly Monthly Quarterly Bi-Annually KPI scorecards Pipeline coverage Sales Forecasting Market coverage Pipeline ROI Red accounts Exec Big deals Resource ROI Forecasting Bookings growth accuracy Deal reviews Pipeline pushing Sales Pipeline changes Systemic Won/loss/dead Product Mix Mgr bottlenecks Forecasting Rep performance Competition Low hanging fruit Gap to quota Industry perf. Sales Meeting/activity Leaderboard Account plans Rep Whitespace analysis Pipeline generation Market activity
  48. 48. Best Practice: A limited Set of Business Metrics The Number of Metrics Used By CEOs of Private U.S. Companies 15 or More Metrics Less Than 5 Metrics 9% Ten to 15 Metrics 21% 18% 52% Five to 10 Metrics (Source: PricewaterhouseCoopers (PwC) Survey of the number of metrics used by CEOs of Private U.S. Companies — January 2004)
  49. 49. Capture Historical Data With Analytic Snapshots Role Use Case Example Wants to see a trend of how long deals stay in specific stages. They set up an analytic snapshot looking at the opportunity history report, for the last Wants to see trends in pipeline 90 days of closed deals, running once a month, andChief Sales Officer quality grouped by “from state”, looking at average days of stage. This will capture this data and allow the business to see whether changes in sales process and tools change stage dwell time. Wants to see campaign effectiveness over time as campaigns should lead to leads, opportunities, and Wants to see campaign closed/won deals. They would snapshot reports onChief Marketing summaries on effectiveness and lead status by campaign, and opportunity statusOfficer by campaign every week, then be able to show how reach many leads and opportunities were received and converted from each campaign Wants to see the trend of close rates of calls and Wants to see trends per-center the times to close calls. They set up a report of closeService Manager call close rates and times rate and call time for the last day, then snapshot these summaries every day.
  50. 50. Aggregate Data to TrendProvides the ability to create custom summary formulas on yourreports that allow analysis of aggregate data › Use clicks, not code to analyze trend data › Evaluate differences between months/weeks/days of data › Win rates, coverage ratios, actual vs. goal comparisonsPrevious Group Value (PREVGROUPVAL) › returns the value of the selected summary field from the previous summary row at the grouping level that you specify.Parent Group Value (PARENTGROUPVAL): › returns the value of the selected summary field from the parent grouping level that you specify (level above the grouping level where you chose to display the formula)
  51. 51. Deliver Insight into Future MONTH OUT variable: Identify over- ((YEAR(CloseDate) - YEAR(today())) * 12) + dependencies (month(CloseDate) - month(today())) Use past trends to predict future
  52. 52. Provide Deeper Insight With Combo Charts Compare + correlate Root cause analysis Behavioral trends Actuals vs. Targets
  53. 53. Make Your Point With Color Picklist colors for status Highlights for aggregates vs goals
  54. 54. Picking The Right Tool is Half The Job
  55. 55. Sample Dashboards Activity Management: Calls and Meetings
  56. 56. Sample DashboardsActivity Management: “Clean Your Room”
  57. 57. Sample DashboardsPipeline Management: New Product Sales
  58. 58. Sample DashboardsPipeline Management: Competitive Win Rates
  59. 59. Sample DashboardsPipeline Management: Quota Crushers (Part 1)
  60. 60. Sample DashboardsPipeline Management: Quota Crushers (Part 2)
  61. 61. Sample ReportsPipeline Management: Weekly Next Steps Report
  62. 62. Sample ReportsForecast Management: Holy Grail

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