1. Are large scale Salesforce
implementations mission possible?
Tips, tricks & observations
by Jan Malý & Lea Harmady

2. #CD19
Salesforce Expert. 20+ years of experience in
technology and business consulting
10+ years of experience in solution & technical
design of CRM, ERP, BI, DWH solutions
Salesforce Certified Senior Manager, successfully
led projects comprising 20 - 80 analysts,
consultants and developers.
Jan Malý
Salesforce Danubia Practice Lead
(CZ,SK,HU,RO)
 Solution & technical design
 Business analysis, functional design
 Transformation management
 System integration
 Communication, presentation & negotiation
skills.
 User adoption.
 Program leadership
INDUSTRY EXPERIENCE
FINANCIAL
SERVICES
RETAIL
AUTOMOTIVE
REAL ESTATE
CONSUMER
GOODS

3. #CD19
Global vs. local implementations approach –
selected observations
KEY STAKEHOLDERS: SUPPORT NEEDED not only for sale but for the whole implementation
dimensions: BUSINESS vs. IT , GLOBAL vs LOCAL teams. Who has ultimate decision making power?
EXISTING BUSINESS MODEL, ORGANISATION SET UP, KPIs
APPLICATION LANDSCAPE, Legacy systems,
DATA QUALITY, MASTER DATA MANAGEMENT RULES !
IMPLEMENTATION DELIVERY MODEL, TOOLS USED
USER ADOPTION, PRODUCT OWNERS, LOCAL SPOCs
HYPERCARE, LONG TERM SUPPORT, MAINTENANCE

4. #CD19
Local specifics vs. standardization
OOTB approach vs customizing
BUSINESS PROCESSES & TECHNICAL
SOLUTION STANDARDISATION must be hand in
hand
DO NOT REINVENT THE WHEEL, go OOTB
as much as possible
ROUGH GUIDANCE FOR ACCEPTING LOCAL
SPECIFIC ADJUSTMENTS:
1. LEGALLY BINDING from local point of view
2. It is CRITICAL for SALES or BUSINESS
PERFORMANCE
80 : 20
Depends on requirements, but I consider this as
good practice for global implementation with
harmonization focus
VERTICAL SOLUTIONS, 3RD
PARTY APPLICATIONS
ACCELERATORS
(PREBUILD SOLUTIONS, TOOLS, METHODOLOGIES)
Standardized : Specific Local

5. #CD19
Strategic Objective
Business
Objectives
Managing key stakeholders. Added Value vs costs.
Increase
Revenue
Grow Operating
Margin
Increase
Shareholder
Value
Increase lead generation
Improve deal pricing
# of leads generated
Ramp time to proficiencyReduce time to proficiency
Avg. deal size per rep
Increase lead to oppty conversion
Improve opportunity win rate
Deal velocityIncrease deal velocity
Reduce training costs System training costs
Reduce cost of sales
Reduce rep turnover
Reduce sales ops costs
Time to sales integrationImprove post merger integration
Reduce manual /admin time Support headcount
Improve employee satisfaction Sales rep attrition rate
Acquire new customers
Increase revenue per rep
Improve partner relationships
Increase partner revenue
Increase ptnr lead to oppty conv Partner lead conv rate
Avg. partner deal sizeIncrease ptnr deal pricing
Lead Conversion Rate
Opportunity win rate
Value Drivers Tactics KPIs

6. #CD19
WELL PREPARED AND EXECUTED ONSITE WORKSHOPS,
FOLLOWED BY OFFSITE COOPERATION, SCRUM CEREMONIES
Engaging key team members, facilitating
workshops, getting results
• SETUP THESESSIONROOMTOFACILITATEDESIGN
ANDDEVELOPMENT
• REALTIMEPROTOTYPING
• FOLLOW-UPSWHENANSWERSCANNOTBE
AGREEDTOINTHESESSION.
• SETEXPECTATIONSTHATANSWERSSHOULDBE
RECEIVEDPRIORTOTHENEXTVALUESESSION.
• SCHEDULEFOLLOWUPSESSIONSWITHREQUIRED
RESOURCES.

7. #CD19
Waterfall or Agile ? Iterative hybrid !
Waterfall Agile
• CLEAR PICTURE OF THE FINAL
PRODUCT
• NO ABILITY TO CHANGE SCOPE ONCE
PROJECT STARTED
• DEFINITION, NOT SPEED, IS THE KEY
TO SUCCESS.
• RAPID PRODUCTION IS MORE
IMPORTANT THAN QUALITY OF
PRODUCT
• WHEN THE ABILITY TO CHANGE THE
SCOPE IS NECESSARY
• NO CLEAR PICTURE OF WHAT THE
FINAL PRODUCT WILL LOOK LIKE
Iterative
• HIGH LEVEL BUSINESS REQUIREMENTS
DEFINED
• ABILITY TO DO TRADEOFFS TO SCOPE
THROUGHOUT PROCESS BASED UPON
VALUE
• CLEAR PICTURE OF CAPACITY AND A
FINAL DELIVERY DATE.

8. #CD19
Hybrid / Iterative way for delivering projects
Build
Test
Design
ITERATIONS
INITIATE AND CONFIRM
INTEGRATIONS
CONVERSIONS
INTEGRATION
TESTING
DEPLOY
PROJECT MANAGEMENT
CHANGE ENABLEMENT
WAVE RELEASE 1...n

9. #CD19
MVP is not the MVP
MVP
PRODUCTION
SELECT HIGH LEVEL USER
STORIES (EPICS) FROM
PRODUCT BACKLOG AND
DEFINE OBJECTIVES FOR
MVP
CREATE PROVE OF
ARCHITECTURE
BLUEPRINT AND
REFINE USER STORIES ON
DoR LEVEL
SPRINTS PLAN TO
DELIVER MVP
CAPABILITY
IMPLEMENT
TEST AND
CONFIRM DoD
DESIGN
TRAIN USERS
E2E TEST
SCRUM ITERATION

10. #CD19
Making Salesforce global implementations
mission possible – 8 tips and tricks
Knowing key stakeholders
Strong product owners,
Appointing local POCs
Harmonizing 80 : 20 RULE
OOTB as much as possible
Get to know individual KPIs to
demonstrate VALUE DELIVERED
Waterfall or agile? ITERATIVE HYBRID
Pilots, MVPs for speeding up
SCOPE, TIME, COST
triangle is still valid
DATA QUALITY is crucial - MDM
Use ACCELERATORS, VERTICAL
SOLUTIONS & 3rd PARTY APPS

11. #CD19
8+ years experience within IT industry with focus on
Digital marketing
4+ years of Salesforce Marketing Cloud
implementations
Was responsible for delivery of business & technical
analysis of global roll-outs and leading local projects.
Lea Harmady
Salesforce Marketing Cloud manager
 Business process & workflow analysis and design
 Global roll-out coordination
 Marketing automation
 Salesforce Sales & Marketing cloud
INDUSTRY EXPERIENCE
FINANCIAL
SERVICES
ECOMMERCE &
RETAIL
CONSUMER
GOODS
HEALTH & LIFE
SCIENCES

12. #CD19
How is SFMC Implementation different?
You can deploy any channel - any time (if you have data)
Gradual deployment per channel/per functionality is best practice
Most of the time you talk to marketing people (rarely to IT)

13. #CD19
Prioritization review
Key Elements
Partnership Strategy
Across ALL LINES
of business
Discuss strategic
PRIORITIES
Value CreationExecution
Value for CLIENT &
END-CUSTOMERS
Deliver Tangible
RESULTS
Internal teams
Extended partners
Project Approach
Scalable Solution
Markets Alignment
Training Strategy
Data Strategy
Delivery Methodology

14. #CD19
Case study
Innovative global leader with 30+ marketsClient background
× Slow time-to-market
× Overlapping channels
× Poor asset management
× Content compliance issues
Client issues
 Global optimization of digital marketing
 Assessment of markets maturity
 Product(s) Alignment
 Methodology testing
Client requirement

15. #CD19
Case study
Solution
 Maturity scoring
1. Knowledge
2. Resources
3. Objectives
 Gradual Deployment
 Testing Methodology
Outcome / Benefits
1 contact
person
Lead Consultant / Project
Manager
Global Level
Country level
Key contacts
Brand Alignment - Unified Assets
Speed-to-market - Automated campaigns
Omni-Channel - Personalized communication
Digital Assets - Approval process reduced

16. Thank you!