Aan007 Llabres 091807


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  • Welcome everyone. First, I want to thank you for joining us today. Our topic today: Bring It Back: How and Where You Should Look to Integrate it is part of the Admin II Track – Advancing to the next level My name is Ursula Llabres, Customer Success Manager at salesforce.com With me I also have two customer heroes: Ellen Prokopow, EnerNOC Catherine Otocka, Salary.com, Inc. I will introduce them in more detail in a minute. Before I begin I just wanted to take care of a couple of housekeeping items: We will have a Q&A segment at the end of the presentation Jot down all your questions and make sure you raise them during that segment I will share my email address so you can email me your questions and feedback and I will make sure to get back to you after the conference. This presentation will be eventually posted to our Best Practice site (successforce.com) after the conference, you will be able to access the content once posted. Let’s get started!
  • Aan007 Llabres 091807

    1. 1. Bring It Back: How and Where You Should Look to Integrate Ursula Llabres, salesforce.com Ellen Prokopow, EnerNOC, Inc. Catherine Otocka, Salary.com Track: Admin II: Advancing to the Next Level
    2. 2. Safe Harbor Statement <ul><li>“ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This press release contains forward-looking statements including but not limited to statements regarding our expected future revenue, GAAP diluted earnings per share, expected tax rate, anticipated shares outstanding,and concerning the potential market for our existing service offerings. All of our forward looking statements involve 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. </li></ul><ul><li>The risks and uncertainties referred to above include - but are not limited to - risks associated with possible fluctuations in our operating results and cash flows, rate of growth and anticipated revenue run rate, errors, interruptions or delays in our service or our Web hosting, our new business model, our history of operating losses, the possibility that we will not remain profitable, breach of our security measures, 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 service, customer and partner acceptance of the AppExchange, successful customer deployment and utilization of our services, 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, 2007. These documents are available on the SEC Filings section of the Investor Information section of our website at www.salesforce.com /investor . Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law. </li></ul>
    3. 3. Agenda <ul><li>Let’s talk Integration </li></ul><ul><ul><li>W hat, W hy, W hen, W here and H ow </li></ul></ul><ul><li>EnerNOC, Inc.: Energy on Demand - Ellen Prokopow, CRM Business Analyst, EnerNOC </li></ul><ul><li>Salary.com – Because I’m worth it! – Cathy Otocka, Managing Director Sales Operations and On-Demand Application Delivery, Salary.com </li></ul><ul><li>Q&A </li></ul>
    4. 4. Let’s Talk Integration W hat, W hy, W hen, W here and H ow
    5. 5. Integration: W hat is it, what types are there? <ul><li>Integration = Bringing together a set of applications: </li></ul><ul><ul><li>Process, Data, Connectivity and Technology </li></ul></ul><ul><ul><li>From basic to complex: </li></ul></ul>Complex Basic
    6. 6. Mash-Ups: The Business Web is Here Mash-Ups Drive New Automation, Creativity, & Innovation Account, Contact, & Lead Mapping Accounts, Leads, and Opportunities VOIP Calls, Conferencing & Presence Contacts Search Results Campaigns Integrated Internet Search Results
    7. 7. W hy integrate? <ul><li>Because: </li></ul><ul><li>Improved visibility of all business data </li></ul><ul><li>Cross functional process simplification </li></ul><ul><li>Improved collaboration and communication </li></ul><ul><li>Data and process integrity </li></ul><ul><li>Consider your business and technology </li></ul><ul><li>challenges, objectives and opportunities </li></ul>
    8. 8. W hen does it make sense? <ul><li>To do or not to do? That is the question… </li></ul><ul><li>Evaluate the Pro’s and Con’s (VOI – Value of Integration) </li></ul><ul><li>What is the cost of not integrating? </li></ul><ul><li>What are the business and technology triggers? </li></ul><ul><li>Do you have the tools, budget, resources and information? </li></ul>
    9. 9. Common Approaches <ul><ul><ul><li>Modes of data transport </li></ul></ul></ul><ul><ul><ul><li>Manual, Semi Automated, Fully Automated </li></ul></ul></ul>Development Tools Salesforce Solutions Enterprise Applications Desktop/Mobile Packaged Tools
    10. 10. W here to begin <ul><li>Project Management 101 </li></ul><ul><li>Plan & Prepare – you’re not alone </li></ul><ul><ul><li>Get exec sponsorship early, Leverage cross-functional teams </li></ul></ul><ul><li>Define the scope - approach </li></ul><ul><ul><li>Data, process, people, technology and cost </li></ul></ul><ul><li>Define the method – tools and resources required </li></ul><ul><li>Test, Test, Test before roll-out </li></ul><ul><li>Communicate, Train and Maintain </li></ul>
    11. 11. W here to begin <ul><li>Resources to get you started: </li></ul><ul><li>Apex Developer Network </li></ul><ul><li>www.salesforce.com /developer/ </li></ul><ul><li>Professional Services www.salesforce.com /services-training/professional-services/ </li></ul><ul><li>AppExchange Partners </li></ul><ul><li>www.salesforce.com/appexchange/ </li></ul><ul><li>Best Practices Website </li></ul><ul><li>Leverage the community experience </li></ul><ul><li>success.salesforce.com / </li></ul>
    12. 12. H ow? <ul><li>Let’s learn HOW customers like you have succeeded in their integration efforts and are here to share their experiences and lessons learned. </li></ul><ul><li>EnerNOC, Inc.: Energy on Demand - Ellen Prokopow, CRM Business Analyst, EnerNOC, Inc. </li></ul><ul><li>Salary.com – Because I’m worth it! – Cathy Otocka, Managing Director Sales Operations and On-Demand Application Delivery, Salary.com </li></ul>
    13. 13. EnerNOC, Inc.: Energy on Demand <ul><li>Ellen Prokopow , CRM Business Analyst, EnerNOC, Inc. </li></ul><ul><li>Ellen will showcase the details of her various successful integration projects. Featuring business use cases for: </li></ul><ul><ul><li>Custom Links and S-Controls </li></ul></ul><ul><ul><li>Google Map Mashup </li></ul></ul><ul><ul><li>ERP integration </li></ul></ul>
    14. 14. Ellen Prokopow CRM Business Analyst http://www.enernoc.com/
    15. 15. Company Overview <ul><ul><li>INDUSTRY : Energy Services </li></ul></ul><ul><ul><li>EMPLOYEES : 190+ </li></ul></ul><ul><ul><li>GEOGRAPHY : North America </li></ul></ul><ul><ul><li># USERS : 189 on Unlimited Edition </li></ul></ul><ul><ul><li>PRODUCT(S) USED : SFA, Marketing, Service & Support, Operations, Finance; AppExchange/Partner applications: BlueHornet, Hoovers, PrintAnything, Relational Junction, CRM DemandTools, Google Maps </li></ul></ul><ul><li>EnerNOC, Inc. (NASDAQ: ENOC) is a leading developer and provider of clean and intelligent energy solutions to commercial, institutional, and industrial customers, as well as electric power grid operators and utilities. </li></ul><ul><li>Our technology-enabled demand response and energy management solutions help optimize the balance of electricity supply and demand. </li></ul>
    16. 16. Let’s Paint the Picture . . . <ul><li>We faced business challenges </li></ul><ul><ul><li>Explosive growth: Founded in 2003, $1M revenue in 2004, $10M in 2005, $26M in 2006; IPO and $22M thru June 2007 </li></ul></ul><ul><ul><li>Need for cross-functional visibility and flawless hand-offs Need to leverage energy reading data to assist providers with better resource utilization </li></ul></ul><ul><li>We faced technology challenges </li></ul><ul><ul><li>Same data required by multiple systems: Contacts, Financial IDs, payment history, etc. </li></ul></ul><ul><ul><li>High demand for flexibility and agility </li></ul></ul><ul><ul><li>24x7 program operation, with 10-minute response time </li></ul></ul>
    17. 17. Why integrate? Triggers <ul><li>No off-the-shelf application exists to address energy management services business, a new field since energy deregulation </li></ul><ul><li>Demand Response (DR) business is rapidly changing; need to adapt as new programs and services come to market </li></ul><ul><li>Scanning > 500,000 data points per day to check for connectivity problems: exceptions turn into SFDC Cases </li></ul><ul><li>Information is easier to communicate with images vs. words </li></ul>
    18. 18. <ul><li>Execute flawless customer and curtailment service </li></ul><ul><li>Manage high growth of user base and business activity </li></ul><ul><li>Maximize (literally!) every minute </li></ul><ul><li>Embed process at every turn </li></ul><ul><li>Integrate to extend the core tool to support business process </li></ul>Why Integrate? Objectives
    19. 19. <ul><li>Initial research was done on AppEx Q2 last year </li></ul><ul><li>Used web searches and SFDC blogs extensively </li></ul><ul><li>Spoke to target vendor’s references </li></ul><ul><li>Used Developer Forums </li></ul><ul><li>Downloaded Google’s API </li></ul>Where did we start?
    20. 20. What it took: Execution considerations <ul><li>Licensing </li></ul><ul><ul><li>Google: If extranet or intranet, $9k/year (else free) </li></ul></ul><ul><ul><li>Relational Junction: $40/user/year </li></ul></ul><ul><ul><li>TierraVision: $5k/year </li></ul></ul><ul><li>Infrastructure </li></ul><ul><ul><li>Server HW, OS, MS-SQL db, GPS devices, release management, backups (business continuity plan) </li></ul></ul><ul><li>Development & Support Staff </li></ul><ul><ul><li>College co-op for maps; IT Manager/Developer </li></ul></ul><ul><ul><li>Weeks, not months </li></ul></ul>
    21. 21. How did we do it? What tools did we use? <ul><li>Leveraged Google Maps and TierraVision’s Koterra for Sales & for Operations to do work visualization </li></ul><ul><li>Integrated with proprietary internet-based energy management application: PowerTrak using Sesame Software’s Relational Junction and custom code </li></ul><ul><li>Integrated with Epicor ERP (custom code and Relational Junction ) for identifying new customers </li></ul>
    22. 22. Google Mashups: Map Nearby Leads <ul><li>Added latitude & longitude fields </li></ul><ul><li>Developed back end logic to populate coordinates for execution speed </li></ul>
    23. 23. Google Mashups: Map Nearby Leads
    24. 24. Google Mashups: Where is the planned work?
    25. 25. Google Mashups: Where service trucks are
    26. 26. What we did: Contacts Out & Cases In Contact Names with Email, Mobile, Pager Site Contact Notifications Site Connectivity Problems Detected Cases Created Salesforce PowerTrak
    27. 27. What else? Payment settlement to ERP Site kW Curtailment Capacity by Contract Settlement Owed Payments Made Payment History Salesforce Epicor ERP Settlement Calculations
    28. 28. Why Integrate? Our Need to Scale Rapidly 100 MW Gas Peaker Plant 100 MW Demand Response Network Estimated
    29. 29. What we accomplished -- Not theory: delivery! <ul><li>Cycle time improvements: Went from no market presence to 65MW installed capacity in mid-Atlantic region in 6 weeks Q2 </li></ul><ul><ul><li>EnerNOC delivered > 55MW to the grid of on-demand capacity in response to Aug. 8 th , 2007, heat wave (equiv. to usage for 55,000 households) </li></ul></ul><ul><li>Company-wide visibility to </li></ul><ul><li>deployment project status </li></ul><ul><li>Improved accuracy </li></ul><ul><li>Real-time exec reports </li></ul><ul><li>Eliminated dual-data entry </li></ul><ul><li>Higher customer </li></ul><ul><ul><li>satisfaction </li></ul></ul>PJM Press Release: 8/8/07
    30. 30. Happily ever after – what happens after?? <ul><li>Cost per “new” integration module goes down once fixed costs are paid for </li></ul><ul><li>Manual data reconciliation and dual data entry can be eliminated – users focus on value-added work </li></ul><ul><li>In-house expertise can be applied to new problems </li></ul><ul><li>Expectations of users goes up </li></ul><ul><li>But boy, are they happy!!! </li></ul>
    31. 31. Imagine it. Learn it. Use it. <ul><li>How to apply what you’ve learned when you get home </li></ul><ul><ul><li>Automate process </li></ul></ul><ul><ul><li>Visualize work </li></ul></ul><ul><ul><li>Centralize administration and data entry </li></ul></ul><ul><ul><li>Implement RAD as appropriate </li></ul></ul><ul><ul><li>Integrate shared data </li></ul></ul>
    32. 32. Salary.com – Because I’m worth it! <ul><li>Cathy Otocka , Managing Director Sales Operations and On-Demand Application Delivery, Salary.com </li></ul><ul><li>Cathy, will showcase the details of her successful integration project(s). Featuring business use cases for: </li></ul><ul><ul><li>ERP integration </li></ul></ul>
    33. 33. Catherine Otocka Managing Director Sales Operations and On-Demand Application Delivery http://www.salary.com/
    34. 34. <ul><ul><li>INDUSTRY : On-demand Software and Data Provider </li></ul></ul><ul><ul><li>EMPLOYEES : 300 </li></ul></ul><ul><ul><li>GEOGRAPHY : Primarily US Based </li></ul></ul><ul><ul><li># USERS : 160 </li></ul></ul><ul><ul><li>PRODUCT(S) USED : </li></ul></ul><ul><ul><ul><ul><li>Enterprise Edition – Sales, Service, Marketing </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Vertical Response </li></ul></ul></ul></ul><ul><ul><ul><ul><li>CRM Fusion DemandTools </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Cast Iron Systems </li></ul></ul></ul></ul>Salary.com builds on-demand software around a deep domain knowledge in the area of compensation to help customers win the war for talent by simplifying the connections between people, pay and performance.  Salary.com's cutting edge technology is integrated with actionable data and content, empowering customers to make the best decisions about pay and performance and help them to attract, motivate, reward and retain top performers.
    35. 35. Painting the Picture <ul><li>Business Challenges </li></ul><ul><ul><li>Financial System and Salesforce Data had to match </li></ul></ul><ul><ul><li>Inefficiency, data entry errors: manual reconciliation of both systems, but effort to accomplish this was becoming too time consuming and costly </li></ul></ul><ul><ul><li>Data entry was significant and complicated, it was being performed by Sales. Wrong place for this. Too many errors </li></ul></ul><ul><ul><li>Conflicting internal data was unacceptable </li></ul></ul><ul><ul><li>Did not have the appropriate controls in the right places </li></ul></ul><ul><li>Technology Challenges </li></ul><ul><ul><li>Integration between two disparate systems </li></ul></ul>
    36. 36. Why Integrate? – Eliminating duplicate work Processes Contract Enters all invoicing into Salesforce Receives contract and enters all data into accounting system Account Executive Finance Daily, Weekly, Monthly work in both systems to keep them reconciled
    37. 37. Where did I start? (Salesforce to the Rescue!!!) <ul><li>Researched Best Practices website (successforce.com) and past Dreamforce presentations </li></ul><ul><li>City Tour attendance </li></ul><ul><li>Called my Customer Success Manager! </li></ul><ul><li>Interviewed integration vendors </li></ul><ul><li>Leveraged internal sfdc resources – network the community </li></ul>
    38. 38. What It Took – Execution Considerations <ul><li>Cost – in dollars </li></ul><ul><li>Cost – in effort </li></ul><ul><li>Length of Project </li></ul><ul><li>Effort/skills needed after implementation to maintain/improve integration. This IS big. </li></ul>
    39. 39. The Solution <ul><li>How did we address these challenges? </li></ul><ul><ul><li>Minimal data entry in Salesforce starts internal process. </li></ul></ul><ul><ul><li>Data is pushed to financial system. </li></ul></ul><ul><ul><ul><li>Elimination of double data entry. </li></ul></ul></ul><ul><ul><ul><li>Accounting team verifies system against contract. </li></ul></ul></ul><ul><ul><ul><li>Responsibility/Accountability is in proper department </li></ul></ul></ul><ul><ul><li>Invoicing terms set up in financial system and pushed back into salesforce. </li></ul></ul><ul><li>Deployment Details </li></ul><ul><ul><li>Cast Iron Appliance to integrate Salesforce and NetSuite. </li></ul></ul><ul><ul><li>Minimal Training </li></ul></ul><ul><ul><li>Changes are minimal given stability of invoicing process. </li></ul></ul>
    40. 40. Workflow after Integration Processes Contract Enters minimal invoicing into Salesforce Finance receives notification and validates customer info. Creates invoicing Account Executive Finance Cast Iron Appliance Invoicing sent back to SF Invoicing sent back to SF created and owned by finance
    41. 41. Results <ul><li>What were the results? </li></ul><ul><ul><li>More control was appropriately placed in the hands of accounting </li></ul></ul><ul><ul><li>Sales was thrilled because it decreased their data entry burden </li></ul></ul><ul><ul><li>Accuracy increased. Less time performing internal audits and reconciliation </li></ul></ul><ul><ul><li>Increased internal confidence because all systems were reporting identical data </li></ul></ul>
    42. 42. Imagine it. Learn it. Use it. <ul><li>How to apply what you’ve learned when you get home </li></ul><ul><ul><li>Crossing systems is hard. In this instance it worked well because the manual process crossing the two systems was mature and time tested. </li></ul></ul><ul><ul><li>Be prepared to change your process to accommodate technology challenges. There will be trade-offs. </li></ul></ul><ul><ul><li>Define what will be considered success </li></ul></ul><ul><ul><li>What constitutes and error – and define how to handle it </li></ul></ul>
    43. 43. Lessons Learned <ul><li>Organization buy in is essential. It can be a big project and it touches two mission critical systems. </li></ul><ul><li>This type of integration is as much about process as it is about technology. Requires a lot of effort to get all the details right. </li></ul><ul><li>Make sure you pick the solution that matches the skill set of the team maintaining it. </li></ul>
    44. 44. Bring it Back – Key Takeaways <ul><ul><li>Integration Equation: </li></ul></ul><ul><ul><ul><li>Look at your business processes </li></ul></ul></ul><ul><ul><ul><li>where is your data today? Where are the biggest pain point (s) </li></ul></ul></ul><ul><ul><ul><li>What can you do today, to implement efficiencies via integration solutions? </li></ul></ul></ul><ul><ul><li>Start Here you’re @ Dreamforce, it’s the perfect opportunity to seize the day! </li></ul></ul>
    45. 45. ELLEN PROKOPOW CRM Business Analyst CATHERINE OTOCKA Managing Director Sales Operations and On-Demand Application Delivery QUESTION & ANSWER SESSION URSULA LLABRES Customer Success Manager Email: [email_address]
    46. 46. THANK YOU!