B P G001 Loveland 091707


Published on

Full session information and videos available at successforce.com.

Published in: Economy & Finance, Business
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • B P G001 Loveland 091707

    1. 1. Global Enterprise Best Practices – 7 Domains John Durocher, salesforce.com Steve Schlabs, salesforce.com Samantha Loveland, salesforce.com Best Practices: Global Enterprise
    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 including but not limited to statements concerning the potential market for our existing service offerings and future 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. 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. John Durocher, salesforce.com Vice President, Client Services Executive Samantha Loveland, salesforce.com Director, Client Services Executive Steve Schlabs, salesforce.com Vice President, Client Services Executive
    4. 4. On-Demand is Different! Traditional CRM Software On-Demand Service <ul><li>Iterative & rapid deployments </li></ul><ul><li>Business requirements met </li></ul><ul><li>Predictable, scalable, & reliable </li></ul><ul><li>Value realized early – quick wins </li></ul><ul><li>Adjustment to business climate </li></ul>On-Demand Characteristics
    5. 5. …. As a result a new approach is necessary! A new way of operating is needed to match the complexity of the programs that are being undertaken by organizations. “ Insanity is doing the same thing you’ve always done, and expecting different results.” “ If you always do what you always did, you’ll always get what you always got.”
    6. 6. The On-Demand Standard for the Enterprise ~1,700 Subscribers ~1,300 Subscribers ~2,800 Subscribers ~1,500 Subscribers ~6,700 Subscribers ~1,000 Subscribers ~4,200 Subscribers ~5,100 Subscribers ~2,000 Subscribers ~2,500 Subscribers ~5,000 Subscribers ~25,000 Subscribers ~15,000 Subscribers ~5,500 Subscribers ~1,800 Subscribers ~2,600 Subscribers ~5,500 Subscribers ~1,800 Subscribers ~1,600 Subscribers ~15,000 Subscribers
    7. 7. Our Experience has shown us that there are 7 key Domains for Success Vision and Strategy Roadmap Adoption Sponsorship and Governance Technology and Data <ul><li>Vision </li></ul><ul><li>Business Strategy </li></ul><ul><li>Technology Strategy </li></ul><ul><li>Business & Technology Objectives </li></ul><ul><li>Customer Experience </li></ul><ul><li>Segmentation & Channel Strategy </li></ul><ul><li>Implementation Principles </li></ul><ul><li>Data Strategy </li></ul><ul><li>Architecture and Integration </li></ul><ul><li>Security </li></ul><ul><li>Environment Strategy </li></ul><ul><li>Roadmap/Delivery Plan </li></ul><ul><li>Capabilities Value Map </li></ul><ul><li>Global Deployment Approach </li></ul><ul><li>Product Roadmap </li></ul><ul><li>Organizational Readiness </li></ul><ul><li>Stakeholder Involvement </li></ul><ul><li>Organizational Design </li></ul><ul><li>Measurement & Reward </li></ul><ul><li>Communication </li></ul><ul><li>Training </li></ul><ul><li>Continuous Improvement </li></ul><ul><li>Support </li></ul><ul><li>Executive Sponsorship </li></ul><ul><li>Accountability </li></ul><ul><li>Center of Excellence </li></ul><ul><li>Principles </li></ul><ul><li>Project Control </li></ul><ul><li>Release Management </li></ul>Processes <ul><li>Align Process with Strategy </li></ul><ul><li>Process Ownership and Standardization </li></ul><ul><li>CRM Maturity Model </li></ul><ul><li>Process Metrics </li></ul><ul><li>Process Effectiveness </li></ul><ul><li>Process Review </li></ul>Business Metrics <ul><li>Business Performance Model </li></ul><ul><li>Key Performance Indicators </li></ul><ul><li>Business Case </li></ul><ul><li>Metrics Tracking </li></ul>Domains Categories
    8. 8. What is your ability to Deliver Business Value? Leading Practicing Emerging Non-Existent Vision and Strategy Business Metrics Adoption Sponsorship and Governance Roadmap Processes Technology and Data Maturity Domains 0 1 2 3 4
    9. 9. Domain Development Approach Define Business Objectives Define CRM Strategies Define CRM Vision Prioritize and group Initiatives Develop the CRM Roadmap What are key business metrics to measure success? Assess impact on organization/ employees How will the CRM transformation impact the organization and employees? Identify key Business Metrics Domain #1 Strategy and Vision What are the business objects of the overall CRM effort? What should be the basis for deciding which initiatives are pursued first? What are the strategies to enable achievement of your CRM vision? What is the vision that will carry forward the CRM effort? Domain #2 Business Metrics Domain #3 Adoption Domain #5 Roadmap Define Processes Develop the Technology and Data strategy What processes will help achieve the CRM vision? Do they need to be re-designed? Domain #6 Process Domain #7 Technology and Data What technology and data strategies and architecture will support the CRM effort? How should the list of CRM related programs and initiatives be structured to produce maximum benefit? Develop the Center of Excellence Domain #4 Sponsorship and Governance What governance model will best support the CRM effort?
    10. 10. A sound vision and strategy forms the foundation of a focused program “ Almost every company that has benefited from a customer relationship management initiative has done so after developing a coherent CRM strategy” -Gartner
    11. 11. Vision and Strategy Session <ul><li>Speaker </li></ul><ul><ul><li>Sprint Nextel Corporation </li></ul></ul><ul><li>Date and Time </li></ul><ul><ul><li>Monday 3:45 to 4:45 PM </li></ul></ul><ul><li>Location </li></ul><ul><ul><li>North 132 </li></ul></ul>
    12. 12. Business metrics focus attention on key performance areas Cost Savings Benefit Cost Reduction Customer Retention Cost Avoidance Revenue Generation Customer Acquisition Grow Existing Customers Risk Mitigation Maintenance Risk Customer Profitability Regulatory Risk Brand Image Qualitative Qualitative Key Question What value is the Salesforce application providing? Customer Satisfaction User Satisfaction Satisfaction Qualitative Value Drivers
    13. 13. Business Metrics Session <ul><li>Speakers </li></ul><ul><ul><li>Accenture </li></ul></ul><ul><ul><li>Kaiser </li></ul></ul><ul><li>Date and Time </li></ul><ul><ul><li>Monday 5:00 to 6:00 PM </li></ul></ul><ul><li>Location </li></ul><ul><ul><li>North 132 </li></ul></ul>
    14. 14. The first step to a successful Adoption Program is to recognize that change is needed
    15. 15. Adoption Session <ul><li>Speakers </li></ul><ul><ul><li>Astra Tech AB </li></ul></ul><ul><li>Date and Time </li></ul><ul><ul><li>Tuesday 11:15 to 12:15 PM </li></ul></ul><ul><li>Location </li></ul><ul><ul><li>North 132 </li></ul></ul>
    16. 16. Governance forms the foundation of a well managed initiative
    17. 17. Sponsorship and Governance Session <ul><li>Speakers </li></ul><ul><ul><li>ADP </li></ul></ul><ul><ul><li>Salesforce.com – Feature Request Process </li></ul></ul><ul><li>Date and Time </li></ul><ul><ul><li>Tuesday 1:15 to 2:15 PM </li></ul></ul><ul><li>Location </li></ul><ul><ul><li>North 132 </li></ul></ul>
    18. 18. Defining an integrated roadmap early on promotes focus on business goals Account Planning Rollout Forecast Pilot Forecast Analysis Business Value Metrics (Reporting and Dashboards) Lead and Opportunity Rollout Marketing Rollout FY08 FY07 Forecast Deployment Quote Analysis Quote Pilot Quote Deployment Mobile Pilot License Count 2000 2500 3000 4000 7000 FY09 Q1 FEB Q2 MAY JUN JUL AUG SEP OCT Q3 NOV DEC JAN Q4 Q1 FEB MAR APR NOV DEC JAN Q4
    19. 19. Roadmap Session <ul><li>Presenters </li></ul><ul><ul><li>Computer Associates </li></ul></ul><ul><ul><li>Telecom New Zealand </li></ul></ul><ul><li>Date and Time </li></ul><ul><ul><li>Tuesday 2:30 to 3:30 PM </li></ul></ul><ul><li>Location </li></ul><ul><ul><li>North 132 </li></ul></ul>
    20. 20. Processes drive effectiveness and behaviour change <ul><li>Business processes are becoming more important as customers' expectations are increasing and there is a need to become focused on providing customer value </li></ul><ul><ul><li>Dramatically lower costs </li></ul></ul><ul><ul><li>Much faster processes </li></ul></ul><ul><ul><li>Exceeding high quality </li></ul></ul><ul><ul><li>Less frustrated workers </li></ul></ul><ul><ul><li>Happier customers </li></ul></ul>
    21. 21. Process Session <ul><li>Presenters </li></ul><ul><ul><li>Deloitte Consulting </li></ul></ul><ul><li>Date and Time </li></ul><ul><ul><li>Wednesday 11:30 to 12:30 PM </li></ul></ul><ul><li>Location </li></ul><ul><ul><li>North 132 </li></ul></ul>
    22. 22. Technology and data quality are key to driving successful adoption Mash-ups from AppExchange Native Desktop Connectors Integration Middleware Connectors Developer Toolkits Native ERP Connectors 2 3 4 5 1
    23. 23. Technology and Data Session <ul><li>Speakers </li></ul><ul><ul><li>Citrix Systems, Inc. </li></ul></ul><ul><ul><li>Wartsila </li></ul></ul><ul><li>Date and Time </li></ul><ul><ul><li>Wednesday 9:00 to 10:00 AM </li></ul></ul><ul><li>Location </li></ul><ul><ul><li>North 132 </li></ul></ul>
    24. 24. What is your ability to Deliver Business Value? Leading Practicing Emerging Non-Existent Vision and Strategy Business Metrics Adoption Sponsorship and Governance Roadmap Processes Technology and Data Maturity Domains 0 1 2 3 4
    25. 25. Domain Assessment Output
    26. 26. Achieving Business Value <ul><li>Award-Winning Ease of Use </li></ul><ul><li>Exactly the Right Information </li></ul><ul><li>Accessible Everywhere </li></ul><ul><li>Real-Time Visibility </li></ul><ul><li>Customized Dashboards </li></ul><ul><li>Easy of Administration </li></ul><ul><li>Ease of Administration </li></ul><ul><li>Flexibility </li></ul><ul><li>Customize & Integrate </li></ul>100% ADOPTION End Users Managers IT & Admins
    27. 27. Customer Panel Session <ul><li>Speakers </li></ul><ul><ul><li>KONE </li></ul></ul><ul><ul><li>Dell </li></ul></ul><ul><ul><li>Sprint </li></ul></ul><ul><li>Date and Time </li></ul><ul><ul><li>Tuesday 3:45 to 4:45 PM </li></ul></ul><ul><li>Location </li></ul><ul><ul><li>North 132 </li></ul></ul>
    28. 28. Imagine it. Learn it. Use it. <ul><li>How to apply what you’ve learned when you get home </li></ul><ul><ul><li>Vision and Strategy </li></ul></ul><ul><ul><li>Business Metrics </li></ul></ul><ul><ul><li>Adoption </li></ul></ul><ul><ul><li>Sponsorship and Governance </li></ul></ul><ul><ul><li>Roadmap </li></ul></ul><ul><ul><li>Process </li></ul></ul><ul><ul><li>Technology and Data </li></ul></ul>
    29. 29. Global Enterprise Best Practices – Sessions at a Glance <ul><li>Technology </li></ul><ul><ul><li>9:00 – 10:00 AM </li></ul></ul><ul><li>Process </li></ul><ul><ul><li>11:30 – 12:30 PM </li></ul></ul><ul><li>Adoption </li></ul><ul><ul><li>11:15 – 12:15 PM </li></ul></ul><ul><li>Sponsorship and Governance </li></ul><ul><ul><li>1:15 – 2:15 PM </li></ul></ul><ul><li>Roadmap </li></ul><ul><ul><li>2:30 – 3:30 PM </li></ul></ul><ul><li>Customer Panel </li></ul><ul><ul><li>3:45 – 4:45 PM </li></ul></ul><ul><li>Vision and Strategy </li></ul><ul><ul><li>3:45 – 4:45 PM </li></ul></ul><ul><li>Business Metrics </li></ul><ul><ul><li>5:00 – 6:00 PM </li></ul></ul>Wednesday Tuesday Monday
    30. 30. Session Feedback Let us know how we’re doing! <ul><li>Please score the session from 5 to 1 (5=excellent,1=needs improvement) in the following categories: </li></ul><ul><ul><li>Overall rating of the session </li></ul></ul><ul><ul><li>Quality of content </li></ul></ul><ul><ul><li>Strength of presentation delivery </li></ul></ul><ul><ul><li>Relevance of the session to your organization </li></ul></ul>We strive to improve, t hank you for filling out our survey. <ul><li>Additionally, please score each individual speaker on: </li></ul><ul><ul><li>Overall delivery of session </li></ul></ul>
    31. 31. Steve Schlabs Vice President, Client Services Executive John Durocher Vice President, Client Services Executive QUESTION & ANSWER SESSION Samantha Loveland Director, Client Services Executive