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Domain 5: Roadmap Debbie Kuklis, salesforce.com Quentin Christie, Telecom New Zealand Joe Renz, CA Global Enterprise Best ...
Safe Harbor Statement <ul><li>“ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This pr...
Agenda <ul><li>Building Your Roadmap </li></ul><ul><li>Telecom New Zealand’s Road to Success </li></ul><ul><li>CA’s Road t...
Debbie Kuklis Principal Consultant, Global Services salesforce.com [email_address]
Why create a Roadmap? <ul><li>A Roadmap  Promotes  focus on  Business Value  by: </li></ul><ul><li>Tying the vision and st...
Domain Development Define Business Objectives Define CRM Strategies Define CRM Vision Prioritize and group Initiatives Dev...
The capabilities can be prioritized and grouped to provide maximum benefit <ul><li>Typically capabilities are prioritized ...
Roadmap Example - Depth Opportunity Mgmt Phase 1 Mobility Team Selling Activity Management <ul><li>Contact Management </li...
Roadmap Example - Breadth Phase 1 Team Selling Account Management Opportunity and Pipeline Mgmt Phase 2 Activity Managemen...
Influencing Factors <ul><li>Depth </li></ul><ul><ul><li>Highly independent business units or geographies </li></ul></ul><u...
How to make your Roadmap successful! <ul><li>Resist the urge to go for the fully-loaded Cadillac right out of the gate </l...
Telecom New Zealand’s Road to Success Quentin Christie, CRM Manager
 
 
 
 
 
 
<ul><ul><li>Disparate systems </li></ul></ul><ul><ul><li>High administration  </li></ul></ul><ul><ul><li>Performance forec...
<ul><ul><li>High process costs </li></ul></ul><ul><ul><li>Poor performance measurement </li></ul></ul><ul><ul><li>Data qua...
Telecom NZ – Breadth or Depth?
<ul><ul><li>Reduce administration overheads </li></ul></ul><ul><ul><li>Customer information </li></ul></ul><ul><ul><li>Int...
<ul><ul><li>Foundation for Sale Force Automation </li></ul></ul><ul><ul><li>Integrate forecasting  </li></ul></ul><ul><ul>...
<ul><ul><li>1500 users </li></ul></ul><ul><ul><li>Limited integration  </li></ul></ul><ul><ul><li>Rollout to all sales bus...
<ul><ul><li>Aligned business processes </li></ul></ul><ul><ul><li>Accurate forecasting  </li></ul></ul><ul><ul><li>Winning...
 
 
 
 
 
CA’s Road to Success Celia Gillen, CA Ken Jakobsen, CA Joe Renz, CA
Joe Renz Vice President Worldwide Sales Operations CA [email_address]
All About CA <ul><ul><li>INDUSTRY : Management Software </li></ul></ul><ul><ul><li>EMPLOYEES : 14,500 </li></ul></ul><ul><...
Our global challenge: lack of “one source of the truth” SAP & Spreadsheet Homegrown Homegrown Homegrown
<ul><ul><li>Stand alone standard solution implementation </li></ul></ul><ul><ul><li>Strong Steering Committee </li></ul></...
CA’s roadmap was created with 3 priorities in mind 1 2 3 Opportunity Mgmt More New  Product  Sales Opportunity Mgmt Increa...
Blackberry – US Optimization Report  Optimization Satmetrix Marketing MQL – Excl. Wily  Multi-Currency Migrate APF Technic...
In reality this was  our roadmap “ I have no visibility into the services pipeline. Ken when can my 1.200 users get access...
Future phases of our deployment August September October November…… Future  Phase Offline Edition Advanced Forecasting Con...
Did we select the right road then?
The results were immediate and clear <ul><ul><li>On time delivery of 4 releases </li></ul></ul><ul><ul><li>75-90% + user a...
Imagine it.  Learn it.  Use it. <ul><li>How to apply what you’ve learned when you get home </li></ul><ul><li>Stand alone S...
Session Feedback Let us know how we’re doing! <ul><li>Please score the session from 5 to 1 (5=excellent,1=needs improvemen...
Celia Gillen Vice President Ken Jakobsen Director  Joe Renz Vice President QUESTION & ANSWER SESSION CA CA CA Quentin Chri...
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B P G006 Kuklis 091807

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B P G006 Kuklis 091807

  1. 1. Domain 5: Roadmap Debbie Kuklis, salesforce.com Quentin Christie, Telecom New Zealand Joe Renz, CA Global Enterprise Best Practices
  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. Agenda <ul><li>Building Your Roadmap </li></ul><ul><li>Telecom New Zealand’s Road to Success </li></ul><ul><li>CA’s Road to Success </li></ul><ul><li>Question & Answer </li></ul>
  4. 4. Debbie Kuklis Principal Consultant, Global Services salesforce.com [email_address]
  5. 5. Why create a Roadmap? <ul><li>A Roadmap Promotes focus on Business Value by: </li></ul><ul><li>Tying the vision and strategy with how capabilities will be deployed </li></ul><ul><li>Linking closely the business value achieved from each capability and when it is deployed </li></ul><ul><li>Aligning Business and IT toward a common goal </li></ul>
  6. 6. Domain Development 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 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?
  7. 7. The capabilities can be prioritized and grouped to provide maximum benefit <ul><li>Typically capabilities are prioritized and grouped together to achieve depth or by breadth </li></ul><ul><ul><li>Depth: Functionally rich deployments, but limited to a specific geography or business unit </li></ul></ul><ul><ul><li>Breadth: Limited functionality deployed, but rolled out to multiple geographies and/or business units </li></ul></ul>Deploy limited set of functionality initially, but to all (most) geographies/business units. Subsequent capabilities are added on in future releases Deploy more functionality but to single geography/business unit. Subsequent releases are to roll out similar capabilities to additional geographies/business units Breadth Depth
  8. 8. Roadmap Example - Depth Opportunity Mgmt Phase 1 Mobility Team Selling Activity Management <ul><li>Contact Management </li></ul><ul><ul><li>Outlook Sync </li></ul></ul>Account Management Lead Management Opportunity and Pipeline Mgmt Phase 2 PRM Proof of Concept Account Planning Advanced Metrics/Reporting Territory Management Forecasting Analysis Phase 3 Forecasting Deployment PRM Pilot Opportunity to Quote Finance Integration Business Unit #1 License Count: 250 License Count: 4000 Marketing and Campaign Automation Business Unit #2,3,4 License Count: 2000 Business Unit - Remaining License Count: 4000 Marketing Integration – Web to Lead Customer Service and Support
  9. 9. Roadmap Example - Breadth Phase 1 Team Selling Account Management Opportunity and Pipeline Mgmt Phase 2 Activity Management Advanced Metrics/Reporting Marketing and Lead Management Phase 3 PRM Quoting Finance Integration All Geographies – Sales License Count: 2000 All Geographies – Additional Functions License Count: 4000 All Geographies – Additional Functions License Count: 5000 Customer Service and Support Reporting and Dashboards Mobility
  10. 10. Influencing Factors <ul><li>Depth </li></ul><ul><ul><li>Highly independent business units or geographies </li></ul></ul><ul><ul><li>Decentralized sales or marketing leadership </li></ul></ul><ul><ul><li>Widely varying existing processes and systems </li></ul></ul><ul><li>Breadth </li></ul><ul><ul><li>Existing global processes </li></ul></ul><ul><ul><li>Strong, centralized, and decisive leadership </li></ul></ul><ul><ul><li>Limited number/complexity of existing CRM systems </li></ul></ul>
  11. 11. How to make your Roadmap successful! <ul><li>Resist the urge to go for the fully-loaded Cadillac right out of the gate </li></ul><ul><li>Make the first user experience exceptional </li></ul><ul><li>Communicate your roadmap broadly– both initial AND future benefits </li></ul><ul><li>Define your scope and stick to it – stay focused </li></ul><ul><li>Establish a strong governance structure that will help effectively guide your CRM deployment </li></ul><ul><li>Don’t be afraid to re-evaluate your roadmap as priorities change </li></ul>
  12. 12. Telecom New Zealand’s Road to Success Quentin Christie, CRM Manager
  13. 19. <ul><ul><li>Disparate systems </li></ul></ul><ul><ul><li>High administration </li></ul></ul><ul><ul><li>Performance forecast issues </li></ul></ul><ul><ul><li>Business transforming </li></ul></ul><ul><ul><li>Multiple Technology Architectures </li></ul></ul>
  14. 20. <ul><ul><li>High process costs </li></ul></ul><ul><ul><li>Poor performance measurement </li></ul></ul><ul><ul><li>Data quality issues </li></ul></ul><ul><ul><li>No end to end view of the customer experience </li></ul></ul>
  15. 21. Telecom NZ – Breadth or Depth?
  16. 22. <ul><ul><li>Reduce administration overheads </li></ul></ul><ul><ul><li>Customer information </li></ul></ul><ul><ul><li>Interactions and contacts </li></ul></ul><ul><ul><li>Centralise Opportunities </li></ul></ul>
  17. 23. <ul><ul><li>Foundation for Sale Force Automation </li></ul></ul><ul><ul><li>Integrate forecasting </li></ul></ul><ul><ul><li>Enable business improvement through the web </li></ul></ul>
  18. 24. <ul><ul><li>1500 users </li></ul></ul><ul><ul><li>Limited integration </li></ul></ul><ul><ul><li>Rollout to all sales business units in 8 weeks </li></ul></ul><ul><ul><li>Scope managed to 80%, (not 100%) </li></ul></ul><ul><ul><li>Fit process to application ‘best practices’ </li></ul></ul><ul><ul><li>Training via e-learning and train the trainer </li></ul></ul>
  19. 25. <ul><ul><li>Aligned business processes </li></ul></ul><ul><ul><li>Accurate forecasting </li></ul></ul><ul><ul><li>Winning 100% of our ICT deals </li></ul></ul><ul><ul><li>Adoption has increased month on month </li></ul></ul><ul><ul><li>Voted New Zealand’s #1 preferred provider </li></ul></ul>
  20. 31. CA’s Road to Success Celia Gillen, CA Ken Jakobsen, CA Joe Renz, CA
  21. 32. Joe Renz Vice President Worldwide Sales Operations CA [email_address]
  22. 33. All About CA <ul><ul><li>INDUSTRY : Management Software </li></ul></ul><ul><ul><li>EMPLOYEES : 14,500 </li></ul></ul><ul><ul><li>GEOGRAPHY : Global </li></ul></ul><ul><ul><li># USERS : 4,000 </li></ul></ul><ul><ul><li>PRODUCT(S) USED : Salesforce SFA </li></ul></ul>CA, Inc. (NYSE: CA), one of the world's largest management software companies, delivers software and services across operations, security, storage, life cycle and service management to optimize the performance, reliability and efficiency of enterprise IT environments. CA is headquartered in Islandia, NY, USA.
  23. 34. Our global challenge: lack of “one source of the truth” SAP & Spreadsheet Homegrown Homegrown Homegrown
  24. 35. <ul><ul><li>Stand alone standard solution implementation </li></ul></ul><ul><ul><li>Strong Steering Committee </li></ul></ul><ul><ul><li>SPOC / Project team / End user involvement </li></ul></ul><ul><ul><li>Control Scope – Phased Approach </li></ul></ul>And our 4 ways to solve it with Salesforce <ul><li>Deployment Details </li></ul><ul><ul><li>Products implemented: Salesforce SFA </li></ul></ul><ul><ul><li>#Users: 4,000 </li></ul></ul><ul><ul><li>Integration points: 1 </li></ul></ul><ul><ul><li>Training: Yes </li></ul></ul><ul><ul><li>Business Units affected: 6 </li></ul></ul><ul><ul><li>Ongoing improvements: WIP </li></ul></ul>
  25. 36. CA’s roadmap was created with 3 priorities in mind 1 2 3 Opportunity Mgmt More New Product Sales Opportunity Mgmt Increased Account Penetration Opportunity Mgmt Higher Renewal Yield
  26. 37. Blackberry – US Optimization Report Optimization Satmetrix Marketing MQL – Excl. Wily Multi-Currency Migrate APF Technical Sales Translation MDY, ILumin - Enterprise GSI’s Outlook V2 EU 4Cast Multi Language Win / Loss Implementation Director Value for Management Value for the AD/AM May June July April August September October November…… 2 2.5 Phase 2 Phase 2.5 Phase 3.0 Phase 1 3 Indirect Account Team Synch. Wily NCV Opportunity Grid Optimization SAP/SFDC Integration Feasibility Phase 2.75 2007
  27. 38. In reality this was our roadmap “ I have no visibility into the services pipeline. Ken when can my 1.200 users get access?” SVP Services “ Spreadsheets was much more rugged. When can finance be part of this so we do it the right way!&quot; SVP Finance “ Everyone please…This is a Sales System for Sales Users No scope Creep …&quot; SVP Sales &quot;.Yes Sir, Right away Sir, Excuse me Sir . &quot; SFDC Project Lead “ We need to get Leads into Salesforce now. Ken your team can do that right?” SVP Marketing
  28. 39. Future phases of our deployment August September October November…… Future Phase Offline Edition Advanced Forecasting Contract Management Case Management/CSS SAP integration Auto Renewals MDY, ILumin - Indirect Opportunity Management Methodology Quotas Trial Management & POC Wily Marketing Blackberry – Intl. Services Res. Mgt. cProjects Template
  29. 40. Did we select the right road then?
  30. 41. The results were immediate and clear <ul><ul><li>On time delivery of 4 releases </li></ul></ul><ul><ul><li>75-90% + user adoption </li></ul></ul><ul><ul><li>Improved Visibility </li></ul></ul><ul><ul><li>Improved Accuracy </li></ul></ul><ul><ul><li>Higher customer satisfaction </li></ul></ul><ul><ul><li>Productivity gains in Technical Sales </li></ul></ul>
  31. 42. Imagine it. Learn it. Use it. <ul><li>How to apply what you’ve learned when you get home </li></ul><ul><li>Stand alone Solution can work </li></ul><ul><li>Executive sponsorship and weekly task force </li></ul><ul><li>Phased approach </li></ul><ul><li>Involve end user in design & testing </li></ul><ul><li>Laser focus on process changes </li></ul><ul><li>In-person SPOC project team </li></ul><ul><li>Keep implementation lean </li></ul><ul><li>Use word “No” often, to avoid scope creep </li></ul><ul><li>Continuously reward and recognize your team </li></ul>
  32. 43. 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>
  33. 44. Celia Gillen Vice President Ken Jakobsen Director Joe Renz Vice President QUESTION & ANSWER SESSION CA CA CA Quentin Christie CRM Manager Telecom New Zealand

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