E C L005 Harper 091807

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  • E C L005 Harper 091807

    1. 1. Instant Stardom: Simplification and Standardization using SaaS Scott Bell, Global Sales Programs Siemens PLM Software Executive: C-Level Strategy
    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. Scott Bell VP, Global Sales Programs [email_address] Product Lifecycle Management Software
    4. 4. Agenda <ul><li>Objective of the session </li></ul><ul><li>Background of Scott Bell </li></ul><ul><li>Overview of Industry </li></ul><ul><li>Background of Siemen’s PLM Software </li></ul><ul><li>CRM Project Background </li></ul><ul><li>Standardization and Simplification </li></ul>
    5. 5. Objective of This Session <ul><li>To leverage the lessons and the learnings from my company in how Saas and Salesforce helped us drive towards Simplification and Standardization in our business. </li></ul>
    6. 6. Scott Bell <ul><li>VP, Global Sales Programs </li></ul><ul><ul><li>28 years with company </li></ul></ul><ul><ul><li>Sales, Sales Mgt, Strategic Planning, Marketing </li></ul></ul><ul><ul><li>Responsibilities: </li></ul></ul><ul><ul><ul><li>Global Field Training (Sales, Sales Support, Professional Services) </li></ul></ul></ul><ul><ul><ul><li>Global Sales Meetings </li></ul></ul></ul><ul><ul><ul><li>Global Sales Tools </li></ul></ul></ul><ul><ul><li>BS, Architecture, MBA </li></ul></ul>
    7. 7. Product Lifecycle Management (PLM) Industry <ul><li>Product Lifecycle Management </li></ul><ul><ul><li>Enterprise Software Solutions </li></ul></ul><ul><ul><li>Started as CAD industry – 1970 </li></ul></ul><ul><ul><li>Now includes CAX, cPDM, Manufacturing </li></ul></ul><ul><ul><li>New industry – $15.9B </li></ul></ul>Enterprise Applications CRM ERP SCM PLM
    8. 8. PLM Industry - Competitive Landscape Gartner PLM Magic Quadrant - 2006
    9. 9. Siemens PLM Software (formerly UGS) <ul><li>The PLM Software division (formerly UGS) is the </li></ul><ul><ul><li>Leader in the PLM (Product Lifecycle Management) Industry </li></ul></ul><ul><ul><li>Market to over 45,000 companies world-wide </li></ul></ul><ul><ul><li>Our solutions help companies derive maximum business value from their products, from the day they are conceived until they are retired, helping to capture the value of the product’s lifecycle </li></ul></ul><ul><ul><li>Over 3,000,000 copies of our software are in use today world-wide </li></ul></ul><ul><li>We are a $1.2B Global Enterprise Software Solution provider with over 7000 employees world-wide and over 450 partners </li></ul><ul><li>Our vision </li></ul><ul><ul><li>UGS' vision is to enable a world where organizations and their partners collaborate through Global Innovation Networks to deliver world-class products and services, allowing them to deal swiftly with emerging risks and opportunities. </li></ul></ul><ul><ul><li>Our mantra is, &quot;we never let a customer fail.&quot; This intense customer focus drives product development and is the reason we devote about 20 percent of annual revenues to R&D. We continually work to innovate knowledge-driven, standardized systems that raise the PLM bar. </li></ul></ul>
    10. 10. Siemens PLM Software (formerly UGS)
    11. 11. Prior to Deployment of salesforce.com <ul><li>Cultural transition in Sales & Marketing </li></ul><ul><ul><li>Zone orientation </li></ul></ul><ul><ul><li>Sales values consistent, sales processes not </li></ul></ul><ul><ul><li>Difficult to leverage sales best practices </li></ul></ul><ul><ul><li>Management need for deeper insight into sales processes </li></ul></ul><ul><ul><ul><li>Better forecasting, continuous improvement </li></ul></ul></ul><ul><ul><li>Need for deeper understanding of customer </li></ul></ul><ul><ul><ul><li>Analysis of customer penetration </li></ul></ul></ul><ul><li>Systems </li></ul><ul><ul><li>Had one SaaS (Kind of) system – training (LMS) </li></ul></ul><ul><ul><ul><li>No software ownership </li></ul></ul></ul><ul><ul><ul><li>Upgrades – Few </li></ul></ul></ul><ul><ul><ul><li>Global Scalability </li></ul></ul></ul><ul><ul><ul><li>Customizations – Limited due to lack of SOA </li></ul></ul></ul><ul><ul><ul><li>No SOA architecture </li></ul></ul></ul><ul><ul><ul><li>Liked overall model </li></ul></ul></ul><ul><ul><li>Had implemented enterprise in-house systems – SAP, Callidus, etc </li></ul></ul>
    12. 12. CRM Expectations <ul><li>Simplification </li></ul><ul><ul><li>Fast implementation – 3 months </li></ul></ul><ul><ul><ul><li>Little executive tolerance for long implementation </li></ul></ul></ul><ul><ul><ul><li>Desire for ROI asap </li></ul></ul></ul><ul><ul><li>Dashboards for simplified activity views </li></ul></ul><ul><ul><li>Keep it simple - Ease of use, ease of implementation/deployment, ease of support </li></ul></ul><ul><ul><ul><li>Global Sales Structure, multiple languages, network issues </li></ul></ul></ul><ul><ul><li>Organizational structural change supported by system </li></ul></ul><ul><ul><ul><li>Global sales channels </li></ul></ul></ul><ul><li>Standardization </li></ul><ul><ul><li>Global implementation – 26 countries, multiple languages </li></ul></ul><ul><ul><li>Implementation across all sales channels – Direct and Partners </li></ul></ul><ul><ul><li>No steps backwards – baseline was current functionality </li></ul></ul><ul><ul><li>Integration with other systems that touch sales – SAP, etc. </li></ul></ul>
    13. 13. Project Phase 1
    14. 14. Taking the sales process to the next level <ul><li>Business Challenges </li></ul><ul><ul><li>Our own success </li></ul></ul><ul><ul><li>Lack of standard, common sales tools </li></ul></ul><ul><ul><li>Poor information for insight to sales processes </li></ul></ul><ul><ul><li>Only local lead generation/management </li></ul></ul><ul><ul><li>High revenue growth </li></ul></ul><ul><li>Technology Challenges </li></ul><ul><ul><li>Data, Data, Data (paradigm shift) </li></ul></ul><ul><ul><li>Integration between systems </li></ul></ul><ul><ul><li>Customization Culture (lack of standards) </li></ul></ul>“It’s about transforming our business” – John Graham, EVP, Global Sales
    15. 15. Project Overview <ul><li>Rollout Strategy </li></ul><ul><ul><li>Global Deployment – 3 weeks rolling training & deployment </li></ul></ul><ul><ul><ul><li>Zone “War Rooms” to monitor issues </li></ul></ul></ul><ul><ul><ul><li>Adoption metrics </li></ul></ul></ul><ul><ul><ul><li>26 countries, 4 languages (Phase 1) </li></ul></ul></ul><ul><ul><ul><li>All channels – Direct (650) & Partners (1000) </li></ul></ul></ul><ul><li>Metrics </li></ul><ul><ul><li>No loss in pipeline - # of opps, value of pipeline </li></ul></ul><ul><ul><li>Adoption </li></ul></ul><ul><ul><ul><li>% of users logging in on a regular basis </li></ul></ul></ul><ul><ul><ul><li>% of managers using tool for review meetings </li></ul></ul></ul><ul><ul><ul><li>Data quality </li></ul></ul></ul>
    16. 16. Implementation Background <ul><li>Phase 1 </li></ul><ul><ul><li>900,000 accounts – D&B basis </li></ul></ul><ul><ul><li>Migrated 6 “CRM” databases </li></ul></ul><ul><ul><li>6 Integration Points </li></ul></ul><ul><ul><ul><li>Intranet Sales Information System </li></ul></ul></ul><ul><ul><ul><li>In house quoting system </li></ul></ul></ul><ul><ul><ul><li>2 outside marketing firms (lead generation) </li></ul></ul></ul><ul><ul><ul><li>2 SAP points (Sales Order Entry Form, Business Closed) </li></ul></ul></ul><ul><ul><li>4 languages – English, Japanese, Chinese, Korean </li></ul></ul>
    17. 17. Standardization & Simplification <ul><li>Standardization </li></ul><ul><ul><li>Sales Definitions – Lead, Account, Opportunity, etc </li></ul></ul><ul><ul><li>Sales Processes – Lead conversion, Opportunity Process, Partnering </li></ul></ul><ul><ul><li>Interfaces to other systems </li></ul></ul><ul><li>Simplification </li></ul><ul><ul><li>Metrics </li></ul></ul><ul><ul><li>Account Management </li></ul></ul><ul><ul><li>Lead Management </li></ul></ul>
    18. 18. Sales Definitions <ul><li>Prior to Salesforce </li></ul><ul><li>Various definitions around the globe of: </li></ul><ul><ul><li>Leads – alignment of Sales & Marketing </li></ul></ul><ul><ul><li>Accounts – alignment of CRM and ERP </li></ul></ul><ul><ul><li>Opportunities – alignment of global sales mgt. </li></ul></ul><ul><ul><li>Contacts – alignment of Sales & Marketing </li></ul></ul><ul><li>After Salesforce </li></ul><ul><li>Standardized definitions resulting in: </li></ul><ul><ul><li>Common global sales & marketing “language” </li></ul></ul><ul><ul><li>More efficient processes </li></ul></ul><ul><ul><li>Better insight into customer capture process </li></ul></ul><ul><ul><li>Better customer information – deeper, more consistent </li></ul></ul>
    19. 19. Sales Processes <ul><li>Prior to Salesforce </li></ul><ul><ul><li>Zone silo culture </li></ul></ul><ul><ul><li>Opportunity/pipeline centric not account mgt. </li></ul></ul><ul><ul><li>Difficult sales collaboration </li></ul></ul><ul><ul><li>Sporadic Territory and Account Reviews </li></ul></ul><ul><li>After Salesforce </li></ul><ul><ul><li>Collaboration culture </li></ul></ul><ul><ul><li>Account centric </li></ul></ul><ul><ul><li>Standardized global processes with direct and partner sales channel </li></ul></ul><ul><ul><li>Structured Territory and Account planning </li></ul></ul><ul><ul><li>More complete market coverage </li></ul></ul><ul><ul><li>Deeper visibility into sales process </li></ul></ul>
    20. 20. Business Processes - Interfaces <ul><li>Prior to Salesforce </li></ul><ul><ul><li>Lack of integration with back-end application – more application silos </li></ul></ul><ul><ul><li>Data silos </li></ul></ul><ul><ul><li>Limited customization capabilities </li></ul></ul><ul><li>After Salesforce </li></ul><ul><ul><li>Integrated with SAP – phase 1 </li></ul></ul><ul><ul><li>Phase 1 integration to market data </li></ul></ul><ul><ul><li>GUI based customizations that survive upgrades </li></ul></ul>
    21. 21. Metrics/Visibility <ul><li>Prior to Salesforce </li></ul><ul><ul><li>No common metrics or dashboards </li></ul></ul><ul><ul><li>Lack of common executive reports/data </li></ul></ul><ul><ul><li>Poor pipeline mgt </li></ul></ul><ul><ul><li>Inconsistent forecasting </li></ul></ul><ul><li>After Salesforce </li></ul><ul><ul><li>More Consistent Forecasting & Metric Reporting </li></ul></ul><ul><ul><li>Common Dashboard format for all levels </li></ul></ul>
    22. 22. Account/Territory Management <ul><li>Prior to Salesforce </li></ul><ul><ul><li>Difficult insight into account/territory coverage </li></ul></ul><ul><ul><li>Loss of institutional knowledge when reps departed </li></ul></ul><ul><li>After Salesforce </li></ul><ul><ul><li>Systemic planning to better account/territory coverage </li></ul></ul><ul><ul><li>Better customer transitions to new reps across globe </li></ul></ul>
    23. 23. Lead Management <ul><li>Prior to Salesforce </li></ul><ul><ul><li>Missing opportunities due to heterogeneous lead management processes </li></ul></ul><ul><ul><li>Manual processes were overloaded </li></ul></ul><ul><li>After Salesforce </li></ul><ul><ul><li>Systemic global lead management process </li></ul></ul><ul><ul><li>More efficient lead processing </li></ul></ul>
    24. 24. Key Success Factors <ul><li>Application Architecture (SaaS, SOA) for: </li></ul><ul><ul><li>Ease of configuration </li></ul></ul><ul><ul><li>Ease of deployment </li></ul></ul><ul><ul><li>Ease of integration </li></ul></ul><ul><ul><li>Ease of use </li></ul></ul><ul><li>Global Dedicated Field Project Team </li></ul><ul><li>Global Vendor Support </li></ul><ul><li>Global Internal Support </li></ul><ul><li>Executive Sponsorship (CEO, EVP Sales, EVP Marketing) </li></ul>“Keep it simple and keep it consistent” John Graham, EVP Global Sales & Services
    25. 25. Key Take-aways <ul><li>Executives MUST Drive Adoption </li></ul><ul><li>Crawl, walk, run (Phases) – Don’t try to eat the elephant in one bite </li></ul><ul><li>Be realistic about what this will cause in your org (paradigm/culture shift) </li></ul><ul><li>Design from field sales point of view – reporting will evolve naturally </li></ul><ul><li>Have a strong, engaged project team with broad representation: </li></ul><ul><ul><li>Field Sales </li></ul></ul><ul><ul><li>Sales Mgt </li></ul></ul><ul><ul><li>IT </li></ul></ul><ul><ul><li>Salesforce.com </li></ul></ul><ul><ul><li>Operations </li></ul></ul><ul><li>Meet face-to-face often, have executive reviews </li></ul><ul><li>Clear communications to field (manage expectations) </li></ul><ul><li>It is a journey, not a destination </li></ul>
    26. 26. Summary <ul><li>Standardization </li></ul><ul><ul><li>Sales Definitions – Lead, Account, Opportunity, etc </li></ul></ul><ul><ul><li>Sales Processes – Lead conversion, Opportunity Process, Partnering </li></ul></ul><ul><ul><li>Interfaces to other systems </li></ul></ul><ul><li>Simplification </li></ul><ul><ul><li>Metrics </li></ul></ul><ul><ul><li>Account Management </li></ul></ul><ul><ul><li>Lead Management </li></ul></ul>
    27. 27. Instant Stardom: Simplification and Standardization using SaaS Scott Bell, Global Sales Programs Siemens PLM Software Executive: C-Level Strategy
    28. 28. 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>
    29. 29. Scott Bell Global Sales Programs QUESTION & ANSWER SESSION PLM Software

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