I F N008 K Vessali 91907


Published on

Full session information and video available on successforce.com.

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

  • Be the first to like this

I F N008 K Vessali 91907

  1. 1. Government On Demand Mike Goodrich, Arlington Economic Development Lisa Glass, NPower NY Peter Reis, Wyoming Business Council Jonathan Vaughan, New Demand LLC Industry Focus: Nonprofit, Government and Education
  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. Mike Goodrich Director of Administration Arlington Economic Development [email_address]
  4. 4. All About Arlington Economic Development & BizLaunch BizLaunch is Arlington’s small business assistance network, and your one-stop-shop for everything you’ll need to know about starting or growing a business in Arlington. BizLaunch partners with a wide variety of small business organizations to provide you with information on writing a business plan, taxes, permits, licensing, marketing, financing and just about anything else you’ll need to know to start or grow your business in Arlington. In addition, the BizLaunch center offers information, counseling, and research opportunities. Arlington Economic Development (AED), is the Arlington County Government Department which is dedicated to the preservation and enhancement of an economically vital, competitive, and sustainable community by providing aggressive leadership and superior service to the commercial, visitors and housing development sectors of Arlington's economy.
  5. 5. All About Arlington Economic Development & BizLaunch, continued… <ul><ul><li>INDUSTRY : Local Government </li></ul></ul><ul><ul><li>EMPLOYEES : 32 </li></ul></ul><ul><ul><li>GEOGRAPHY : Mid-Atlantic </li></ul></ul><ul><ul><li># USERS : 32 </li></ul></ul><ul><ul><li>PRODUCTS USED : SFA, test drove AppExchange applications </li></ul></ul>
  6. 6. Key Challenges <ul><li>Knowing our clients </li></ul><ul><li>Capture all prospective BizLaunch clients through multiple channels </li></ul><ul><li>Sort all communications and disseminate program information to clients </li></ul><ul><li>Arrange consultations and a system to track the distribution of client information </li></ul><ul><li>Track events each client has attended </li></ul><ul><li>Servicing our clients </li></ul><ul><li>Inform clients of upcoming events </li></ul><ul><li>Recommend course of action </li></ul><ul><li>Provide referrals to other small business service providers and vice versa </li></ul><ul><li>Performance reporting </li></ul><ul><li>Conduct outcomes measurement </li></ul><ul><li>Report on outcomes </li></ul>
  7. 7. The Solution <ul><li>Capture and manage all relevant information: </li></ul><ul><li>Contact information </li></ul><ul><li>Source of referral to BizLaunch </li></ul><ul><li>Business type and stage of business formation </li></ul><ul><li>Type of services required </li></ul><ul><li>Workshops they have attended or would like to attend </li></ul>Implemented automated (web2lead) and manual processes to capture BizLaunch clients as leads <ul><li>Deployment Details </li></ul><ul><ul><li>Products implemented SFA </li></ul></ul><ul><ul><li>#Users 32 </li></ul></ul><ul><ul><li>Integration points 2 </li></ul></ul><ul><ul><li>Training No </li></ul></ul><ul><ul><li>Business Units affected 1 </li></ul></ul><ul><ul><li>Ongoing improvements Yes </li></ul></ul>
  8. 8. The Solution, continued Online form is filled out (Client or Staff) Lead is created Execute email campaigns to notify leads of upcoming events
  9. 9. Results <ul><li>Increased visibility for BizLaunch program </li></ul><ul><li>Increased visibility for the award winning staff </li></ul><ul><ul><li>Small Business Administration, Washington Metropolitan Area District Office, Minority Small Business Person of the Year – 2006 </li></ul></ul><ul><li>Increased accuracy of client information </li></ul><ul><li>Higher customer satisfaction </li></ul><ul><ul><li>Achieved 99% satisfaction rating </li></ul></ul><ul><li>Focused performance metrics on outcomes </li></ul>
  10. 10. Keys to Success <ul><li>Program: Biz Launch </li></ul><ul><li># Users: 3 </li></ul><ul><li>Key Requirements </li></ul><ul><ul><li>Share client information </li></ul></ul><ul><ul><li>Drive clients to integrated website </li></ul></ul><ul><ul><li>Achieve seamless client interaction </li></ul></ul><ul><li>Key Benefits </li></ul><ul><ul><li>Eliminated manual data entry </li></ul></ul><ul><ul><li>Data gathering completed prior to client meeting </li></ul></ul><ul><ul><li>Data accuracy is enhanced </li></ul></ul><ul><ul><li>Longitudinal data can now be tracked </li></ul></ul>
  11. 11. Imagine it. Learn it. Use it. <ul><li>Customers can assist with data integrity </li></ul><ul><li>Understand and use outcome measures </li></ul><ul><li>Automate your website to the greatest extent possible </li></ul><ul><li>Streamline the data gathering process </li></ul><ul><li>Modify your business process to drive clients to your website </li></ul><ul><li>Continuously review your business processes and don’t be afraid to modify </li></ul>
  12. 12. Lisa Glass, MSSW Project Manager NPower NY [email_address]
  13. 13. About NPower NY <ul><ul><li>ROLE : Nonprofit technology service provider & Salesforce implementation partner </li></ul></ul><ul><ul><li>TOTAL EMPLOYEES : 32 </li></ul></ul><ul><ul><li>SALESFORCE TEAM : 7 </li></ul></ul><ul><ul><li>NUMER OF MEMBERS: 536 </li></ul></ul><ul><ul><li>GEOGRAPHY : New York affiliate of National Network </li></ul></ul><ul><ul><li>POSITION: Largest nonprofit Salesforce partner in the Northeast </li></ul></ul><ul><ul><li>AWARD: Our client received the 2006 “Best Nonprofit Salesforce Implementation” </li></ul></ul>
  14. 14. About 211-311 <ul><li>311 system </li></ul><ul><ul><li>Non-emergency requests for service, such as hazardous potholes, hydrant, graffiti or parking violation </li></ul></ul><ul><li>211 system </li></ul><ul><ul><li>Connects citizens with needed human services, such as homeless, substance abuse treatment, and mental health services </li></ul></ul>
  15. 15. Problem: Pothole 311
  16. 16. 211-311 Call Management Approach Option A Call Center 311 **211 211 211 211 211 Service Provider Cluster 211 211 Service Provider or MSO Warm Transfer Electronic Referral Option B 311 (211) **211 Warm Transfer Electronic Referral 211 Call Center 211 Service Providers Automatic routing of 211 ** Basic contact information & service request type is logged ** Basic contact information & service request type is logged
  17. 17. Challenges <ul><li>Most systems are expensive </li></ul><ul><li>Time to get up and running </li></ul><ul><li>Information transfer is cumbersome </li></ul><ul><li>State reporting requirements take a lot of time </li></ul><ul><li>Security of data is crucial </li></ul><ul><li>Quality of the customer experience is critical </li></ul>
  18. 18. The Solution 1 2 1 2 3 Agent enters key words- “hunger” “no food” Agent Takes Call and Opens 211 Case from Sally Sherman Agent can request a suggested solution provider Agent is able to refer the case to the recommended community service provider “Mercer Street Friends Pantry” 3 Recommended Solution
  19. 19. The Solution Case Manager at Mercer Street Reviews New Cases Mercer Street Friends Pantry “Accepts” referred case and begins the process to help Sally. Mercer Street eventually closes the Sally case – the Call Center gets updated. 4 5 6 4 5 Incoming Sally Sherman Case to Mercer Street 6 “ Closed” Sally Sherman Case
  20. 20. The Result <ul><li>Pre-built integration with phone system= rapid deployment </li></ul><ul><li>Significantly lower start-up and on-going costs </li></ul><ul><li>Standardized user interface for greater productivity </li></ul><ul><li>Integrated call control, tracking, reporting </li></ul><ul><li>State reporting and data administration easier, real time data </li></ul><ul><li>Capacity building: technology in the hands of nonprofits </li></ul><ul><li>City to Nonprofit bridge </li></ul><ul><li>Better service for the customer </li></ul>
  21. 21. The Result: Collaboration of Service Providers Quality Outcomes Person in need
  22. 22. Peter Reis Chief Support Services Officer [email_address]
  23. 23. All About Wyoming Business Council <ul><ul><li>INDUSTRY : State Economic Development </li></ul></ul><ul><ul><li>EMPLOYEES : 71 </li></ul></ul><ul><ul><li>GEOGRAPHY : State of Wyoming </li></ul></ul><ul><ul><li># USERS : 37 </li></ul></ul><ul><ul><li>PRODUCT(S) USED : Enterprise Edition </li></ul></ul>
  24. 24. Wyoming Business Council <ul><li>Mission: is “To Facilitate the Growth of Wyoming’s Economy.” </li></ul><ul><ul><li>Community Development: Works with communities to develop infrastructure to become business-ready </li></ul></ul><ul><ul><li>Business Assistance: Helps retain and expand existing Wyoming businesses and industries </li></ul></ul><ul><ul><li>Business Recruitment: Recruits targeted businesses and their support businesses to the state </li></ul></ul>
  25. 25. Biennium 2007-2008 Budget <ul><li>Community Development </li></ul><ul><li>Business Assistance </li></ul><ul><li>Business Recruitment </li></ul>
  26. 26. Business Assistance <ul><li>The WBC helps businesses start, grow and expand through: </li></ul><ul><ul><li>Agribusiness Assistance </li></ul></ul><ul><ul><li>General Counseling </li></ul></ul><ul><ul><li>Business Plan Development </li></ul></ul><ul><ul><li>Financial Resources </li></ul></ul><ul><ul><li>Marketing </li></ul></ul><ul><ul><li>Product Development </li></ul></ul><ul><ul><li>Intellectual Property Assistance </li></ul></ul><ul><ul><li>Manufacturing Assistance </li></ul></ul>
  27. 27. Business Recruitment & Community Development <ul><li>Business Recruitment </li></ul><ul><ul><li>Markets Wyoming as a business destination </li></ul></ul><ul><ul><li>Locates prospect companies through in-house and contracted research and personal contacts & outreach efforts </li></ul></ul><ul><li>Community Development </li></ul><ul><ul><ul><li>The WBC helps build attractive, high quality-of-life communities that have “business ready” infrastructure through: </li></ul></ul></ul><ul><ul><ul><ul><li>Community assessments </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Grants ($100 million) </li></ul></ul></ul></ul>
  28. 28. University of Wyoming Partners <ul><li>Government Resources and Opportunities for Business </li></ul><ul><li>Wyoming Market Research Center </li></ul><ul><li>Manufacturing-Works </li></ul><ul><li>Wyoming Research Products Center </li></ul><ul><li>Wyoming Small Business Development Center (SBDC) </li></ul><ul><li>Wyoming Women’s Business Center </li></ul><ul><li>Small Business Innovation Research (SBIR) </li></ul>
  29. 29. Key Challenges <ul><li>Collaboration and Information Sharing </li></ul><ul><ul><li>Lack of automation </li></ul></ul><ul><ul><li>Lack of a centralized database – every unit had its own </li></ul></ul><ul><ul><li>No central contact information source for staff to use </li></ul></ul><ul><ul><li>Integration between systems </li></ul></ul><ul><ul><li>Very rural locations </li></ul></ul><ul><ul><li>Numerous partnerships </li></ul></ul>
  30. 30. The Solution <ul><li>5 year search for CRM system that would meet our need </li></ul><ul><ul><li>Interface with Outlook </li></ul></ul><ul><ul><li>Client Centric </li></ul></ul><ul><ul><li>Web based </li></ul></ul><ul><ul><li>Easily modifiable </li></ul></ul><ul><ul><li>Integrated with Partner’s systems effectively </li></ul></ul><ul><ul><li>Proven track record </li></ul></ul><ul><li>Work in progress </li></ul><ul><ul><li>Developing extensive dashboard reports </li></ul></ul>
  31. 31. Salesforce Implementation <ul><li>6 months </li></ul><ul><ul><li>Use of project team </li></ul></ul><ul><ul><li>Customized standard system </li></ul></ul><ul><ul><ul><li>3 custom tabs </li></ul></ul></ul><ul><ul><ul><li>18 record types </li></ul></ul></ul><ul><ul><ul><li>Over 200 custom fields </li></ul></ul></ul><ul><ul><li>User’s Guide </li></ul></ul>
  32. 32. Outcome Based Performance Measurement <ul><li>Previous Method </li></ul><ul><ul><li>Director’s manually tracked client information </li></ul></ul><ul><li>Salesforce Provides: </li></ul><ul><ul><li>An easy way to summarize service outcomes </li></ul></ul><ul><ul><li>To meet requirements of the Wyoming Strategic Planning Process – which is tied to: </li></ul></ul><ul><ul><ul><li>Budget </li></ul></ul></ul><ul><ul><ul><li>Headcount </li></ul></ul></ul><ul><ul><ul><li>Governor’s report </li></ul></ul></ul>
  33. 33. Samples of Wyoming Strategic Plan Accountability Measures <ul><li>Performance Measure #1: Percentage of cities, towns and counties receiving services from the Wyoming Business Council to total of 23 counties and 99 incorporated cites and towns </li></ul>
  34. 34. Projects To Be Completed: <ul><li>Creation of Dashboards to match our Strategic Plan Graphs </li></ul><ul><li>Integration of our UW Partners in Salesforce </li></ul><ul><ul><li>Concern over the Privacy Protection for SBDC Clients –Section 15 USC 648 </li></ul></ul><ul><li>Selection and Implementation of Customer Satisfaction Survey – randomly generated by Salesforce </li></ul>
  35. 35. Salesforce Deliverables: <ul><li>Single Operational View </li></ul><ul><ul><li>Accuracy and central </li></ul></ul><ul><ul><li>data source </li></ul></ul><ul><li>Proactive Services </li></ul><ul><ul><li>Outcome based focus </li></ul></ul><ul><li>Higher Customer Satisfaction </li></ul><ul><ul><li>Fosters collaboration among Partners </li></ul></ul><ul><li>Visibility – Legislature, JAC, Public </li></ul><ul><ul><li>Track results </li></ul></ul>
  36. 36. 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 </li></ul></ul><ul><ul><li>Centralize </li></ul></ul><ul><ul><li>Implement </li></ul></ul><ul><ul><li>Integrate </li></ul></ul>
  37. 37. Jonathan Vaughan Managing Partner [email_address] New Demand LLC
  38. 38. Case Study: Customer Service and Support <ul><ul><li>PUBLIC SECTOR : Mass Transit </li></ul></ul><ul><ul><li>EMPLOYEES : 11,000 </li></ul></ul><ul><ul><li>GEOGRAPHY : US - New Jersey </li></ul></ul><ul><ul><li># USERS : 150 </li></ul></ul><ul><ul><li>PRODUCT(S) USED : Service & Support, SFA, 3 downloaded AppExchange applications </li></ul></ul>Live since 2005 Coming soon
  39. 39. Summary of Challenges <ul><li>Response to change – too slow </li></ul><ul><ul><li>Inability to respond quickly to new customer service needs </li></ul></ul><ul><ul><li>Slow response to customers </li></ul></ul><ul><ul><li>Multi-channel service but single channel systems </li></ul></ul><ul><ul><li>Un-analyzable information </li></ul></ul><ul><ul><li>IT infrastructure & resource barriers </li></ul></ul>
  40. 40. Specific Challenges <ul><li>Business Issues </li></ul><ul><ul><li>Separate customer service operations </li></ul></ul><ul><ul><li>Fragmented feedback channels to customers </li></ul></ul><ul><ul><li>No operational feedback loop </li></ul></ul><ul><ul><li>Poor customer knowledge </li></ul></ul><ul><ul><li>Poor information quality </li></ul></ul><ul><li>Technology Issues </li></ul><ul><ul><li>Multiple, proprietary, small-scale customer service systems </li></ul></ul><ul><ul><li>Complex business rules – complex customization </li></ul></ul><ul><ul><li>Cultural change – On Demand environment </li></ul></ul>
  41. 41. Evolving Solution A B C D Multi-Channel Case Capture Custom Objects Operations Response Personal Performance Dashboards AppExchange Partners: Clicktools, ActivePrime, Pervasive, Crystal Reports
  42. 42. Solution as currently implemented <ul><li>Customer Service for the general public </li></ul><ul><li># Users: 150 </li></ul><ul><li>Key requirements met </li></ul><ul><ul><li>Closed loop feedback to operations units </li></ul></ul><ul><ul><li>Integrated multi-channel service </li></ul></ul><ul><ul><li>Shared operational metrics </li></ul></ul><ul><li>Key benefits achieved </li></ul><ul><ul><li>Doubled capacity with no additional staff </li></ul></ul><ul><ul><li>Common information base for planning and tracking results </li></ul></ul><ul><ul><li>Eliminated multiple inconsistent systems </li></ul></ul><ul><ul><li>Platform for innovation </li></ul></ul>
  43. 43. The Dog that didn’t bark….. <ul><ul><li>No System crashes </li></ul></ul><ul><ul><li>No disruption from new Salesforce releases </li></ul></ul><ul><ul><li>No need for consultants to support the system once implemented </li></ul></ul><ul><ul><li>No data corruption problems </li></ul></ul>Unlike traditional IT systems, the NJ TRANSIT On Demand environment has continued to evolve. The Customer Service system has improved, new applications have been developed, and new capabilities, such as online customer surveys, have been easily integrated.
  44. 44. Mike Goodrich Director of Administration Arlington Economic Development Kaveh Vessali VP, Public Sector Solutions Salesforce.com Moderated By: Lisa Glass Project Manager NPower New York Peter Reis Chief Support Services Officer Wyoming Business Council Jonathan Vaughan Managing Partner New Demand QUESTION & ANSWER SESSION
  45. 45. Don’t miss these Activities: <ul><li>Visit our Nonprofit, Government and Education Expo </li></ul><ul><ul><li>Meet over 300 Attendees </li></ul></ul><ul><ul><li>See 17 Partner Solutions </li></ul></ul><ul><ul><li>Enjoy a Latte and Network in our Industries Lounge </li></ul></ul><ul><ul><li>salesforcefoundation.org/npdreamforce07 </li></ul></ul>
  46. 46. 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>