S D M004 Garoutte 091807

4,334 views

Published on

Full session information and video available on successforce.com.

Published in: Economy & Finance, Business
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
4,334
On SlideShare
0
From Embeds
0
Number of Embeds
2,905
Actions
Shares
0
Downloads
199
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • S D M004 Garoutte 091807

    1. 1. Strategic Account Planning Jason Garoutte, salesforce.com Gary Hanna, salesforce.com Anthony Forbes-Roberts, Carlson Companies Track: Million Dollar Producer
    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. Session Goals <ul><li>Learn how to define strategic accounts </li></ul><ul><li>Discuss why they deserve special focus </li></ul><ul><li>See how to manage these special accounts using Salesforce </li></ul><ul><ul><li>Gary Hanna – strategy at salesforce.com </li></ul></ul><ul><ul><li>Jason Garoutte – demo of our custom app </li></ul></ul><ul><ul><li>Anton Forbes-Roberts – Carlson’s custom app </li></ul></ul>
    4. 4. Gary Hanna Senior Vice President, North American Field Sales Salesforce.com [email_address]
    5. 5. Areas Where We Needed to Improve <ul><li>Deal-focused rather than account focused </li></ul><ul><li>Only thinking 2-3 months out </li></ul><ul><li>Shying away from elephant hunting </li></ul><ul><li>Coordinating across a corporate family </li></ul>
    6. 6. When You Drive Somewhere New…
    7. 7. Strategic Account Planning <ul><li>Speak a common language </li></ul><ul><li>Identify accounts with most potential </li></ul><ul><li>Quantify the “whitespace” </li></ul><ul><li>Document the customer’s business issues </li></ul><ul><li>Share our plan internally </li></ul>
    8. 8. The Old Way of Account Planning <ul><li>Inconsistent </li></ul><ul><li>No common language </li></ul><ul><li>PowerPoint, Word, Excel , napkins </li></ul><ul><li>Version control problems </li></ul><ul><li>No way to track </li></ul><ul><li>“Instead, let’s drink our own champagne.” </li></ul>
    9. 9. <ul><li>Sales, strategy, product, and marketing all play part. </li></ul><ul><li>For us, strategic is a </li></ul><ul><ul><li>Bellwether reference </li></ul></ul><ul><ul><li>In a target industry </li></ul></ul><ul><ul><li>With seat potential above X </li></ul></ul><ul><li>Involve managers in selection </li></ul>First We Had to Define “Strategic”
    10. 10. Sales Reps Had to See the Benefit <ul><li>Build pipeline more quickly </li></ul><ul><li>Increase close rates </li></ul><ul><li>Coordinate with the team </li></ul><ul><li>Communicate quickly with manager </li></ul>
    11. 11. Keep it Simple <ul><li>Few fields </li></ul><ul><li>Few related lists </li></ul><ul><li>No redundancy – most information still kept at Account level </li></ul>
    12. 12. When is it Done? 3 Answers in 3 Minutes Treasure Keys Map What is the potential? What are keys to unlocking? How will we get there?
    13. 13. The Treasure: Potential Salesforce Users
    14. 14. The Keys: Any Number of Business Issues
    15. 15. The Map: Background and Overall Strategy
    16. 16. The Map: High-Level Tasks & Activities
    17. 17. Expect What You Inspect Not Started Under Construction Ready For Inspection Approved Stages for Each Account Plan
    18. 18. Dashboard Tracks Our Progress
    19. 19. Now We Measure Progress Against Plan Goals <ul><li>Weekly regional meetings </li></ul><ul><li>Monthly executive meetings – key accounts scheduled for discussion </li></ul><ul><li>Did the rep go where they said they would? </li></ul>Or did they drive off a cliff?
    20. 20. Results <ul><li>200 account plans created so far </li></ul><ul><li>Tracked in dashboard </li></ul><ul><li>Proactive executive review of top accounts </li></ul><ul><li>Real test is our pipeline in these accounts </li></ul><ul><ul><li>Ask me again in one year </li></ul></ul>“ It’s great that we got this out of PowerPoint. There’s no question this is going to help me sell.” -- Financial services rep, Northeast region
    21. 21. Jason Garoutte Vice President, Field Operations [email_address]
    22. 22. Appexchange as a Starting Place
    23. 23. How We Deployed to 150 reps in 90 Days <ul><li>Started with executive sponsorship </li></ul><ul><li>Solicited ideas from reps </li></ul><ul><li>Focus groups and guinea pigs </li></ul><ul><li>Built prototype in 2 days! </li></ul><ul><li>Operations did the set-up </li></ul><ul><li>Lots of training </li></ul><ul><li>Set expectations with deadlines and dashboard </li></ul>
    24. 24. DEMO
    25. 25. Some hidden slides follow (in case no internet during presentation)
    26. 26. Related Lists
    27. 27. Many Accounts under Each Plan <ul><li>Current Licenses / Potential Licenses = Penetration </li></ul><ul><li>At-Risk Indicator </li></ul>
    28. 28. How do I complete Business Issues? Anyone who has access to Account Plan tab can add or edit Business Issues.
    29. 29. A Trick for Increasing Visibility
    30. 30. A Tool for Better Account Research
    31. 31. A Tool for Building Org Charts
    32. 32. Tips for Printing an Account Plan <ul><li>Printable view </li></ul><ul><li>Dynamic assembly (e.g. Savo, Dreamfactory) </li></ul>
    33. 33. Anthony Forbes-Roberts Enterprise Sales CRM Manager CARLSON COMPANIES INC. [email_address]
    34. 34. <ul><li>Global leader in the marketing, travel, and hospitality industries </li></ul><ul><ul><li>Ranked among largest privately held corporations in the USA </li></ul></ul><ul><ul><li>Based in Minneapolis, Minnesota </li></ul></ul><ul><ul><li>Carlson-related brands and services employ 170,000 people in 150 countries </li></ul></ul><ul><ul><li>and territories. </li></ul></ul><ul><li>Currently 1400 users in 5 operating groups (OGs) on a single EE org </li></ul><ul><ul><li>Additional 30 users on PE in a small APAC business unit </li></ul></ul><ul><ul><li>Target Accounts include Fortune 1000-type businesses, potential franchisees, </li></ul></ul><ul><ul><li>travel agencies, and consumers. </li></ul></ul><ul><li>Enterprise focus on large B2B customers – ‘SAM’ </li></ul><ul><ul><li>Potential relationships for more than one OG </li></ul></ul><ul><ul><li>Cross- and up-sell opportunities generate long term success and high </li></ul></ul><ul><ul><li>commissions </li></ul></ul>
    35. 35. Carlson’s Strategic Account Management <ul><li>Strategic Account Management, better known as “SAM,” is designed to build better and deeper customer relationships . </li></ul><ul><li>SAM is the process that promotes a unified sales effort across Carlson to make us more effective at influencing our clients. </li></ul><ul><li>In doing so, we bring in more revenue than we could acting as independent operating groups. </li></ul><ul><li>The SAM team consists of sales leaders from across Carlson </li></ul><ul><li>Our wins are gained through: </li></ul><ul><ul><li>Growing revenue in our named strategic accounts </li></ul></ul><ul><ul><li>Executing enterprise sales opportunities </li></ul></ul>SAM is about teamwork across the Enterprise
    36. 36. Selecting SAM Accounts <ul><li>In general, SAM Accounts have the following characteristics: </li></ul><ul><li>Fortune 500 </li></ul><ul><li>Large employee basis </li></ul><ul><li>Large global footprint </li></ul><ul><li>Financially healthy </li></ul><ul><li>Carlson category spend (balance of trade) </li></ul><ul><li>SAM team re-evaluates accounts annually to ensure we have the right portfolio to maximize revenue </li></ul>SAM Account Portfolio Data
    37. 37. Enabling SAM Success Process and technology drive collaboration <ul><li>Common interests, values, incentives </li></ul>Collaboration <ul><li>Common processes & language: </li></ul><ul><li>Sales stages (SU – P1) </li></ul><ul><li>Opportunity values (Gross </li></ul><ul><li>Sales/Net Revenue) </li></ul><ul><li>Account naming (common using </li></ul><ul><li>Dun & Bradstreet) </li></ul>Communication <ul><li>Common global B2B technology platform (SFDC) </li></ul>Visibility Enablers Success Factors
    38. 38. Enabling global account collaboration Current totals and targets defined Each SAM Account has a record in SFDC D & B match populates key global parent account info Scorecard measures define account status ‘Click-through’ to all Accounts, Contacts, and Opportunities across Carlson
    39. 39. Institutionalizing Common Processes and Language Common stage nomenclature Common Opportunity values VOC incorporated into stage process
    40. 40. Identifying Individual SAM Opportunities The SAM section is near the bottom 2. Check the SAM box and 3. Add a Net Revenue figure 4. Type the name of your SAM team lead 1. Once you have determined the Opportunity is a SAM one, click the ‘EDIT’ button
    41. 41. Tracking SAM Performance Net Revenue the key foundational metric
    42. 42. Managing SAM Performance to Goal ‘ Red, yellow, and green’ traffic light format shows us pipeline coverage by individual Pipeline performance tracked by region, business unit, and SAM member Where we need to go Where we are What is our nominal and weighted pipeline value Whether we will meet our goal
    43. 43. Achieving the right results <ul><li>SAM Net Revenue </li></ul><ul><ul><li>Increased by 40% over 2006 </li></ul></ul><ul><ul><li>On track to exceed 2007 goal by 22% </li></ul></ul><ul><li>Growth </li></ul><ul><ul><li>Increased # of SAM accounts by 30% in 2007 </li></ul></ul><ul><ul><li>Revenue from SAM accounts increased 51% over 2006 </li></ul></ul><ul><li>Best Practices </li></ul><ul><ul><li>First single source of cross-unit B2B account info in Carlson’s history </li></ul></ul><ul><ul><li>SAM pipeline management principles the Carlson ‘standard’ </li></ul></ul><ul><ul><li>Focus on revenue; key fields drive tool simplicity </li></ul></ul>
    44. 44. Advice <ul><li>Be customer-driven </li></ul><ul><ul><li>Be easy to buy from and sell for </li></ul></ul><ul><ul><li>Build only what you need </li></ul></ul><ul><li>Be as simple as possible </li></ul><ul><li>Don’t give up </li></ul>
    45. 45. 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>
    46. 46. Anthony Forbes-Roberts CRM Enterprise Manager Gary Hanna SVP North America Field Sales Jason Garoutte VP, Field Operations QUESTION & ANSWER SESSION Carlson Companies salesforce.com salesforce.com

    ×