1. © 2015 Rightpoint Consulting LLC. All Rights Reserved
Salesforce Relaunch
FEATURING CUSTOMER SUCCESS STORY FROM

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Introductions
2
Luke Hitpas
Senior Salesforce
Consultant, Rightpoint
Heather Schreiber
IT Senior Application
Development Manager,
Aon

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• Introductions
• Overview of how Aon uses Salesforce
• Aon Salesforce Relaunch
‣ Why we were in need of a relaunch
‣ How we got started
‣ Guiding principles
‣ Best practices
‣ Lessons learned
• Q&A
• Happy Hour & Hors D'oeuvres
Agenda

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• Aon has multiple Salesforce instances with Aon Risk Services (ARS) and Aon Hewitt being the largest
• Aon utilizes Salesforce for:
‣ Pipeline Management
‣ Client Promise
‣ Aon Choice
‣ Proposal Requests
‣ Campaign Management
• ARS Instance alone supports 7,000+ users in 85 countries
‣ Advanced Currency Management
‣ Five Supported Languages
Overview of how Aon uses Salesforce

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Why the need
for a Relaunch

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• Aon started using Salesforce in 2006 and over time, lack of governance resulted in
disparate processes across regions and countries.
• To support these individual processes, ARS Salesforce resulted in:
375 Profiles
down to 10
1,868 Roles
down to 200
415+ Sharing
Rules
down to 90
48 Opportunities
Record Types
down to 5
465 Custom
Fields Accounts
down to 80
154 Custom
Fields Contacts
down to 50
241
Custom Fields
Opportunities
down to 30
50+ Total
Page Layouts
down to 7
85 Price
Books
down to 1
700 Products
down to 200

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How we got started
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• In November, 2013 a governance council was formed.
‣ Regional leads from United States, Canada, LATAM, APAC, and EMEA
‣ Weekly meetings scheduled to gather requirements and discuss decisions
‣ It was decided to relaunch the current ARS org vs. starting over in a new org
(phased approach vs. big bang)
• Guiding principles were established for how we oversee and manage the
process/system

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Just because you can doesn’t mean
you should. Make global sustainable
decisions consistent with our Vision.
Maximize the value of Salesforce as a knowledge
sharing and collaboration tool for colleagues to
expand and improve the distinctive client value
we bring to clients and future clients.
Avoid code customization of systems
except where there is a clear short and
long term economic benefit.
Optimize the user experience
and value – keep it simple.
Until the Sales Machine and Salesforce
becomes fully implemented all cost
allocations should encourage rather than
discourage proper and consistent use.
Principles to guide decisions

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Absolute ‘cabinet solidarity’ – complete
support for decisions made by the council.
Our behaviors
Absolute agreement on the E2E sales
process and the core sub-processes.

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The way we oversee and
manage the process
11

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• All new requests require business
justification and review/approval by
the governance council. These
include but are not limited to:
‣ New fields
‣ New picklist values
‣ New validation rules
‣ New workflows
‣ New coding requirements
• Approval guideline: Is the request in
the spirit of the ARS relaunch efforts?
‣ Simplification of the system
‣ Enhanced end user experience
‣ Out of box functionality
‣ Supports consistent reporting
• This process was designed to
challenge business users on their
requests and to ensure that each
request is analyzed and not just
implemented upon request

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Analysis of all current
state functionality
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Security
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• Current state security (OWD’s) were private
for Accounts, Contacts, & Opportunities
‣ This resulted in a very high number of
duplicate records
• Future state security opened visibility to all
Accounts/Contacts and Opportunities are
shared within each country.
Fields
• Field Trip
• Panaya ChangeGuru
• Agree upon global fields, labels, help text,
and overall taxonomy

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Code
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• Analysis and clean-up to ensure code coverage
is sufficient for deployment
‣ Many configuration changes we were
making lowered code coverage
• Review current code to see if out of the
box functionality could be used instead
Workflows and Validations
• Full review and analysis of current state and/or
modifications to support new requirements

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Recommendations and Approach
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• After we completed our initial analysis,
we made recommendations and presented
options to the governance council via
demonstrations and POC’s
• Some of the recommendations included:
‣ Global page layouts for Accounts,
Contacts, and Opportunities
‣ New Opportunity record types which
included:
‣ Auto opportunity renewal creation
‣ Jeopardy tracking
‣ Global Programs (with revenue
splits across Accounts)
• One global Price Book
• One global Product list
• Out of the box revenue scheduler
• Restructure how data is entered
to remove inefficiencies
‣ Account ID’s (75 fields)
‣ Local Segmentation (40 fields)
‣ Publications (30 fields)
‣ Competitors (20 fields)
• Standardized global reports
and older structure

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• Centralized account creation team
• User onboarding team
• Turn off all outbound emails
• When to use permission sets vs. profiles
• Unicode 8 for data loads (special characters)
• No such thing as too much communication
• Host Q&A sessions with end users
• Train the trainer
• Review system permissions (Export rights, Account
creation, User onboarding)
• Perform a test deployment well in advance
• Establishing best practices for making changes in multiple
sandboxes
Best Practices

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Lessons Learned
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• Turn off all sharing rules before migrating
• User updates
• Regression test
• Need requirements sign off well in advance
• Need strong change management process
• Integration support
• Folder sharing due to Security/Role changes