Enterprise Adoption and Business Value

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Are you getting the user adoption you expected? Nearly every company could use a swift boost—whether you're rolling out Salesforce for the first time or just want to increase usage to drive business benefits. Learn how to measure, drive, and maintain adoption across the enterprise. Presented by: Heather Wintermantel of Adobe Systems, Inc., Daria Franciewicz of Dell and Evan Miller of Marshall & Ilsley Corporation.

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Enterprise Adoption and Business Value

  1. 1. Enterprise Adoption and BusinessValue: Part 1General Success: Large EnterpriseHeather Wintermantel, Adobe Systems, Inc.Daria Franciewicz, DellEvan Miller, Marshall & Ilsley Corporation
  2. 2. Safe HarborSafe harbor statement under the Private Securities Litigation Reform Act of 1995:This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any suchuncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differmaterially from the results expressed or implied by the forward-looking statements we make. All statements other thanstatements of historical fact could be deemed forward-looking, including any projections of product or service availability,subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans ofmanagement for future operations, statements of belief, any statements concerning new, planned, or upgraded servicesor technology developments and customer contracts or use of our services.The risks and uncertainties referred to above include – but are not limited to – risks associated with developing anddelivering new functionality for our service, new products and services, our new business model, our past operatinglosses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breachof our security measures, the outcome of intellectual property and other litigation, risks associated with possible mergersand acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand,retain, and motivate our employees and manage our growth, new releases of our service and successful customerdeployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprisecustomers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is includedin our annual report on Form 10-Q for the most recent fiscal quarter ended July 31, 2011. This documents and otherscontaining important disclosures are available on the SEC Filings section of the Investor Information section of our Website.Any unreleased services or features referenced in this or other presentations, press releases or public statements are notcurrently available and may not be delivered on time or at all. Customers who purchase our services should make thepurchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation anddoes not intend to update these forward-looking statements.
  3. 3. Agenda  Objective  Introductions - 15 minutes  Facilitated Panel Discussion - 20 Minutes  Open Q&A – 10 Minutes  Top 10 Tips & Tricks – 5 Minutes
  4. 4. Enterprise Adoption & Business Value: Part 1Overview Description: Are you getting the user adoption you expected? Nearly every company could use a swift boost—whether youre rolling out Salesforce for the first time or just want to increase usage to drive business benefits. Join us to learn how to measure, drive, and maintain adoption across the enterprise. Well offer tricks for immediate help—and tips for long- term value. Speakers: – Heather Wintermantel - Adobe – Daria Frankiewicz - Dell – Evan Miller – Large Financial Institution Learning objectives: – Set the foundation that driving “Usage” is the foundation to driving business value (start with usage, then effective usage and further onto business performance and business value) – Discuss implementing a change management framework/methodology for large program roll-outs – Discuss creative and proven examples used to ‘accelerate’ stalled adoption – Review Adoption dashboard (app exchange) as a tool for measuring and driving adoption
  5. 5. Heather WintermantelClient Engagement Manager, Marketing & Sales Adobe Systems, Inc.
  6. 6. About Adobe Founded in 1982  Major PRM implementation: EMEA Channel Program – Deployed in 2010 More than $3.8 billion in revenue in FY10  Major Marketing and Direct Sales Program: More than 9,000 employees in 39 countries Enterprise Lead to Order - Deployed Phase 1 History of pioneering new markets: desktop on July 18th, 2011 publishing, electronic documents, interactive  Objective: Single, scalable, cost- media effective end to end process to support Salesforce.com customer since 2004. Multiple growth of Adobe’s enterprise business SFDC instances due to acquisitions  Key Challenges:  Aggressive acquisitions of companies  Multiple CRM processes & solutions  Multiple routes to market  Multiple product & pricing strategies  Multiple “customer master” data sources 6
  7. 7. Phased Delivery Highlights Phase 1 (Jul’11) Phase 2 (Oct’11/Jan’12) Phase 3 (2H’12)ProcessPeopleImpacted* +250 QBR Sales 300 QBR Sales +30 Marketing + 60 back-office 250 Marketing +20 Back-office* Estimated HCTechnology OMTR CORP S7 OMTR CORP S7 CORP SFACapabilities • Partial shared view of the customer • Full shared view of the customer • Full quoting and contract integration • User-friendly opportunity • Partial closed loop marketing • Exception workflow (PAR) management • Eloqua integration with lead scoring • Integrated order capture • Consolidated lead and opp mgmt • Full automated revenue allocation • Partial quoting and contract integration capability • OBU entitlements in corp Salesforce • Partial revenue allocation capabilities • Purchase History Reporting with customer hierarchy in Bus. Objects 7
  8. 8. The JourneyChange is a process not an event… Accelerate time Maximize to proficiency, ongoing increase performance productivity Managed Change = Minimize duration of user adoption & depth Optimize Performance of performance “dip” Ownership Business Performance Buy-In Awareness Go-Live General & Personal Understanding Willingness Unmanaged Denial to Accept Change = Fear Unpredictable Frustration Valley of Outcomes Despair Skepticism Time Idea Requirements Execution Close 8
  9. 9. Business Change Management (BCM) FrameworkGoal: To enable & maximize user adoption of new processes, policies, procedures and technology. ObjectivesBusiness leaders are aligned, actively sponsor, drive and Roles and responsibilities are aligned to support the future statereinforce the changeChange Agents and stakeholders are actively engaged and Deployment & usage, effective usage and business performanceprepared to adopt and sustain the change are monitored and reinforced in order to measure “Success”Business objectives/drivers and change impacts are well End users are trained and supported to perform their job usingunderstood and communicated their new tools, policies and processes Result: Minimize Business Disruption, Maximize Productivity and Optimize Business PerformanceOrganization Design Change Readiness Communication Training Support Change Change Training Training Support Organization Comm. Comm. Service DeskRole Design Impact Readiness Strategy & Content Strategy & Alignment Strategy & Execution Readiness Assessment Assessment Plan Development Plan PlanWorkforce Performance Business Stakeholder Change Training Train the Post-Go-Live Production StakeholderTransition Management Acceptance & Leadership Agent Logistics Trainer Proactive Support Analysis Criteria Engagement Program Support Readiness Reinforce Reinforce & Success Strategy & Marketing & Measure End User Ongoing Ongoing Measure Measures Incentive Brand Results Training Maintenance Training Results Plan Support Measure Results
  10. 10. Daria Frankiewicz Dell, Inc.CRM Sales Enablement Manager
  11. 11. Dell todayOur PurposeDelivering technology solutions that enablepeople everywhere to grow and thriveWe make technology that works in service of ourcustomers  We make the complex simple  We make the powerful easy to use  We drive out inefficiency  We deliver superior long-term value “Technology has always•Salesforce.com @ Dell been about enabling • Customer since 2006 human potential.” • 29,000 Sales and Marketing users • 150,000 Channel partner users -Michael Dell • 80,000 Chatter-only users • Social Media Tools: Chatter, Ideas • 118 Custom objects • 108 Custom Report Types We give customers the power to do more
  12. 12. Deploy Comply Internalize Master Q308 – Q409 FY09-FY10 FY10-FY12 FY13Roll out SFDC tool & Develop healthy Advance key Standardize and sales process to pipeline & drive team opportunities using improve overall sales orgs collaboration the Dell sales sales maker skills process• Classroom & • Manager & Change Agent/Field Evangelist program & HeroTalk Calls online training • Adoption contest & adoption scorecard• On demand • SFDC communication emails resources• Classroom & • Peer-led coaching / best practices sharing online Executive Training • ClearView Adoption Play assessments On demand reinforcement training via Knowledge nuggets• Extended help desk support for Chatter Deployment Future State SFDC: usersExtended help desk and Training Order Mgmt, Mobilesupport for users SFDC Support Executive Training Exp & ConvergenceMetric Focus: Metric Focus: Metric Focus: Metric Focus:SFDC tool adoption: Sales process & tool Pipeline results: Business results:login metrics adoption: login Pipeline growth and improved metrics & Power win rate analysis forecasting accuracy Sponsor Comms to MSP US / Canada EMEA LATAM APJ
  13. 13. Measuring CRM Relevance at Dell Global Adoption Scorecard (excel based) – Weekly adoption measurement of Activities and Pipeline data in excel with week/week compares provided on a weekly basis – Global, regional & segment based reporting available for comparison Dynamic Dashboards (Salesforce based) – Provide a way to view Trends, Activities and Pipeline data in Saleforce in an instant – Provide a snapshot of real-time information – Allow for the user to view the data at all levels from the top down to the individual sales rep Relevance Scorecard in Salesforce – Coming Soon in Salesforce! – Real time snapshot capabilities provide a way to view trends of Activity, Pipeline and Collaboration data instantly – Provides Business Unit, Segment, Region and Country based comparisons
  14. 14. Dell Global Adoption Scorecard Components 1. Pipeline Management 2. Activity & Process Management 3. Contact Management 4. Marketing Lead Management
  15. 15. Dell Dynamic Dashboard Components1. Top Ten Lists2. Usage and Adoption3. Your Pipeline Details (All open and won Opportunities)4. Current FQ Pipeline Rankings5. Past Due Opportunities6. Pipeline this FQ by Acct. Owner7. Rep Action / Follow-up Needed8. WoW Trends Dell Confidential
  16. 16. Evan Miller Vice President, CorporateSales Support & Innovation
  17. 17. Overview: A Large Financial Institution Implementation Statistics System Functionality  5500 Users  All Retail and Mortgage Campaign/Lead  1700 CSRs (High Desk) Management  200 Mortgage  Activity Measurements around calling  100 Call Center and appointment goals, financial needs analysis, and external (competitor)  Over 2 million Accounts Populated accounts.  1500 Custom reports being used  Opportunity and pipeline management today for mortgage.  48 custom dashboards  Referral creation and management  Consistently running 20+ active within and across all business lines. campaigns at any one time  Integration with CSR Teller Line platform for automated campaign suggested offers and referral creation.
  18. 18. December 2010 April 2011 July 15, 2011 ? Deploy Comply Internalize Master Roll out Drive healthy activity Advance key Continued PlatformSalesforce tool and team opportunities using and Sales Process and Sales collaboration the Sales Process Improvement Process • Classroom & online • On demand reinforcement training training • Corporate Sales Support Communication emails • On demand resources • MiSales (Minet) • Peer –led coaching (employed this about 2 stages earlier than most) • Adoption Contests (Q3 Checking Acquisition Campaign) Executive Training and Retail Business Line Leadership Sponsorship (Southeast) Executive Training Future State Salesforce: Mobile, Chatter Extended help desk support for users Salesforce Support – Customer Success DirectorMetric Focus: Metric Focus: Metric Focus: Metric Focus:Salesforce tool Cascading Lead Improved Business Lead Managementadoption: login performance results. and Activitymetrics – currently reports, win rate Improved/enhanced Monitoringrunning about 94% analysis Sales process.
  19. 19. Panel Discussion  How have you increased adoption? What tricks do you have to keep users coming back besides “the stick”? Any “carrots”?  How does using a framework ensure success in the end?  Has the adoption of Chatter been harder or easier than Sales app? Any guidance around Chatter rollouts specifically?  How do you actually use Salesforce (the app) to help with adoption?
  20. 20. Questions & Answers Heather Wintermantel IT Client Engagement for Marketing & Sales Daria Frankiewicz CRM Sales Enablement Evan Miller VP Corporate Sales & Innovation Marshall & Ilsley Corporation Amy Kodl & Scott Carruth Customer Success
  21. 21. Top 10: Tips & Tricks1. Define vision and make sure all impacted groups are fully behind it.2. Ensure you have the right level and commitment from the executive sponsors 1. Establish strong rapport with key field leaders/front line managers, not just operations teams3. Establish a network of change agents (by level & impacted role) to advocate for the change. Include end users throughout the process – early and often feedback incorporated into the solution is key!4. Assess the change impact & change readiness and cater accordingly.5. Know your users: Identify the key stakeholder groups and understand how they will be impacted. Identify resistance early on and define an action plan to address key concerns impeding adoption.6. Incorporate Today vs. Tomorrow and WIIFM? (what’s in it for me).7. Define role-based and process centric training content.8. Measure usage, effective usage, business value, KPIs & targets, as well as user, customer and partner satisfaction to ensure results9. Leverage Training approach: “Show me, guide me, let me, test me”. Include reinforcement training to solidify understanding and skills.10. Support your end users. Iterate solution post-go-live based on user feedback to establish sense of ownership.
  22. 22. Before you go…  Share via Chatter one take away from the session.  Plan to attend Enterprise Adoption & Business Value Part 2 at 3:30 today
  23. 23. How Could Dreamforce Be Even Better? Tell Us! Every session survey you submit is a chance to win an iPad 2! Watch your inbox at the end of each day for an email from our survey partner, Alliance Tech. Click on the personalized link to be directed to the survey page for the sessions you attended.
  24. 24. Tips & Tricks Vision: Define vision and make sure all impacted groups are fully behind it. Sponsorship: Ensure you have the right level and commitment from the executive sponsors – Establish strong rapport with key field leaders/front line managers. Change Agents: Establish a network of change agents (by level & impacted role) to advocate for the change. Include end users throughout the process – early and often feedback incorporated into the solution is key! Data: Focus on Data Quality & Stewardship. Assess Change: Assess the change impact & change readiness and cater communications, training and support accordingly. Know your users: Identify the key stakeholder groups and understand how they will be impacted. – Identify resistance early on and define an action plan to address key concerns or issues impeding adoption. WIIFM?: Incorporate Today vs. Tomorrow and WIIFM? in communications.
  25. 25. Tips & Tricks – (Continued) Training & Support  Role – Based: Define Role based and process centric training content – Make training and documentation as detailed as possible – focus around top 5 processes, based on targeted KPIs.  Leverage Training approach: “Show me, guide me, let me, test me”  Measure Results: Usage, effective usage, business value, KPIs & targets, as well as user, customer and partner satisfaction. – Leverage dashboards to track user adoption and key business metrics – drive user productivity  Reinforce: Include reinforcement training to solidify understanding and skills.  Ongoing Support: Iterate solution post-go-live based on user feedback to establish sense of ownership.

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