Enterprise Adoption and Business Value: Part 2

990 views

Published on

Do you have a business case for implementing Salesforce? Are you measuring the right performance measures and driving value within your organization? Join us to learn how to boost adoption, measure effective usage, and track business performance, all to ultimately turbocharge business value across the enterprise. This session's chock-full of data and best practices you won't want to miss.

Presented by: Shannon Whorton, GE Energy and Eric Johnson, NBC Universal

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
990
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
31
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Enterprise Adoption and Business Value: Part 2

  1. 1. Enterprise Adoption and BusinessValue: Part 2General Success: Large EnterpriseShannon Whorton, GE EnergyEric Johnson, NBC Universal
  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  Panel Discussion  Open Q&A  Wrap Up with Key Takeaways
  4. 4. Housekeeping  As we enter into the panel discussion, we will draw our questions from our Chatter page  https://dreamevent.my.salesforce.com/a093000000BK R6k  Post your questions to our Chatter page for this session or @mention either – @Amy Kodl – @Scott Carruth
  5. 5. Objective  Do you have a business case for implementing Salesforce?  Are you measuring the right performance measures and driving value within your organization?  Learn how your peers have boosted adoption, measure effective usage, and track business performance
  6. 6. Panelist  Eric Johnson – NBC Universal  Shannon Whorton – GE Energy
  7. 7. Eric JohnsonVice President, Commercial Excellence
  8. 8. Shannon Whorton Commercial CIO , GE Energy
  9. 9. Who Is GE...We are a global infrastructure, finance, and home and businesssolutions company taking on the world’s toughest challenges. Energy Overview GE Energy GE Technology GE Capital• 8,000 users• $40B sales revenue• 78% adoption rate• Sales & Service cloud• Chatter GE Home SolnsAcross …• Power Generation• Water Solutions• Oil & Gas• Energy Management
  10. 10. Integrated Commercial Vision Opportunity generation • New product commercialization • Marketing campaigns & leads Proposal Generation Opportunity • Integrated Catalog Generation • Streamlined risk approval As Executed Feedback • Forecasting accuracy • Increased analytics Automated order handoff • Simplified quote conversion • Quote and order linkageOrder execution linked to Sales• Improved order clarity• Reduced touch points Continuous data flow through entire opportunity lifecycle to drive growth, profitability, and productivity
  11. 11. Commercial Excellence System Vision WebPresence &eCommerce interface Strategic Transactional Strategic Account Accounts & Marketing & Planning contacts communications ERPs Lead Order entry / Event Forecasting management management Partner Opportunity Call Center / Variable Relationship Mgmt management Customer Service Comp Deal management Asset SAS/TAM Data feeds & risk approvals management • Master Files Transactional Customer issue DWs • Industry data Catalog reporting resolution • As executed data Configuration Quoting • External sources Future years Sales forecasting Proposal Gen forecasting BIGMACHINES 2011 … 2012 … extending 2013 … 2014 … full simplification CRM intelligence automation • Lead sharing • Marketing • SAS/TAM modeling • Cross sell • Catalog • PRM views • Full forecasting • Up sell • Channel Mgmt • Deal pricing analysis • Auto variable comp • SAS penetration • Chatter • Deal-level approvals • Mobile delivery • OTR forecasting Full scope under evaluation
  12. 12. Key Best Practices and Lessons Learned  Leadership kickoff workshop … dreaming session  Bring in leaders from other businesses … outside opinions  Staff team through annual employee review process … top talent  Ensure leadership understands what the project is about … communication  Start with a pilot … it is a different type of application then you are used to  Start small … what are your critical processes  Your processes HAVE to change  Everything overlaps … can’t work in silos  Give yourself buffer … things will come up  Start talking about data clean up and conversion on day 1  Regional engagement … has to be a system for the end user
  13. 13. Eric JohnsonVice President, Commercial Excellence
  14. 14. Profile
  15. 15. Business Objectives  Know the Customer  Identify “Marketing” Solutions  Drive Multi-Platform Enterprise Deals
  16. 16. The Tech Stack  The tech Stake
  17. 17. Takeaways  Enable the business process – every Salesforce project is a business project first  It’s all about the data – focus on Master Data Management (& Master Contact Management) from day 1 forward  Measure, Manage, Grow… tie results to measureable improvements: – New Customer Generation – Referral Revenue – Past Due Reduction – Cycle Time Improvements  It’s not just Chatter – treat the application as your collaboration platform  Users will focus on what is important… Property of NBCUniversal Do not reproduce/publish without prior consent
  18. 18. Panel Discussion  What was the biggest challenge you faced?  How do you measure business results – can you give us an example?  How did you solve the data issues present in every implementation?
  19. 19. Open Q&A with the Panel  Post your questions to our Chatter page for this session  https://dreamevent.my.salesforce.com/a093000000BK R6k  or @mention either – @Amy Kodl – @Scott Carruth
  20. 20. Key Takeaways  Having a business case helps keep key stakeholders involved and interested – there is a vested interest  Understand what you are measuring, manage it and grow; Tie the results to measureable improvements  Bring in outside perspective  Ensure leadership understands what the project is about … communication is key  Start with a pilot … it is a different type of application then you are used to  It’s not just Chatter – treat the application as your collaboration platform  Everything overlaps … can’t work in silos  Enable the business process – every Salesforce project is a business project first  It’s all about the data – focus on data clean up and conversion as well as Master Data Management (& Master Contact Management) from day 1 forward
  21. 21. Questions & Answers Shannon Whorton Commercial CIO Eric Johnson Vice President, Commercial Excellence Scott Carruth & Amy Kodl Customer Success
  22. 22. Enterprise Adoption and BusinessValue: Part 2Eric Johnson, NBC UniversalShannon Whorton, GE Energy
  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.

×