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Social Enterprise for Financial Services

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Social Enterprise for Financial Services

  1. 1. Social Enterprisefor Financial Services /salesforce @DarshChandarana In/DarshanChandarana
  2. 2. Safe HarborSafe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation maycontain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertaintiesmaterialize 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 statementsother than statements of historical fact could be deemed forward-looking, including any projections ofsubscriber growth, earnings, revenues, or other financial items and any statements regarding strategies orplans of management for future operations, statements of belief, any statements concerning new, planned, orupgraded services or 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 developingand delivering new functionality for our service, our new business model, our past operating losses, possiblefluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach ofour security measures, risks associated with possible mergers and acquisitions, the immature market in whichwe operate, our relatively limited operating history, our ability to expand, retain, and motivate our employeesand manage our growth, new releases of our service and successful customer deployment, our limited historyreselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Furtherinformation on potential factors that could affect the financial results of salesforce.com, inc. is included in ourannual report on Form 10-K for the most recent fiscal year ended January 31, 2012. This document and othersare available on the SEC Filings section of the Investor Information section of our Web site.Any unreleased services or features referenced in this or other press releases or public statements are notcurrently available and may not be delivered on time or at all. Customers who purchase our services shouldmake the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumesno obligation and does not intend to update these forward-looking statements.
  3. 3. Agenda§  Introduction§  Aegon Customer Story§  Threadneedle Customer Story§  Panel
  4. 4. We’re In A Time Of Change Social Mobile Open
  5. 5. Ten Year Computing Cycles10x more users with every shift 2010 Post PC Revolution Social Apps 2000s Mobile Cloud Computing Mobile Apps 1990s Desktop Computing Web Apps 1980s Client/server Computing Process Automation Apps 1970s Mini Computing Business Logic Apps1960s Mainframe Data Management Apps
  6. 6. Financial Services Is No Different What s Next? Social & Mobile Currency: Real-Time, Interactive Online Banking & Electronic Payments: Self-Service, Paperless ATMs and Inter-bank Exchange: Automation, De-personalization Bricks-and-Mortar Banks: Trusted, Local, Personal
  7. 7. What Are Your Future Channels?
  8. 8. What are the Key Challenges to Embracing the Social Enterprise?
  9. 9. Who Owns The Strategy? Business? Marketing? PR? Strategy?
  10. 10. Welcome to the Social Enterprise for Financial ServicesEmployee Social Customer Network Social Network Social Collaborate Profile Market Work Service Extend Sell
  11. 11. Social Revolution: High Return for Social Enterprise Social Enterprise BenefitsSource: McKinsey & Company, “The rise of the networked enterprise, Web 2.0 finds its payday.” December 2010
  12. 12. Major Dimensions of Change & Innovation across FS Collaboration and Multi-Channel Agility & Rate of Networks Engagement Change
  13. 13. Michael FennerHead of Sales Business Performance
  14. 14. •  Who we are•  Our salesforce.com journey•  Joining the social enterprise with Chatter: Our approach and learnings
  15. 15. AEGON UK – Who We AreSco$sh  Equitable  formed  in  1831,  joined  AEGON  Group  1994    Supplier  of  Pensions,  Investments  and  ProtecEon    Headquarters  in  Edinburgh,  Scotland      Around  two  million  customers      Around  3,000  employees      Distribute  through  intermediaries  (financial  advisers)    Around  12,000  Accounts  and  50,000  Individual  Contacts  Around  400  Sales  staff  across  the  UK,  based  in  8  offices  in  major  ciEes          
  16. 16. Our salesforce.com journey•  Introduced  a  step-­‐change  4  years  ago  •  Managed  and  developed  by  the  business  •  System  Admin  (&development)  team  of  3  •  ConEnual  development  /  evoluEon   Dashboards Back SFA Market Data Office•  Embedded  as  part  of  the  way  we  work   Integration Integration•  800+  acEve  users  with  an  85%  usage  rate  •  Over  600  sales  meeEngs  recorded  daily  •  Over  850  opportuniEes  updated  every  24hours  
  17. 17. Launching Chatter: Our Approach§  Create  a  buzz:  High  profile  launch  at  NaEonal  Sales  Conference  §  IdenEfy  and  highlight  relevant  use  cases:  Make  these  come  alive  §  Rules  of  Engagement:  Acceptable  use  /  business  focus  §  Thought  leaders  /  key  contributors  are  crucial:  Iden-fy,  engage,  enthuse  §  Cede  key  content  ahead  of  launch  §  IdenEfy  and  create  key  public  groups  before  launch:   •  Business  area  /  business  line  specific   •  Pre-­‐load  users  into  relevant  public  groups  
  18. 18. Chatter: Our Learnings§  IniEal  posiEoning  is  key:  Don’t  take  the  chat  out  of  Chaber  §  Voyeurism:  Who  isnt  acEvely  parEcipaEng  in  the  debate?  §  Seek  and  destroy:  Make  Chaber  the  place  to  go  §  Ease  of  access  is  key:  Chaber  Mobile  /  Chaber  Desktop  §  Chaber  starts  at  home:  IdenEfy  and  engage  with  local   leaders  §  Auto  feed  updates  from  salesforce.com  org:  Consider   carefully  §  Groups:  idenEfy  owners  and  reinforce  their  use  
  19. 19. Barry ClarkeHead of Distribution and Corporate Systems IT
  20. 20. Agenda / Contents01 Threadneedle Investments02 Background, implementation and lessons learnt03 Core & key functionality
  21. 21. 01Threadneedle Investments
  22. 22. Threadneedle Investments§  Threadneedle is an active asset manager, serving a wide range of institutional, wholesale and private investors across the globe§  Global presence with key offices in UK, Europe, Middle East, Asia Pacific and the US§  US based parent company of Ameriprise Financial with strong transatlantic links with Boston based subsidiary, Columbia Management
  23. 23. 02Background, implementation and lessons learnt
  24. 24. Background, implementation andlessons learnt§  Legacy Siebel on-premise solution –  Suffered from poor sponsorship, poor maintenance and led to poor adoption§  Nov 2010 – Mar 2011, RFI & RFP to test CRM capabilities and recommend a suitable vendor –  Steered by the business, not technology –  Created a sense of business ownership§  Jun 2011 – Oct 2011, pilot to UK Institutional, Client Services and Consultant Relations Teams –  Supported by RiverSource§  Q4 2011, global deployment of Opportunity Pipeline with associated accounts loaded. Chatter switched on and iPads deployed§  Q1 2012, all key accounts & contacts loaded, start to roll-out key functionality e.g. activity management, holdings & flows, etc.
  25. 25. Background, implementation andlessons learnt, continued…§  Sponsorship, Sponsorship, Sponsorship§  Governance, Governance, Governance§  Data, Data, Data§  Operating model –  Project Steering Group, well run and small group with mandate to make decisions and circulate for ratification –  CRM Manager, created an operationally minded role in the business (based on US working model) –  Centre of Excellence: User Champions, Business Champions and Executive Steering Group –  Distribution people are “people people” so setup a project team that can engage with them and get their trust –  Prove to the business that you can deliver and keep delivering
  26. 26. 03Core and key functionality
  27. 27. Core and key functionality§  Core –  Accounts and contacts – get the foundations right and put the governance controls in place from day one§  Key –  Opportunity Pipeline & associated dashboards –  Business @ Risk & associated dashboards –  Activities & associated dashboards –  Products –  Global collaboration and communication –  iPads§  The Platform –  Using Force.com to maximize Return on Investment – helping to plan out RDR
  28. 28. Opportunity Pipeline & associated dashboards§  Opportunity Pipeline was a major win and proved that the project team can deliver. This is probably the most visible functionality and used to report up to Executive and Parent Boards§  Governance around creating and managing opportunities vital – exception reporting is key§  Regional and Global Pipeline dashboards available – part of the intention is to provoke internal competition§  Probability of success embedded in process so pipeline isn’t overinflated§  RFP request module built on the back of Opportunity functionality
  29. 29. Business @ Risk & associated dashboards§  It could be argued that defending funds is as important as generating sales§  Vital to defend against market conditions, appetite for strategies, global events, etc.§  Starting to develop “what if scenarios” and link this into Campaigns functionality§  Management information available around Business @ Risk to help the teams strategically focus efforts
  30. 30. Activities & associated dashboards§  Outlook integration is important for capturing activities§  We didn’t want to change the Outlook interface too much§  Custom code written to enable functionality such as multiple attendees§  Key piece of functionality as activities provide keys pieces of MI around areas such as Opportunity Management, Business @ Risk and Strategic Account Planning§  Governance and support of the business important – using reporting to help manage adoption/training issues
  31. 31. Products§  Want to create a go-to area for product and strategy level content§  Holdings, flows, static information, fund fact sheets, etc.§  Integration with SharePoint to provide the content§  Linkages back to Opportunities, Business @ Risk, Account Interests, etc.
  32. 32. Global collaboration and communication§  Threadneedle is a global entity§  Persisted and specific collaboration against an object or group§  Status updates by individuals –  very powerful corporate communication tool§  Updates on strategic groups e.g. GFIs§  Following of Accounts, Opportunities, etc.§  Mechanism to distribute content –  strategy still needs to be worked on§  Compliance issues must be addressed –  AppExchange products available to help§  Chatter is really helping drive adoption
  33. 33. iPads§  Tablets are the best mobile mechanism – decided to deploy iPads§  Airport lounge, just left a clients office, etc.§  AppExchange products: Account Viewer, Chatter, Dashboards§  Remote management of devices important – several options§  Aside from Salesforce.com the capabilities around iPads are huge§  As with Chatter, iPads are driving adoption levels
  34. 34. Important information For Investment Professionals use only, not to be relied upon by private investors. Past performance is not a guide to future returns. The value of investments can fluctuate. The dealing price may include a dilution adjustment where the fund experiences large inflows and outflows of investment. Further details are available in the Prospectus. Subscriptions to a Fund may only be made on the basis of the current Prospectus and the Key Investor Information Document or Simplified Prospectus, as well as the latest annual or interim reports, which can be obtained free of charge on request and the applicable Terms & Conditions. Please refer to the ‘Risk Factors’ section of the Prospectus for all risks applicable to investing in any fund and specifically this Fund. Threadneedle Investment Funds ICVC (“TIF”)/ Threadneedle Specialist Investment Funds ICVC (“TSIF”)/ Threadneedle Focus Investment Funds ICVC (“TFIF”) are open-ended investment companies structured as umbrella companies; incorporated in England and Wales, authorised and regulated in the UK by the Financial Services Authority (FSA) and are UCITS III compliant. The research and analysis included in this document has been produced by Threadneedle for its own investment management activities, may have been acted upon prior to publication and is made available here incidentally. Information obtained from external sources is believed to be reliable but its accuracy or completeness cannot be guaranteed. Any opinions expressed are made as at the date of publication but are subject to change without notice. The mention of any specific shares or bonds should not be taken as a recommendation to deal. The information provided in this presentation is for the sole use of those intermediaries attending the presentation. It may not be reproduced in any form without the express permission of Threadneedle and to the extent that it is passed on, care must be taken to ensure that this is in a form that accurately reflects the information presented here. Threadneedle Portfolio Services Limited, 60 St Mary Axe, London EC3A 8JQ, Registered No. 285988. Authorised and regulated in the UK by the Financial Services Authority. Threadneedle is a brand name, and both the Threadneedle name and logo are trademarks or registered trademarks of the Threadneedle group of companies. The “TIF” are registered for public offer in Austria, Belgium, France, Germany, Hong Kong, Italy, Luxembourg, Netherlands, Portugal, Spain, Switzerland (certain sub-funds only) and recognised as a restricted scheme in Singapore. The “TSIF” are registered for public offer in Austria, Belgium, France, Germany, Italy, Luxembourg, Netherlands, Portugal, Spain, Switzerland (certain sub- funds only) and recognised as a restricted scheme in Singapore. The “TFIF” are registered for public offer in Austria, Belgium, France, Germany, Italy, Luxembourg, Netherlands and Spain. Shares in the Funds may not be offered to the public in any other country and this document must not be issued, circulated or distributed other than in circumstances which do not constitute an offer to the public and are in accordance with applicable local legislation.PT/12/01021
  35. 35. PANELMichael Fenner – AgeonBarry Clarke – Threadneedle
  36. 36. Take home up to $40 in iTunes gift cards! Please stop by the registrationkiosks to complete your session surveys and enter to win an Apple TV. Thank you!

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