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Bluewolf Beyond Dreamforce 2010


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Bluewolf Beyond Dreamforce 2010

  1. 1. Beyond Go LiveA Plan for Sustaining ROI with Salesforce<br />General Success<br />Lou Fox, CTO Bluewolf<br />Jesse Endo, Director Bluewolf Beyond<br />Jeff Lane, Director Business Operations, Coverity<br />Angela Stewart, Manager, Manhattan Assoc. <br />
  2. 2. Safe Harbor<br />Safe 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 such uncertainties materialize or if any of the assumptions proves incorrect, the results of, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services.<br />The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of intellectual property and other litigation, risks associated with possible mergers and 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 customer deployment, our limited history reselling products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of, inc. is included in our annual report on Form 10-K for the most recent fiscal year ended January 31, 2010. This documents and others are available on the SEC Filings section of the Investor Information section of our Web site. <br />Any unreleased services or features referenced in this or other press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available., inc. assumes no obligation and does not intend to update these forward-looking statements.<br />
  3. 3. Agenda Slide <br />You’re live — now what?<br />Go-live is just the beginning<br />4 common themes to successfully achieving ROI & maximum value with Salesforce<br />Expert Panel – Discussing best practices and approaches <br />
  4. 4. Lou Fox<br />CTO, Bluewolf<br />
  5. 5. About Bluewolf<br />Bluewolf partners with clients to help them attain Agile Business Transformation. <br /><ul><li>10 years of success with Salesforce
  6. 6. 3000+ implementations
  7. 7. Services practice 100% focused on post go-live
  8. 8. Enhancements & Improvements/Not support or maintain
  9. 9. ROI tracking to articulate value & benefit</li></li></ul><li>Agile Business Transformation<br />Transformational Vision & Belief <br /> Flexible Technology Platforms<br />Method to Execute, Measure, and Sustain Innovation<br />
  10. 10. You’re Live in the Cloud – Now What?<br />Change is the only Consistency<br />Shifting Initiatives<br />Changing Market Pressures<br />Emerging Technologies/New Releases<br />User-driven Demand<br /><ul><li>Challenge
  11. 11. How to keep pace
  12. 12. How to get ahead (become proactive & strategic in approach)
  13. 13. Determining value and ROI</li></li></ul><li>How much value are you getting from your investment?<br />Strong Growth & Transformation<br />Growth<br />2-3X ROI<br />(Strategic in Approach)<br /><ul><li> Established Governance
  14. 14. Collaborative, Agile process
  15. 15. Resources with various skills
  16. 16. Disciplined approach to innovation
  17. 17. Strict prioritization & ROI tracking
  18. 18. Deploying to whitespace
  19. 19. Targeting new release features</li></ul>Leader<br />Contender<br />1X ROI<br />(Becoming Proactive)<br /><ul><li>System use is stable
  20. 20. Access to resources
  21. 21. Established method to manage backlog
  22. 22. Adopting new features
  23. 23. Some targeting of whitespace opportunities
  24. 24. Remaining challenge: ROI</li></ul>Vision & Process<br />ROI Achieved<br />Negative ROI<br />(Trouble Keeping Pace)<br /><ul><li> Light maturity
  25. 25. Limited resources
  26. 26. System use is not stable
  27. 27. Huge backlogs
  28. 28. Adoption a challenge
  29. 29. Not likely to adopt new release features</li></ul>Player<br />Method to Execute & Sustain<br />
  30. 30. Post Go-Live – Another Beginning<br />Don’t lose momentum, you need: <br />Structured decision making, focus on value<br />Method to execute<br />Strategy to pace innovation<br />An “agile” approach<br />Let’s talk to the “LEADERS”…<br />
  31. 31. Jeff Lane<br />Director Business Operations<br />Speaker Name<br />Angela Stewart <br />Manager CRM<br />
  32. 32. Jeff Lane<br />Director Business Operations<br /><ul><li> Leader in software Integrity
  33. 33. Software products that enable customers to prevent software problems throughout the application lifecycle
  34. 34. Used by 100,000+ developers and 1000+ companies</li></li></ul><li>Angela Stewart <br />Manager, CRM<br /><ul><li> The supply chain people
  35. 35. 2000+ employees
  36. 36. 1200+ customers</li></li></ul><li><ul><li>Focus on your decision makers internally
  37. 37. Establish a process to meet and make decisions regularly
  38. 38. Enact a prioritization model
  39. 39. The higher the value, the higher the prioritization.
  40. 40. Focus on value can be measured:
  41. 41. Revenue (new, incremental, retained)
  42. 42. Organizational impact
  43. 43. Productivity (cost/time savings)
  44. 44. All initiatives should put value to end-users AND the organization as the primary objective</li></ul>1: Making Decisions: Focus on Value<br />
  45. 45. 2: Building Your Execution Team <br /><ul><li>Focus on your organizational needs/challenges
  46. 46. Determine your resource path
  47. 47. Internal/outsourced/hybrid
  48. 48. Where to hire
  49. 49. Where to outsource
  50. 50. Determine project vs. program
  51. 51. Address ongoing support needs Premiere Support + Admin</li></li></ul><li>3: Pace Innovation<br />Develop a cadence of releases that your end users can easily “digest”<br /><ul><li>Strategic projects vs. regular updates (bundled)
  52. 52. Break releases?
  53. 53. Avoid a Starvation Diet – Users Starve when you:
  54. 54. Try to solve too many things at once
  55. 55. You are not communicating priorities, expectations, and timing
  56. 56. What is your plan for adoption/training?
  57. 57. Expect uncertainty, manage and adapt</li></li></ul><li>4: An Agile Approach/Process<br /> An Agile Shift: Performance is driven by group accountability and shared responsibility<br /><ul><li>Determine who should be involved on a given project
  58. 58. Business owners
  59. 59. Stake holders
  60. 60. What are your technical needs
  61. 61. Communicate, communicate, communicate
  62. 62. How can success be measured? What are your key indicators?</li></li></ul><li>Key Take Aways<br />Maintain a vigilant focus on value & user needs <br />If you haven’t already, set up a Steering Committee with key decision makers<br />Determine your resource needs & strategy to execute change ongoing<br />Determine a release plan/schedule that meets the needs of your company<br />
  63. 63. Question & Answer<br />Jeff Lane<br />Director Business Operations<br />Angela Stewart <br />Manager CRM<br />Lou Fox Jesse Endo<br />CTO Director Beyond<br /><br />ph: 646.230.1980 ph: 646.230.0878<br />
  64. 64. Go forth and succeed!<br />