Best Practices For Re-Energizing Your Rollout Kevin Rosen, salesforce.com Erica Stowe, R.L. Polk & Co. Jessica White, eSpe...
Safe Harbor Statement <ul><li>“ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This pr...
Agenda  <ul><li>Ensuring long-term success with Salesforce – What are the challenges? </li></ul><ul><li>What are the best ...
The Challenges  <ul><li>How do you… </li></ul><ul><li>Maximize the value your business derives from Salesforce year after ...
The Solution  <ul><li>5 Key Best Practices For Re-Energizing Your Rollout </li></ul><ul><li>Identify the need for change <...
Best Practice In Action… <ul><li>Erica Stowe - CRM Process Manager, R. L. Polk & Co. </li></ul><ul><ul><li>Addressed chall...
Erica Stowe CRM Process Manager R.L. Polk & Co. [email_address]
Company Introduction <ul><li>Automotive data and market intelligence </li></ul><ul><li>Markets include manufacturers, afte...
Key Challenges  <ul><li>Business Challenge </li></ul><ul><ul><li>Salespeople had deals in their “back pockets” </li></ul><...
The Solution  <ul><li>How did we address the challenges? </li></ul><ul><li>Recovered from a rocky start – secured executiv...
Results  <ul><li>What were the results? </li></ul><ul><ul><li>Improved forecast turnaround time from 1 week to real-time <...
Dashboard Examples
JESSICA WHITE Vice President, Process Manager [email_address]
Company Introduction Template  <ul><li>Leading electronic trading platform and technology provider for the global capital ...
Case Study Template – Key Challenges  <ul><li>Business Challenge </li></ul><ul><ul><li>Lack of defined business process </...
Case Study Template – The Solution  <ul><li>How did we address the challenges? </li></ul><ul><ul><li>Identified the need f...
Case Study Template – Results  <ul><li>What were the results? </li></ul><ul><ul><li>Can now report on business metrics </l...
Dashboard Component - Examples Support Dashboards Adoption – Appexchange
Dashboard Component - Examples Sales Rep Dashboards Management Dashboards
Summary  <ul><li>Common Challenge </li></ul><ul><ul><li>How do we ensure long-term success? </li></ul></ul><ul><li>Best Pr...
Kevin Rosen Manager, Customer Success Erica Stowe CRM Process Manager Jessica White Vice President, Process Manager QUESTI...
Session Feedback Let us know how we’re doing! <ul><li>Please score the session from 5 to 1 (5=excellent,1=needs improvemen...
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Best Practices For Re-Energizing Your Rollout

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Best Practices For Re-Energizing Your Rollout

  1. 1. Best Practices For Re-Energizing Your Rollout Kevin Rosen, salesforce.com Erica Stowe, R.L. Polk & Co. Jessica White, eSpeed Track: Enterprise Edition Advanced Admins
  2. 2. Safe Harbor Statement <ul><li>“ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements the achievement of which involves risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results 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. </li></ul><ul><li>The risks and uncertainties referred to above include - but are not limited to - risks associated with the integration of Sendia Corporation’s technology, operations, infrastructure and personnel with ours; unexpected costs or delays incurred in integrating Sendia with salesforce.com, which could adversely affect our operating results and rate of growth; any unknown errors or limitations in the Sendia technology; any third party intellectual property claims arising from the Sendia technology; customer and partner acceptance and deployment of the AppExchange and AppExchange Mobile platforms; interruptions or delays in our service or our Web hosting; our new business model; breach of our security measures; possible fluctuations in our operating results and rate of growth; the emerging market in which we operate; our relatively limited operating history; our ability to hire, retain and motivate our employees and manage our growth; competition; our ability to continue to release and gain customer acceptance of new and improved versions of our CRM service; unanticipated changes in our effective tax rate; fluctuations in the number of shares outstanding; the price of such shares; foreign currency exchange rates and interest rates. </li></ul><ul><li>Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time, including our Form 10-K for the fiscal year ended January 31, 2006. These documents are available on the SEC Filings section of the Investor Information section of our website at www.salesforce.com/investor . </li></ul><ul><li>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 purchase decisions based upon features that are currently available.  Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law. </li></ul>
  3. 3. Agenda <ul><li>Ensuring long-term success with Salesforce – What are the challenges? </li></ul><ul><li>What are the best practices to be considered? </li></ul><ul><li>Learn how two of our customers engineered long-term success within their organizations? </li></ul><ul><ul><li>Erica Stowe, R. L. Polk & Co. </li></ul></ul><ul><ul><li>Jessica White, eSpeed </li></ul></ul>
  4. 4. The Challenges <ul><li>How do you… </li></ul><ul><li>Maximize the value your business derives from Salesforce year after year? </li></ul><ul><li>Re-engineer Salesforce to maintain relevancy with your business goals? </li></ul><ul><li>Ensure Salesforce continues to be a powerful productivity tool for your users? </li></ul>
  5. 5. The Solution <ul><li>5 Key Best Practices For Re-Energizing Your Rollout </li></ul><ul><li>Identify the need for change </li></ul><ul><li>Build consensus for change </li></ul><ul><li>Manage the change </li></ul><ul><li>Secure executive sponsorship </li></ul><ul><li>Drive user adoption – What’s In It For Me? </li></ul>
  6. 6. Best Practice In Action… <ul><li>Erica Stowe - CRM Process Manager, R. L. Polk & Co. </li></ul><ul><ul><li>Addressed challenges related to forecasting accuracy & visibility </li></ul></ul><ul><ul><li>Results included significant gains in user productivity, management visibility, and strategic planning </li></ul></ul><ul><li>Jessica White – VP, Process, eSpeed </li></ul><ul><ul><li>Focused on challenges associated with lack of process definition and inter-departmental integration </li></ul></ul><ul><ul><li>Results included higher user adoption, improved data quality, and more accurate management reporting </li></ul></ul>
  7. 7. Erica Stowe CRM Process Manager R.L. Polk & Co. [email_address]
  8. 8. Company Introduction <ul><li>Automotive data and market intelligence </li></ul><ul><li>Markets include manufacturers, aftermarket, dealers, government, insurance and research firms </li></ul><ul><li>In business over 130 years </li></ul><ul><li>Salesforce.com users since January 2000 </li></ul><ul><li>Global CRM rollout </li></ul>INDUSTRY: Automotive EMPLOYEES: 1,300 GEOGRAPHY: Global PRODUCT(S) USED: SFA, Service & Support, Marketing, 13 Custom Objects, 1 downloaded AppExchange application # USERS: 400
  9. 9. Key Challenges <ul><li>Business Challenge </li></ul><ul><ul><li>Salespeople had deals in their “back pockets” </li></ul></ul><ul><ul><li>Multiple versions of forecasts </li></ul></ul><ul><ul><li>Lack of data regarding the mix of business being sold </li></ul></ul><ul><ul><li>Little management information on the why we lost deals </li></ul></ul><ul><ul><li>Poor visibility into pipeline </li></ul></ul><ul><ul><li>Forecasting process was slow and inaccurate </li></ul></ul><ul><ul><li>No standardized sales process </li></ul></ul><ul><ul><li>Time consuming forecasting process </li></ul></ul>
  10. 10. The Solution <ul><li>How did we address the challenges? </li></ul><ul><li>Recovered from a rocky start – secured executive sponsorship on need for change </li></ul><ul><li>Built consensus for change, which led to adoption of the ‘Polk Systematic Sales Process’ </li></ul><ul><li>Ensured adherence to business process through delivery of practical and direct training </li></ul><ul><li>Drove user adoption by insisting that “if it’s not in salesforce.com it does not exist…” </li></ul><ul><li>Built cross-functional consensus by extending deployment to Finance users </li></ul><ul><li>Used new Winter 06 features to drive value (ie. deployed Dependent Picklists to capture Loss Reasons) </li></ul><ul><li>Products & Schedules </li></ul><ul><li>Customizable forecasting </li></ul><ul><li>Dashboards </li></ul><ul><li>160 Sales people trained </li></ul>DEPLOYMENT DETAILS
  11. 11. Results <ul><li>What were the results? </li></ul><ul><ul><li>Improved forecast turnaround time from 1 week to real-time </li></ul></ul><ul><ul><li>Increased sales pipeline visibility from 60% to 95% </li></ul></ul><ul><ul><li>Reduced incentive payout reconciliation by 25% </li></ul></ul><ul><ul><li>Drove increased user productivity </li></ul></ul><ul><ul><li>Increased ability to manage processes </li></ul></ul><ul><ul><ul><li>Opportunity Management </li></ul></ul></ul><ul><ul><ul><li>Customer Care </li></ul></ul></ul><ul><ul><li>Increased management visibility into competitive losses </li></ul></ul><ul><ul><li>90% user login </li></ul></ul>
  12. 12. Dashboard Examples
  13. 13. JESSICA WHITE Vice President, Process Manager [email_address]
  14. 14. Company Introduction Template <ul><li>Leading electronic trading platform and technology provider for the global capital markets </li></ul><ul><li>Subsidiary of Cantor Fitzgerald </li></ul><ul><li>Sales reps in North America, Europe, Australia and Asia </li></ul><ul><li>Service & Support in North America and Europe </li></ul>INDUSTRY: Financial Services EMPLOYEES: 400 GEOGRAPHY: Global PRODUCT(S) USED: SFA, Service & Support, Marketing, 1 downloaded AppExchange application in Sandbox, 7 active Custom Objects # USERS: 150
  15. 15. Case Study Template – Key Challenges <ul><li>Business Challenge </li></ul><ul><ul><li>Lack of defined business process </li></ul></ul><ul><ul><li>Weak lead generation </li></ul></ul><ul><ul><li>No “one-view” </li></ul></ul><ul><ul><li>No departmental integration </li></ul></ul><ul><li>Technology Challenge </li></ul><ul><ul><li>Integration between systems </li></ul></ul><ul><ul><li>Poor initial CRM roll-out </li></ul></ul><ul><li>High Costs </li></ul><ul><li>Reduced usage </li></ul><ul><li>Inefficiency </li></ul><ul><li>Low customer service </li></ul>
  16. 16. Case Study Template – The Solution <ul><li>How did we address the challenges? </li></ul><ul><ul><li>Identified the need for change </li></ul></ul><ul><ul><li>End-user buy-in obtained through involvement in understanding of business process </li></ul></ul><ul><ul><li>Management and implementation of refined Business Process </li></ul></ul><ul><ul><li>Senior Management championship </li></ul></ul><ul><ul><li>Blend of Carrot and Stick methodologies for driving end-user adoption </li></ul></ul><ul><li>Refined configuration </li></ul><ul><li>Streamlined & automated processes </li></ul><ul><li>Redesign of integration </li></ul><ul><li>Data consolidation and removal of redundancy </li></ul><ul><li>Training </li></ul><ul><li>5 Business Units involved </li></ul><ul><li>Ongoing improvements – driven by the business </li></ul>DEPLOYMENT DETAILS
  17. 17. Case Study Template – Results <ul><li>What were the results? </li></ul><ul><ul><li>Can now report on business metrics </li></ul></ul><ul><ul><li>Login rates in problem departments have improved to 67% </li></ul></ul><ul><ul><li>Cycle time improvements due to departmental integration </li></ul></ul><ul><ul><li>Increased Management Visibility </li></ul></ul><ul><ul><li>User-friendliness increased by removing redundant and duplicate data (5700 accounts down to 1500) </li></ul></ul><ul><ul><li>Data Completeness has improved to 61% </li></ul></ul><ul><ul><li>Higher (internal & external) customer satisfaction </li></ul></ul><ul><ul><li>Interest and buy-in from other divisions </li></ul></ul>
  18. 18. Dashboard Component - Examples Support Dashboards Adoption – Appexchange
  19. 19. Dashboard Component - Examples Sales Rep Dashboards Management Dashboards
  20. 20. Summary <ul><li>Common Challenge </li></ul><ul><ul><li>How do we ensure long-term success? </li></ul></ul><ul><li>Best Practices </li></ul><ul><ul><li>Identify the need for change </li></ul></ul><ul><ul><li>Build consensus for change </li></ul></ul><ul><ul><li>Manage the change </li></ul></ul><ul><ul><li>Secure executive sponsorship </li></ul></ul><ul><ul><li>Drive user adoption – What’s In It For Me? </li></ul></ul>
  21. 21. Kevin Rosen Manager, Customer Success Erica Stowe CRM Process Manager Jessica White Vice President, Process Manager QUESTION & ANSWER SESSION
  22. 22. Session Feedback Let us know how we’re doing! <ul><li>Please score the session from 5 to 1 (5=excellent,1=needs improvement) on the following categories: </li></ul><ul><ul><li>Overall rating of the session </li></ul></ul><ul><ul><li>Quality of content </li></ul></ul><ul><ul><li>Strength of presentation delivery </li></ul></ul><ul><ul><li>Relevance of the session to your organization </li></ul></ul>Save time! Use your cell phone or mobile device to send Feedback via SMS/Text Messaging! Send a message to 26335 In the message body: Session 123, #### For example, “ Session 123, 5555 ” Session ID: 123 Session ID # Scores for 4 categories SMS Voting powered by:

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