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Strategies for Measuring and Securing ROI with Salesforce


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Strategies for Measuring and Securing ROI with Salesforce

  1. 1. Strategies for Measuring and Securing ROI with Rick Davis, SunTrust Bank Senior Vice President, Commercial Information Services Scott Williams, Engagement Manager, Global Enterprise Services
  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, 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 . </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., inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law. </li></ul>
  3. 3. Key Things to Take Away…. <ul><li>How to begin the ROI process? </li></ul><ul><li>Why are your business challenges the key to the equation? </li></ul><ul><li>Why is user adoption so critical to ROI? </li></ul><ul><li>How effective solution design contributes to ROI? </li></ul><ul><li>Examples of proven Salesforce related ROI measurements and metrics </li></ul>
  4. 4. Agenda <ul><li>Introducing your Session Leaders (5 min) </li></ul><ul><li>SunTrust Implementation Overview (15 min) </li></ul><ul><ul><li>SunTrust Bank Profile </li></ul></ul><ul><ul><li>Proof of Concept / Pilot </li></ul></ul><ul><ul><li>Data Strategy </li></ul></ul><ul><ul><li>Integration Strategy </li></ul></ul><ul><ul><li>Training Strategy </li></ul></ul><ul><ul><li>“ The SunTrust Playbook” </li></ul></ul><ul><li>SunTrust – Building a Business Case/ROI (30 min) </li></ul><ul><li>Q&A Session (15 min) </li></ul>
  5. 5. SunTrust Bank Profile <ul><li>Seventh Largest Bank in US </li></ul><ul><li>1700 branches </li></ul><ul><li>$179 billion in assets, $122 billion in deposit </li></ul><ul><li>Serves 5 million households </li></ul><ul><li>550,000 business clients </li></ul>INDUSTRY: Banking EMPLOYEES: 35,000 GEOGRAPHY: Southeast US PRODUCT(S) USED: SFA, Service & Support # USERS: 2700 BU’s Deployed: Commercial Banking, Business Banking, Private Wealth Mgt, Leasing, Commercial Banking Service Center, Commercial Loans, and Treasury Mgt Help Desks
  6. 6. 100 User Pilot – Proof of Concept <ul><li>Objectives </li></ul><ul><li>Configurability – Can the application support the business objectives? </li></ul><ul><li>Time to Market – 60 to 90 days including integration </li></ul><ul><li>Usability & Adoption </li></ul><ul><li>Data Migration & Integration capabilities (SunTrust resources) </li></ul><ul><li>Training – Determine the right approach </li></ul><ul><li>Execution </li></ul><ul><li>Localized to a specific region – North Florida </li></ul><ul><li>100 users including Relationship Managers, Sales Support & Management </li></ul><ul><li>Configuration (30 days) & Integration (60 days) fully implemented </li></ul><ul><li>Onsite Training by (attended by SunTrust University) </li></ul><ul><li>Results </li></ul><ul><li>All pilot objectives met </li></ul><ul><li>Critical input for determining proper business case components </li></ul><ul><li>Created a SunTrust Playbook to govern all future Business Unit rollouts </li></ul>
  7. 7. Data, Integration & Training Strategies <ul><li>Data Approach </li></ul><ul><li>Coordination with Integration is critical </li></ul><ul><li>Designated a “Data Czar” </li></ul><ul><li>Joint salesforce/SunTrust team developed the data mapping </li></ul><ul><li>SunTrust extracted and cleaned the data prior to loading </li></ul><ul><li>Always begin with a small test load </li></ul><ul><li> provided go-live support </li></ul><ul><li>Integration Approach </li></ul><ul><li>SunTrust had a strong IT Development group </li></ul><ul><li> provided a 2-day API class </li></ul><ul><li>SunTrust resources developed the code with period SFDC reviews </li></ul><ul><li> provided go-live support </li></ul><ul><li>Training Approach </li></ul><ul><li>Joint University (STU) effort </li></ul><ul><li> provided Curriculum Development </li></ul><ul><li>Train-the-Trainer Certification Program developed </li></ul><ul><li> Instructors attended first 2-5 classes for each STU Instructor </li></ul>
  8. 8. The SunTrust Playbook (Rollout Guide) <ul><ul><li>Deliverables </li></ul></ul><ul><ul><li>Scope the implementation effort </li></ul></ul><ul><ul><li>Develop high-level implementation time line </li></ul></ul><ul><ul><li>Develop high-level project plan </li></ul></ul><ul><ul><li>Estimate resource requirements </li></ul></ul><ul><ul><li>Determine project cost drivers and estimate total project </li></ul></ul><ul><ul><li>Commit leadership and management </li></ul></ul><ul><ul><li>Develop high-level training requirements </li></ul></ul><ul><ul><li>Determine technical and data requirements </li></ul></ul><ul><ul><li>Determine appropriate deployment model </li></ul></ul><ul><ul><li>Key Cost Drivers </li></ul></ul><ul><ul><li>Executive Sponsorship </li></ul></ul><ul><ul><li>Commitment to Change </li></ul></ul><ul><ul><li>Commitment to Training </li></ul></ul><ul><ul><li>Commit Business Unit Staff to the Project </li></ul></ul><ul><ul><li>Degree of Change to Business Processes </li></ul></ul><ul><ul><li>Degree of Configuration Complexity </li></ul></ul><ul><ul><li>Ability to Adapt to Common Data Master </li></ul></ul>
  9. 9. Building a Business Case Identify Key Strategy and Business Objectives <ul><li>Strategy </li></ul><ul><li>Big bank capabilities delivered through local relationship managers </li></ul><ul><li>Capitalize on broad range of opportunities with clients throughout their financial life-cycle </li></ul><ul><li>Local Responsiveness </li></ul><ul><li>Execution: Relationship Management Model </li></ul><ul><li>Business Objectives </li></ul><ul><li>Maximize Wallet Share </li></ul><ul><ul><li>Identify Cross-sell opportunities </li></ul></ul><ul><ul><ul><li>Commercial Customers referrals to private wealth management </li></ul></ul></ul><ul><ul><ul><li>Need 360 degree view of every customer </li></ul></ul></ul><ul><li>Faster Customer Acquisition </li></ul><ul><ul><li>Needed consistent, best practice sales process </li></ul></ul><ul><ul><li>Equip Relationship Managers with better client information </li></ul></ul><ul><ul><li>Share institutional sales knowledge across the organization </li></ul></ul>
  10. 10. Building a Business Case Identify Key Challenges <ul><li>Business Challenge </li></ul><ul><ul><li>Line of business drives strategy, initiatives, installation </li></ul></ul><ul><ul><li>Geography drives client acquisition, expansion, service retention </li></ul></ul><ul><ul><li>Lack of focus on high value activities due to poor relationship management </li></ul></ul><ul><ul><li>Lack of visibility into sales management process </li></ul></ul><ul><ul><li>Inconsistent relationship planning across sales team </li></ul></ul><ul><ul><li>Inconsistent cross-LOB partnership </li></ul></ul><ul><li>Technology Challenge </li></ul><ul><ul><li>Lack of platform infrastructure and single-view applications </li></ul></ul><ul><ul><li>Poor support of business processes and best-practices </li></ul></ul><ul><ul><li>Rising IT costs and ownership issues </li></ul></ul><ul><ul><li>Legacy architecture </li></ul></ul><ul><li>Poor customer service </li></ul><ul><li>Inefficiencies </li></ul><ul><ul><li>Disproportionate ratio of sales v service </li></ul></ul><ul><ul><li>Needed to increase selling time by 40% </li></ul></ul><ul><li>Lost cross-sell opportunities </li></ul><ul><li>Poor execution resulting from lack of detail visibility </li></ul>
  11. 11. Building a Business Case Effective Solution Design: Relationship Management Model <ul><li>Relationship Planning </li></ul><ul><ul><li>Superior execution by geography and specialty teams </li></ul></ul><ul><ul><li>Effectively leverage best-in-class sales force to foster full relationship management </li></ul></ul><ul><li>Sales Process Improvements </li></ul><ul><ul><li>Improve efficiency through streamlined processes and operations </li></ul></ul><ul><li>Cross LOB Partnership </li></ul><ul><ul><li>Relationship Manager incentives are directly tied to new business production, portfolio profitability and cross-LOB partnership </li></ul></ul><ul><li>Track productivity and client profitability </li></ul>
  12. 12. Building a Business Case Effective Solution Design: Relationship Planning <ul><li>Key Elements: </li></ul><ul><ul><li>Company strategy </li></ul></ul><ul><ul><li>Company Management Team </li></ul></ul><ul><ul><li>Company Financial Trends </li></ul></ul><ul><ul><li>Capital Structure Analysis </li></ul></ul><ul><ul><li>Industry knowledge </li></ul></ul><ul><ul><li>Competitive Issues </li></ul></ul><ul><ul><li>Current banking relationships </li></ul></ul><ul><ul><li>Current SunTrust relationships with the client </li></ul></ul><ul><li>How is Salesforce used? </li></ul><ul><ul><li>Repository for relationship plans and annual updates </li></ul></ul><ul><ul><li>Help formulate call strategy and opportunity potential </li></ul></ul><ul><ul><li>Predict profitability of activities and focus on high-value activities </li></ul></ul><ul><ul><li>Track and manage client activity relative to revenue generated </li></ul></ul>
  13. 13. Building a Business Case Effective Solution Design: Consistent Sales Process <ul><li>Identify sales team for specific product opportunity </li></ul><ul><li>1-2-3 Call Planner provides structured call preparation </li></ul><ul><li>Debrief the team. </li></ul><ul><li>Assign follow-up tasks and reminders </li></ul><ul><li>Identify key clients to be serviced by Senior Management </li></ul><ul><li>How is Salesforce used? </li></ul><ul><ul><li>Streamlined call, pipeline management across product lines </li></ul></ul><ul><ul><li>Ability to run comprehensive and targeted campaigns </li></ul></ul><ul><ul><li>Reduced ramp-up time for new RMs </li></ul></ul><ul><ul><li>30 minute weekly sales meetings </li></ul></ul>
  14. 14. Building a Business Case Effective Solution Design: Cross LOB Partnership - 360 Degrees <ul><li>Referral tracking </li></ul><ul><ul><li>Capital Market </li></ul></ul><ul><ul><li>Treasury Management </li></ul></ul><ul><ul><li>Private Wealth Management for business owners and key executives </li></ul></ul><ul><li>Different profiles for different LOBs </li></ul><ul><li>How is Salesforce used? </li></ul><ul><ul><li>Single org, open sharing model </li></ul></ul><ul><ul><li>Using Opportunities to track Referrals </li></ul></ul><ul><ul><ul><li>Create referral by emailing an Opportunity </li></ul></ul></ul><ul><ul><ul><li>Assign referral to product specialist </li></ul></ul></ul><ul><ul><ul><li>Opportunity is linked to client and visible to all the team members </li></ul></ul></ul><ul><ul><li>Opportunity profile can help RM gauge opportunities for cross LOB referral </li></ul></ul>
  15. 15. Overall Results Attributed to <ul><li>67% YOY increase in capital market sales: $61.9 million in fees </li></ul><ul><li>29% YOY increase in treasury management sales fees </li></ul><ul><li>Number 1 in lead relationships </li></ul><ul><li>SunTrust RM productivity is in top two quintiles in the industry </li></ul><ul><li>Improved customer satisfaction </li></ul><ul><li>Key ROI Metrics – Banking Industry </li></ul><ul><ul><li>Cross-LOB Referrals </li></ul></ul><ul><ul><li>Sales Activities </li></ul></ul><ul><ul><li>Lead Relationships </li></ul></ul>
  16. 16. Improvement in Referral Participation <ul><li>Salesforce helped by: </li></ul><ul><ul><li>Enabling Relationship Managers to share client information </li></ul></ul><ul><ul><li>Identify new opportunities </li></ul></ul>Improvements from Salesforce: Loans: 5% Treasury Management: 7% Corporate Finance: 21% Personal Wealth Management: 31%
  17. 17. Improvement in Sales Activities to Identify More Opportunities <ul><li>Salesforce helped by: </li></ul><ul><ul><li>Identifying more opportunities for salespeople </li></ul></ul><ul><ul><li>Providing more complete client information </li></ul></ul><ul><li>Net Improvement </li></ul><ul><ul><li>8% improvement per year </li></ul></ul><ul><ul><li>14,000 more sales opportunities in 2006 </li></ul></ul><ul><ul><li>$7,000,000 in additional revenue per year </li></ul></ul>Calls per Salesperson per month Sales Activities Improvement with Salesforce 8% CAGR
  18. 18. Improvement in Lead Relationships <ul><li>Salesforce helped by: </li></ul><ul><ul><li>Better client information </li></ul></ul><ul><ul><li>Improved follow-up and action steps </li></ul></ul><ul><ul><li>Strong pipeline management </li></ul></ul>
  19. 19. ROI from Salesforce ROI on Salesforce (2 years) 997% NPV on Salesforce (2 years) $2 Million Revenue ($US) 18% CAGR SunTrust Revenue
  20. 20. Key Success Factors to Achieving ROI <ul><li>Management buy-in </li></ul><ul><li>Aligned with strategic objectives </li></ul><ul><li>Ability to support cross-LOB business processes and best-practices </li></ul><ul><li>Customization and configuration capabilities towards rapid deployment </li></ul><ul><li>Ease of use drives high adoption rate </li></ul><ul><li>Ease of integration with other legacy systems. </li></ul>
  21. 21. Rick Davis Senior Vice President, Commercial Information Services Scott Williams Engagement Manager, Global Enterprise Services QUESTION & ANSWER SESSION
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