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Success Planning Methodology
Blueprint and 7 Domains of Success
7 Domains of Success: Realizing your vision


         Vision and                Business
          Strategy                 Measures



                                         Sponsorship
  Adoption
                                         & Governance



   Roadmap                               Processes

                      Technology
                        & Data
We start by building your Success Blueprint


                    Vision and
                                                               Success Metrics
                     Strategy



      Adoption                                                            Governance



                                                                         Process
       Roadmap
                                                                        Automation
                                          Technology
                                            & Data
     Red                  Yellow                  Green
No Infrastructure     Partial Infrastructure   Infrastructure and
   or Process                In Place           Process In Place
What is a Success Blueprint?

     A Blueprint illustrates the recommended journey for
     how you can achieve your business objectives by
      driving value through deployment and adoption of
                         salesforce.com.

                 The key outputs are:

    Definition of        A customized       A strategic   An Action Plan
    your Vision,         Solution Map      Roadmap of           that
     including a         detailing how   salesforce.com   defines the first
  prioritized list of   salesforce.com     capabilities        steps
   top business            aligns with     aligned with
   goals and key         your business    your business
  success metrics        and technical         goals
                          environment
A blueprint guides you to success
Success on your terms




                                   Success
  Business                                          Value
                Best Practices     Blueprint
   Goals                                         Assessment
                Capabilities Map   Roadmap &
  Key Metrics                                    Accountability
                                   Action Plan
Success Blueprint: Putting it all together

                      We understand your vision and           We help you translate this vision
 Vision & Strategy     your business strategy                   into your application

                      Business Measures allow you to          We help you identify these metrics
  Success Metrics      monitor your progress                    and build them into your solution

                      “All-at-once” may not be feasible, a    We help you create a long-term
     Roadmap           roadmap helps you prioritize             focused and keep you up-to-date
                                                                with our forthcoming solutions
                      An effective governance program         We help you define a Center of
   Governance          defines Standards, Roles and             Excellence (CoE), identify sponsors
                       Responsibilities                         and create policies

                      Change can be daunting, planning        We help you create a scalable
     Adoption          user adoption is critical to success     adoption programs inclusive of
                                                                training, support and incentives
     Process          Process automation allows users to      We help you define, review and
                       be more effective in their roles         automate processes to ensure value
    Automation
                      Integration to back office tools and    We help you create your data
    Technology         effective data management further        management and integration
      & Data           enhance user productivity                strategies
Domain 1:
Vision and Strategy
Define the Vision, build a supporting Strategy
                        A vision for the desired state of the business is articulated by key
Vision                  executives, and is documented and understood by all.


                        A business strategy is developed to support the overall vision. It
Business Strategy and   contains clear and measurable business objectives that will be
Objectives              achieved within a given timeframe.



Business and            Business and technology issues and obstacles that impact the
Technology Issues       vision and strategy are identified.


                        The desired customer experience as it relates to the company’s
Customer Experience
                        vision is articulated and documented The customers’ journey
                        through the organization is defined and understood by all.
Customer Experience Evolves from Vision

   What experience do you want to create?




  Simple     Dependable   Community         Quality
Vision and Strategy – Best Practices
 Vision: Articulates the desired end state and how to get there
     –   Provides clear purpose for the project, initiative or organization
     –   Creates ongoing commitment
     –   Promotes a reason to measure or prove results of project, initiative or organization
 Business Strategy and Objectives: Supports the overall vision
     –   Audit your current customer experience measuring its current state
     –   Gather input on the current causes of pain from multiple sources
     –   Document business and technology strategies to create the desired customer experience
 Business and Technology Issues: Identify obstacles impacting vision and strategy
     –   Identify potential risks up-front
     –   Define mitigation strategies for each issue
     –   Consider all areas of your strategy (e.g. executive sponsorship, past failed projects,, etc.)
 Customer Experience: Evolves from vision and strategy
     –   Don’t get lost in lofty vision and strategy statements
     –   Design the ideal customer experience
     –   Ensure valuable customer information documented
Domain 2:
Success Metrics
Success Metrics: Measuring success

                    Business objectives defined in terms of measurable business
Objectives
                    value. These agreed upon business objectives are prioritized for
                    the given time frame for performance measurement.


                    Quantifiable measurements that indicate whether or not a business
Key Performance     is making progress toward its objectives. In order to be an effective
Indicators (KPIs)   management tool, KPI’s should be identified in advance.

                    Create operational definitions for what you plan to measure.
Operationalize      Implement mechanisms (such as reports and dashboards) for
                    tracking and monitoring KPIs. Review these goals regularly

                    Processes are put in place to ensure KPIs are utilized to progress
Validation          towards the desired, agreed upon targets.
Success Metrics: Capability Value Matrix
• Provide visibility to how the initiative is tracking against business goals
• Identify areas where program is not achieving business results and provide corrective actions
• Develop a single, consolidated list of program metrics used by all regions and user groups


Define KPIs
• Pick limited set of metrics
• Tie each metric to an objective
                                      Define KPIs




                                       Vision
                                      Strategy
Validation                           Objectives                     Operationalize
• Audit data to create
                                                                    • Identify salesforce.com
  credibility
                                                                      capabilities
• Empower managers to
                                                                    • Build, configure and deploy
  change behavior and
                                                                      application
  business process based
  upon reports/dashboards
  results
Key Performance Indicators: Less is more

             The Number of Metrics Used
          by CEOs of Private U.S. Companies


                        9%        21%
            18%                                               Less than Five
                                                              Five to Ten
                                                              Ten to Fifteen
                                52%
                                                              More than 15




         (Source: PricewaterhouseCoopers (PwC) Survey of the number of metrics
         used by CEOs of Private U.S. Companies — January 2004)
Operationalize: Tie objectives to capabilities
                                     Business
               Value Drivers                           KPI                 Capabilities you can leverage with salesforce.com
                                     Objectives
                                                                                      Web-2-Lead/ Lead       Partner Lead         Salesforce for
                                     Acquire New                    Marketing         Assignment Rules       Collaboration       Google Adwords
                  Increase                                         Campaign
                                      Profitable
                  Revenue             Customers                   Management &        Lead Generation &           Partner Deal   Competitor Data
                                                                  Measurement            Qualification            Registration    Management


                                                                    Account
                                                                                                                Customer            Activity
                                    Increase Sales                 Management
               Grow Existing                                                         Marketing    Customer        Survey          Management
                                      to Existing                   Planning
                                                                                    Campaign     Segmentation
                Customers             Customers                                    Management & Customer Value Personalized          Improve
                                                                    Cross-sell
                                                                                   Measurement   Management     Customer            Customer
 Revenue                                                            and up-sell
                                                                                                               Interactions        Satisfaction
Generation
                                                                                   Personalized                                    Opportunity
                                                                    Customer                            CTI          Incentive
                                      Increase                                      Customer                                        Pipeline
                                                                   Self-Service                     Integration      Programs
                 Customer            Retention of                                  Interactions                                     Visibility
                 Retention             Existing                     Salesforce           Customer            Account                 SLA
                                     Customers                        Ideas               Survey            Management            Management




                                                                    Consistent              Automatic                              Salesforce
                                                                                                                  Salesforce
                Customer                                              Sales                Competitive                            Mobile/Offline/
                                    Improve Sales                                                                  Content
                                                                   Methodology             Information                           Outlook Connect
                Profitability        Effectiveness
                                                                                             Product
                                                                      Account                                                     Partner Lead
                                                                                         Configuration,       Team Selling
                                                                    Intelligence                                                  Collaboration
                                                                                        Pricing & Quoting


         Legend: Marketing Sales Service & Support PRM Data-Insight Partner/External Force.com Platform
Operationalize: Tie objectives to capabilities
                                      Business
                Value Drivers                           KPI                Capabilities you can leverage with salesforce.com
                                      Objectives




                                                                      Force.com         Salesforce to         SAP/Oracle
                                     Avoid Strategic                                                                       Salesforce Ideas
                    Cost                                               Platform          Salesforce            Connect
                                      Project Costs
                  Avoidance                                                             Workflow Engine/
                                                                                                              Sandbox         Center of
                                                                      Compliance
                                                                                        Approval Workflow                    Excellence



 Cost
Savings



                                                                     Infrastructure &      Centralized                        FAQ &
                                       Reduce                           Hardware                             Service        Knowledge
                    Cost                                                                   Marketing
                                      Business                         (Force.com)                          Process &       Database
                  Reduction                                                               Encyclopedia
                                    Operation Costs                                                         Escalation
                                                                       Project            Sales Process     Automation      Expense
                                                                     Management            Consistency                     Management




          Legend: Marketing Sales Service & Support PRM Data-Insight Partner/External Force.com Platform
Operationalize: Tie objectives to capabilities
                                         Business
                   Value Drivers                           KPI                 Capabilities you can leverage with salesforce.com
                                         Objectives




                   Maintenance          Reduce Project
                                            Risk                          Force.com Platform      Salesforce Applications &   AppExchange
                       Risk                                                                               Releases




  Risk
Mitigation




                                         Reduce Risk
                     Regulatory        from Regulatory                                                        Workflow Engine/    Data Quality
                                                                         Audit & History   Usage Patterns
                       Risk              Compliance                                                           Approval Workflow   Dashboards
                                                                           Tracking




             Legend: Marketing Sales Service & Support PRM Data-Insight Partner/External Force.com Platform
Operationalize: Tie objectives to capabilities
                                       Business
                 Value Drivers                           KPI                Capabilities you can leverage with salesforce.com
                                       Objectives




                                         Improve                         Customer      Configuration, Pricing      Contact Data    Customer
                   Customer             Customer                        Self-Service        & Quoting              Management       Survey
                  Satisfaction        Interactions &                                                                    Personalized
                                          Insight                                 SLA              Sales Process
                                                                                                                         Customer
                                                                               Management           Consistency
                                                                                                                        Interactions



Satisfaction




                                                                                          Online Product &
                                                                          Microsoft                             Competitor Data
                   Employee            Improve User                                           Services
                                                                         Integration                             Management            Reports &
                                        Interactions                                        information
                  Satisfaction                                                                                                         Analytics
                                                                       Custom Interface                          Account Data
                                                                                                Mobility
                                                                       with Visualforce                          Management




           Legend: Marketing Sales Service & Support PRM Data-Insight Partner/External Force.com Platform
Success Metrics: Best Practices
 Define program objectives
 – Focus on business objectives: (Eg. Increase revenue, Reduce cost, etc.)
 Stipulate quantifiable measurements
 – Tie KPI’s to organizational strategy
 – SMART: Specific , Measurable, Achievable, Relevant, and Time-bound
 – Bridge the gap between business objectives and system capabilities
 Operationalize mechanisms to track progress
 – Translate objectives into system capabilities, evolve over time
 – Create dashboards and reports to capture measurements
 Validate
 – Who owns the data in the reports and dashboards?
 – Empower people to change business processes based upon the data
 – Dashboards/reports management discipline
Domain 3:
Adoption
Adoption
                           If your organization has a strategy and vision, are you able and
Organizational Readiness
                           prepared to drive change?
                           Stakeholders lead by example and drive the execution of change
Stakeholder Involvement
                           throughout the organization

                           Measures, incentive plans, and compensation structures are aligned
Measure & Reward
                           with the new business objectives.

                           A comprehensive and resourced communication plan is put in place
Communication Plan
                           for all users impacted by the initiative.

                           A comprehensive and resourced training plan in place for all users
Training Strategy
                           impacted by the implementation.
                           All appropriate support mechanisms such as quick reference guides,
Support
                           Support Team, and additional training/solutions are in place for users   .
                           Business goals and metrics are identified and tracked to ensure that
Continuous Improvement
                           continuous improvements are made to drive adoption.
Adoption: Usage evolves over time
Adoption: Best Practices
 Establish sponsorship at all levels – Lead by example
 Position CRM as an enabler of business vision, strategy & objectives
 Communicate through multiple channels (Email, Signage, Events, Chatter…)
 Establish business metrics – create dashboards and measure it
 Embrace the resistance – it’s easier to fix what is known
 Relentlessly pursue of high data quality
 Build an effective training strategy for all end-user communities
 Build a support mechanism to reinforce application usage
 Model business processes – “day in the life”
 Focus on what’s in it for users – productivity gains/collaboration capabilities
 Balance sticks and carrots
 Generate and celebrate short-term wins and harvest those
  wins to produce more change
Adoption: Best Practices
 Organizational Readiness – Communicate the Vision
    –   Consider people, process and technology.
    –   Overcoming obstacles to change, do you have proactive strategy for leading change?

 Stakeholder Involvement – Multiple levels of sponsorship are critical
    –   Executive articulates and promotes vision and strategy and participates in review sessions
    –   Leads by example to reinforces the importance of the applicaton
    –   Power Users and champions are the grassroots influencer

 Measurements & Rewards - Tie compensation to desired behavior
    –   Drive behavior by providing real-time insight to compensation.
    –   Create a wall of fame and a wall of shame. iPod or Starbuck’s gift card for achieving usage
        and business goals (e.g. highest login rate, win rate, big deals, etc. )
    –   Leverage the motto: “If it’s not in Salesforce, it doesn’t exist.”

 Communication and Planning– promote consistency to avoid confusion
    –   Define significant business milestones (i.e., vision, strategy, objectives, releases, etc.)
    –   Communication plan will help you achieve your business objectives
    –   Identify stakeholders, regions, users, power users, champions.
    –   Leverage Chatter to promote “in-app” collaboration
Adoption: Best Practices
 Training Strategy: know your audience
    –   Have a training strategy that includes both initial/new user and on-going training to support
        the evolution of your usage as you grow
    –   Support multiple groups and different roles as their needs are different as well as their
        learning styles might be different too
    –   Don’t forget the “key benefit takeaways” what’s in it for. Measure success of your training
        strategy
    –   Leverage salesforce.com resources to help – free and fee based resources.

 Support: Create an appropriate strategy for your culture
    –   Assign an internal administrator (s) with strong progressive technical skills and a keen sense
        of the business
    –   Consider decentralizing support – business application managers, super users, steering
        committee, use Chatter groups to create a self-supporting community of users
    –   Leverage salesforce.com Premier Support resource, user groups, community

 Continuous Improvement: solicit feedback and act on it
    –   Provide feedback mechanisms for continuous improvement.
    –   Manage feedback and requests with Salesforce Chatter or Cases.
    –   Ensure all changes are tied to business objectives
Domain 4:
Sponsorship &
 Governance
Governance & Sponsorship

Program Sponsorship    The executive sponsor is a senior executive who is
                       responsible to the business for the success of the
                       project. Both active and visible, and with full authority
                       to make decisions and mandate change, the sponsor
                       is the project champion for all impacted users.


Center of Excellence   Excellence represents organizational resources to
                       ensures best performance through intellectual capital,
                       standards, guidelines, tools and consistent processes



Release Management     Documented plans to manage releases, prioritize
                       business requirements and address key capabilities.
Sponsorship and Governance: Best practices
 Executive Sponsorship – Drive execution at all levels
    –   Key stakeholder empowered to drive success
    –   Mitigates risk through issue analysis and resolution
    –   Drives annual budget and staffing allocation decisions
    –   Stays abreast of Salesforce.com innovation (Eg. Dreamforce, etc.)
 Center of Excellence – Steering Committee, team of champions
    –   Establishes cross-functional team with regularly scheduled meetings to
        evolve the usage of salesforce across the business enterprise
    –   Steers team decisions to influence business strategy
 Release Management – Establish release time frames, change management
    –   Assess the level of effort and business impact when deploying features
    –   Allocate appropriate resources
    –   Immediate Release, Minor (Monthly) Release, Major Release
CoE: Global Governance Framework
                                                                    Executive Sponsor



                                                                   Executive Steering
                                                                       Committee



                               COE Technical Director             Global Program Owner       COE Business Director
    Leadership Council &




                            Data & Technology                                                       Change Management
                               Architecture                                                             & Adoption
       Stakeholders




                           Technical Architecture
                                                                   Center of                       Training & Deployment

                             Quality Assurance                    Excellence
                                                                                                          Business Process
                           Release Management

                                                                                                  Ops Support, Reporting,
                           Help Desk and Support
                                                                                                           etc.




  Project
                            Work stream #1       Work stream #2         Work stream #3   Work stream #4           Work stream #n
Work streams
Domain 5:
Roadmap
Roadmap

                         A list of capabilities the business has asked for to achieve the desired
Deployment Roadmap       business objectives.



                         The list of capabilities prioritized and grouped into value drivers
                         and mapped to your documented business measures.
Capabilities Value Map

                         An understanding of salesforce.com’s releases and product direction
Product Roadmap          to consider in your roadmap development.


                         A global deployment plan that considers all users - in all roles - in all
Global Deployment        locations.
Roadmap: Drives Business Value

                        Tying your organization’s
                         vision and strategy with
                         how capabilities will be
                         deployed


                        Linking the business value
                         achieved from each
                         capability when it is
                         deployed


                        Aligning Business and IT
                         toward common goals
Deployment Roadmap: Where are we headed?
     April         May          June           July       August           September         October   November……
                   2.0                                     2.5                      3.0
  Multi-Currency                                      Blackberry – US

   Translation
                                  Outlook V2             Satmetrix
  Multi Language
                           Migrate APF                 Optimization
    EU 4Cast
                                                         Report
                    Marketing MQL – Excl. Wily

             Value for Account Team
                          Technical Sales
                                                       Optimization


                                                                                Optimization


                                                            Account Team Synch.
                             Win / Loss

                                                               Opportunity Grid
                               GSI’s
                                                               Wily NCV

       Phase 1                                                                    Indirect
                         MDY, ILumin - Enterprise
       Phase 2                                                            SAP/Salesforce Integration

      Phase 2.5

      Phase 2.75
                    Value for Management
                         Implementation Director
                                                                                 Feasibility




       Phase 3.0
Domain 6:
Processes
Processes

                        Key processes are defined so that a desired business outcome is
Process Definition
                        achieved. These processes help drive the prioritization of features
                        and functionality deployed.

                        The individual(s) responsible for process design and
Process Ownership       performance. The process owner is accountable for sustaining the
                        process and identifying future improvements.


                        Processes and practices are examined to ensure maximum
Process Effectiveness   effectiveness in the organizations performance.



                        Processes are reviewed regularly for improvement; those
Process Review          undocumented are reviewed, improved and documented.
Processes
Process Definition: Best practices
 Understand your company’s overall business objectives
 Drill into each business unit or work group to understand different
  process requirements
 Document the overall goals and business requirements
 Minimize handoffs (either between people, organizations, or systems)
 Every step in the process should have one owner who is accountable
  for the success of that step
 Understand how the technology can enable the process (workflow,
  workflow approvals, data validation, etc.)
 First focus on the top-10 highest value processes and then top-10
  highest value processes for the enterprise
 Consider phased roll-outs
Processes: Best practices
 Ensure all areas of the company are considered - front and back office
 Develop “process maps”; swim lane diagrams to illustrate the process
  and work groups involved
 Use “Quick Reference Guides (QRGs)”; single sheet user guides for
  quick reference
 Institute formal change control to manage and execute your roadmap
 Create cross-functional approvals and sign-offs through your Center of
  Excellence
 Ensure your process owners are trained on the application and
  continue to develop expertise in the process and technology
Domain 7:
Technology and Data
Technology and Data
                           An implementation framework that describes processes, roles,
Implementation
Framework                  responsibilities and interactions between processes is defined,
                           communicated and understood by program team members. This
                           framework leads to better cross functional team and organizational

                           alignment   .
Data Management            A comprehensive data management plan defining how data is migrated,
Strategy                   enriched, cleansed, and maintained on an ongoing basis.

Platform and Integration   An architecture, platform and integration strategy provides for a
Strategy                   coherent and consistent approach to Salesforce systems that guide
                           all implementation decisions while laying the groundwork for
                           business agility and future projects. An architecture, platform and
                           integration strategy will provide a higher ROI and decrease the total
                           cost of ownership over time.


Security Infrastructure    Aligning Salesforce user access and data visibility settings with your
                           organizations overall security policies.
Data Management Strategy
  Business Strategy                                Security Strategy

                                                         Enterprise
                            Data Quality
                                                        Intelligence

   Data
               Data                           Data
            Architecture                   Governance



   Data    Data Migration




                                                          Insight &
   ERP      Integration                                 Predictability
Platform and Integration Strategy
       Ensure you comply with audit and compliance regulations by accurately reflecting customer master.
       Reduce support call handling times by integrating to shipping and billing data
       Reduce enterprise license costs by retiring old systems and consolidating licenses among fewer supported
        applications
       Provide a 360° view of the customer to enable users to make more informed decisions, provide better customer
        service, more effectively market
       Support operational processes that occur outside of salesforce.com, such as order fulfillment or inventory
       Create mashups to other public web services to improve usability and productivity


                                                                                   Effective
                                                Marketing                         Segmentation
                       Legacy
                        Apps                                                         Accurate
                        Invoices
                        Products
                         Orders
                                                    Sales                           Forecasting
                         Pricing
                        Shipping
                                                                                     Customer
                                                                                     Retention
                                                Call Center
Technology and Data: Best practices

 Implementation Framework
 – Commit to the idea that the “implementation” does not end at go-live
 – Define a focused set of deliverables that tie to business objectives
   and user feedback with measures for success
 – Establish an implementation methodology that addresses
   requirements, modeling, configuration, testing, user acceptance and
   deployment
 – Plan for mobile usage now
 – Train both for the success team and the end users
Technology and Data: Best practices

 Data Management Strategy
 – Ensure there are executives willing to own data quality
 – Establish a cross-functional success team responsible for oversight
   and development of application including managing data quality
 – Develop and articulate each business process and include what the
   data requirements are to support each process.
 – Ensure that the system is configured and users are incented to keep
   it clean
 – Ensure you have the tools to make sure quality does not degrade
   again
Technology and Data: Best practices

 Platform and Integration Strategy
 – Identify projects that will drive business value and calculate ROI
 – Identify projects that are a good fit for PaaS, particularly those that
   would reduce license, infrastructure, training and support
   expenditures
 – Leverage existing middleware to tie multiple systems together or
   implement a middleware solution to retrieve/update data from
   multiple systems.
 – Use Sandbox Edition for any development, testing, or training that
   could affect production data
Technology and Data: Best practices

 Security Infrastructure
 – Security defined by centralized success team with CIO oversight
 – Identify named resources for Security and share that person’s
   contact details with salesforce.com
 – Implement IP Range Restrictions or two factor authentication and
   review and tighten session and password settings
 – Communicate security issues and train users regularly
 – Implement the most private data sharing model you can without
   sacrificing productivity
 – Limit the number of administrators and delegate administration to
   lowest level
 – Establish regular reviews and ‘tests’ for compliance
Putting it all
 together…
7 Domain of Success Approach
     Domain #1          Domain #2                             Domain #3                       Domain #5                          Domain #6
Strategy and Vision Business Measures                         Adoption                        Roadmap                             Process

                                                                                            Prioritize and                          Define
     Define Vision
                                                                                           group Initiatives                      Processes
                                   Identify key              Assess impact
 What is the vision that will
                                    Business                on organization/           What should be the basis for         What processes will help
    carry forward the                Metrics                  employees                deciding which initiatives are     achieve the Salesforce vision?
   Salesforce effort?                                                                         pursued first?                  Do they need to be re-
                                   What are key              How will the Salesforce                                                designed?
                                 business metrics to       transformation impact the
                                 measure success?        organization and employees?
         Define                                                                               Develop the
       Strategies                                                                              Roadmap


 What are the strategies to       Domain #4                                                How should the list of             Domain #7
  enable achievement of         Sponsorship and                                         Salesforce related programs       Technology and Data
  your Salesforce vision?                                                              and initiatives be structured to
                                  Governance                                            produce maximum benefit?

                                    Develop the                                                                                 Develop the
   Define Business
                                     Center of                                                                                Technology and
     Objectives
                                    Excellence                                                                                 Data strategy

  What are the business         What governance model                                                                       What technology and data
  objects of the overall         will best support the                                                                    strategies and architecture will
   Salesforce effort?             Salesforce effort?                                                                      support the Salesforce effort?
Salesforce CRM 7 domains of Success

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Salesforce CRM 7 domains of Success

  • 1. Success Planning Methodology Blueprint and 7 Domains of Success
  • 2. 7 Domains of Success: Realizing your vision Vision and Business Strategy Measures Sponsorship Adoption & Governance Roadmap Processes Technology & Data
  • 3. We start by building your Success Blueprint Vision and Success Metrics Strategy Adoption Governance Process Roadmap Automation Technology & Data Red Yellow Green No Infrastructure Partial Infrastructure Infrastructure and or Process In Place Process In Place
  • 4. What is a Success Blueprint? A Blueprint illustrates the recommended journey for how you can achieve your business objectives by driving value through deployment and adoption of salesforce.com. The key outputs are: Definition of A customized A strategic An Action Plan your Vision, Solution Map Roadmap of that including a detailing how salesforce.com defines the first prioritized list of salesforce.com capabilities steps top business aligns with aligned with goals and key your business your business success metrics and technical goals environment
  • 5. A blueprint guides you to success
  • 6. Success on your terms Success Business Value Best Practices Blueprint Goals Assessment Capabilities Map Roadmap & Key Metrics Accountability Action Plan
  • 7. Success Blueprint: Putting it all together  We understand your vision and  We help you translate this vision Vision & Strategy your business strategy into your application  Business Measures allow you to  We help you identify these metrics Success Metrics monitor your progress and build them into your solution  “All-at-once” may not be feasible, a  We help you create a long-term Roadmap roadmap helps you prioritize focused and keep you up-to-date with our forthcoming solutions  An effective governance program  We help you define a Center of Governance defines Standards, Roles and Excellence (CoE), identify sponsors Responsibilities and create policies  Change can be daunting, planning  We help you create a scalable Adoption user adoption is critical to success adoption programs inclusive of training, support and incentives Process  Process automation allows users to  We help you define, review and be more effective in their roles automate processes to ensure value Automation  Integration to back office tools and  We help you create your data Technology effective data management further management and integration & Data enhance user productivity strategies
  • 9. Define the Vision, build a supporting Strategy A vision for the desired state of the business is articulated by key Vision executives, and is documented and understood by all. A business strategy is developed to support the overall vision. It Business Strategy and contains clear and measurable business objectives that will be Objectives achieved within a given timeframe. Business and Business and technology issues and obstacles that impact the Technology Issues vision and strategy are identified. The desired customer experience as it relates to the company’s Customer Experience vision is articulated and documented The customers’ journey through the organization is defined and understood by all.
  • 10. Customer Experience Evolves from Vision What experience do you want to create? Simple Dependable Community Quality
  • 11. Vision and Strategy – Best Practices  Vision: Articulates the desired end state and how to get there – Provides clear purpose for the project, initiative or organization – Creates ongoing commitment – Promotes a reason to measure or prove results of project, initiative or organization  Business Strategy and Objectives: Supports the overall vision – Audit your current customer experience measuring its current state – Gather input on the current causes of pain from multiple sources – Document business and technology strategies to create the desired customer experience  Business and Technology Issues: Identify obstacles impacting vision and strategy – Identify potential risks up-front – Define mitigation strategies for each issue – Consider all areas of your strategy (e.g. executive sponsorship, past failed projects,, etc.)  Customer Experience: Evolves from vision and strategy – Don’t get lost in lofty vision and strategy statements – Design the ideal customer experience – Ensure valuable customer information documented
  • 13. Success Metrics: Measuring success Business objectives defined in terms of measurable business Objectives value. These agreed upon business objectives are prioritized for the given time frame for performance measurement. Quantifiable measurements that indicate whether or not a business Key Performance is making progress toward its objectives. In order to be an effective Indicators (KPIs) management tool, KPI’s should be identified in advance. Create operational definitions for what you plan to measure. Operationalize Implement mechanisms (such as reports and dashboards) for tracking and monitoring KPIs. Review these goals regularly Processes are put in place to ensure KPIs are utilized to progress Validation towards the desired, agreed upon targets.
  • 14. Success Metrics: Capability Value Matrix • Provide visibility to how the initiative is tracking against business goals • Identify areas where program is not achieving business results and provide corrective actions • Develop a single, consolidated list of program metrics used by all regions and user groups Define KPIs • Pick limited set of metrics • Tie each metric to an objective Define KPIs Vision Strategy Validation Objectives Operationalize • Audit data to create • Identify salesforce.com credibility capabilities • Empower managers to • Build, configure and deploy change behavior and application business process based upon reports/dashboards results
  • 15. Key Performance Indicators: Less is more The Number of Metrics Used by CEOs of Private U.S. Companies 9% 21% 18% Less than Five Five to Ten Ten to Fifteen 52% More than 15 (Source: PricewaterhouseCoopers (PwC) Survey of the number of metrics used by CEOs of Private U.S. Companies — January 2004)
  • 16. Operationalize: Tie objectives to capabilities Business Value Drivers KPI Capabilities you can leverage with salesforce.com Objectives Web-2-Lead/ Lead Partner Lead Salesforce for Acquire New Marketing Assignment Rules Collaboration Google Adwords Increase Campaign Profitable Revenue Customers Management & Lead Generation & Partner Deal Competitor Data Measurement Qualification Registration Management Account Customer Activity Increase Sales Management Grow Existing Marketing Customer Survey Management to Existing Planning Campaign Segmentation Customers Customers Management & Customer Value Personalized Improve Cross-sell Measurement Management Customer Customer Revenue and up-sell Interactions Satisfaction Generation Personalized Opportunity Customer CTI Incentive Increase Customer Pipeline Self-Service Integration Programs Customer Retention of Interactions Visibility Retention Existing Salesforce Customer Account SLA Customers Ideas Survey Management Management Consistent Automatic Salesforce Salesforce Customer Sales Competitive Mobile/Offline/ Improve Sales Content Methodology Information Outlook Connect Profitability Effectiveness Product Account Partner Lead Configuration, Team Selling Intelligence Collaboration Pricing & Quoting Legend: Marketing Sales Service & Support PRM Data-Insight Partner/External Force.com Platform
  • 17. Operationalize: Tie objectives to capabilities Business Value Drivers KPI Capabilities you can leverage with salesforce.com Objectives Force.com Salesforce to SAP/Oracle Avoid Strategic Salesforce Ideas Cost Platform Salesforce Connect Project Costs Avoidance Workflow Engine/ Sandbox Center of Compliance Approval Workflow Excellence Cost Savings Infrastructure & Centralized FAQ & Reduce Hardware Service Knowledge Cost Marketing Business (Force.com) Process & Database Reduction Encyclopedia Operation Costs Escalation Project Sales Process Automation Expense Management Consistency Management Legend: Marketing Sales Service & Support PRM Data-Insight Partner/External Force.com Platform
  • 18. Operationalize: Tie objectives to capabilities Business Value Drivers KPI Capabilities you can leverage with salesforce.com Objectives Maintenance Reduce Project Risk Force.com Platform Salesforce Applications & AppExchange Risk Releases Risk Mitigation Reduce Risk Regulatory from Regulatory Workflow Engine/ Data Quality Audit & History Usage Patterns Risk Compliance Approval Workflow Dashboards Tracking Legend: Marketing Sales Service & Support PRM Data-Insight Partner/External Force.com Platform
  • 19. Operationalize: Tie objectives to capabilities Business Value Drivers KPI Capabilities you can leverage with salesforce.com Objectives Improve Customer Configuration, Pricing Contact Data Customer Customer Customer Self-Service & Quoting Management Survey Satisfaction Interactions & Personalized Insight SLA Sales Process Customer Management Consistency Interactions Satisfaction Online Product & Microsoft Competitor Data Employee Improve User Services Integration Management Reports & Interactions information Satisfaction Analytics Custom Interface Account Data Mobility with Visualforce Management Legend: Marketing Sales Service & Support PRM Data-Insight Partner/External Force.com Platform
  • 20. Success Metrics: Best Practices  Define program objectives – Focus on business objectives: (Eg. Increase revenue, Reduce cost, etc.)  Stipulate quantifiable measurements – Tie KPI’s to organizational strategy – SMART: Specific , Measurable, Achievable, Relevant, and Time-bound – Bridge the gap between business objectives and system capabilities  Operationalize mechanisms to track progress – Translate objectives into system capabilities, evolve over time – Create dashboards and reports to capture measurements  Validate – Who owns the data in the reports and dashboards? – Empower people to change business processes based upon the data – Dashboards/reports management discipline
  • 22. Adoption If your organization has a strategy and vision, are you able and Organizational Readiness prepared to drive change? Stakeholders lead by example and drive the execution of change Stakeholder Involvement throughout the organization Measures, incentive plans, and compensation structures are aligned Measure & Reward with the new business objectives. A comprehensive and resourced communication plan is put in place Communication Plan for all users impacted by the initiative. A comprehensive and resourced training plan in place for all users Training Strategy impacted by the implementation. All appropriate support mechanisms such as quick reference guides, Support Support Team, and additional training/solutions are in place for users . Business goals and metrics are identified and tracked to ensure that Continuous Improvement continuous improvements are made to drive adoption.
  • 24. Adoption: Best Practices  Establish sponsorship at all levels – Lead by example  Position CRM as an enabler of business vision, strategy & objectives  Communicate through multiple channels (Email, Signage, Events, Chatter…)  Establish business metrics – create dashboards and measure it  Embrace the resistance – it’s easier to fix what is known  Relentlessly pursue of high data quality  Build an effective training strategy for all end-user communities  Build a support mechanism to reinforce application usage  Model business processes – “day in the life”  Focus on what’s in it for users – productivity gains/collaboration capabilities  Balance sticks and carrots  Generate and celebrate short-term wins and harvest those wins to produce more change
  • 25. Adoption: Best Practices  Organizational Readiness – Communicate the Vision – Consider people, process and technology. – Overcoming obstacles to change, do you have proactive strategy for leading change?  Stakeholder Involvement – Multiple levels of sponsorship are critical – Executive articulates and promotes vision and strategy and participates in review sessions – Leads by example to reinforces the importance of the applicaton – Power Users and champions are the grassroots influencer  Measurements & Rewards - Tie compensation to desired behavior – Drive behavior by providing real-time insight to compensation. – Create a wall of fame and a wall of shame. iPod or Starbuck’s gift card for achieving usage and business goals (e.g. highest login rate, win rate, big deals, etc. ) – Leverage the motto: “If it’s not in Salesforce, it doesn’t exist.”  Communication and Planning– promote consistency to avoid confusion – Define significant business milestones (i.e., vision, strategy, objectives, releases, etc.) – Communication plan will help you achieve your business objectives – Identify stakeholders, regions, users, power users, champions. – Leverage Chatter to promote “in-app” collaboration
  • 26. Adoption: Best Practices  Training Strategy: know your audience – Have a training strategy that includes both initial/new user and on-going training to support the evolution of your usage as you grow – Support multiple groups and different roles as their needs are different as well as their learning styles might be different too – Don’t forget the “key benefit takeaways” what’s in it for. Measure success of your training strategy – Leverage salesforce.com resources to help – free and fee based resources.  Support: Create an appropriate strategy for your culture – Assign an internal administrator (s) with strong progressive technical skills and a keen sense of the business – Consider decentralizing support – business application managers, super users, steering committee, use Chatter groups to create a self-supporting community of users – Leverage salesforce.com Premier Support resource, user groups, community  Continuous Improvement: solicit feedback and act on it – Provide feedback mechanisms for continuous improvement. – Manage feedback and requests with Salesforce Chatter or Cases. – Ensure all changes are tied to business objectives
  • 28. Governance & Sponsorship Program Sponsorship The executive sponsor is a senior executive who is responsible to the business for the success of the project. Both active and visible, and with full authority to make decisions and mandate change, the sponsor is the project champion for all impacted users. Center of Excellence Excellence represents organizational resources to ensures best performance through intellectual capital, standards, guidelines, tools and consistent processes Release Management Documented plans to manage releases, prioritize business requirements and address key capabilities.
  • 29. Sponsorship and Governance: Best practices  Executive Sponsorship – Drive execution at all levels – Key stakeholder empowered to drive success – Mitigates risk through issue analysis and resolution – Drives annual budget and staffing allocation decisions – Stays abreast of Salesforce.com innovation (Eg. Dreamforce, etc.)  Center of Excellence – Steering Committee, team of champions – Establishes cross-functional team with regularly scheduled meetings to evolve the usage of salesforce across the business enterprise – Steers team decisions to influence business strategy  Release Management – Establish release time frames, change management – Assess the level of effort and business impact when deploying features – Allocate appropriate resources – Immediate Release, Minor (Monthly) Release, Major Release
  • 30. CoE: Global Governance Framework Executive Sponsor Executive Steering Committee COE Technical Director Global Program Owner COE Business Director Leadership Council & Data & Technology Change Management Architecture & Adoption Stakeholders Technical Architecture Center of Training & Deployment Quality Assurance Excellence Business Process Release Management Ops Support, Reporting, Help Desk and Support etc. Project Work stream #1 Work stream #2 Work stream #3 Work stream #4 Work stream #n Work streams
  • 32. Roadmap A list of capabilities the business has asked for to achieve the desired Deployment Roadmap business objectives. The list of capabilities prioritized and grouped into value drivers and mapped to your documented business measures. Capabilities Value Map An understanding of salesforce.com’s releases and product direction Product Roadmap to consider in your roadmap development. A global deployment plan that considers all users - in all roles - in all Global Deployment locations.
  • 33. Roadmap: Drives Business Value  Tying your organization’s vision and strategy with how capabilities will be deployed  Linking the business value achieved from each capability when it is deployed  Aligning Business and IT toward common goals
  • 34. Deployment Roadmap: Where are we headed? April May June July August September October November…… 2.0 2.5 3.0 Multi-Currency Blackberry – US Translation Outlook V2 Satmetrix Multi Language Migrate APF Optimization EU 4Cast Report Marketing MQL – Excl. Wily Value for Account Team Technical Sales Optimization Optimization Account Team Synch. Win / Loss Opportunity Grid GSI’s Wily NCV Phase 1 Indirect MDY, ILumin - Enterprise Phase 2 SAP/Salesforce Integration Phase 2.5 Phase 2.75 Value for Management Implementation Director Feasibility Phase 3.0
  • 36. Processes Key processes are defined so that a desired business outcome is Process Definition achieved. These processes help drive the prioritization of features and functionality deployed. The individual(s) responsible for process design and Process Ownership performance. The process owner is accountable for sustaining the process and identifying future improvements. Processes and practices are examined to ensure maximum Process Effectiveness effectiveness in the organizations performance. Processes are reviewed regularly for improvement; those Process Review undocumented are reviewed, improved and documented.
  • 38. Process Definition: Best practices  Understand your company’s overall business objectives  Drill into each business unit or work group to understand different process requirements  Document the overall goals and business requirements  Minimize handoffs (either between people, organizations, or systems)  Every step in the process should have one owner who is accountable for the success of that step  Understand how the technology can enable the process (workflow, workflow approvals, data validation, etc.)  First focus on the top-10 highest value processes and then top-10 highest value processes for the enterprise  Consider phased roll-outs
  • 39. Processes: Best practices  Ensure all areas of the company are considered - front and back office  Develop “process maps”; swim lane diagrams to illustrate the process and work groups involved  Use “Quick Reference Guides (QRGs)”; single sheet user guides for quick reference  Institute formal change control to manage and execute your roadmap  Create cross-functional approvals and sign-offs through your Center of Excellence  Ensure your process owners are trained on the application and continue to develop expertise in the process and technology
  • 41. Technology and Data An implementation framework that describes processes, roles, Implementation Framework responsibilities and interactions between processes is defined, communicated and understood by program team members. This framework leads to better cross functional team and organizational alignment . Data Management A comprehensive data management plan defining how data is migrated, Strategy enriched, cleansed, and maintained on an ongoing basis. Platform and Integration An architecture, platform and integration strategy provides for a Strategy coherent and consistent approach to Salesforce systems that guide all implementation decisions while laying the groundwork for business agility and future projects. An architecture, platform and integration strategy will provide a higher ROI and decrease the total cost of ownership over time. Security Infrastructure Aligning Salesforce user access and data visibility settings with your organizations overall security policies.
  • 42. Data Management Strategy Business Strategy Security Strategy Enterprise Data Quality Intelligence Data Data Data Architecture Governance Data Data Migration Insight & ERP Integration Predictability
  • 43. Platform and Integration Strategy  Ensure you comply with audit and compliance regulations by accurately reflecting customer master.  Reduce support call handling times by integrating to shipping and billing data  Reduce enterprise license costs by retiring old systems and consolidating licenses among fewer supported applications  Provide a 360° view of the customer to enable users to make more informed decisions, provide better customer service, more effectively market  Support operational processes that occur outside of salesforce.com, such as order fulfillment or inventory  Create mashups to other public web services to improve usability and productivity Effective Marketing Segmentation Legacy Apps Accurate Invoices Products Orders Sales Forecasting Pricing Shipping Customer Retention Call Center
  • 44. Technology and Data: Best practices  Implementation Framework – Commit to the idea that the “implementation” does not end at go-live – Define a focused set of deliverables that tie to business objectives and user feedback with measures for success – Establish an implementation methodology that addresses requirements, modeling, configuration, testing, user acceptance and deployment – Plan for mobile usage now – Train both for the success team and the end users
  • 45. Technology and Data: Best practices  Data Management Strategy – Ensure there are executives willing to own data quality – Establish a cross-functional success team responsible for oversight and development of application including managing data quality – Develop and articulate each business process and include what the data requirements are to support each process. – Ensure that the system is configured and users are incented to keep it clean – Ensure you have the tools to make sure quality does not degrade again
  • 46. Technology and Data: Best practices  Platform and Integration Strategy – Identify projects that will drive business value and calculate ROI – Identify projects that are a good fit for PaaS, particularly those that would reduce license, infrastructure, training and support expenditures – Leverage existing middleware to tie multiple systems together or implement a middleware solution to retrieve/update data from multiple systems. – Use Sandbox Edition for any development, testing, or training that could affect production data
  • 47. Technology and Data: Best practices  Security Infrastructure – Security defined by centralized success team with CIO oversight – Identify named resources for Security and share that person’s contact details with salesforce.com – Implement IP Range Restrictions or two factor authentication and review and tighten session and password settings – Communicate security issues and train users regularly – Implement the most private data sharing model you can without sacrificing productivity – Limit the number of administrators and delegate administration to lowest level – Establish regular reviews and ‘tests’ for compliance
  • 48. Putting it all together…
  • 49. 7 Domain of Success Approach Domain #1 Domain #2 Domain #3 Domain #5 Domain #6 Strategy and Vision Business Measures Adoption Roadmap Process Prioritize and Define Define Vision group Initiatives Processes Identify key Assess impact What is the vision that will Business on organization/ What should be the basis for What processes will help carry forward the Metrics employees deciding which initiatives are achieve the Salesforce vision? Salesforce effort? pursued first? Do they need to be re- What are key How will the Salesforce designed? business metrics to transformation impact the measure success? organization and employees? Define Develop the Strategies Roadmap What are the strategies to Domain #4 How should the list of Domain #7 enable achievement of Sponsorship and Salesforce related programs Technology and Data your Salesforce vision? and initiatives be structured to Governance produce maximum benefit? Develop the Develop the Define Business Center of Technology and Objectives Excellence Data strategy What are the business What governance model What technology and data objects of the overall will best support the strategies and architecture will Salesforce effort? Salesforce effort? support the Salesforce effort?