Presented in the Admin Theatre at London World Tour on 19 May 2016.

1. An Admin's Role in Transforming a
Charity for Success
Chris McIvor
Consultant
Chris.McIvor@Clarasys.com
@ClarasysLtd
Optimizing Lead to Cash

2. • Founded in 2011, Clarasys are
specialists in ‘Lead to Cash’
• Joined Clarasys in 2015
• Certified Salesforce Administrator
and Platform App Builder
Chris McIvor
Consultant, Clarasys

3. Challenges Facing the Charity Sector
• Reduction in centralised funding
• Stronger relationships required
• Need to be more efficient
• Digital
And how you as an Admin can help…

4. Introducing Citizenship Foundation
Utilising Salesforce to improve efficiencies
Project activities
• Pain point definition
• Analyse issues
• Prioritise solutions
Inspiring young people to contribute to society as equal members of it

5. Key Pain Points
Lack of Process
Monitoring
Unclear
Definition of
Salesforce
Responsibilities
Inconsistent
User Needs
Poor Data
Quality

6. Improvements aligned to Lead to Cash
Process
Systems
Teams
Data
Lead Opportunity Quote Fulfil Invoice Collections
Customer Service
Salesforce
Data
Marketing
Sales
Deliver and Operations

7. Improvements aligned to Lead to Cash
Data Quality
Lead Opportunity Quote Fulfil Invoice CollectionsProcess
Systems
Teams
Data
Customer Service
Salesforce
Data
Marketing
Sales
Deliver and Operations

8. Improvements aligned to Lead to Cash
Process Monitoring
Lead Opportunity Quote Fulfil Invoice CollectionsProcess
Systems
Teams
Data
Customer Service
Salesforce
Data
Marketing
Sales
Deliver and Operations

9. Improvements aligned to Lead to Cash
User Needs
Lead Opportunity Quote Fulfil Invoice CollectionsProcess
Systems
Teams
Data
Customer Service
Salesforce
Data
Marketing
Sales
Deliver and Operations

10. Improvements aligned to Lead to Cash
Salesforce Responsibilities
Lead Opportunity Quote Fulfil Invoice CollectionsProcess
Systems
Teams
Data
Customer Service
Salesforce
Data
Marketing
Sales
Deliver and Operations

11. Poor Data Quality
• Determined required fields
• Use page layouts, record types and profiles
• Group data consistently
Quick Tip

12. Lack of Process Monitoring
• Custom fields tracked important sales data
• Dashboard used to display breakdown of pipeline
Quick
Tip

13. Inconsistent User Needs
• Formula field show project participation
• Related list on accounts displays project details
Quick
Tips

14. Defining Salesforce Responsibilities
• Help understand and prioritise requirements from across the charity
• Determine how to best implement requirements taking into account a holistic perspective
• Identify areas of improvement across the charities use of Salesforce
Key Admin
Responsibilities
SMEs
Users
Administrators
Requestors
Admin
SME
SMESME

15. Improvements aligned to Lead to Cash
Process
Systems
Teams
Data
Lead Opportunity Quote Fulfil Invoice Collections
Customer Service
Salesforce
Data
Marketing
Sales
Deliver and Operations
Data Quality Process Monitoring User Needs Salesforce Responsibilities

16. Providing Ongoing Support
Customer Success Manager
• 1 pro-bono day a month
• Supporting the administrator
• Assisting with upskilling and training
• Investigating and fulfilling requests
"Our pro-bono work is something we are very proud
of as a company. To work closely with charities and
to see instant results for a host of great causes is
very rewarding for all."

17. thank y u

18. Appendix

19. Poor Data Quality
Issue What We Did Outcome and Benefits
Unclear
data
strategy
Misuse of key data
Determined individual data
needs
Relevant data now
displayed
Existing
data
unreliable
Users unable to trust data
to make decisions
Unreliable data amended
Accurate data improved
customer relationships
Limited
quality
control of
new data
Continued creation of
unreliable data
Controlling data quality at
the point of creation
Improved data quality

20. Issue What We Did Outcome and Benefits
Undefined
lead to
cash
process
Sales process undefined
Gained consensus on a
sales process
Organization wide sales
process
Low
visibility of
pipeline
Lack of pipeline visibility
Configured leads and
opportunities to track all
revenue
Full visibility of the pipeline
Difficulties
taking
advantage
of existing
customers
Difficulty cross-selling,
upselling and retention
Created custom fields to
track relevant information
Ability to cross-sell, upsell
and retain customers more
effectively
Lack of Process Monitoring

21. Inconsistent User Needs
Issue What We Did Outcome and Benefits
Inconsistent
requirements
from project
teams
Project teams required
different data
Custom object with record
types and page layouts
Project teams can view all
project information
No fulfilment
tracking
No one place to track
project fulfillment
Defined individual project
fulfillment processes
Configured related custom
objects to track fulfillment
Ability to track project
fulfillment
Lack of
project
visibility
No visibility of existing
customer projects and
participants
Project object linked to
accounts
Project participation visible
for all customers

22. Defining Salesforce Responsibilities
Issue What We Did Outcome and Benefits
No defined
user groups
and associated
SMEs
Salesforce
requirements were not
well defined
Determined key
Salesforce user in each
team responsible for
requests
Improved quality of
requirements for
enhancements and
changes
Salesforce
responsibilities
decentralised
Salesforce
administration
responsibilities
decentralised
Supported a central
administrator role
responsible for Salesforce
Better quality and control of
organisation wide changes
• Help understand and prioritise requirements from across the charity
• Determine how to best implement requirements taking into account a holistic perspective
• Identify areas of improvement across the charities use of Salesforce
Key Admin
Responsibilities

23. Poor Data Quality
Issue Impact What We Did Outcome and Benefits
Unclear Data
Strategy
Unclear what data is useful and
relevant resulting in excess
fields being created and page
layout becoming large and
unusable
Determined which individual fields
were required by different users to
best support their role. From this
created relevant record types,
fields and page layouts to control
the information displayed to users
Data displayed to the user is now
relevant, concise and easy to
report on, increasing Salesforce
uptake and ease of use
Existing Data
Unreliable
Previous bulk imports of
unreliable data meant user could
not rely on the information being
shown to be accurate
Highlighted unreliable data points
and used data loader to replace
unreliable data with correct data
Improved customer relationships
as it is easier to manage
customers with accurate
information
Limited
Quality
Control of
New Data
Multiple sources of data entering
Salesforce without filter
continuing the creation of
unreliable data
Determined what data is critical
and set up validation rules and
mandatory fields to protect it.
Trained staff on the importance of
entering quality data
Increase in the quality of data
being entered creating more
useable information

24. Lead to Cash Optimization
Issue Impact What We Did Outcome and Benefits
Undefined
lead to cash
process
Organization wide sales process
not defined resulting in a lack of
alignment in how revenue is
generated
Gained consensus with all the
separate project and bid teams on
an organization wide sales process
A single clear sales process that is
applicable to all income streams
and present and future
Low visibility
of pipeline
Separate income sources
tracked in different ways
resulting in a lack of visibility of
the charities pipeline
Used standard Salesforce
functionality of leads and
opportunities to track and
distinguish between all income
sources
Full visibility of the charities income
sources allowing users to track
progress and trends
Difficulties
taking
advantage of
cross-selling,
upselling and
retention
The lack of pipeline visibility and
data definitions prevented the
maximum utilization of current
customer to cross-sell, upsell
and retain
Agreed on what information the
charity wanted to track to be able
to cross-sell, upsell and retain
customers and created custom
fields to do this
The charity is now able to see the
details of what present and past
customers participated in allowing
them to sell similar products to
them

25. Inconsistent User Needs
Issue Impact What We Did Outcome and Benefits
Inconsistent
requirements
from project
teams
The charity included a variety of
project teams who all wanted
different information tracked
resulting in a confused account
layout (Where the data was
being stored)
Defined the individual project
requirements and built a custom
object to track project data. Used
page layouts, record types and
profiles to distinguish data from
different projects
Individual project teams able to
view information on their projects
within Salesforce
Ability to view which accounts have
participated in projects allowing
smarter marketing and sales
No fulfilment
tracking
Tracking of project fulfillment
don’t through a variety of
methods resulting in the inability
to track their progress in one
place
Defined the fulfillment process with
each project team and created
related objects to the project object
to track the year on year progress
Ability to track project fulfillment
through the project and related
objects along with reports and
dashboards
Able to automate some manual
processes through standard
automation
Lack of
Project
Visibility
Against
Customers
Difficult to determine which
customers are taking part in
which specific projects reducing
sales opportunities
Linked the project object to
account and created a formula
field and related list to display
project participation
Users easily able to see which
customers participate in projects
improving customer care and sales
opportunities

26. Defining Salesforce Responsibilities
Issue Impact What We Did Outcome and Benefits
Limited
identified
project SME’s
SMEs not defined resulting in
requirements being confused
and inconsistent
Defined project and bid SMEs
throughout the organization and
their role in requesting Salesforce
changes
Clearer role definitions means
better filtering and definition of
project specific requirements for
the admin
Salesforce
responsibilities
decentralised
Salesforce administration
responsibilities decentralized
resulting in misaligned changes
made to the environment
Advised on using a centralized
admin who is responsible for
filtering and understanding
requests from the charity. We
helped to define the role of the
admin in relation to understanding
SME requirements
Changes made in Sales force done
with a holistic view of the
organization preventing many data
quality issues previously
experiences
• Help understand and prioritise requirements from across the charity
• Determine how to best implement requirements taking into account a holistic perspective
• Identify areas of improvement across the charities use of Salesforce
Key Admin
Responsibilities