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Are large scale Salesforce
implementations mission possible?
Tips, tricks & observations
by Jan Malý & Lea Harmady
#CD19
Salesforce Expert. 20+ years of experience in
technology and business consulting
10+ years of experience in solution & technical
design of CRM, ERP, BI, DWH solutions
Salesforce Certified Senior Manager, successfully
led projects comprising 20 - 80 analysts,
consultants and developers.
Jan Malý
Salesforce Danubia Practice Lead
(CZ,SK,HU,RO)
 Solution & technical design
 Business analysis, functional design
 Transformation management
 System integration
 Communication, presentation & negotiation
skills.
 User adoption.
 Program leadership
INDUSTRY EXPERIENCE
FINANCIAL
SERVICES
RETAIL
AUTOMOTIVE
REAL ESTATE
CONSUMER
GOODS
#CD19
Global vs. local implementations approach –
selected observations
KEY STAKEHOLDERS: SUPPORT NEEDED not only for sale but for the whole implementation
dimensions: BUSINESS vs. IT , GLOBAL vs LOCAL teams. Who has ultimate decision making power?
EXISTING BUSINESS MODEL, ORGANISATION SET UP, KPIs
APPLICATION LANDSCAPE, Legacy systems,
DATA QUALITY, MASTER DATA MANAGEMENT RULES !
IMPLEMENTATION DELIVERY MODEL, TOOLS USED
USER ADOPTION, PRODUCT OWNERS, LOCAL SPOCs
HYPERCARE, LONG TERM SUPPORT, MAINTENANCE
#CD19
Local specifics vs. standardization
OOTB approach vs customizing
BUSINESS PROCESSES & TECHNICAL
SOLUTION STANDARDISATION must be hand in
hand
DO NOT REINVENT THE WHEEL, go OOTB
as much as possible
ROUGH GUIDANCE FOR ACCEPTING LOCAL
SPECIFIC ADJUSTMENTS:
1. LEGALLY BINDING from local point of view
2. It is CRITICAL for SALES or BUSINESS
PERFORMANCE
80 : 20
Depends on requirements, but I consider this as
good practice for global implementation with
harmonization focus
VERTICAL SOLUTIONS, 3RD
PARTY APPLICATIONS
ACCELERATORS
(PREBUILD SOLUTIONS, TOOLS, METHODOLOGIES)
Standardized : Specific Local
#CD19
Strategic Objective
Business
Objectives
Managing key stakeholders. Added Value vs costs.
Increase
Revenue
Grow Operating
Margin
Increase
Shareholder
Value
Increase lead generation
Improve deal pricing
# of leads generated
Ramp time to proficiencyReduce time to proficiency
Avg. deal size per rep
Increase lead to oppty conversion
Improve opportunity win rate
Deal velocityIncrease deal velocity
Reduce training costs System training costs
Reduce cost of sales
Reduce rep turnover
Reduce sales ops costs
Time to sales integrationImprove post merger integration
Reduce manual /admin time Support headcount
Improve employee satisfaction Sales rep attrition rate
Acquire new customers
Increase revenue per rep
Improve partner relationships
Increase partner revenue
Increase ptnr lead to oppty conv Partner lead conv rate
Avg. partner deal sizeIncrease ptnr deal pricing
Lead Conversion Rate
Opportunity win rate
Value Drivers Tactics KPIs
#CD19
WELL PREPARED AND EXECUTED ONSITE WORKSHOPS,
FOLLOWED BY OFFSITE COOPERATION, SCRUM CEREMONIES
Engaging key team members, facilitating
workshops, getting results
• SETUP THESESSIONROOMTOFACILITATEDESIGN
ANDDEVELOPMENT
• REALTIMEPROTOTYPING
• FOLLOW-UPSWHENANSWERSCANNOTBE
AGREEDTOINTHESESSION.
• SETEXPECTATIONSTHATANSWERSSHOULDBE
RECEIVEDPRIORTOTHENEXTVALUESESSION.
• SCHEDULEFOLLOWUPSESSIONSWITHREQUIRED
RESOURCES.
#CD19
Waterfall or Agile ? Iterative hybrid !
Waterfall Agile
• CLEAR PICTURE OF THE FINAL
PRODUCT
• NO ABILITY TO CHANGE SCOPE ONCE
PROJECT STARTED
• DEFINITION, NOT SPEED, IS THE KEY
TO SUCCESS.
• RAPID PRODUCTION IS MORE
IMPORTANT THAN QUALITY OF
PRODUCT
• WHEN THE ABILITY TO CHANGE THE
SCOPE IS NECESSARY
• NO CLEAR PICTURE OF WHAT THE
FINAL PRODUCT WILL LOOK LIKE
Iterative
• HIGH LEVEL BUSINESS REQUIREMENTS
DEFINED
• ABILITY TO DO TRADEOFFS TO SCOPE
THROUGHOUT PROCESS BASED UPON
VALUE
• CLEAR PICTURE OF CAPACITY AND A
FINAL DELIVERY DATE.
#CD19
Hybrid / Iterative way for delivering projects
Build
Test
Design
ITERATIONS
INITIATE AND CONFIRM
INTEGRATIONS
CONVERSIONS
INTEGRATION
TESTING
DEPLOY
PROJECT MANAGEMENT
CHANGE ENABLEMENT
WAVE RELEASE 1...n
#CD19
MVP is not the MVP
MVP
PRODUCTION
SELECT HIGH LEVEL USER
STORIES (EPICS) FROM
PRODUCT BACKLOG AND
DEFINE OBJECTIVES FOR
MVP
CREATE PROVE OF
ARCHITECTURE
BLUEPRINT AND
REFINE USER STORIES ON
DoR LEVEL
SPRINTS PLAN TO
DELIVER MVP
CAPABILITY
IMPLEMENT
TEST AND
CONFIRM DoD
DESIGN
TRAIN USERS
E2E TEST
SCRUM ITERATION
#CD19
Making Salesforce global implementations
mission possible – 8 tips and tricks
Knowing key stakeholders
Strong product owners,
Appointing local POCs
Harmonizing 80 : 20 RULE
OOTB as much as possible
Get to know individual KPIs to
demonstrate VALUE DELIVERED
Waterfall or agile? ITERATIVE HYBRID
Pilots, MVPs for speeding up
SCOPE, TIME, COST
triangle is still valid
DATA QUALITY is crucial - MDM
Use ACCELERATORS, VERTICAL
SOLUTIONS & 3rd PARTY APPS
#CD19
8+ years experience within IT industry with focus on
Digital marketing
4+ years of Salesforce Marketing Cloud
implementations
Was responsible for delivery of business & technical
analysis of global roll-outs and leading local projects.
Lea Harmady
Salesforce Marketing Cloud manager
 Business process & workflow analysis and design
 Global roll-out coordination
 Marketing automation
 Salesforce Sales & Marketing cloud
INDUSTRY EXPERIENCE
FINANCIAL
SERVICES
ECOMMERCE &
RETAIL
CONSUMER
GOODS
HEALTH & LIFE
SCIENCES
#CD19
How is SFMC Implementation different?
You can deploy any channel - any time (if you have data)
Gradual deployment per channel/per functionality is best practice
Most of the time you talk to marketing people (rarely to IT)
#CD19
Prioritization review
Key Elements
Partnership Strategy
Across ALL LINES
of business
Discuss strategic
PRIORITIES
Value CreationExecution
Value for CLIENT &
END-CUSTOMERS
Deliver Tangible
RESULTS
Internal teams
Extended partners
Project Approach
Scalable Solution
Markets Alignment
Training Strategy
Data Strategy
Delivery Methodology
#CD19
Case study
Innovative global leader with 30+ marketsClient background
× Slow time-to-market
× Overlapping channels
× Poor asset management
× Content compliance issues
Client issues
 Global optimization of digital marketing
 Assessment of markets maturity
 Product(s) Alignment
 Methodology testing
Client requirement
#CD19
Case study
Solution
 Maturity scoring
1. Knowledge
2. Resources
3. Objectives
 Gradual Deployment
 Testing Methodology
Outcome / Benefits
1 contact
person
Lead Consultant / Project
Manager
Global Level
Country level
Key contacts
Brand Alignment - Unified Assets
Speed-to-market - Automated campaigns
Omni-Channel - Personalized communication
Digital Assets - Approval process reduced
Thank you!

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Are large scale Salesforce implementations mission possible? Tips, tricks & observations., Jan Malý, Lea Harmady

  • 1. Are large scale Salesforce implementations mission possible? Tips, tricks & observations by Jan Malý & Lea Harmady
  • 2. #CD19 Salesforce Expert. 20+ years of experience in technology and business consulting 10+ years of experience in solution & technical design of CRM, ERP, BI, DWH solutions Salesforce Certified Senior Manager, successfully led projects comprising 20 - 80 analysts, consultants and developers. Jan Malý Salesforce Danubia Practice Lead (CZ,SK,HU,RO)  Solution & technical design  Business analysis, functional design  Transformation management  System integration  Communication, presentation & negotiation skills.  User adoption.  Program leadership INDUSTRY EXPERIENCE FINANCIAL SERVICES RETAIL AUTOMOTIVE REAL ESTATE CONSUMER GOODS
  • 3. #CD19 Global vs. local implementations approach – selected observations KEY STAKEHOLDERS: SUPPORT NEEDED not only for sale but for the whole implementation dimensions: BUSINESS vs. IT , GLOBAL vs LOCAL teams. Who has ultimate decision making power? EXISTING BUSINESS MODEL, ORGANISATION SET UP, KPIs APPLICATION LANDSCAPE, Legacy systems, DATA QUALITY, MASTER DATA MANAGEMENT RULES ! IMPLEMENTATION DELIVERY MODEL, TOOLS USED USER ADOPTION, PRODUCT OWNERS, LOCAL SPOCs HYPERCARE, LONG TERM SUPPORT, MAINTENANCE
  • 4. #CD19 Local specifics vs. standardization OOTB approach vs customizing BUSINESS PROCESSES & TECHNICAL SOLUTION STANDARDISATION must be hand in hand DO NOT REINVENT THE WHEEL, go OOTB as much as possible ROUGH GUIDANCE FOR ACCEPTING LOCAL SPECIFIC ADJUSTMENTS: 1. LEGALLY BINDING from local point of view 2. It is CRITICAL for SALES or BUSINESS PERFORMANCE 80 : 20 Depends on requirements, but I consider this as good practice for global implementation with harmonization focus VERTICAL SOLUTIONS, 3RD PARTY APPLICATIONS ACCELERATORS (PREBUILD SOLUTIONS, TOOLS, METHODOLOGIES) Standardized : Specific Local
  • 5. #CD19 Strategic Objective Business Objectives Managing key stakeholders. Added Value vs costs. Increase Revenue Grow Operating Margin Increase Shareholder Value Increase lead generation Improve deal pricing # of leads generated Ramp time to proficiencyReduce time to proficiency Avg. deal size per rep Increase lead to oppty conversion Improve opportunity win rate Deal velocityIncrease deal velocity Reduce training costs System training costs Reduce cost of sales Reduce rep turnover Reduce sales ops costs Time to sales integrationImprove post merger integration Reduce manual /admin time Support headcount Improve employee satisfaction Sales rep attrition rate Acquire new customers Increase revenue per rep Improve partner relationships Increase partner revenue Increase ptnr lead to oppty conv Partner lead conv rate Avg. partner deal sizeIncrease ptnr deal pricing Lead Conversion Rate Opportunity win rate Value Drivers Tactics KPIs
  • 6. #CD19 WELL PREPARED AND EXECUTED ONSITE WORKSHOPS, FOLLOWED BY OFFSITE COOPERATION, SCRUM CEREMONIES Engaging key team members, facilitating workshops, getting results • SETUP THESESSIONROOMTOFACILITATEDESIGN ANDDEVELOPMENT • REALTIMEPROTOTYPING • FOLLOW-UPSWHENANSWERSCANNOTBE AGREEDTOINTHESESSION. • SETEXPECTATIONSTHATANSWERSSHOULDBE RECEIVEDPRIORTOTHENEXTVALUESESSION. • SCHEDULEFOLLOWUPSESSIONSWITHREQUIRED RESOURCES.
  • 7. #CD19 Waterfall or Agile ? Iterative hybrid ! Waterfall Agile • CLEAR PICTURE OF THE FINAL PRODUCT • NO ABILITY TO CHANGE SCOPE ONCE PROJECT STARTED • DEFINITION, NOT SPEED, IS THE KEY TO SUCCESS. • RAPID PRODUCTION IS MORE IMPORTANT THAN QUALITY OF PRODUCT • WHEN THE ABILITY TO CHANGE THE SCOPE IS NECESSARY • NO CLEAR PICTURE OF WHAT THE FINAL PRODUCT WILL LOOK LIKE Iterative • HIGH LEVEL BUSINESS REQUIREMENTS DEFINED • ABILITY TO DO TRADEOFFS TO SCOPE THROUGHOUT PROCESS BASED UPON VALUE • CLEAR PICTURE OF CAPACITY AND A FINAL DELIVERY DATE.
  • 8. #CD19 Hybrid / Iterative way for delivering projects Build Test Design ITERATIONS INITIATE AND CONFIRM INTEGRATIONS CONVERSIONS INTEGRATION TESTING DEPLOY PROJECT MANAGEMENT CHANGE ENABLEMENT WAVE RELEASE 1...n
  • 9. #CD19 MVP is not the MVP MVP PRODUCTION SELECT HIGH LEVEL USER STORIES (EPICS) FROM PRODUCT BACKLOG AND DEFINE OBJECTIVES FOR MVP CREATE PROVE OF ARCHITECTURE BLUEPRINT AND REFINE USER STORIES ON DoR LEVEL SPRINTS PLAN TO DELIVER MVP CAPABILITY IMPLEMENT TEST AND CONFIRM DoD DESIGN TRAIN USERS E2E TEST SCRUM ITERATION
  • 10. #CD19 Making Salesforce global implementations mission possible – 8 tips and tricks Knowing key stakeholders Strong product owners, Appointing local POCs Harmonizing 80 : 20 RULE OOTB as much as possible Get to know individual KPIs to demonstrate VALUE DELIVERED Waterfall or agile? ITERATIVE HYBRID Pilots, MVPs for speeding up SCOPE, TIME, COST triangle is still valid DATA QUALITY is crucial - MDM Use ACCELERATORS, VERTICAL SOLUTIONS & 3rd PARTY APPS
  • 11. #CD19 8+ years experience within IT industry with focus on Digital marketing 4+ years of Salesforce Marketing Cloud implementations Was responsible for delivery of business & technical analysis of global roll-outs and leading local projects. Lea Harmady Salesforce Marketing Cloud manager  Business process & workflow analysis and design  Global roll-out coordination  Marketing automation  Salesforce Sales & Marketing cloud INDUSTRY EXPERIENCE FINANCIAL SERVICES ECOMMERCE & RETAIL CONSUMER GOODS HEALTH & LIFE SCIENCES
  • 12. #CD19 How is SFMC Implementation different? You can deploy any channel - any time (if you have data) Gradual deployment per channel/per functionality is best practice Most of the time you talk to marketing people (rarely to IT)
  • 13. #CD19 Prioritization review Key Elements Partnership Strategy Across ALL LINES of business Discuss strategic PRIORITIES Value CreationExecution Value for CLIENT & END-CUSTOMERS Deliver Tangible RESULTS Internal teams Extended partners Project Approach Scalable Solution Markets Alignment Training Strategy Data Strategy Delivery Methodology
  • 14. #CD19 Case study Innovative global leader with 30+ marketsClient background × Slow time-to-market × Overlapping channels × Poor asset management × Content compliance issues Client issues  Global optimization of digital marketing  Assessment of markets maturity  Product(s) Alignment  Methodology testing Client requirement
  • 15. #CD19 Case study Solution  Maturity scoring 1. Knowledge 2. Resources 3. Objectives  Gradual Deployment  Testing Methodology Outcome / Benefits 1 contact person Lead Consultant / Project Manager Global Level Country level Key contacts Brand Alignment - Unified Assets Speed-to-market - Automated campaigns Omni-Channel - Personalized communication Digital Assets - Approval process reduced