The document discusses Sprint Corporation's implementation of Salesforce solutions to address key challenges around lack of sales visibility, inconsistent processes, and high turnover. It outlines their vision to prioritize customer loyalty through personalized service. Their strategy involved standardized processes, data capture, collaboration tools, and continuous innovation to achieve addiction rates over 90% and significant productivity gains. Key elements of their strategy included a business case to define vision, a phased "crawl-walk-run" deployment approach, high-touch training and support, and establishing feedback loops for continuous improvement.

1. Domain 1: Vision and Strategy Daniel Sieff, Sprint Corporation Matt O’Connor, salesforce.com Best Practices: Global Enterprise

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3. Daniel Sieff Senior Manager for Sales CRM [email_address]

4. Alice: Would you tell me, please, which way I ought to go from here? The Cat: That depends a good deal on where you want to get to Alice: I don't much care where. The Cat: Then it doesn't much matter which way you go.

5. Vision and Strategy Definition Vision – the desired end-state of your initiative “ Customer loyalty is our highest priority. Personalized service for all customers. Provide the communication channels the customer wants.” Strategy – the roadmap for how you will achieve your vision

6. Why are Vision and Strategy Important? “ Almost every company that has benefited from a customer relationship management initiative has done so after developing a coherent CRM strategy” -Gartner

7. Without a Vision and Strategy Lack of clear purpose Difficult changes can become barriers Lack of results or unmeasured results Long-term commitment is a challenge Your vision and strategy helps the organization articulate the desired end state and how to get there

9. All About Sprint Nextel INDUSTRY : Communications EMPLOYEES : 64,600 REVENUE: $41 Billion GEOGRAPHY : Global # USERS : 4,952 PRODUCTS USED : Salesforce SFA & PRM, Force.com Mobile, 7 AppExchange applications “ Salesforce.com represents a significant resource commitment on the part of Sprint’s leadership team. We are committed to providing the integrated and standardized tools needed to stay competitive and provide a superior customer experience.” Mark Angelino, President, Sales & Distribution

10. Key Challenges Lack of sales pipeline and sales activity visibility Inconsistent sales processes High-turnover and associated ramp-up costs Lack of intellectual property Sprint / Nextel Merger Enabling Sprint Powered Workplace

11. The Solution Implement standardized sales and account planning process Capture key account data and sales history Implement accounts teams and sharing rules to facilitate collaboration Integrate with Hoover’s, First Research Implement Cases for internal support Deployment Details SFA, PRM, AppExchange, Force.com Mobile Users – 2,500 > 5,000 Training – face-to-face Multiple segments and channels 4.5 months

12. Critical Success Factors Defining the vision and strategy through a business case High-touch Deployment Crawl > Walk > Run Continuous Innovation Plan Act Evaluate

13. Defining Vision through a Business Case Objective Define the vision, build executive support and obtain commitment Challenges Numerous executives to communicate with – Sprint and Nextel Inconsistent expectations across groups Approach Keep it simple – executives want the bottom line There is no one size fits all Recognizing it will change with the business

14. Crawl > Walk > Run Strategy Objective Build adoption and application value incrementally Challenges Saying no is difficult Multiple teams with different needs Approach Complete prioritization of features and functions Detailed review sessions with the end users – focus on pains 80/20 rule – biggest bang for the buck

15. High-touch Deployment Strategy Objective Drive adoption (addiction) through as many human touches and interactions as possible before, during and after Challenges Cost – each touch has a cost ($$$) Geographies – national and international Keeping everyone happy Approach Face-to-face training and support for every user Change management Post deployment on site help desk for each site Support SLA - dedicated support team with < 24 hour response time 4,000+ Users 157 Offices 46 Cities 30+ Countries 4 Continents

16. Continuous Innovation Strategy Challenges Balancing continual improvement and stability Keep the good users happy Make under-performing users good users Objective Continually increase application value and work towards achieving the vision Approach Create a feedback loop Speed to implementation Face-to-face interviews/ surveys with all stakeholders Data driven decisions Plan Act Evaluate

17. Continuous Improvement Strategy

18. What were the results? >90% Addiction from Sales Users >700,000 Leads Routed in 2006 Ramp up time reduced by 33% Reduction in Admin time for Sales Reps Reduction in customer churn “ I wouldn’t know what to do if you took salesforce.com away- it would be a step backward” – Manager of Sales, Pacific Northwest “ My new reps are up and running 30% faster because of using Salesforce” –Branch Manager of Sales, LA Metro

19. The Road Ahead… Never rest on your laurels Continue to promote champions and success stories Make Salesforce the ‘one-stop-shop’ Mash-ups and interfaces to continue to drive value Additional channels

20. Key Takeaways… Don’t be Alice – invest in developing a vision and a strategy Crawl > Walk > Run – take small steps to achieve you vision High-touch – recognize the human side of change and don’t stop at deployment Continuous improvement – establish processes to maintain momentum, engagement and value

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22. Daniel Sieff Senior Manager for Sales CRM Matt O’Connor Engagement Manager QUESTION & ANSWER