The document discusses best practices for maximizing the value of a Salesforce implementation over the long term. It outlines challenges such as maintaining relevance with changing business goals and ensuring user productivity. Key best practices include identifying the need for change, building consensus, managing the change process, and driving user adoption. The document also shares examples from R.L. Polk & Co. and eSpeed that achieved improved results through applying these practices.

1. Best Practices For Re-Energizing Your Rollout Kevin Rosen, salesforce.com Erica Stowe, R.L. Polk & Co. Jessica White, eSpeed Track: Enterprise Edition Advanced Admins

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3. Agenda Ensuring long-term success with Salesforce – What are the challenges? What are the best practices to be considered? Learn how two of our customers engineered long-term success within their organizations? Erica Stowe, R. L. Polk & Co. Jessica White, eSpeed

4. The Challenges How do you… Maximize the value your business derives from Salesforce year after year? Re-engineer Salesforce to maintain relevancy with your business goals? Ensure Salesforce continues to be a powerful productivity tool for your users?

5. The Solution 5 Key Best Practices For Re-Energizing Your Rollout Identify the need for change Build consensus for change Manage the change Secure executive sponsorship Drive user adoption – What’s In It For Me?

6. Best Practice In Action… Erica Stowe - CRM Process Manager, R. L. Polk & Co. Addressed challenges related to forecasting accuracy & visibility Results included significant gains in user productivity, management visibility, and strategic planning Jessica White – VP, Process, eSpeed Focused on challenges associated with lack of process definition and inter-departmental integration Results included higher user adoption, improved data quality, and more accurate management reporting

7. Erica Stowe CRM Process Manager R.L. Polk & Co. [email_address]

8. Company Introduction Automotive data and market intelligence Markets include manufacturers, aftermarket, dealers, government, insurance and research firms In business over 130 years Salesforce.com users since January 2000 Global CRM rollout INDUSTRY: Automotive EMPLOYEES: 1,300 GEOGRAPHY: Global PRODUCT(S) USED: SFA, Service & Support, Marketing, 13 Custom Objects, 1 downloaded AppExchange application # USERS: 400

9. Key Challenges Business Challenge Salespeople had deals in their “back pockets” Multiple versions of forecasts Lack of data regarding the mix of business being sold Little management information on the why we lost deals Poor visibility into pipeline Forecasting process was slow and inaccurate No standardized sales process Time consuming forecasting process

10. The Solution How did we address the challenges? Recovered from a rocky start – secured executive sponsorship on need for change Built consensus for change, which led to adoption of the ‘Polk Systematic Sales Process’ Ensured adherence to business process through delivery of practical and direct training Drove user adoption by insisting that “if it’s not in salesforce.com it does not exist…” Built cross-functional consensus by extending deployment to Finance users Used new Winter 06 features to drive value (ie. deployed Dependent Picklists to capture Loss Reasons) Products & Schedules Customizable forecasting Dashboards 160 Sales people trained DEPLOYMENT DETAILS

11. Results What were the results? Improved forecast turnaround time from 1 week to real-time Increased sales pipeline visibility from 60% to 95% Reduced incentive payout reconciliation by 25% Drove increased user productivity Increased ability to manage processes Opportunity Management Customer Care Increased management visibility into competitive losses 90% user login

12. Dashboard Examples

13. JESSICA WHITE Vice President, Process Manager [email_address]

14. Company Introduction Template Leading electronic trading platform and technology provider for the global capital markets Subsidiary of Cantor Fitzgerald Sales reps in North America, Europe, Australia and Asia Service & Support in North America and Europe INDUSTRY: Financial Services EMPLOYEES: 400 GEOGRAPHY: Global PRODUCT(S) USED: SFA, Service & Support, Marketing, 1 downloaded AppExchange application in Sandbox, 7 active Custom Objects # USERS: 150

15. Case Study Template – Key Challenges Business Challenge Lack of defined business process Weak lead generation No “one-view” No departmental integration Technology Challenge Integration between systems Poor initial CRM roll-out High Costs Reduced usage Inefficiency Low customer service

16. Case Study Template – The Solution How did we address the challenges? Identified the need for change End-user buy-in obtained through involvement in understanding of business process Management and implementation of refined Business Process Senior Management championship Blend of Carrot and Stick methodologies for driving end-user adoption Refined configuration Streamlined & automated processes Redesign of integration Data consolidation and removal of redundancy Training 5 Business Units involved Ongoing improvements – driven by the business DEPLOYMENT DETAILS

17. Case Study Template – Results What were the results? Can now report on business metrics Login rates in problem departments have improved to 67% Cycle time improvements due to departmental integration Increased Management Visibility User-friendliness increased by removing redundant and duplicate data (5700 accounts down to 1500) Data Completeness has improved to 61% Higher (internal & external) customer satisfaction Interest and buy-in from other divisions

18. Dashboard Component - Examples Support Dashboards Adoption – Appexchange

19. Dashboard Component - Examples Sales Rep Dashboards Management Dashboards

20. Summary Common Challenge How do we ensure long-term success? Best Practices Identify the need for change Build consensus for change Manage the change Secure executive sponsorship Drive user adoption – What’s In It For Me?

21. Kevin Rosen Manager, Customer Success Erica Stowe CRM Process Manager Jessica White Vice President, Process Manager QUESTION & ANSWER SESSION

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