The document discusses creating a mobile strategy for sales teams. It describes challenges like mobile workers needing access to real-time data and inconsistent approaches. Solutions proposed include piloting mobile apps, training users, and adapting solutions to specific business processes. Case studies from companies like PHH Arval and Standard & Poor's provided recommendations like dedicating resources to configuration and support when implementing a mobile strategy.

1. Creating a Mobile Strategy Laura Fay – AppExchange Mobile, salesforce.com Leahanne Merritt - PHH Arval Kevin Hall - Standard & Poor’s Sheryl Kingston - Yankee Group Track: Sales Operations

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3. KEVIN HALL STANDARD & POOR’S LEAHANNE MERRITT PHH Arval SHERYL KINGSTONE YANKEE GROUP Featured Speakers

4. Business Web Users Are Increasingly Mobile The Time is Right for Mobile Applications: Broadband Wireless Networks… Versatile Devices… Faster Processors…. Gartner Inc., “Mobile Data Services, North America, 1999-2006” Nearly 2/3 of the US workforce will be mobile in 2008 25% of the global workforce will be mobile by 2009 IDC Corporation Source: Worldwide Mobile Worker Population Forecast and Analysis 2005-2009 (IDC #34124)

5. The Case for Mobile Increases visibility Short sales cycles More timely information Productivity 7x24 selling Information at the point of impact Access to real-time content Customer satisfaction Customer retention/ loyalty Mobile Users Management Partner collaboration in the field Increased adoption Process improvement Data quality

6. Key Considerations Wireless knowledge and maturity Life cycle mgmt Sales Industry Executives IT Admin Support Wireless industry maturity Vendor offerings Sales process maturity Executive sponsorship Internal policies Timeframes Budgets Education Support for the end users

7. Methods for Mobile Deployments Value Pilot programs Security User training User compliance Education Adapting mobile solution to business Phased approach “ Show me the money” Success measurements Engaging the stakeholders Key use cases Configuration Mobile Admin Key Business Process Expert IT Contact Project Team Approaches to Consider

8. Leahanne Merritt Manager, CRM PHH Arval, a PHH Corporation Company [email_address]

9. PHH Arval Leading fleet management company North American sales force Global business Partners in Mexico, Japan, Europe, Africa INDUSTRY: Transportation EMPLOYEES: 1,300 GEOGRAPHY: International PRODUCT(S) USED: Unlimited Edition, AppExchange Mobile, 20 Custom Tabs # USERS: 310; Live for 2.5 years; 90% adoption rate in 1 st 90 days

10. Creating a Mobile Strategy – The Challenges Business Challenge Sales and service teams are mobile by nature Incented on face-time Lack of efficiency Leads to inconsistent approach Lack of buy-in to traditional desktop application Breakdown in core business processes Technology Challenge Off-line capabilities BlackBerry upgrades New BB – must train on the device as well as the application Resulting Situation Data quality issues Garbage in – Garbage out Frustrated users Weekend warriors Bare-minimum entry

11. Creating a Mobile Strategy – The Solution Business Process Analysis What do the users need to get their job done? Reality versus perception Device limitations Manage Data-Creep Once our users have some access they want access to all data Sell the Solution Off-line capabilities On-going Improvements Review and assess

12. Creating a Mobile Strategy – Key Findings What were the key findings/discoveries? Real-time versus “When I get time” data Internal Market Segment Improvements 3 separate business units Calling on same companies Increased Customer Satisfaction Internal and External All segments telling the same story

13. Creating a Mobile Strategy – Recommendation What worked Created user specific profiles (12 total) Users – sales, service, finance Management – sales and service Marketing to follow Senior leadership and CEO Subset of 20 custom objects Recommendations Users must be trained on web applications prior to BB roll-out Small pilot group Simple how-to For BB Use and AppExchange Mobile Set expectations upfront Mobile device is NOT a mini-pc IT support

14. Kevin M. Hall Director, Client Information Systems [email_address]

15. Company Introduction Template The Financial Services Division of The McGraw-Hill Companies Since its founding in 1860, Standard & Poor's has grown from a small investment guide publisher to become an integral part of the world's financial infrastructure. Operate in 21 countries with 7,500 employees A leading source of: --Credit Ratings --Indices --Equity Research --Data Services --Risk Solutions --Funds --Portfolio Advisory Services The global source for financial market intelligence INDUSTRY: Financial Services EMPLOYEES: 7,500 GEOGRAPHY: Global PRODUCT(S) USED: Sales - LIVE, Marketing & Service - Yr End 2006 # USERS: 450 – Today 750 – Yr End

16. Standard & Poor’s Approach Thought about Salesforce and mobile at the same time Data available through many channels was a natural (Offline, Online, Outlook, Mobile) Just knew it was necessary!!

17. Implementing a Mobile Strategy – The Challenges & Solutions Business Challenge New to CRM New to Treo No Owners for Accounts Technology Challenge Avoid confusion of Salesforce vs Treo vs AppExchange Mobile Migration from various devices to Treo Resources Solution Delayed Mobile Deployment 3 Weeks after Desktop Mobile Profiles built on Opportunities and Activities Used AppExchange Mobile and Bluewolf Group PSO Sales – Opportunity Mgmt 200 licenses Integration points Training US & Europe Ongoing improvements DEPLOYMENT DETAILS

18. Data Integration Hub Creation Implementation Timeline BAU, Mini Projects & Enhancements Sales Project 2005 2006 Data Integration Hub Enhancements Mktg Project – Phase I Mktg Project – Phase II Client Services Project Mobile – P1 Mobile – P2 Mobile – P3 Jan - Jun Jul - Dec Jan - Jun Jul - Dec

19. Implementing a Mobile Strategy – Recommendation Key Findings and Discoveries: Don’t try and do too much Dedicate resources for configuration, training and support Pilot with a small but representative cross-section CRM via Mobile = Bleeding edge technology for large firms Would I do it the same way again? No – separate CRM vs Mobile CRM by 6 – 18 months

20. Sheryl Kingstone Director [email_address]

21. Customer Centricity The ability of a business to be customer-centric (to consistently engage, influence and learn from its install base) directly correlates to its overall shareholder value

22. Top 2006 Sales Executive Objectives

23. The Ultimate Goal Is Sales Velocity The rate at which sales opportunities are moved through the sales cycle based on the efficiency of the sales process and effectiveness of the sales force. Efficiency Effectiveness Sales Process Measurable Results

24. Bottom Line Requirements for Mobile Service Delivery Enabling Customer-Facing Employees Many organizations are now beginning to bring the benefits of automation to the mobile customer facing employees such as sales and field service. Mobile Requirements Business Process Driven - Mobile applications must provide a business process framework that allows organizations to automate their best practices via the enabling technology – not force fit their process to match an application. Deliver Seamless Integration - Mobile applications must leverage data and business processes that span multiple systems, and expose its data and business processes, where appropriate, to multiple systems as well.

25. Real-time requirements during the sales process Beyond Email Pre-sales Funnel Management Plan Lead Qualify Real-time Requirements Lead Acceptance, Location-Based Services Prospect History Accounts, Contacts, Email, Calendar, Tasks, To Do’s, SMS Messaging (Mobile Office) Execution Present Face to Face Propose Real-time Requirements Data interactivity to other corporate systems (Pricing, Order, inventory), Collaboration, Case access, Automated call logging to CRM/SFA Inventory/Pricing Order Entry Post Sales Accounts Receivable Product Delivery Order Status Real-time Requirements Account Management Cross Sell Account History Real-time Requirements Guidance, Cross Sell Open Cases

26. Business Case for Mobility Will Evolve, but Need To Shift Purchase Decisions Technology and Process Alignment Business Value Expectations Reduce Costs Improve Operational Efficiency Integrate Disparate Functional Systems Enhance Customer Loyalty Provide Differentiated Customer Service Streamline Service Delivery Capabilities Increase Revenues Launch New Services to Attract New Customers Leverage Up-Sell / Cross-Sell Opportunities Realized SFA Value Low User Adoption Misplaced Expectations Decisions To Implement Mobile SFA Today Decisions To Implement Mobile SFA in The Future

27. Creating the Case Day in the Life Potential Improvement KPI Sales Preparation Reduce daily preparation time to spend more time in territory Reduce Administration Sales Administration Average number of hours to respond to customer requests/Sales Inquiries Field Force Response Time Travel Time Assume no improvement N/A Other Administration Reduce daily general admin time to spend more time in territory Reduce Sales Cycle Waiting Reduce dead time to include more productive tasks Reduce Administration Selling Improve sales call/potential add call/increase knowledge for customer upsell Increase Win Rate Stakeholder Customer Experience Increase sales volumes through better customer satisfaction and retention. Increase Contract Value Sales Experience Increase User Adoption and Improve Sales Effectiveness Increase Profitability Management Experience Increase Visibility to Sales Management Increase Revenue

28. Simplicity Solutions Simple Automation to Improve Efficiency and Capture Insight Auto-prompt field that asks field reps if they would like to capture information about the customer their about to phone of email Filling out form takes 20 seconds versus hours or days to return to office Move from Browse to Semi-Connected Driven by Competitive Pressure Browsing data via Palm Treo was disastrous even to get customer number Implemented push for new information Immediate notification of leads and calls to support team Faster response time reduced sales cycle by several days Executives ability to follow up on support calls demonstrated responsiveness and increased contract renewal rates Automatic log of calls eliminates manual update of records

29. Real Integration Access Critical Enterprise Information Improved Management Direction and Collaboration Provide real-time access to YTD sales, Broker info, Product data, customer data for Wholesaler Community Streamline administration and collaboration Moved from stockpiling paper-based notes for end of week to real time insight on field activities to improve management Inside sales team conduct less admin and more sales lead processing Improved Process Boosts Productivity of Mobile Sales People and Management Insight Better access to real time information Improve collaboration with internal teams Less paperwork Faster reporting cycles Improved forecasting through better visibility Improved insight on hot products

30. Shared Processes and Insight Improve Marketing and sales effectiveness Manual, paper-based tracking inhibited insight on marketing programs and sales activities—delays up to 6-8 weeks, plus on 40% follow through occurred New solution of semi-connectivity and improved process 98% adoption rate 30% increase in sales efficiency Improved insight allows for pattern faster mgt insight on inventory, promotions and make immediate adjustments for new opportunities

31. Formulating a Process Toward Mobility Business process dictates mobility requirements Information dictates application requirements Application infrastructure needs to transform

32. Enterprise Mobility Stumbling Blocks “ Seven Sins” of Mobile Deployments Failing to consider that mobile devices are different Taking an ad hoc management approach Not providing for device flexibility Failing to future proof Letting costs and challenges spiral out of control Not putting end users first Failing to provide adequate security Source: The Yankee Group 2006 Transatlantic Wireless Business Survey – U.S. Large Businesses

33. KEVIN HALL STANDARD & POOR’S LEAHANNE MERRITT PHH CORPORATION SHERYL KINGSTONE YANKEE GROUP LAURA FAY VP PRODUCT MANAGEMENT APPEXCHANGE MOBILE Panel Moderated By:

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