Strategic planning provides focus, alignment, and efficient use of resources. Two companies detailed their strategic planning journeys: HP implemented a sales transformation over 5 years with annual roadmaps, and Adobe focused on an enterprise lead-to-order system. Critical success factors included defining a governance process, prioritizing capabilities based on business value, tracking results, and analyzing ROI.
The document discusses best practices for driving adoption of new technologies across large enterprises. It shares customer adoption stories from HP, Adobe, and VMware.
The panelists discuss challenges such as cultural shifts, new processes, and metrics. Their approaches focused on executive alignment, change management plans, communication, and tracking adoption metrics.
Lessons learned include the importance of change agents, managing expectations, defining clear processes and accountability, and sustaining momentum through continuous improvements and communication.
This document outlines Neil Keene's presentation on building a center of excellence for customer engagement. The presentation covers evaluating organizational challenges, building the framework for a CoE including structure and core processes, sample case studies, and measuring key performance indicators. The framework includes customer segmentation, content strategy, content mix, change management processes, and tools/platforms to drive engagement. The presentation emphasizes establishing standardized processes and full integration across the CoE to maximize impact.
This 12-week online certificate program in product management from ISB Executive Education and Eruditus begins on February 14, 2022. The program teaches participants how to ideate, develop, test, launch and manage products through modules covering topics like product development processes, market analysis, positioning, pricing, and performance metrics. Live online sessions and recorded videos by ISB faculty supplement assignments, discussions and case studies. The program aims to provide a practical and strategic understanding of product management.
DF13 Salesforce Fundamentals: Strategy for Campaign and Lead ManagementDeepa Patel
Dreamforce 2013 Salesforce Fundamentals: Strategy for Campaign and Lead Management presentation slide deck Presented by Deepa Patel, Halak Consulting, LLC, Shell Black, Shell Black, LLC, Maria Beli, CASE Partners, Bryan Boroughf, Monday Call
This document discusses customer success strategies and metrics for ad tech companies. It includes perspectives from leaders at LiveRamp, Rocket Fuel, PubMatic, and Lotame. They discuss how they define customer success, the types of customers they have, how they measure success, and how they are growing their customer success organizations. Key points include focusing on renewals, upsells, customer happiness ratings, onboarding processes, account planning, and using metrics like net promoter scores.
The document discusses best practices for driving adoption of new technologies across large enterprises. It shares customer adoption stories from HP, Adobe, and VMware.
The panelists discuss challenges such as cultural shifts, new processes, and metrics. Their approaches focused on executive alignment, change management plans, communication, and tracking adoption metrics.
Lessons learned include the importance of change agents, managing expectations, defining clear processes and accountability, and sustaining momentum through continuous improvements and communication.
This document outlines Neil Keene's presentation on building a center of excellence for customer engagement. The presentation covers evaluating organizational challenges, building the framework for a CoE including structure and core processes, sample case studies, and measuring key performance indicators. The framework includes customer segmentation, content strategy, content mix, change management processes, and tools/platforms to drive engagement. The presentation emphasizes establishing standardized processes and full integration across the CoE to maximize impact.
This 12-week online certificate program in product management from ISB Executive Education and Eruditus begins on February 14, 2022. The program teaches participants how to ideate, develop, test, launch and manage products through modules covering topics like product development processes, market analysis, positioning, pricing, and performance metrics. Live online sessions and recorded videos by ISB faculty supplement assignments, discussions and case studies. The program aims to provide a practical and strategic understanding of product management.
DF13 Salesforce Fundamentals: Strategy for Campaign and Lead ManagementDeepa Patel
Dreamforce 2013 Salesforce Fundamentals: Strategy for Campaign and Lead Management presentation slide deck Presented by Deepa Patel, Halak Consulting, LLC, Shell Black, Shell Black, LLC, Maria Beli, CASE Partners, Bryan Boroughf, Monday Call
This document discusses customer success strategies and metrics for ad tech companies. It includes perspectives from leaders at LiveRamp, Rocket Fuel, PubMatic, and Lotame. They discuss how they define customer success, the types of customers they have, how they measure success, and how they are growing their customer success organizations. Key points include focusing on renewals, upsells, customer happiness ratings, onboarding processes, account planning, and using metrics like net promoter scores.
Your Renewals Businesses as an App Innovator (December 13, 2016)Salesforce Partners
The webinar provided best practices for managing renewals from Salesforce, BMC, and Qualtrics. It discussed establishing trusted customer relationships, collaborating across teams, understanding usage metrics, and taking a proactive approach through regular communication and insight into customer needs to achieve renewal goals. Analytics and reporting on renewal rates and reasons for churn were also emphasized to continuously improve outcomes. The key takeaways were focusing on visibility into the customer, defining a renewals timeline, leveraging cross-functional teams, and automating metric tracking.
At the Next Gen Customer Experience (CX) in Financial Services conference, Centerline's Marketing Change Management team presents two hypotheses on the importance of organizational balance and elevating your CX using data and innovation. As a key takeaway, the presentation included a CX Maturity Program to gauge your organizational CX maturity as well as helps identify goals and where to focus your efforts moving forward.
Marketing Operations: MObilizing Marketing For A Web 2.0 WorldClearAction
A sneak preview of my latest thinking, in which I parallel Web 2.0 and Marketing Operations. I have not presented this work live as of 5/11/09.
See https://ClearAction.com
1. Salesforce's Red Account Program aims to identify and manage their most serious customer-impacting issues to drive effective resolution and ensure renewal and healthy relationships. It provides visibility across teams and leverages executive support.
2. The program has key elements like defined processes, cross-functional team support, roles and responsibilities, communication, analytics, and root cause analysis. It aims to create a culture where escalations are handled properly.
3. There are four types of Red Accounts: precautionary, core, Marketing Cloud, and incident outreach. The program looks to resolve issues threatening renewals, risking executive escalations, delaying go-lives, or needing multi-team involvement. Customer escalations
Michael Scherbaum is the Senior Manager of Partner Field Development at Salesforce. The presentation covers account planning for the current fiscal year. It emphasizes developing a strategic plan for each account that drives consistent activities to ensure effective strategic, tactical, and territory planning. It provides templates for account profiles, analysis, strategy development, and action planning. The presentation stresses that account planning is a team effort and reviews best practices for sharing the strategy and vision with customers.
As an Admin, everyday we get requests from users, executives, and stakeholders about what they want you to do to make their jobs easier using Salesforce. It is our job to dig deeper into their request and figure out if what they say they want is actually what the business needs to succeed.
Your VoC Programme is underperforming - do something about itFuturelab
This paper is not to convince you that you should have a Voice of the Customer (VoC) program. It’s 2020 – we assume you have this by now. If not, please let us know if you need arguments to convince your manager, we will help you.
However, 50% of all Voice of the Customer practitioners are unhappy with their programme1.
Fred Reichheld, the creator of the Net Promoter System, claims that 70% of companies do NPS wrong. And too many VoC programmes that we at Futurelab have ever encountered are struggling to reach their full potential or present a substantial ROI. Given the current focus on ROI in the evaluation of VoC (and in the broader sense CX) programmes, this is a dangerous position to find yourself.
In this paper, we show you the key steps you must take to ensure the success of your VoC programme – whether it is based on NPS, CES or other metrics.
Please join us for one of the webinars where I will give you cases, examples and best and worst practice stories to bring it all to life: https://lnkd.in/g8gNeSB
Salesforce Cloud Services offers different levels of support to help customers achieve business value from Salesforce faster. Their offerings include Accelerated Success products for adoption and advancement, Consultative Success plans like Premier and Premier Plus for expertise and resources, and Transformational Success for complex challenges. Customers report increased performance, adoption, and success from working with Cloud Services experts.
How Dell Rebuilt Lead Management Processes with SalesforceBryan Shaw
The document discusses Dell's efforts to rebuild its lead management processes using Salesforce. It outlines the challenges with Dell's previous lead management approach, which included different views of data across multiple tools, complex routing procedures, and poor user interfaces. Dell transitioned to Salesforce for a centralized, data-driven approach that routes leads to the appropriate team based on predictive modeling. The new system provides a consolidated view of all customer information and activities. Key lessons from the project included focusing on industry standards, building enforcement of service level agreements into processes, and leveraging the Salesforce community for support during implementation.
Confianzys product trainings and workshopsShrinath V
Confianzys is the leading firm in India providing technology product business consulting and training over the last 7 years.
Executive leadership training (2 days)
Strategic Product Management Training (4 days)
Strategic Product Marketing Training (3 days)
Project Manager Training (2 days)
Product Engineering Team Training (1 day)
Sales & Marketing Team Training (1 day)
Get Salesfierce: Transforming Accidental Admins into Bold Leaders!Spanning Cloud Apps
Are you an “Accidental Admin” constantly receiving duplicate or redundant requests, yet haven’t implemented many of your own ideas or best practices? As Admins of companies run on Salesforce, YOU see the big picture and hold vast amounts of cross-departmental knowledge. In this session held at Connections 2018 in Chicago, Nicole Smith, Spanning's Senior Salesforce Administrator, shared how to become a thought leader and change agent at your company by creating a seat at the executive table. Become the driver of innovation at your company while creating yourself as a bold leader. Check out her deck here.
Balanced Scorecard Deployment Process Training ModuleFrank-G. Adler
The Balanced Scorecard Deployment Training Module v8.0 includes:
1. MS PowerPoint Presentation including 79 slides covering Balanced Scorecard History & Benefits, Four Dimensions of a Balanced Scorecard, Balanced Scorecard Development & Deployment Process, Balanced Scorecard Deployment Challenges & Resolution Strategies, Balanced Scorecard Template & Detailed Instructions, and Project Evaluation & Selection Matrix.
2. MS Excel Balanced Scorecard Template and Example
3. MS Word Workshop Agenda & Evaluation Sheet for a Balanced Scorecard Development Workshop
4. MS Excel Project Evaluation & Selection Matrix to ensure alignment of Operational Excellence, Lean Management, and Six Sigma projects to the Balanced Scorecard
This document discusses how to create an effective Salesforce roadmap. It recommends starting with specific, measurable business goals and conducting a thorough discovery of systems, processes, and people. An organization should build a support team including admins, end users, and executives. The roadmap should plan for managing innovation with new Salesforce features and managing projects in phases with achievable timelines. Case studies show how roadmapping helped organizations improve adoption and value from Salesforce over time through integration, process changes, and exploring new apps. Continuous improvement is key to success with Salesforce.
Ten Key Insights from 15 Years of Customer Journey Mappingsuitecx
A set of 20 case studies from 15 years of experience conducting Customer Journey Maps, CX and Technology Vendor Assessments, Voice of Customer and targeted Contact Strategies.
Orchestrating a Successful CRM ImplementationSalesforce.org
Join an interactive discussion about how to effectively set expectations, manage requirements, and get buy-in across the enterprise to successfully launch CRM. To kick off the conversation, Babson College will share how they were initially just looking for a CRM solution, but soon realized that they needed to revamp business processes, systems, and technology from the ground up. World Learning will share how implemented Salesforce to three distinct business entities within one enterprise Salesforce environment for better cross-entity collaboration. You should walk away with shared ideas, best practices, and lessons learned from your peers as to how to manage change and adoption.
Lightning is Salesforce's new user experience and development platform that is designed to make users more productive and customize applications faster. It provides an intuitive interface that works across devices and uses reusable components to accelerate app development. Early adopters have seen significant benefits like 25% increased revenue, 24% higher win rates, and 50% faster customization times. Customers can move to Lightning by having their admin complete the Lightning readiness check and then encourage users to try the new experience.
This is the Lean Sales and Marketing Introduction slide deck that is part of the Business901 2-day Workshop. You can view the entire workshop under the Training Content Section on the Business901 website.
5 Steps to a Successful Sales TransformationMediafly
After executives make the commitment to invest in transformative endeavors to evolve their sales and business effectiveness, how you do you make sure these initiatives last through the years to come?
In this SlideShare by Mediafly CEO & Founder, Carson Conant, we look at the 5 behaviors that lead to a successful sales transformation within an organization.
The document provides an overview of DVIRC's strategic planning services to help clients grow their business value through increased sales, profitability, and execution success. It outlines DVIRC's strategic planning process which includes defining the current state, vision, gaps, and policy deployment matrices for the first year. The process is designed to answer key strategic questions and create actionable implementation plans through follow-ups over the next year.
Your Renewals Businesses as an App Innovator (December 13, 2016)Salesforce Partners
The webinar provided best practices for managing renewals from Salesforce, BMC, and Qualtrics. It discussed establishing trusted customer relationships, collaborating across teams, understanding usage metrics, and taking a proactive approach through regular communication and insight into customer needs to achieve renewal goals. Analytics and reporting on renewal rates and reasons for churn were also emphasized to continuously improve outcomes. The key takeaways were focusing on visibility into the customer, defining a renewals timeline, leveraging cross-functional teams, and automating metric tracking.
At the Next Gen Customer Experience (CX) in Financial Services conference, Centerline's Marketing Change Management team presents two hypotheses on the importance of organizational balance and elevating your CX using data and innovation. As a key takeaway, the presentation included a CX Maturity Program to gauge your organizational CX maturity as well as helps identify goals and where to focus your efforts moving forward.
Marketing Operations: MObilizing Marketing For A Web 2.0 WorldClearAction
A sneak preview of my latest thinking, in which I parallel Web 2.0 and Marketing Operations. I have not presented this work live as of 5/11/09.
See https://ClearAction.com
1. Salesforce's Red Account Program aims to identify and manage their most serious customer-impacting issues to drive effective resolution and ensure renewal and healthy relationships. It provides visibility across teams and leverages executive support.
2. The program has key elements like defined processes, cross-functional team support, roles and responsibilities, communication, analytics, and root cause analysis. It aims to create a culture where escalations are handled properly.
3. There are four types of Red Accounts: precautionary, core, Marketing Cloud, and incident outreach. The program looks to resolve issues threatening renewals, risking executive escalations, delaying go-lives, or needing multi-team involvement. Customer escalations
Michael Scherbaum is the Senior Manager of Partner Field Development at Salesforce. The presentation covers account planning for the current fiscal year. It emphasizes developing a strategic plan for each account that drives consistent activities to ensure effective strategic, tactical, and territory planning. It provides templates for account profiles, analysis, strategy development, and action planning. The presentation stresses that account planning is a team effort and reviews best practices for sharing the strategy and vision with customers.
As an Admin, everyday we get requests from users, executives, and stakeholders about what they want you to do to make their jobs easier using Salesforce. It is our job to dig deeper into their request and figure out if what they say they want is actually what the business needs to succeed.
Your VoC Programme is underperforming - do something about itFuturelab
This paper is not to convince you that you should have a Voice of the Customer (VoC) program. It’s 2020 – we assume you have this by now. If not, please let us know if you need arguments to convince your manager, we will help you.
However, 50% of all Voice of the Customer practitioners are unhappy with their programme1.
Fred Reichheld, the creator of the Net Promoter System, claims that 70% of companies do NPS wrong. And too many VoC programmes that we at Futurelab have ever encountered are struggling to reach their full potential or present a substantial ROI. Given the current focus on ROI in the evaluation of VoC (and in the broader sense CX) programmes, this is a dangerous position to find yourself.
In this paper, we show you the key steps you must take to ensure the success of your VoC programme – whether it is based on NPS, CES or other metrics.
Please join us for one of the webinars where I will give you cases, examples and best and worst practice stories to bring it all to life: https://lnkd.in/g8gNeSB
Salesforce Cloud Services offers different levels of support to help customers achieve business value from Salesforce faster. Their offerings include Accelerated Success products for adoption and advancement, Consultative Success plans like Premier and Premier Plus for expertise and resources, and Transformational Success for complex challenges. Customers report increased performance, adoption, and success from working with Cloud Services experts.
How Dell Rebuilt Lead Management Processes with SalesforceBryan Shaw
The document discusses Dell's efforts to rebuild its lead management processes using Salesforce. It outlines the challenges with Dell's previous lead management approach, which included different views of data across multiple tools, complex routing procedures, and poor user interfaces. Dell transitioned to Salesforce for a centralized, data-driven approach that routes leads to the appropriate team based on predictive modeling. The new system provides a consolidated view of all customer information and activities. Key lessons from the project included focusing on industry standards, building enforcement of service level agreements into processes, and leveraging the Salesforce community for support during implementation.
Confianzys product trainings and workshopsShrinath V
Confianzys is the leading firm in India providing technology product business consulting and training over the last 7 years.
Executive leadership training (2 days)
Strategic Product Management Training (4 days)
Strategic Product Marketing Training (3 days)
Project Manager Training (2 days)
Product Engineering Team Training (1 day)
Sales & Marketing Team Training (1 day)
Get Salesfierce: Transforming Accidental Admins into Bold Leaders!Spanning Cloud Apps
Are you an “Accidental Admin” constantly receiving duplicate or redundant requests, yet haven’t implemented many of your own ideas or best practices? As Admins of companies run on Salesforce, YOU see the big picture and hold vast amounts of cross-departmental knowledge. In this session held at Connections 2018 in Chicago, Nicole Smith, Spanning's Senior Salesforce Administrator, shared how to become a thought leader and change agent at your company by creating a seat at the executive table. Become the driver of innovation at your company while creating yourself as a bold leader. Check out her deck here.
Balanced Scorecard Deployment Process Training ModuleFrank-G. Adler
The Balanced Scorecard Deployment Training Module v8.0 includes:
1. MS PowerPoint Presentation including 79 slides covering Balanced Scorecard History & Benefits, Four Dimensions of a Balanced Scorecard, Balanced Scorecard Development & Deployment Process, Balanced Scorecard Deployment Challenges & Resolution Strategies, Balanced Scorecard Template & Detailed Instructions, and Project Evaluation & Selection Matrix.
2. MS Excel Balanced Scorecard Template and Example
3. MS Word Workshop Agenda & Evaluation Sheet for a Balanced Scorecard Development Workshop
4. MS Excel Project Evaluation & Selection Matrix to ensure alignment of Operational Excellence, Lean Management, and Six Sigma projects to the Balanced Scorecard
This document discusses how to create an effective Salesforce roadmap. It recommends starting with specific, measurable business goals and conducting a thorough discovery of systems, processes, and people. An organization should build a support team including admins, end users, and executives. The roadmap should plan for managing innovation with new Salesforce features and managing projects in phases with achievable timelines. Case studies show how roadmapping helped organizations improve adoption and value from Salesforce over time through integration, process changes, and exploring new apps. Continuous improvement is key to success with Salesforce.
Ten Key Insights from 15 Years of Customer Journey Mappingsuitecx
A set of 20 case studies from 15 years of experience conducting Customer Journey Maps, CX and Technology Vendor Assessments, Voice of Customer and targeted Contact Strategies.
Orchestrating a Successful CRM ImplementationSalesforce.org
Join an interactive discussion about how to effectively set expectations, manage requirements, and get buy-in across the enterprise to successfully launch CRM. To kick off the conversation, Babson College will share how they were initially just looking for a CRM solution, but soon realized that they needed to revamp business processes, systems, and technology from the ground up. World Learning will share how implemented Salesforce to three distinct business entities within one enterprise Salesforce environment for better cross-entity collaboration. You should walk away with shared ideas, best practices, and lessons learned from your peers as to how to manage change and adoption.
Lightning is Salesforce's new user experience and development platform that is designed to make users more productive and customize applications faster. It provides an intuitive interface that works across devices and uses reusable components to accelerate app development. Early adopters have seen significant benefits like 25% increased revenue, 24% higher win rates, and 50% faster customization times. Customers can move to Lightning by having their admin complete the Lightning readiness check and then encourage users to try the new experience.
This is the Lean Sales and Marketing Introduction slide deck that is part of the Business901 2-day Workshop. You can view the entire workshop under the Training Content Section on the Business901 website.
5 Steps to a Successful Sales TransformationMediafly
After executives make the commitment to invest in transformative endeavors to evolve their sales and business effectiveness, how you do you make sure these initiatives last through the years to come?
In this SlideShare by Mediafly CEO & Founder, Carson Conant, we look at the 5 behaviors that lead to a successful sales transformation within an organization.
The document provides an overview of DVIRC's strategic planning services to help clients grow their business value through increased sales, profitability, and execution success. It outlines DVIRC's strategic planning process which includes defining the current state, vision, gaps, and policy deployment matrices for the first year. The process is designed to answer key strategic questions and create actionable implementation plans through follow-ups over the next year.
This document outlines a sales transformation roadmap using Chally's sales audit methodology. It discusses identifying the right sales talent, retaining high performers, and developing talent for future opportunities. An audit provides tools to select, align, engage, develop and retain necessary sales talent. It can identify trends, compare individuals to roles, inform promotions, and target training needs. The document discusses what makes a great sales force, including understanding customers and delivering critical skills. It outlines benchmarking top performers and identifying sales best practices across recruiting, training, segmentation, processes, technology, and integration.
The document proposes an ecommerce strategy for a small local business selling refurbished Apple products. The business is facing declining sales and needs to increase online presence. The proposed strategy includes creating an online storefront and driving website traffic through social media, online advertising, and search engine optimization. A customer management system like Drupal or Wordpress would allow for easy content updates. Hosting and payment processing solutions are also recommended. The total cost is $4,580 upfront plus $58 per month, and the projected return on investment is 4-5 months.
This information outlines what it takes to make a World Class sales force by understanding the types of
salespeople and how to measure their specific sales “DNA” to optimize performance.
Taking ITPT from Project Tracking to Project ManagementCherwell Software
Get an overview of what has been done and can be done to take the out-of-the-box IT project tracking object from a project tracking tool to a project management tool. See the power of imagining something and then make it real using the power of Cherwell Service Management.
Digital transformation at the Regional Innovation Board, October 2015Sven Denecken
Where to go for more information on Digital Transformation:
Blog series on Digital Transformation
http://scn.sap.com/community/cloud/blog/2015/01/17/digital-transformation-series-the-wrap
openSAP MOOC course on Digital Transformation
https://open.sap.com/courses/dit1
Blog series on Digital Transformation use cases with S/4HANA
http://scn.sap.com/community/s4hana/blog/2015/07/13/s4hana--the-use-case-series--intro
openSAP MOOC course on use cases S/4HANA
https://open.sap.com/courses/s4h3
Chapter 2 strategic sales force managementLo-Ann Placido
The document discusses strategic sales force management. It covers integrating marketing and sales functions, with sales providing market intelligence and marketing providing sales tools. Strategic planning involves setting objectives, strategies, and tactics at the company, marketing, and sales force levels. As marketing strategies are developed, corresponding sales force strategies and tactics are determined. Relationship marketing and multiple sales channels/relationships are also discussed.
The presentation provides an overview of Symantec's acquisition of LifeLock and the formation of an integrated consumer digital safety platform. Key points include:
- Symantec will combine Norton's consumer security suite with LifeLock's leading identity protection solution, creating a platform with over 50 million combined customers.
- The acquisition accelerates Symantec's transformation to a digital safety platform that protects consumers' information, devices, identity and connected home.
- LifeLock has demonstrated strong growth and retention rates, with 4.4 million members in the US and an implied customer life of 6.7 years.
- By integrating Norton and LifeLock's offerings, Symantec aims to provide comprehensive protection and monitoring
This document discusses project management methodologies and tools to improve various processes. It aims to provide better communication, enhanced tools, and accountability. Key points include:
- Implementing standardized methodologies (IM, VSM, PADS) and tools like SharePoint for planning, collaboration, and deliverables.
- Establishing goals like "value added" processes, better communication, and productivity enhancements.
- Outlining a request form for IT projects that addresses the business case, operational impacts, and a high-level schedule.
- Estimating costs, resource requirements, and benefits like improved quality, productivity, and accountability through a standardized approach.
The document discusses project portfolio management (PPM) as a holistic approach to strategically manage initiatives through balancing risk and value, aligning projects to strategy, and using a defined multi-stage life cycle from scoping to realization. PPM aims to select the optimal mix of projects based on cost, return, risk, and other factors to maximize portfolio value while balancing resources across the project portfolio.
The document discusses best practices for using Salesforce to improve sales performance. It recommends defining top metrics for high-performing sales reps, analyzing reps' data to identify strengths and weaknesses, and using reports and dashboards to provide transparency and drive better behaviors. A customer case study shows how one company isolated key metrics, compared reps, and saw improved focus, sales, and cross-selling through increased data-driven management in Salesforce.
Strategies for Measuring and Securing ROI with Salesforcedreamforce2006
The document discusses strategies for measuring and securing return on investment (ROI) with Salesforce. It outlines an agenda for a presentation on how SunTrust Bank implemented Salesforce and built a business case for it. Key points included identifying business challenges, designing an effective solution around relationship management, implementing consistent sales processes, and fostering cross-LOB partnerships to get a 360-degree view of customers.
Build Your Army of One Using Marketing Automation with Limited ResourcesPardot
Roy Keely and Jana Rhyu discussed how their companies, Xcentric and LoopUp respectively, use Pardot marketing automation to scale their marketing efforts with limited resources. They described how Pardot enables them to nurture leads through automated campaigns, integrate marketing and sales data in Salesforce, and measure the impact of their campaigns on pipeline and revenue. Both highlighted how Pardot has helped them increase lead generation, qualify leads more effectively for sales, and engage existing customers through personalized messaging based on profiling and testing of content and messaging.
1. The document provides best practices for tracking competitive intelligence within a CRM system like Salesforce, including understanding competitors' strengths and weaknesses, improving sales and marketing effectiveness, and taking market share.
2. It recommends embedding competitive strategy into sales processes, analyzing wins and losses, and delivering strategic feedback across departments.
3. Tandberg uses Salesforce to formalize account planning, embed a strategic selling methodology, extract best practices from wins, and perform deeper pipeline analysis to improve competitive win rates.
Manage What You Measure Lessons from Dashboard Prosdreamforce2006
The document discusses lessons learned from dashboard experts at salesforce.com on creating effective dashboards. It outlines a 5 step process for dashboard success: 1) identify the project, 2) define goals and key metrics, 3) socialize the dashboard concept, 4) build and refine the dashboard, and 5) maintain and keep the dashboard fresh. Tips are provided around visualization techniques, maintenance best practices, and gaining stakeholder buy-in for dashboard initiatives. A case study of a client's implementation highlights benefits like improved visibility, productivity, and decision making.
Webinar: How Salesforce.com drives B2B marketing ROI with LinkedIn Sponsored ...LinkedIn
The document discusses how Salesforce uses LinkedIn Sponsored Updates to drive marketing ROI. It outlines Salesforce's campaigns on LinkedIn, including creating valuable content, targeting premium audiences like senior executives, and optimizing performance. Salesforce achieves high lead conversion rates and ROI by engaging customers throughout their journey using technology to scale across teams. LinkedIn provides a unique professional forum for B2B advertisers to engage customers with content.
3 Keys to Measuring Marketing and Sales SuccessPardot
The document discusses 3 keys to measuring marketing and sales success using Salesforce:
1. Track lead sources and marketing activities at each stage of the sales process to understand where the best leads are coming from and which activities are driving pipeline growth.
2. Analyze prospect engagement with marketing assets and actions to optimize spending and understand the impact of different initiatives on closing deals.
3. Leverage reports and dashboards in Salesforce to justify marketing spend by measuring metrics like campaign ROI and understanding how marketing is impacting pipeline velocity and deal closure.
Building a Global Partner Program - From Strategy to Executiondreamforce2006
The document summarizes a presentation about building a global partner program. It discusses challenges in going global with channels and best practices for acting locally while having a unified program. Two customer stories are presented: Segway implemented Salesforce PRM to better manage leads and track partner performance globally. Network Physics rapidly deployed Salesforce PRM within 30 days to enable its entire business to operate through partners.
The document discusses Salesforce's approach to domain sponsorship and governance for a global enterprise customer. It outlines 7 domains including strategy and vision, business metrics, adoption, sponsorship and governance, processes, technology and data, and a roadmap. It recommends defining objectives, strategies, and a vision, prioritizing initiatives, developing a governance model, assessing impact on employees, and defining key business metrics and a CRM roadmap.
The document discusses creating a customer-centric enterprise. It describes Corporate Express's journey to centralize customer data and focus on customer needs across channels. Key steps included identifying where customer data resides, using Salesforce for sales management, and driving cultural change. Roadblocks included change management, but results included improved data sharing and a voice of the customer. GMAC Mortgage used Salesforce to distribute account assignments and hold sales teams accountable. Results included cleaner reporting and focus on assigned accounts. Accenture discussed challenges in gaining a holistic customer view and creating relevant messages, and the importance of customer loyalty for business growth.
The document discusses optimizing sales performance by managing quotas, territories, and incentives. It describes how companies can lose 10% of potential revenue without proper sales performance management. Callidus Software provides sales performance management software to help companies set optimal quotas, allocate territories, design incentive plans, and analyze sales performance. The software provides visibility, planning, and execution capabilities to improve sales results and maximize the return on sales investments.
This document summarizes a presentation about Sales Cloud best practices and new features. It discusses five best practices for sales teams: prospecting, growing accounts, managing opportunities, closing deals, and analyzing results. It also highlights new features in Sales Cloud like collaborative forecasting, opportunity splits, mobile access, analytics dashboards, and over 50 new features in the last year. Customer case studies show improvements in key metrics like increased sales, higher conversion rates, and better productivity.
GFI Software implemented a channel partner program using Salesforce PRM to address previous challenges of inefficient lead distribution, lack of visibility into sales progress and forecasting. The key elements of success were efficiently distributing leads, introducing deal registration, tracking the sales cycle and forecasting business, leveraging the portal for communications, and delivering integrated training and certification programs. Results included doubled PRM partner sales year-over-year and 75% adoption of the program within the first year.
This document discusses five trends shaping the future of sales: 1) Unifying sales and marketing on a single platform to share goals, data, and processes; 2) The rise of artificial intelligence to increase productivity and effectiveness of sales reps; 3) The growth of digital and virtual selling to meet changing customer expectations; 4) Leveraging partners to reach new customers and revenue channels; and 5) Adopting recurring revenue and usage-based pricing models to better align with modern business models. The document promotes Salesforce products and solutions that can help organizations address these trends, such as Einstein, Sales Cloud, Pardot, and Salesforce CPQ.
This document provides an agenda and overview for a Salesforce Marketing Cloud partner update meeting. It discusses FY16 results which showed tremendous success and growth. The priorities and focus for FY17 are outlined as partner and customer success, accelerating global partner growth, building a world-class partner program, and establishing a repeatable profitability model. Marketing certifications and paths are also reviewed, with an email and journey builder focus planned for FY17.
The document discusses how Marketing Cloud can help companies create personalized customer journeys across interactions by connecting customer data and tracking customers' movement through different stages. It enables building a single view of customers, planning and optimizing journeys, delivering personalized content through multiple channels, and measuring business impact. Marketing Cloud works across various industries and powers success through its apps, content, channels, and analytics capabilities.
Building Integrated Marketing Reports and Dashboardsdreamforce2006
The document discusses building integrated marketing reports and dashboards. It provides examples of dashboards created by ShareBuilder, Time Warner Cable, and salesforce.com to track key marketing metrics like leads, sales, campaign effectiveness, and customer success. The summaries highlight how dashboards provide insights into what marketing strategies and tactics are working best.
The document discusses improving collaboration between business and IT teams when implementing a new CRM system at Procter & Gamble Professional. It emphasizes starting with leadership alignment on goals, breaking down functional silos, focusing on business value through a phased approach, and strong project management to drive adoption. Key lessons include defining a clear business purpose, establishing guiding principles, and measuring success based on value delivered to the business.
Thimaya Subaiya: New World of Marketing: The Perfect Customer Experience Mana...Demandbase
The document discusses new approaches to marketing orchestration using artificial intelligence. It describes how AI can help marketers optimize audiences for different marketing activities by informing who to target based on things like past webinar attendance or ad exposure. The document presents a vision where AI drives a more seamless customer journey across multiple channels by unifying data and recommending the next best engagement. Marketers are moving away from trying to control how customers engage and instead focusing on contact-based marketing through an AI-powered workflow that understands individual customers and their paths.
Thimaya Subaiya: New World of Marketing: The Perfect Customer Experience Mana...
Strategic Planning_DF13_Final
1. Strategic Planning
How to Define a Vision and Roadmap to Maximize Your ROI
Heather Wintermantel, Salesforce.com, Director, Customer Success
Daryl Ganas, HP, Senior Director, Sales Process & Capabilities, Sales Operations
Marc Madenwald, Adobe, Director, Sales Process & Productivity
Bobby Brill, Salesforce.com, Senior Cloud Success Technologist
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3. Objectives & Introductions
Session Objectives
Define: What is strategic planning? Why does it matter?
Discuss experiences and challenges of implementing a strategic planning framework.
Highlight critical success factors for ensuring your strategic planning framework delivers
business value and maximizes ROI.
Introductions
Heather Wintermantel, Salesforce.com, Director, Customer Success
Daryl Ganas, HP, Senior Director, Sales Process & Capabilities, Sales Operations
Marc Madenwald, Adobe, Director, Sales Process & Productivity
Bobby Brill, Salesforce.com, Senior Cloud Success Technologist
4. What is Strategic Planning?
An organization’s process of defining its strategy or direction over
a period of time and making decisions on allocating its resources
to pursue this strategy. Key components include:
• Vision & Strategy
• Roadmap
• Plan
• Results
• Governance
5. How to Execute a Strategic Planning Process?
Define Vision &
Strategy
Strategic Objectives
Program Goals
Success Measures – Business
Objectives, Value Drivers, KPIs &
Metrics
Build
Roadmap
Process Map
Capabilities
Themes & Scenarios
Develop
Plan
Release Plan
Sizing, Capacity & % Mix
Measure
Results
Adoption
Realization of Business Value
Governance
Demand Management, Portfolio & Project Prioritization
6. Why does Strategic Planning Matter?
Key Benefits:
1. Provides focus for the organization
2. Communicates & reinforces alignment to strategic goals and objectives
across the organization
3. Ensures the most effective use of resources (budget & resource
capacity) by focusing on key priorities
4. Solves major business challenges in the organization
5. Increases realization of business value, I.e. Sales productivity, revenue
generation, increased efficiency and effectiveness
7. The Journey of Two Companies
Accelerate
“Run the Business”
Best in Class
Foundation
Automate & Enable
Expansion
“Strategic Program”
Y2
Y1
Y3
Y4
Y5
9. HP Sales Transformation – Journey
...building the Sales Transformation Future
• Powering the Sales Transformation at HP
• Simple and predictable HP buying experience
across all customers and channels
• Timely and relevant information
• Unrivaled customer experience regardless of
entry point
Effective quota planning and
performance reporting
Sales
Comp
Lead to Order
Business intelligence with relevant and timely insights
Sales
Process
Sales and Partners
integrated via the Unison Platform
Globalize on
standardized
platforms
Order
to
Cash
Business Intelligence & Analytics
Efficient
integrated
sales
experience
The Journey…
10. Sales Transformation – Vision
Drive improved customer experience, sales productivity
and management visibility
Quote to
Cash
Sales
Compensation
Service &
Support
Marketing
HP Sales Platform
(Global, Standardized Processes)CRM
Customers
Partner
s
Online Sales Reps
PRM
Financial
Claims
Sales
Business Intelligence & Analytics
11. Sales Transformation Roadmap – Year 1
The Results
1) Sales Productivity 2) Sales Process Alignment 3) New Sales Platform
The Success
4,127
6,909
14,003
16,310
24,200
35,000
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
Jan '12:
Program Start
May '12:
Release 1 -
Wave A
Aug '12
Release 1:
Wave B
Sept '12:
Release 2:
Wave A
Nov '12:
Release 2 -
Wave B
Dec '12:
Release 3-
Wave A
Feb '13 :
Release 4
Deployment Wave
User Ramp Plan – SFDC
12. The Results
1) Complete Sales Cockpit 2) Partner Transformation
3) Integrate Quoting
& Sales Compensation
CommunitiesValue Selling, Portfolio Training First-line Sales Manager’s Dashboard
Account &
Territory
Planning
Lead Mgmt & Deal
Registration
Opportunity
Mgmt
Pipeline Mgmt &
Forecasting
My Sales
Comp
Renewals &
Support
Order Mgmt
&
Fulfillment
Bid Mgmt
Conf, Price,
Quote
(CPQ)
Core Sales Processes Quote to Order
Sales Cockpit powered by Salesforce.com
Sales Transformation Roadmap – Year 2
13. Strategic Planning Governance Model
Shift to Strategic Planning & Platform Governance
• Driven by Business Vision
• Focus on Value Drivers / Benefits
• Analyze current capability maturity level against desired end state
• Prioritize capabilities based upon BG input
• Working more closely with SFDC to develop a longer term roadmap
Platform Governance
• Demand Management &
AppExchange Process
• Shift to Governance 2.0
Solution Delivery
Deployment,
Business Readiness, & MoC
Key Sub-Streams
− Deployment Planning & Execution
− Business Readiness & MoC
− Comms & Stakeholder
Engagement
− Training
Business
Processes,
Capabilities, &
CRP Execution
User
Acceptance
Testing
Architecture,
Data, &
Integration
Platform
Development &
SI Testing
Strategic
Planning &
Governance
Reporting
SFDC CoE
Operations
14. Strategic Planning – 3 Core Components
Vision
Roadmap
Advanced
Planning
Release Planning
Capacity & Skill Planning
Release Themes/Mix (%)
Process & Technology Map
Capabilities List
Solution Map
Roadmap – 1 yr, 2 yr, 3 yr
Vision Statement
Strategic Objectives
Program Goals, Objectives &
Business Priorities & Value
Success Measures
Drive Adoption &
Measure Realization of Business Value
16. Prioritization Framework
Criteria Decision Criteria Description
Critical to keep the
business running
Is this capability necessary to keep the business running?
Strategic Fit Does this capability fit our business strategy or fulfill a strategic
objective?
Benefit to the customer
/partner/sales experience
Does this capability improve the customer/partner/sales experience?
ROI (cost/benefit) How positive is the return on investment?
Shared Capability Does this capability benefit multiple BUs?
Time to value
How quickly can the capability be delivered to drive benefits?
Driving from opportunity to close more quickly
Readiness to adopt and
deploy
How ready are we to start on the work stream planning?
Is MoC strategy clear?
Can regions handle speed of capability implementation?
Strategic
Alignment
Benefits
Speed
Readiness
17. Sales Transformation – What’s Next?
Outcomes and Innovations…
Process
Workflows
Multi-BG
Opportunities
“Gamification”
Leaderboards & Sales
Rep performance
Expand Platform HP on HP
Mobility
• “Powered by HP”
“ALM” – Application
Lifecycle Mgmt
• E2E Testing across
all capabilities
HP IDOL
• Deriving customer
insights through
accessing and
understanding all your
Data
Strong Customer
Connections
Assess and
Leverage
customer buying
behavior
Social Enterprise
Global
Opportunities
20. Adobe’s Vision & Roadmap
Phase 1 PRM
July, 2010
Phase 1 Sales
July, 2011
Phase 3 Sales
Monthly Thru FY13
Phase 2 Sales
January, 2012
Focus
• Partner Enrollment & Leveling
• Deal Registration Program
Enterprise Lead to Order (ELO) ProgramAdobe Partner Connection
Focus
• Drive Active Use & Adoption
• Establish Governance Model
• Managing Project Prioritization
• Cross-Functional Execution &
Coordination
Focus
Single, scalable, CRM system to support all enterprise products/customers
w/end-to-end process
• Optimize Marketing Spend
• Consolidate lead and opportunity management
• Improve Enterprise Customer Purchase Experience
• Improve Sales Productivity
• Increase Back Office Efficiency
ELO Maintenance
21. Plan & Results – The Adoption Challenge
FY13: Run the Business
• Go to Market Enhancements
• Quote to Cash Business Transformation
• Territory Planning & Assignment
• Compensation Crediting
STICK
(top-down)
CARROT
(user-focused)
• General Enhancements Track
• Collaboration (Chatter)
• Usability Improvements
• Process Improvements
• Mobility Solutions
• Management Insights
• Sales Ops Enablement
• Incentivize Behaviors (gamification)
Corporate Mandate: Enterprise Lead to Order (ELO)
User Value Focus: Get Productive
22. Governance Model & Guiding Principles
Customer
Experience
Sales
Productivity
Back Office
Efficiency
Bi-Weekly
Governance
Forum
MKTG
Sales
Back
Office
Weekly
IT Release
Mtgs
Guiding
Principles
24. Demand Management – Pipeline & Execution
24
Define Strategy & Top
Level Capabilities
Identify capability gaps
and sub-capabilities
Define processes and
business requirements
Implement Manage Change & Enable
Evaluate, Improve,
& Close
Management
What & Why How Who Results
Concept
• Business case
• Business & financial model
• GTM strategy alignment
• Acquisitions
• Why this is important?
Discovery
• Capabilities:
• People
• Process
• Technology
• IT or Vendor Solution
• Gaps
Define & Design
• Document current
processes
• Define short & long
term target state
Development
• Delivery roadmap
• Project plan
• Detailed requirements
• Use cases / user stories
• Process design
Delivery
• Change mgmt impact
• Training plan, content &
communications
• Support plan &
execution
• Documentation / guides
Evaluate Results
• Track and monitor KPIs
• Measurement
• Retrospectives
• Optimization cycle
Business Process ManagementBusiness Architecture
Sales Ops PMO BCM / Field Enablement
IT
25. Daryl Ganas
Senior Director
Sales Operations
Sales Process & Capabilities
Heather Wintermantel
Director
Customer Success
Marc Madenwald
Director
Sales Operations
Bobby Brill
Senior Cloud Success
Technologist
26. Critical Success Factors
1. Define a strategic planning & governance process
2. Develop process & technology roadmap
3. Define business capabilities and maturity targets
4. Prioritize capabilities based on business value
5. Determine release plan based on capacity & % mix
6. Connect vision to results by tracking KPIs/Metrics
7. Analyze ROI to drive future prioritization of capabilities
Editor's Notes
The objective of today’s session is to talk about strategic planning.
Daryl & Marc are here today to share with you their personal experiences of how they’ve planned, drove and sustained a strategic planning framework and process within their organization, including lessons learned and tips to help you realize your companies’ expected business benefits/ROI.
We will first talk about what is strategic planning?
Then we will spend some time learning about strategic planning @ both HP & Adobe
Next we will spend some time on Q&A
And finally, we will wrap the session with some closing thoughts
Agenda
Strategic Planning Overview – 10 minutes
Customer Stories @ HP & Adobe – 25 Minutes
Panel Discussion - 10 Minutes
Audience Q&A – 10 minutes
Wrap Up – 5 minutes
Vision & Strategy – Outlines what the program wants to be. It is a long-term, future state view.
Roadmap – Plan that connects vision, values and objectives with strategic actions required to achieve those objectives.
Plan – Release plan to deliver capabilities prioritized on the roadmap
Results
Governance
Portfolio & Project Prioritization – Based on ROI, value/risk criteria, scoring,
Demand Management – various sources: roadmap, user feedback (ideas), enhancement requests, net new requests for new capabilities, AppExchange solutions
Funding/Budget – centralized (program) or de-centralized, by BUs or self-funded/requestor model
Transition to HP…2 different companies in difference phases – HP – year 2, Adobe – year3+ - steady state/run rate
Daryl Ganas is a Senior Director of Sales Operations at HP. In his current position, Daryl is part of the Technology & Operations team and is responsible for sales transformation from Lead to Quote. Daryl has led the solution delivery and strategic planning for HP’s sales process transformation program and has played a critical role in the largest and fastest implementation of Salesforce history by transitioning 33,000 users onto the SFDC platform in the first year.
HP creates new possibilities for technology to have a meaningful impact on people, businesses, governments and society.
Fortune 15 – US. Fortune 31 – Global. #1 or #2 in most markets
Serves more than 1 billion customers
Operates in ~170 countries on 6 continents with over 300,000 employees
177,000 partners world-wide
Approach
Budget/Funding model – 100% centralized/program
Initial roadmap, scope/capabilities and plan defined, prioritized by Decision team and executed
Requirements & user stories prioritized through CRP process
Platform governance process for new demand/appexchange initiated
Focus on increased sales productivity and user adoption. (not ROI yet…)
Increased demand on platform (BUs, other functions) required change in approach - Strategic Planning 2.0 – Triangle
Budget/Funding model shift from 100% centralized program funding to some BU funding = Shift to a new strategic planning model (Triangle) & Governance 20.0 to support the changing needs.
Defined capabilities
Developed Roadmap around strategic “Themes”
Increased rigor around portfolio and project prioritization & planning
Prioritization of demand, decision criteria
Value/risk ratings
Release planning – capacity & % mix
Greater accountability for results - business value delivered/ROI. Begin shift from adoption – usage and effective usage to business performance/ROI
Platform Governance process (meeting cadence, Business/IT)
Demand Management – screenshot from SAASPMO or HP PPM, Ideas
Demand Management
Sources of Demand:
Program Roadmap
Individual Workstream Roadmaps
BG specific Strategic Plans & Interviews
Usability Enhancements
Backlog
User Feedback/Ideas
Platform Governance - weekly meeting to review demand pipeline and prioritize
Decision Team to finalize scope for releases
Thanks Daryl.
Next, I’d like to introduce Marc Madenwald. Marc is Director of Sales Process and Productivity at Adobe. He has been at Adobe for 15 years and has fulfilled multiple roles within Sales Operations, Field Enablement, and Corporate Marketing. Currently Mark is leading the effort to transform the sales process and improving the field experience in order to drive productivity in salesforce.com
Marc, can you talk with us about how you approach strategic planning at Adobe?
Thanks Heather.
Let me start by telling you a bit about Adobe and setting the context for how our implementation of SFDC has evolved.
You probably know Adobe for its creative business (Photoshop, Illustrator, InDesign, Acrobat). In the past year or so this business has had tremendous change as we transformed our business from a perpetual license shrink-wrap business to a cloud based SaaS model called the Adobe Creative Cloud.
What you may not know about Adobe is we also have a rapidly growing Digital Marketing SaaS business called the Adobe Marketing Cloud. The Marketing Cloud’s technologies have largely come to Adobe through a variety of acquisitions such as Omniture, Day Software, and most recently Neolane.
Together, these solutions make Adobe the global leader in Digital Media and Digital Marketing, allowing our customers to make, manage, measure and monetize content across every channel and screen.
But this business transformation and acquisition strategy has required enormous change in our business processes; presenting us with a number of business process and system integration challenges.
To manage that change Adobe has partnered with Salesforce in implementing Sales Cloud to be the central component of our end-to-end Enterprise Lead to Order business process. Salesforce.com has been integral to our ability to transform, integrate, and grow our business.
In 2010 Adobe engaged Salesforce around our Channel Partner Program.
Deployed PRM to manage
Partner Enrollment and Program Leveling
Channel Partner Deal Registration Program
In 2011 we realized we needed a new consolidated platform for our Enterprise business processes. Our existing mix of solutions (inherited from old business processes or acquired companies) was inhibiting our SaaS transformation and acquisition strategy. Through 2012 we implemented 2 major phases (6 months apart) of our Enterprise Lead to Order program.
This allowed us to:
Optimize Marketing Spend
Consolidate lead & opportunity management
And lay the foundation to:
Improve Enterprise Customer Purchase Experience
Improve Sales Productivity
Increase Back Office Efficiency
In 2013 our focused shifted to to evolve and refine our Enterprise processes. We took a more iterative maintainence approach with a monthly cadence of releases to address a new set of challenges:
Active Use and Adoption
The need for a Governance Model
Managing Project Prioritization
Cross-Functional Execution and Coordination
A big challenge for Adobe this year has been driving active use and adoption. Our initial deployments of ELO were mandated from senior leadership – a stick approach – which has limitations in driving adoption and buy-in from end users. This is particularly problematic in the regions – further from corporate – where regional solutions were historically used for managing the business.
As we tried to drive adherence to the new business process we also needed to run the FY13 business on that process. We needed to deliver GTM enhancements, evolve our ELO process with Quote to Cash capabilities, managing our territories, and Comp and a long list of other mandated activities.
To drive Active Use and Adoption we knew we had to change our approach. While we couldn’t abandon the mandate of ELO and Running the Business, we could try and reframe SFDC not as a corporate directive, but as a productivity platform that can make the Field more productive. We needed the field to perceive value in the tool – We had to ask: What’s in it for them? We needed to offer them some carrots.
We formed a cross functional group of Sales Ops, Business Process Management, Project Management, and Field Enablement resources and started a program initiative called: Get Productive. Get Productive is an effort to coordinate our projects into several end user productivity themes aimed at driving end user value, and removing barriers to adoption. We accomplished this through several innovative projects and programs:
General Enhancements Track – First – we already had our ongoing bug fix and minor update queue to address specific end user, primarily surfacing through our case management system. Next we focused on…
Collaboration – We wanted to give users more to do in SFDC than just update opportunity records. We wanted them to have a collaboration space around those opportunities. So we
Rolled out Chatter.
Usability Improvements:
Usability study with our Field & User Experience team
Hosted Feedback Forums to hear pain-points directly from the Field.
Then we synthesized results and prioritized top issues into usability and process improvements, such as:
Process Improvements
Eliminating steps and simplifying processes.
Streamlining views and fields on the opportunity object showing them only what they needed to see.
Improving visibility into opportunity statuses, such as credit checks, legal agreements, Deal approvals, etc.)
Mobility
Give the Field more access to interface with system while on the road.
Rolled out multiple mobile apps: Logger, Chatter Desktop/Mobile, SF Touch,
We also recruited early adopters to champion these tools to their colleges in the Field.
Management Insights for Management Buy-in and support,
Executive and Sales Mgmt Dashboards (Forecasting, Attainment)
Standardized on Strategic Account planning processes and
Executive Outreach to track Executive touch on strategic accounts
Performance Support / Enablement
Learning our new business processes for new hires and veterans alike has been an ongoing enablement challenge.
In response we rolled out a tool for real time learning directly in Salesforce that walks people through the steps of the process while they are doing the work.
Gamification
Lastly, we are piloting an incentive based game to drive forecasting accuracy, and active use. The initial results are very promising.
A variety of end user value based projects wrapped in a program theme like “Get Productive” is a great way to align stakeholders, project teams, and end users to a common cause.
But it does create more projects to manage on a more rapid delivery schedule, many of which are executing simultaneously….
With this increase in projects and decrease in delivery windows, we needed to find a better way to manage and prioritize our project pipeline and effective execution.
To manage this, the first thing we needed was a governance model in order to coordinate between Marketing, Sales, and the Back Office in providing clear prioritization and direction to IT.
We convened a Bi-Weekly Governance forum across these organizations to:
socialize projects,
prevent duplication of effort,
and agree upon a prioritized list for IT
We then maintain weekly forums with IT where prioritization continues to be refined based on level of effort, sequencing, and business priority.
In order to help this group prioritize the work we agreed upon guiding principles to consider:
Customer Experience
Sales Productivity
Back Office Efficiency
While they’re in order of priority, they’re also a bit like rock->paper->scissors. That is, although Customer Experience always trump Sales Productivity, which trumps Back Office Efficiency, we agreed that as we prioritize projects we’d be open to considering ideas from Sales or Back Office that benefit another area. So, a project focused improving back office efficiency that improves the customer experience could outweigh a sales productivity effort.
This governance framework serves as our guardrails as we continue to evolve and deliver our capability roadmap.
Once we had our governance framework in place, we needed a way to manage the project pipeline from our stakeholders across the Field and Sales Ops.
We started with a simple enhancement tracker built in SFDC from our Case Queue. Based on cases coming in from across the business we’d track enhancement requests, such a field changes, bug fixes, and other small configuration enhancements. However, as larger more complex projects started to arise we needed a more robust portfolio management tool.
In response, we built a more comprehensive tracking system in Salesforce we call Sales Ops 360 which we use for intake, prioritization, and tracking of projects from concept to delivery.
At a high level this is how we execute our projects using Sales Ops 360.
Concept: We start with a project concept and consider it relative to the strategy and capabilities we need to realize our business objectives. Its reviewed by a small team of IT and Business Management to clarify the ask, assess a t-shirt sizing for level of effort, provide a high level prioritization, and potential cost estimates.
Discovery: Given a project’s priority we move it to a discovery phase and assign a Business Architecture and IT resource to dig deeper into project before considering it for approval.
Define and Design: If a project becomes approved, we move it into an approval queue where our BPM (Business Process Management) assigns the work and starts the process of defining and designing the solution, with input from various stakeholders and in collaboration with IT. This is also the point at which the Sales Ops PMO engages Business Process Management in managing the portfolio of projects in execution at any one time.
Development and Delivery: As the project progresses through these stages the product owners and PMs update the projects in Sales Ops 360, including building out Agile User Stories in SFDC and prioritizing those user stories within Sprints and associating them back to our core capabilities inventory – all in SFDC. Meanwhile the PMO leverages the tool to engage with Business Change Management and Field Enablement who need early visibility into the portfolio to understand the changes being deployed so they can build and execute change management and enablement plans.
Evaluate, Improve and Close: After a project deploys we monitor it to measure the ROI, track our KPIs, and conduct retrospectives that funnel back into the pipeline as needed for continuous improvement.
While this process seems very structured, we try to keep it a relatively simple and flexible framework that can evolve with Adobe’s business and the evolution of our instance of Salesforce.com.
Questions
Daryl – How do you track results – both adoption and realization of business value/ROI? Do the adoption & ROI results influence with capabilities will be prioritized, de-prioritized? How do you align success metrics to business value drivers?
Marc – How have you involved the executive leaders in redefining the vision beyond year 1?
Daryl – How do you strike the delicate balance between meeting increased demands of business stakeholders while managing to scope/budget/capacity? Points to emphasize: Lots of communication, education on process, focus on regions, outreach, encouragement of “ideas”.
Daryl & Marc – What tactics did you leverage to ensure accountability and ownership across the BUs and functions in achieving the expected business value? Points to emphasize: regional model, regional leads responsible for adoption and results, ongoing training & reinforcement, establish ownership and accountability by managing to the metrics through full visibility, adoption reports, etc.
Marc – How did you transition from a program centric to a run the business model?
Daryl – Can you describe HP’s demand management process? What are the various sources of demand?
Define a strategic planning & governance process that includes demand management, portfolio/project management
Develop a process & technology roadmap to help define “gaps” and sequencing of process improvement and associated capabilities
Define the business capabilities and determine maturity targets
Prioritize capabilities based on expected business value & alignment with roadmap
Determine release plan based on capacity & % mix (new vs. enhanced capabilities) to increase value delivery and decrease risk
Connect vision to results by tracking and measuring business objectives, value drivers, KPIs/Metrics
Analyze ROI to drive future prioritization of capabilities