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This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the
assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we
make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber
growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any
statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services.
The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new
products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in
our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and acquisitions, the
immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new
releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise
customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the
most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are
available on the SEC Filings section of the Investor Information section of our Web site.
Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be
delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available.
Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
Statement under the Private Securities Litigation Reform Act of 1995
Forward-Looking Statement
Warum Salesforce?
Eine Million guter Argumente
dhinz@salesforce.com
Dr. Daniel Hinz, Strategic Account Advisor
Alle lieben … … aber lohnt sich die Investition auch?
Typische Bewertungskriterien für Unternehmenssoftware
Wert
Return On Invest
(ROI)
Umsatz
Operative Kosten
Beitrag zum
Unternehmenserfolg
Gewinnsteigerung
Investition
Total Cost of Ownership
Kundenzufriedenheit
Laufende Kosten
Einführungskosten
Kosten für Innovation
Risiko
Value at Risk
Geschwindigkeit
Time To Value
Strategischer Fit
Ein umfassender Business Case ist für die Investitionsentscheidung erforderlich
Customer
Success
Platform
Kundenerfolg
erfordert
ganzheitlichen
Ansatz
Ein 360 Grad
Kundenerlebnis
entsteht nicht in
Silos
Strategischer Fit
“That partnership of
Salesforce and Adidas allows
us to be re-active, pro-active
and design and evolve for the
future.”
- Kasper Rørsted, CEO
Mehr und mehr CEOs bestätigen unsere transformative Kraft
“I can’t imagine to manage my
business without Salesforce
anymore.” “Crucial decision factor
for success is agility and speed.”
- Ralf Sammeck, CEO
KBA-Sheetfed Solutions
Strategischer Fit
“With Salesforce, we're building
a brilliant future where
everything's smart, connected,
and super efficient..“
- Jean-Pascal Tricoire, CEO
Kundenbeispiel
Auch die Werte müssen zueinander passen
Strategischer Fit
Trust
Deliver the most trusted
infrastructure
and communicate openly
Future Technologies
We develop innovative technologies for tomorrow’s
products and services.
Best Customer Experience
We have a unique customer understanding. We
anticipate customer needs and desires. We bring
these to life - quickly and precisely - in innovative
and emotional offerings and experiences.
Active Part of Communities
We embrace our responsibilities within the
wider community and achieve positive
results.
Customer Success
Focus on customer success to
drive mutual growth
Innovation
Empower Trailblazers with technology to succeed in
the Fourth Industrial Revolution
Equality
Respect and value a diversity of people
Inspire People
We lead our associates with integrity and
respect
Salesforce Kunden bestätigen signifikanten Wertbeitrag in allen
Bereichen
Wert-Hebel Erfolg Beispiel
Effizienz im
Vertrieb
verbessern
Innovation
beschleunigen
Ziele
 Cross Sell / Up Sell
 Time to Value
 Average Order Value
 Productivity Through Mobility
 Agility and Speed
20% Erhöhung in Cross Selling
 App Development Time 38% Verbesserung in App Entwicklungs-KostenN/A2
13% Erhöhung in Sales Rep Produktivität
2.5x Auftrags-Wachstum
38% Erhöhung in Agilität und Entwicklungs-
Geschwindigkeit
10% Verkürzung in Time to Value
10-20%
02-15%
10-25%
10-25%
10-40%
15-35%
Marketing
Effizienz
erhöhen
 Marketing Staff Efficiency
 Email Click Through Rate
 Unsubscribe Rate
3% Erhöhung in User Produktivität
Kleiner als 1% Unsubscribe Rate
31.7% Erhöhung in Email CTR und +59.4%
Open Rate
03-15%
10-30%
05-25%
Unternehmenserfolg
Kundenbeispiel
Erfolg des “Bridge Front Office” Programms
Source: Schneider Electric – MIT Sloan
Unternehmenserfolg
Achievement
Eine Plattform liefert mehr Wert als die Summe ihrer Teile
Unternehmenserfolg
1
Connected
Sales
2
Connected
Service
4
Connected
Operations
3
Connected
Partners
5
Connected
Products
E-Commerce
1-to-1
Marketing
Order
Management
360-degree
Customer View
Partner Relationship
Management
Invoicing
Opportunity
Management
Dealer / Supplier /
Distributor Programs
Enterprise-grade
Mobile Apps
Forecasting
Configuration /
Pricing
Field
Service
Real-time
Engageme
nt
Quoting
Omni-channel
Support
Rapid IoT
Innovation
Was man bräuchte um Salesforce "nachzubauen"
Single Platform vs. Komplexität von Einzellösungen
User ManagementIoT Surveys Firewall Data Governance Network
CI/CDPredictive InsightsProgrammatic Logic Test Environments Monitoring Storage CDN
Database Hardware Messaging & Queueing Big Data Machine Learning Disaster Recovery Security SSO
IntegrationJavaScript Framework Analytics Logging Exception Handling LMSSearch
Workflows Task Management Network Services Collaboration Backup Error Handling CMS
Caching Compliance Auditing Database Storage UI/UX ALM
Identity Intranet Development Tools Reporting Alerts & Notifications Encryption NLP
Investition
Mindestens 3-6 Monate schnellere Einführung bedeutet frühere
und höhere Realisierung der Nutzenpotenziale
Idea Build on modern platform
services with advanced
tools
Connected Desktop and
Mobile Apps
Idea
6-12+ months
App
install
software
build
app
make it
mobile &
social
build & test
security
buy &
setup
hardware
define user
access
setup
reporting &
analytics
3-6 months
Legacy /
best of
breeds
Geschwindigkeit
Realisierung der
Nutzenpotenziale
Schnelle Erfolge durch stetig wachsendes
und innovatives Ökosystem
AppExchangePartner Ökosystem
Consulting Partner
Begleitung von Business Transformationen
Independent Software Vendors (ISVs)
Ergänzung von Salesforce-Lösungen mit Add-Ons/Apps
Erweiterungen der Salesforce Clouds
“Plug & Play”
Funktionale und industriespezifische
Erweiterungen
Native Apps auf Salesforce oder über
Connector
Geschwindigkeit
Salesforce. # 1 in CRM, Sales, Customer Service,
Digital Commerce
Worldwide CRM applications 2018H1 revenue market share by IDC
2014 2015 2016 2017 2018H1
7.5%
5.4%
4.1%
3.6%
20.3%
IDC, Worldwide Semiannual Software Tracker,October 2018.CRM market includesthe following IDC-defined functional markets:SalesForce Productivityand Management,Marketing Campaign Management, Customer Service,
Contact Center, and Digital Commerce Applications.IDCdeclaresastatistical tie in the worldwide software market when there isadifference of 0.5 percentage-point or lessin rounded revenue market share among two or more vendors.
Salesforce minimiert Projektrisiken and operatives Risiko
Minimiertes Projektrisiko infolge
umfassender Erfahrungen
Minimiertes operatives Risiko
Erfahrungen mit über
150,000 Kunden
Risiko
Immer verfügbar
Skalierbare Performance
Globale Rechenzentren
Enterprise Compliance
Bewährte Sicherheit
Schneller Ramp-Up und kontinuerliche Innovation steigern den
Wert über Zeit
Wert
Zeit
Y2 Y4 Y5Y1
Heute sichtbarer Wert
Y3
Frühere
Nutzenrealisierung durch
schnellere Einführung
Eingebaute Innovation
und 3 Updates pro Jahr
sichern langfristigen Wert
Schnellere Anpassung
an agiles Umfeld durch
flexible Plattform
Zusammenfassung
Salesforce Updates
Standard Upgrade
Modell
Best-of-breed Integration
Salesforce
Typische Bewertungskriterien für Unternehmenssoftware
Wert
Return On Invest
(ROI)
Beitrag zum
Unternehmenserfolg
Gewinnsteigerung
Investition
Total Cost of Ownership
Risiko
Value at Risk
Geschwindigkeit
Time To Value
Strategischer Fit
Ein umfassender Business Case ist für die Investitionsentscheidung erforderlich
Plattform für Geschäftstransformation nutzen
Werthebel auf der Geschäftsseite und
Plattformsynergien ausschöpfen
Total Cost of Ownership betrachten
Früherer Nutzen ist besserer Nutzen
"No risk, no fun" gilt nicht für
Unternehmenssoftware
Zusammenfassung
Schnelle Erfolge durch stetig wachsendes und innovatives
Ökosystem
App Cloud, Kunden- und Partner-Ökosystem
Über 4 Million Kunden-Apps
150+ Addons Payments
Email
SMS
Media
Mobile
Search
Analytics
Monitoring
Logging
Caching
Utilities
Data Stores
Workers
Queuing
24.000+ Heroku
Projects on
Geschwindigkeit
Is Customer Centricity important to you?
- Then team up with the leading Innovator!
’14: #1
’15: #2
’16: #2
’17: #1
’18: #3

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Warum Salesforce? Eine Million gute Gründe

  • 1.
  • 2. This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements. Statement under the Private Securities Litigation Reform Act of 1995 Forward-Looking Statement
  • 3. Warum Salesforce? Eine Million guter Argumente dhinz@salesforce.com Dr. Daniel Hinz, Strategic Account Advisor
  • 4.
  • 5. Alle lieben … … aber lohnt sich die Investition auch?
  • 6. Typische Bewertungskriterien für Unternehmenssoftware Wert Return On Invest (ROI) Umsatz Operative Kosten Beitrag zum Unternehmenserfolg Gewinnsteigerung Investition Total Cost of Ownership Kundenzufriedenheit Laufende Kosten Einführungskosten Kosten für Innovation Risiko Value at Risk Geschwindigkeit Time To Value Strategischer Fit Ein umfassender Business Case ist für die Investitionsentscheidung erforderlich
  • 8. “That partnership of Salesforce and Adidas allows us to be re-active, pro-active and design and evolve for the future.” - Kasper Rørsted, CEO Mehr und mehr CEOs bestätigen unsere transformative Kraft “I can’t imagine to manage my business without Salesforce anymore.” “Crucial decision factor for success is agility and speed.” - Ralf Sammeck, CEO KBA-Sheetfed Solutions Strategischer Fit “With Salesforce, we're building a brilliant future where everything's smart, connected, and super efficient..“ - Jean-Pascal Tricoire, CEO
  • 9. Kundenbeispiel Auch die Werte müssen zueinander passen Strategischer Fit Trust Deliver the most trusted infrastructure and communicate openly Future Technologies We develop innovative technologies for tomorrow’s products and services. Best Customer Experience We have a unique customer understanding. We anticipate customer needs and desires. We bring these to life - quickly and precisely - in innovative and emotional offerings and experiences. Active Part of Communities We embrace our responsibilities within the wider community and achieve positive results. Customer Success Focus on customer success to drive mutual growth Innovation Empower Trailblazers with technology to succeed in the Fourth Industrial Revolution Equality Respect and value a diversity of people Inspire People We lead our associates with integrity and respect
  • 10. Salesforce Kunden bestätigen signifikanten Wertbeitrag in allen Bereichen Wert-Hebel Erfolg Beispiel Effizienz im Vertrieb verbessern Innovation beschleunigen Ziele  Cross Sell / Up Sell  Time to Value  Average Order Value  Productivity Through Mobility  Agility and Speed 20% Erhöhung in Cross Selling  App Development Time 38% Verbesserung in App Entwicklungs-KostenN/A2 13% Erhöhung in Sales Rep Produktivität 2.5x Auftrags-Wachstum 38% Erhöhung in Agilität und Entwicklungs- Geschwindigkeit 10% Verkürzung in Time to Value 10-20% 02-15% 10-25% 10-25% 10-40% 15-35% Marketing Effizienz erhöhen  Marketing Staff Efficiency  Email Click Through Rate  Unsubscribe Rate 3% Erhöhung in User Produktivität Kleiner als 1% Unsubscribe Rate 31.7% Erhöhung in Email CTR und +59.4% Open Rate 03-15% 10-30% 05-25% Unternehmenserfolg
  • 11. Kundenbeispiel Erfolg des “Bridge Front Office” Programms Source: Schneider Electric – MIT Sloan Unternehmenserfolg Achievement
  • 12. Eine Plattform liefert mehr Wert als die Summe ihrer Teile Unternehmenserfolg 1 Connected Sales 2 Connected Service 4 Connected Operations 3 Connected Partners 5 Connected Products E-Commerce 1-to-1 Marketing Order Management 360-degree Customer View Partner Relationship Management Invoicing Opportunity Management Dealer / Supplier / Distributor Programs Enterprise-grade Mobile Apps Forecasting Configuration / Pricing Field Service Real-time Engageme nt Quoting Omni-channel Support Rapid IoT Innovation
  • 13. Was man bräuchte um Salesforce "nachzubauen" Single Platform vs. Komplexität von Einzellösungen User ManagementIoT Surveys Firewall Data Governance Network CI/CDPredictive InsightsProgrammatic Logic Test Environments Monitoring Storage CDN Database Hardware Messaging & Queueing Big Data Machine Learning Disaster Recovery Security SSO IntegrationJavaScript Framework Analytics Logging Exception Handling LMSSearch Workflows Task Management Network Services Collaboration Backup Error Handling CMS Caching Compliance Auditing Database Storage UI/UX ALM Identity Intranet Development Tools Reporting Alerts & Notifications Encryption NLP Investition
  • 14. Mindestens 3-6 Monate schnellere Einführung bedeutet frühere und höhere Realisierung der Nutzenpotenziale Idea Build on modern platform services with advanced tools Connected Desktop and Mobile Apps Idea 6-12+ months App install software build app make it mobile & social build & test security buy & setup hardware define user access setup reporting & analytics 3-6 months Legacy / best of breeds Geschwindigkeit Realisierung der Nutzenpotenziale
  • 15. Schnelle Erfolge durch stetig wachsendes und innovatives Ökosystem AppExchangePartner Ökosystem Consulting Partner Begleitung von Business Transformationen Independent Software Vendors (ISVs) Ergänzung von Salesforce-Lösungen mit Add-Ons/Apps Erweiterungen der Salesforce Clouds “Plug & Play” Funktionale und industriespezifische Erweiterungen Native Apps auf Salesforce oder über Connector Geschwindigkeit
  • 16. Salesforce. # 1 in CRM, Sales, Customer Service, Digital Commerce Worldwide CRM applications 2018H1 revenue market share by IDC 2014 2015 2016 2017 2018H1 7.5% 5.4% 4.1% 3.6% 20.3% IDC, Worldwide Semiannual Software Tracker,October 2018.CRM market includesthe following IDC-defined functional markets:SalesForce Productivityand Management,Marketing Campaign Management, Customer Service, Contact Center, and Digital Commerce Applications.IDCdeclaresastatistical tie in the worldwide software market when there isadifference of 0.5 percentage-point or lessin rounded revenue market share among two or more vendors. Salesforce minimiert Projektrisiken and operatives Risiko Minimiertes Projektrisiko infolge umfassender Erfahrungen Minimiertes operatives Risiko Erfahrungen mit über 150,000 Kunden Risiko Immer verfügbar Skalierbare Performance Globale Rechenzentren Enterprise Compliance Bewährte Sicherheit
  • 17. Schneller Ramp-Up und kontinuerliche Innovation steigern den Wert über Zeit Wert Zeit Y2 Y4 Y5Y1 Heute sichtbarer Wert Y3 Frühere Nutzenrealisierung durch schnellere Einführung Eingebaute Innovation und 3 Updates pro Jahr sichern langfristigen Wert Schnellere Anpassung an agiles Umfeld durch flexible Plattform Zusammenfassung Salesforce Updates Standard Upgrade Modell Best-of-breed Integration Salesforce
  • 18. Typische Bewertungskriterien für Unternehmenssoftware Wert Return On Invest (ROI) Beitrag zum Unternehmenserfolg Gewinnsteigerung Investition Total Cost of Ownership Risiko Value at Risk Geschwindigkeit Time To Value Strategischer Fit Ein umfassender Business Case ist für die Investitionsentscheidung erforderlich Plattform für Geschäftstransformation nutzen Werthebel auf der Geschäftsseite und Plattformsynergien ausschöpfen Total Cost of Ownership betrachten Früherer Nutzen ist besserer Nutzen "No risk, no fun" gilt nicht für Unternehmenssoftware Zusammenfassung
  • 19.
  • 20. Schnelle Erfolge durch stetig wachsendes und innovatives Ökosystem App Cloud, Kunden- und Partner-Ökosystem Über 4 Million Kunden-Apps 150+ Addons Payments Email SMS Media Mobile Search Analytics Monitoring Logging Caching Utilities Data Stores Workers Queuing 24.000+ Heroku Projects on Geschwindigkeit
  • 21. Is Customer Centricity important to you? - Then team up with the leading Innovator! ’14: #1 ’15: #2 ’16: #2 ’17: #1 ’18: #3

Editor's Notes

  1. Key Message Salesforce is a publicly traded company. Customers should make buying decisions only on the products commercially available. Talk Track Before I begin, just a quick note that you should base your purchasing decisions on products and services that are currently available.
  2. Key Messages Gratitude We owe all of our success to our customers. Make sure they understand that nothing is more important to us than their success The customer is the hero in this story, not Salesforce Talk Track Thank you for meeting with me today and thank you for being a great Salesforce customer for [XX] years. We appreciate your business. If you want to customize this slide, carefully crop and place images over top level photos.
  3. * Sie haben heute sicher schon in vielen Keynotes und Präsentationen die Begeisterung unserer Kunden über die Salesforce Plattform gesehen, z.B. [1-2 Beispiele und Kundennamen aus Keynotes nennen] * Trotzdem schließt man so eine Partnerschaft nicht nur aus Begeisterung, sondern auf Grundlage einer umfassenden Bewertung
  4. Wie jede andere Investition muss sich auch die Einführung oder Ablösung von Unternehmenssoftware lohnen und deutlich positiven Wertbeitrag generieren. Diese Bewertungskriterien haben sich bewährt * Strategischer Fit: wie gut passt die Salesforce Plattform, Cloud als Deployment Modell und die Werte von Salesforce zu Ihrer Unternehmensstrategie? * Unternehmenserfolg: Welche Potenziale wollen sie auf der Fachseite heben? Umsatzsteigerung? Produktivität? Synergien durch die Plattform? * Investitionen: wie wirkt sich die Einführung auf Ihre Total Cost of Ownership aus? Wichtig hier: TOTAL cost betrachten über min. 5 Jahre * Geschwindigkeit: wie schnell bekommen Sie die PS auf die Straße? -> nicht nur früherer Nutzen, sondern auch höherer Nutzen durch Fast-Mover-Vorteil * Risiko: wie wahrscheinlich ist es, dass die angenommen Nutzenpotenziale und Zeitleisten auch gehalten werden?
  5. Frage 1: was suchen Sie eigentlich? Die Lösung für ein ganz spezielles (IT-)Problem? Oder eine Plattform für den Wandel/digitale Transformation. Salesforce ist mehr als nur Sales oder Service, sondern eine integrierte Plattform für Ihren Kundenerfolg. Mit unserer Customer Success Platform helfen wir unseren Kunden, im Zeitalter der vierten industriellen Revolution erfolgreich zu sein. Wir helfen Unternehmen, sich mit ihren Kunden über jeden Touchpoint zu vernetzen, und zwar über alle Abteilungen hinweg – Vertrieb, Kundenservice, Marketing sowie im stationären Handel und im Online-Handel.
  6. CEOs aus allen Branchen und Unternehmensgrößen suchen uns als Partner, um Ihr Unternehmen zu transformieren. Gemeinsames Element ihrer Strategie: bessere Kundennähe erreichen Beispiel Adidas: Transformiert von einem Hersteller mit iW offline B2B Beziehungen zu einem online Business 2 Consumer Unternehmen. Mittlerweile ist der mit Abstand wichtigste Store die eigene Seite adidas.com Dazu setzt Adidas die Salesforce Plattform ein, i.W. Commerce Cloud (B2B und B2C), Service Cloud und Marketing Cloud. Und dadurch entsteht ein nahtloses Erlebnis mit dem Kunden. Ich habe selbst schon Schuhe umgetauscht, in dem ich während des Mittagessens kurz mit einem Adidas-Mitarbeiter auf dem iPhone gechattet habe. Das war einfach und kundenfreundlich! Und der Erfolg gibt Adidas recht: nach der Einführung in USA um 80% gewachsen Detaillierter Case: Industry: Retail Segment: STRAT Products or Features: Service Cloud (Einstein Bots, Social Customer Service), Commerce Cloud (Click and Collect, Product Customization, Apple Pay), Marketing Cloud Date Story Created: March 2018 Company Overview: The adidas Group strives to be the global leader in the sporting goods industry with brands built on a passion for sports and a sporting lifestyle.  Adidas Uses Commerce Cloud for both B2B Commerce and B2C Commerce B2B Commerce Use Case B2B Commerce site went live 12/2015 B2B Commerce Site Link: https://b2bportal.adidas-group.com Adidas is a global manufacturer of apparel and footwear, producing more than 778M product units and €17B in sales in 2015. It is the largest sportswear manufacturer in Europe and second largest in the world. Adidas breaks its business into three tiers of wholesalers and retailers that sell Adidas products to consumers. Adidas faced a major challenge serving its second- and third-tier customers effectively and needed a solution that allowed them to order products online rather than through direct sales reps, while providing a top-notch user experience that matched the caliber of the Adidas brand. Challenges: Adidas wanted to transform its direct sales model to manage customer interactions more efficiently and cost effectively with a compelling digital experience. The direct sales model was costly and inefficient for Adidas. Since tier two and tier three customers typically ordered lower volumes of products for their distribution channels or stores, sending dedicated sales reps out to take orders with smaller customers was not sustainable. Adidas needed a commerce solution that improved the wholesale customer experience with robust B2B functionality that provides a strong user experience. While the B2B commerce site would primarily be used to service tier two and three customers, it would also need to add value for larger, key accounts. Adidas needed a truly agile, scalable and fast platform that would support its cloud-first strategy and give it the speed-to-market they needed and ability to expand and iterate over time. Adidas would launch the commerce offering in Western Europe first, followed by LATAM, and other markets in the future. Adidas is a global brand with wholesale and retail customers in countries across the globe. It needed a commerce solution that could handle localization, pricing and language needs for each customer. Solutions: Adidas selected CloudCraze, a native commerce solution on Salesforce, even though Adidas was not previously using Salesforce. Adidas identified CloudCraze as the best fit for its B2B commerce because: CloudCraze and Salesforce provided the data model and scalability Adidas needed to support its worldwide customer base. CloudCraze powers Adidas’s B2B site in 31 countries and 19 languages across Western Europe and 7 countries and 7 languages in LATAM. CloudCraze gave unprecedented speed to market thanks to the power of SaaS and an agile development approach. Once Adidas chose CloudCraze, it understood the value of the Salesforce platform and purchased Sales, Service and Community Cloud—this gave Adidas a 360-degree view of customers that informed sales, service, support and IT. CloudCraze provided a user experience and interface that matched the high standards of the Adidas brand, while integrating with Adidas’s existing SAP AFS for product availability and pricing data in real time. CloudCraze allows Adidas sales reps to collaborate online with customers. For example, a sales rep can create and edit an order on behalf of a customer in an integrated experience. The ‘cart’ or order automatically syncs with the customer or sales reps’ edits an order, pricing or products. Results: By implementing the native CloudCraze commerce solution on Salesforce with other Salesforce Clouds including Sales Cloud, Service Cloud and Community Cloud, Adidas gained a single view of customers and transformed customer engagement. Launched a very complex, responsive commerce offering in 7 months—roughly 1/3 of the time as the average SAP Hybris implementation Tens of thousands of Adidas wholesale customers of all sizes (large accounts + SMBs) use CloudCraze to: Access, browse and purchase Adidas’s entire product catalog digitally; Adidas no longer offers its paper catalog Pre-order merchandise for the upcoming season Re-order in-season merchandise Manage their accounts (e.g., view order history, invoices, documents, file complaints, returns, track orders, etc.) B2C Commerce Use Case Business Challenge: adidas’ target consumers are increasingly digital. Many retailers and brand operators have struggled in the challenge of shifting from a brick-and-mortar business model to a digital and/or hybrid model. To meet the expectations this digital-first consumer, global sports brand adidas wanted to provide a premium, personalized, and connected experience to consumers with a single digital platform. The shopping experience includes more than the point of sale or the point of purchase. adidas needed a way to personalize every touchpoint before, during, and after the purchase -- and to do it at scale. But the shopping journey is complex, and often starts in a digital channel. Oftentimes, consumers jump from channel to channel, from email, to e-commerce, to branded apps, and social sites and everything in between. Pulling consumer data together into a single view was challenging, especially with disparate systems across various service channels, like online and stores. The brand, well on its way to becoming the fastest sports company in the world, is always looking forward and pushing the boundaries of innovation to connect with every consumer on a personalized level. In 2016, the company decided to interface directly with consumers through digital channels, as opposed to traditional forms of advertising, like TV or print.  According to Head of Digital Brand Commerce, Joseph Godsey, the company “is truly trying to build differentiated experiences, identifying key consumer segments and mapping out experiences tailored to their needs.” Salesforce Solution: The company’s most important store is no longer a physical store, it’s adidas.com. The adidas website is a key part of a platform through which the brand can offer premium, connected, and personalized experiences. This desired brand experiences is powered by Commerce Cloud, a single platform for adidas sites across the globe, supporting multiple languages and currencies. When consumers visit the site, they are met with dynamic brand imagery and functionality appealing to the Millennial consumer, called the “co-creator”. On the site, consumers can customize their own pair of adidas shoes, selecting the style, color, insole, outsole, laces, and more, bringing new meaning to the phrase “personalized shopping experience”. The site is mobile optimized and responsive to consumers who choose to shop on their phone – which is becoming the norm for many consumers today. Consumers can quickly search and sort results quickly, in addition to completing the transaction with the convenience of Apple Pay, for a truly convenient mobile-first shopping experience. With Service Cloud, adidas empowers its staff of 1,100 care agents to deliver faster, smarter service in whichever format consumers prefer — phone, email, web, or social — all from a single application. As a result, customer service is more efficient for the company and, crucially, more personalized and convenient for consumers. adidas is levering Einstein Bots to resolve simple cases. By deflecting simple cases, human agents have more time to spend on high value contact moments, to resolve the cases that are more complex. By doing Social Customer Service, adidas is maintaining a complete view of its customer across channels, and servicing them on the platforms that are most convenient. With Salesforce Marketing Cloud integrated to Service Cloud, adidas can use customer inquiries discovered from social listening to generate cases, and resolve them within one platform. With Commerce Cloud and Service Cloud, adidas continued to drive personalized brand interactions across the website and care center operations. With Marketing Cloud and Salesforce DMP, adidas is introducing 1-to-1 communications across every step of the shopping journey. Results: Servicing customers on the channel they prefer Creating deeper and more personal relationships with customers Delivering more meaningful service experiences Grew 20% in the first 6 months Grew in America 80% In 2016, the company’s overall sneaker sales grew substantially. Around that time, the company reported a 60% increase in ecommerce globally, which equated to approximately €1 billion in online sales. 1,100 service agents can access a single view of the consumer Additional Resources: Success Film: http://bit.ly/2Ipmvdd Website Story: https://sfdc.co/adidas_web_story 
  7. Maximaler Kundenerfolg entsteht nicht in Silos, sondern in einer Platform: Beispiel: Field Service Techniker als Quelle für Sales oder zumindest Leads. Aus eigener Erfahrung: ich hatte neulich einen Techniker da um meinen Dampfgarer zu reparieren. Ich: Ich benutze den Dampfgarer am meisten für Spargel. Techniker: ja, der wird perfekt da drin. Leider wird der Spargel immer so schnell kalt auf dem Tisch. Ich: das stimmt!! Techniker: es gibt da diese passende Porzellanschüssel mit Deckel, da passt der Dampfgarer-Einsatz perfekt rein. Ergebnis: habe auch noch direkt bei dem Techniker diese Schüssel gekauft -> Win-win: ich habe gleich zwei Probleme ist gelöst: mein Dampfgarer geht wieder und ich habe warmen Spargel UND Upsell für den Hersteller.
  8. (EDIT: größere Blöcke zusammenfassen?) Frage kommt immer: muss ich dazu eine Plattform einführen, oder kann ich mir das nicht selbst zusammenbauen? Klassische Best-of-Breed Diskussion. Nun – viel Spaß! Das bräuchte man alles, um die Funktionalität der Salesforce-Plattform ansatzweise nachzubauen. Wo ist da die Schwierigkeit? * Alle diese Komponenten haben unterschiedliche Release-Zyklen: manche ändern sich ständig, manche nur selten, aber auf jeden Fall nicht alle zum gleichen Zeitpunkt -> ständige Herausforderung einen konsistenten Zustand herzustellen * Keine garantierten Upgradefähigkeit (non-breakable) * Hohe Integrationsaufwände/kosten, auch ongoing * Keine One data source / source of truth
  9. Geschwindigkeit zählt dreifach. * Trivial: je eher ich fertig bin, um so eher kommt der Nutzen. * Net Present Value von Nutzen in der nahen Zukunft höher als bei später Nutzenrealisierung * In agilem Umfeld gewinnen die schnelleren überproportional, z.B. durch Gewinnen von Marktanteilen
  10. Je länger das Projekt, um so größer das Risiko.
  11. App Exchange