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Global Enterprise Best Practices – 7 Domains
John Durocher, salesforce.com
Steve Schlabs, salesforce.com
Samantha Loveland, salesforce.com
Best Practices: Global Enterprise
Safe Harbor Statement
“Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements including but not limited to statements concerning the potential market for our existing service offerings and future offerings. All of our forward looking statements involve risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results could differ materially from the results expressed or implied by the forward-looking statements we make.
The risks and uncertainties referred to above include - but are not limited to - risks associated with possible fluctuations in our operating results and cash flows, rate of growth and anticipated revenue run rate, errors, interruptions or delays in our service or our Web hosting, our new business model, our history of operating losses, the possibility that we will not remain profitable, breach of our security measures, the emerging market in which we operate, our relatively limited operating history, our ability to hire, retain and motivate our employees and manage our growth, competition, our ability to continue to release and gain customer acceptance of new and improved versions of our service, customer and partner acceptance of the AppExchange, successful customer deployment and utilization of our services, unanticipated changes in our effective tax rate, fluctuations in the number of shares outstanding, the price of such shares, foreign currency exchange rates and interest rates.
Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time. These documents are available on the SEC Filings section of the Investor Information section of our website at www.salesforce.com/investor. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law.
John Durocher, salesforce.comVice President, Client Services Executive
Samantha Loveland, salesforce.comDirector, Client Services Executive
Steve Schlabs, salesforce.comVice President, Client Services Executive
On-Demand is Different!
Curent Project Future FutureF
un
cti
on
a li t
y
Future
4 – 6 Months 6 – 9 Months Monthly Monthly
Traditional CRM
Software
On-Demand Service
1. Iterative & rapid deployments
2. Business requirements met
3. Predictable, scalable, & reliable
4. Value realized early – quick wins
5. Adjustment to business climate
12 to 18 Months
1s t V
ersi
on
On-Demand Characteristics
…. As a result a new approach is necessary!
A new way of operating is needed to match the complexity of the programs that are being
undertaken by organizations.
“Insanity is doing the same thing you’ve always done, and expecting different results.”
“If you always do what you always did, you’ll always get what you always got.”
The On-Demand Standard for the Enterprise
~1,700 Subscribers~1,300 Subscribers
~2,800 Subscribers
~1,500 Subscribers
~6,700 Subscribers
~1,000 Subscribers
~4,200 Subscribers
~5,100 Subscribers
~2,000 Subscribers
~2,500 Subscribers~5,000 Subscribers
~25,000 Subscribers~15,000 Subscribers ~5,500 Subscribers
~1,800 Subscribers
~2,600 Subscribers~5,500 Subscribers
~1,800 Subscribers~1,600 Subscribers
~15,000 Subscribers
Our Experience has shown us that there are 7 key Domains for Success
Vision and StrategyVision and Strategy
RoadmapRoadmap
Adoption Adoption
Sponsorship
and Governance
Sponsorship
and Governance
Technology
and Data
Technology
and Data
Vision Business Strategy Technology Strategy
Business & Technology Objectives Customer Experience Segmentation & Channel Strategy
Implementation Principles Data Strategy Architecture and Integration
Security Environment Strategy
Roadmap/Delivery Plan Capabilities Value Map
Global Deployment Approach Product Roadmap
Organizational Readiness Stakeholder Involvement Organizational Design Measurement & Reward
Communication Training Continuous Improvement Support
Executive Sponsorship Accountability Center of Excellence
Principles Project Control Release Management
ProcessesProcesses
Align Process with Strategy Process Ownership and
Standardization
CRM Maturity Model Process Metrics Process Effectiveness Process Review
Business MetricsBusiness Metrics Business Performance Model Key Performance Indicators
Business Case Metrics Tracking
Domains Categories
What is your ability to Deliver Business Value?
LeadingPracticingEmergingNon-Existent
Vision and Strategy
Business Metrics
Adoption
Sponsorship and Governance
Roadmap
Processes
Technology and Data
Maturity
Do
mai
ns
0 1 2 3 4
Define Business Objectives
Define Business Objectives
Define CRM Strategies
Define CRM Strategies
Define CRM Vision
Define CRM Vision
Prioritize and group Initiatives
Prioritize and group Initiatives
Develop the CRM Roadmap
Develop the CRM Roadmap
What are key business metrics to measure success?
Assess impact on organization/
employees
Assess impact on organization/
employees
How will the CRM transformation impact the
organization and employees?
Domain Development Approach
Identify key Business Metrics
Identify key Business Metrics
Domain #1Strategy and Vision
What are the business objects of the overall
CRM effort?
What should be the basis for deciding which initiatives are
pursued first?
What are the strategies to enable achievement of
your CRM vision?
What is the vision that will carry forward the CRM
effort?
Domain #2Business Metrics
Domain #3Adoption
Domain #5Roadmap
Define Processes
Define Processes
Develop the Technology and
Data strategy
Develop the Technology and
Data strategy
What processes will help achieve the CRM vision? Do they need to be re-designed?
Domain #6Process
Domain #7Technology and Data
What technology and data strategies and architecture will
support the CRM effort?
How should the list of CRM related programs and initiatives
be structured to produce maximum benefit?
Develop the Center of
Excellence
Develop the Center of
Excellence
Domain #4Sponsorship and
Governance
What governance model will best support the CRM
effort?
A sound vision and strategy forms the foundation of a focused program
“Almost every company that has benefited from a
customer relationship management initiative
has done so after developing a coherent
CRM strategy”
-Gartner
“Almost every company that has benefited from a
customer relationship management initiative
has done so after developing a coherent
CRM strategy”
-GartnerSource: Europe Gartner end user survey. N=344, October 2004From “Predicts 2005: How CRM Will Help to Grow Revenue Again”, J an. 7, 2005.
0 50 100 150 200 250
Other
Reduce sales costs
Increase profit margins
opportunities
Increase sales revenues
Increase customer loyalty
Increase customer retention
Increase customer satisfaction
Enhance cross/up-sell
Acquire new customers
Reduce service costs
Increase profit per customer
Revenue Enhancement
Cost Reduction
Number of Responses
CustomerLoyalty &Satisfaction
0 50 100 150 200 250
Other
Reduce sales costs
Increase profit margins
opportunities
Increase sales revenues
Increase customer loyalty
Increase customer retention
Increase customer satisfaction
Enhance cross/up-sell
Acquire new customers
Reduce service costs
Increase profit per customer
Revenue Enhancement
Cost Reduction
Number of Responses
CustomerLoyalty &Satisfaction
Vision and Strategy Session
Speaker
Sprint Nextel Corporation
Date and Time
Monday 3:45 to 4:45 PM
Location
North 132
Business metrics focus attention on key performance areas
CostSavings
CostSavings
BenefitBenefit
Cost ReductionCost Reduction
Customer RetentionCustomer Retention
Cost AvoidanceCost Avoidance
RevenueGenerationRevenue
Generation
Customer AcquisitionCustomer Acquisition
Grow Existing CustomersGrow Existing Customers
RiskMitigation
RiskMitigation
Maintenance RiskMaintenance Risk
Customer ProfitabilityCustomer Profitability
Regulatory RiskRegulatory Risk
Brand ImageBrand Image
QualitativeQualitative
QualitativeQualitative
Key Question
What value is the Salesforce applicationproviding?
Customer SatisfactionCustomer Satisfaction
User SatisfactionUser Satisfaction
SatisfactionSatisfaction
QualitativeQualitative
Value Drivers
Business Metrics Session
Speakers
Accenture
Kaiser
Date and Time
Monday 5:00 to 6:00 PM
Location
North 132
The first step to a successful Adoption Program is to recognize that change is needed
Adoption Session
Speakers
Astra Tech AB
Date and Time
Tuesday 11:15 to 12:15 PM
Location
North 132
Governance forms the foundation of a well managed initiative
Sponsorship and Governance Session
Speakers
ADP
Salesforce.com – Feature Request Process
Date and Time
Tuesday 1:15 to 2:15 PM
Location
North 132
Defining an integrated roadmap early on promotes focus on business goals
Account Planning RolloutAccount Planning Rollout
Forecast Pilot Forecast Pilot Forecast AnalysisForecast Analysis
Business Value Metrics (Reporting and Dashboards)Business Value Metrics (Reporting and Dashboards)
Lead and Opportunity
Rollout
Lead and Opportunity
Rollout
Marketing Rollout
Marketing Rollout
FY08
Q2
MAY JUN JUL AUG SEP OCT
Q3
NOV DEC JAN
Q4Q1
FEB MAR APR
FY07
NOV DEC JAN
Q4
Forecast Deployment
Forecast Deployment
QuoteAnalysisQuote
AnalysisQuotePilot
QuotePilot
QuoteDeployment
QuoteDeployment
MobilePilot
MobilePilot
License Count 2000 2500 3000 4000 7000
FY09
Q1
FEB
Roadmap Session
Presenters
Computer Associates
Telecom New Zealand
Date and Time
Tuesday 2:30 to 3:30 PM
Location
North 132
Processes drive effectiveness and behaviour change
Business processes are becoming more important as customers' expectations are increasing and
there is a need to become focused on providing customer value
Dramatically lower costs
Much faster processes
Exceeding high quality
Less frustrated workers
Happier customers
Process Session
Presenters
Deloitte Consulting
Date and Time
Wednesday 11:30 to 12:30 PM
Location
North 132
Technology and data quality are key to driving successful adoption
Mash-ups from AppExchange
Native Desktop
Connectors
Integration Middleware Connectors
Developer Toolkits
Native ERP Connectors
1 2 3 4 5
Technology and Data Session
Speakers
Citrix Systems, Inc.
Wartsila
Date and Time
Wednesday 9:00 to 10:00 AM
Location
North 132
What is your ability to Deliver Business Value?
LeadingPracticingEmergingNon-Existent
Vision and Strategy
Business Metrics
Adoption
Sponsorship and Governance
Roadmap
Processes
Technology and Data
Maturity
Do
mai
ns
0 1 2 3 4
Domain Assessment Output
Sponsorship and Governance
Executive Sponsorship 1.67Accountability 1.50Center of Excellence 3.57Principles 3.25Project Control 4.00Release Management 4.00
Total for Sponsorship and Governance 3.00
Roadmap
Roadmap/Delivery Plan 3.20Capabilities Value Map 3.00Global Deployment Approach 3.67Product Roadmap 3.67
Roadmap 3.38
Process
Align Process with Strategy 3.00Process Ownership and Standardization 2.20CRM Process Maturity Model 1.50Process Metrics 2.33Process Effectivenes 1.67Process Review 1.00
Total for Process 1.95
Technology and Data
Implementation Principles 3.50Data Strategy 3.67Architecture and Integration 3.50Security 3.33Environment Strategy 4.00
Total for Technology and Data 3.60
Vision and Strategy
Vision 1.9Business Strategy 2.5Technology Strategy 3.5Business and Technology Objectives 1.8Customer Experience 3.0Segmentation and Channel Strategy 3.1
Total for Vision and Strategy 2.6
Business Metrics
Business Performance Model 1.67Key Performance Indicators 2.50Business Case 1.67Metrics Tracking 2.00
Total for Business Metrics 1.96
Adoption
Organizational Readiness 1.89Stakeholder Involvement 2.00Organizational Design 3.67Measurement & Reward 1.00Communication 3.00Training 3.22Continuous Improvement 2.50Support 3.25
Total for Adoption 2.57
Achieving Business Value
Award-Winning Ease of Use
Exactly the Right Information
Accessible Everywhere
Real-Time Visibility
Customized Dashboards
Easy of Administration
Ease of Administration
Flexibility
Customize & Integrate
100% ADOPTION
End Users
Managers IT & Admins
Customer Panel Session
Speakers
KONE
Dell
Sprint
Date and Time
Tuesday 3:45 to 4:45 PM
Location
North 132
Imagine it. Learn it. Use it.
How to apply what you’ve learned when you get home
• Vision and Strategy
• Business Metrics
• Adoption
• Sponsorship and Governance
• Roadmap
• Process
• Technology and Data
Global Enterprise Best Practices – Sessions at a Glance
Monday Tuesday Wednesday
Vision and Strategy
3:45 – 4:45 PM
Business Metrics
5:00 – 6:00 PM
Adoption
11:15 – 12:15 PM
Sponsorship and
Governance
1:15 – 2:15 PM
Roadmap
2:30 – 3:30 PM
Customer Panel
3:45 – 4:45 PM
Technology
9:00 – 10:00 AM
Process
11:30 – 12:30 PM
Session FeedbackLet us know how we’re doing!
Please score the session from 5 to 1 (5=excellent,1=needs improvement) in the following categories:
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We strive to improve, thank you for filling out our survey.
Additionally, please score each individual speaker on: Overall delivery of session
Steve Schlabs
Vice President, Client Services Executive
John Durocher
Vice President, Client Services Executive
QUESTION & ANSWER SESSION
Samantha Loveland
Director, Client Services Executive