Instant Stardom: Simplification and Standardization using SaaS

Scott Bell, Global Sales Programs

Siemens PLM Software

Executive: C-Level Strategy

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Scott Bell

VP, Global Sales Programs

Scott.bell@siemens.com

Product Lifecycle Management Software

Agenda

Objective of the session

Background of Scott Bell

Overview of Industry

Background of Siemen’s PLM Software

CRM Project Background

Standardization and Simplification

Objective of This Session

To leverage the lessons and the learnings from my

company in how Saas and Salesforce helped us drive

towards Simplification and Standardization in our

business.

Scott Bell

VP, Global Sales Programs

28 years with company

Sales, Sales Mgt, Strategic Planning, Marketing

Responsibilities:• Global Field Training (Sales, Sales Support, Professional

Services)

• Global Sales Meetings

• Global Sales Tools

BS, Architecture, MBA

Product Lifecycle Management (PLM) Industry Product Lifecycle Management

Enterprise Software Solutions

Started as CAD industry – 1970

Now includes CAX, cPDM, Manufacturing

New industry – $15.9B

EnterpriseApplications

CRM

ERP

SCM

PLM

PLM Industry - Competitive LandscapeGartner PLM Magic Quadrant - 2006

Siemens PLM Software (formerly UGS) The PLM Software division (formerly UGS) is the

Leader in the PLM (Product Lifecycle Management) Industry Market to over 45,000 companies world-wide Our solutions help companies derive maximum business value from their

products, from the day they are conceived until they are retired, helping to capture the value of the product’s lifecycle

Over 3,000,000 copies of our software are in use today world-wide We are a $1.2B Global Enterprise Software Solution provider with over 7000

employees world-wide and over 450 partners Our vision

UGS' vision is to enable a world where organizations and their partners collaborate through Global Innovation Networks to deliver world-class products and services, allowing them to deal swiftly with emerging risks and opportunities.

Our mantra is, "we never let a customer fail." This intense customer focus drives product development and is the reason we devote about 20 percent of annual revenues to R&D. We continually work to innovate knowledge-driven, standardized systems that raise the PLM bar.

Siemens PLM Software (formerly UGS)

Prior to Deployment of salesforce.com

Cultural transition in Sales & Marketing Zone orientation Sales values consistent, sales processes not Difficult to leverage sales best practices Management need for deeper insight into sales processes

• Better forecasting, continuous improvement

Need for deeper understanding of customer• Analysis of customer penetration

Systems Had one SaaS (Kind of) system – training (LMS)

• No software ownership

• Upgrades – Few

• Global Scalability

• Customizations – Limited due to lack of SOA

• No SOA architecture

• Liked overall model

Had implemented enterprise in-house systems – SAP, Callidus, etc

CRM Expectations

Simplification Fast implementation – 3 months

• Little executive tolerance for long implementation

• Desire for ROI asap Dashboards for simplified activity views Keep it simple - Ease of use, ease of implementation/deployment, ease of support

• Global Sales Structure, multiple languages, network issues

Organizational structural change supported by system• Global sales channels

Standardization Global implementation – 26 countries, multiple languages Implementation across all sales channels – Direct and Partners No steps backwards – baseline was current functionality Integration with other systems that touch sales – SAP, etc.

Project Phase 1

Taking the sales process to the next level

Business Challenges• Our own success• Lack of standard, common sales tools• Poor information for insight to sales processes• Only local lead generation/management• High revenue growth

Technology Challenges• Data, Data, Data (paradigm shift)• Integration between systems• Customization Culture (lack of standards)

“It’s about transforming our business” – John Graham, EVP, Global Sales

Project Overview

Rollout Strategy Global Deployment – 3 weeks rolling training & deployment

• Zone “War Rooms” to monitor issues

• Adoption metrics

• 26 countries, 4 languages (Phase 1)

• All channels – Direct (650) & Partners (1000)

Metrics No loss in pipeline - # of opps, value of pipeline Adoption

• % of users logging in on a regular basis

• % of managers using tool for review meetings

• Data quality

Implementation Background

Phase 1

900,000 accounts – D&B basis

Migrated 6 “CRM” databases

6 Integration Points• Intranet Sales Information System

• In house quoting system

• 2 outside marketing firms (lead generation)

• 2 SAP points (Sales Order Entry Form, Business Closed)

4 languages – English, Japanese, Chinese, Korean

Standardization & Simplification

Standardization

• Sales Definitions – Lead, Account, Opportunity, etc

• Sales Processes – Lead conversion, Opportunity Process, Partnering

• Interfaces to other systems

• Simplification

• Metrics

• Account Management

• Lead Management

Sales Definitions

Prior to Salesforce

Various definitions around the globe of: Leads – alignment of

Sales & Marketing

Accounts – alignment of CRM and ERP

Opportunities – alignment of global sales mgt.

Contacts – alignment of Sales & Marketing

After Salesforce

Standardized definitions resulting in: Common global sales &

marketing “language”

More efficient processes

Better insight into customer capture process

Better customer information – deeper, more consistent

Sales Processes

Prior to Salesforce Zone silo culture

Opportunity/pipeline centric not account mgt.

Difficult sales collaboration

Sporadic Territory and Account Reviews

After Salesforce Collaboration culture

Account centric

Standardized global processes with direct and partner sales channel

Structured Territory and Account planning

More complete market coverage

Deeper visibility into sales process

Business Processes - Interfaces

Prior to Salesforce

Lack of integration with

back-end application –

more application silos

Data silos

Limited customization

capabilities

After Salesforce

Integrated with SAP –

phase 1

Phase 1 integration to

market data

GUI based customizations

that survive upgrades

Metrics/Visibility

Prior to Salesforce

No common metrics or

dashboards

Lack of common

executive reports/data

Poor pipeline mgt

Inconsistent forecasting

After Salesforce

More Consistent

Forecasting & Metric

Reporting

Common Dashboard

format for all levels

Account/Territory Management

Prior to Salesforce

Difficult insight into

account/territory coverage

Loss of institutional

knowledge when reps

departed

After Salesforce

Systemic planning to

better account/territory

coverage

Better customer

transitions to new reps

across globe

Lead Management

Prior to Salesforce

Missing opportunities due

to heterogeneous lead

management processes

Manual processes were

overloaded

After Salesforce

Systemic global lead

management process

More efficient lead

processing

Key Success Factors

Application Architecture (SaaS, SOA) for:

Ease of configuration

Ease of deployment

Ease of integration

Ease of use

Global Dedicated Field Project Team

Global Vendor Support

Global Internal Support

Executive Sponsorship (CEO, EVP Sales, EVP Marketing)

“Keep it simple and keep it consistent”

John Graham, EVP Global Sales & Services

Key Take-aways

Executives MUST Drive Adoption

Crawl, walk, run (Phases) – Don’t try to eat the elephant in one bite

Be realistic about what this will cause in your org (paradigm/culture shift)

Design from field sales point of view – reporting will evolve naturally

Have a strong, engaged project team with broad representation: Field Sales

Sales Mgt

IT

Salesforce.com

Operations

Meet face-to-face often, have executive reviews

Clear communications to field (manage expectations)

It is a journey, not a destination

Summary

Standardization

• Sales Definitions – Lead, Account, Opportunity, etc

• Sales Processes – Lead conversion, Opportunity Process, Partnering

• Interfaces to other systems

• Simplification

• Metrics

• Account Management

• Lead Management

Instant Stardom: Simplification and Standardization using SaaS

Scott Bell, Global Sales Programs

Siemens PLM Software

Executive: C-Level Strategy

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Scott Bell

Global Sales Programs

QUESTION & ANSWER SESSION

PLM Software