Enterprise Adoption and Business Value: Part 1General Success: Large Enterprise
Heather Wintermantel, Adobe Systems, Inc.
Daria Franciewicz, Dell
Evan Miller, Marshall & Ilsley Corporation
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Agenda
Objective
Introductions - 15 minutes
Facilitated Panel Discussion - 20 Minutes
Open Q&A – 10 Minutes
Top 10 Tips & Tricks – 5 Minutes
Enterprise Adoption & Business Value: Part 1Overview Description: Are you getting the user adoption you expected? Nearly every company could
use a swift boost—whether you're rolling out Salesforce for the first time or just want to increase usage to drive business benefits. Join us to learn how to measure, drive, and maintain adoption across the enterprise. We'll offer tricks for immediate help—and tips for long-term value.
Speakers: – Heather Wintermantel - Adobe
– Daria Frankiewicz - Dell
– Evan Miller – Large Financial Institution
Learning objectives: – Set the foundation that driving “Usage” is the foundation to driving business value (start
with usage, then effective usage and further onto business performance and business value)
– Discuss implementing a change management framework/methodology for large program roll-outs
– Discuss creative and proven examples used to ‘accelerate’ stalled adoption
– Review Adoption dashboard (app exchange) as a tool for measuring and driving adoption
Heather WintermantelClient Engagement Manager,
Marketing & Sales
Adobe Systems, Inc.
About Adobe
Founded in 1982
More than $3.8 billion in revenue in FY10
More than 9,000 employees in 39 countries
History of pioneering new markets: desktop publishing, electronic documents, interactive media
Salesforce.com customer since 2004. Multiple SFDC instances due to acquisitions
Major PRM implementation: EMEA Channel Program – Deployed in 2010
Major Marketing and Direct Sales Program: Enterprise Lead to Order - Deployed Phase 1 on July 18th, 2011
Objective: Single, scalable, cost-effective end to end process to support growth of Adobe’s enterprise business
Key Challenges: Aggressive acquisitions of companies Multiple CRM processes & solutions Multiple routes to market Multiple product & pricing strategies Multiple “customer master” data sources
6
Phased Delivery HighlightsPhase 1 (Jul’11) Phase 2 (Oct’11/Jan’12) Phase 3 (2H’12)
Process
People Impacted*
Technology
Capabilities • Partial shared view of the customer• User-friendly opportunity management
• Full shared view of the customer• Partial closed loop marketing• Eloqua integration with lead scoring• Consolidated lead and opp mgmt• Partial quoting and contract integration• OBU entitlements in corp Salesforce• Partial revenue allocation capabilities• Purchase History Reporting with customer hierarchy in Bus. Objects
• Full quoting and contract integration• Exception workflow (PAR)• Integrated order capture• Full automated revenue allocation capability
7
* Estimated HC
+250 QBR Sales +30 Marketing+20 Back-office
+ 60 back-office300 QBR Sales250 Marketing
OMTR CORP S7
SFA
OMTR CORP S7 CORP
The Journey
8
Business P
erformance
Time
Go-Live
CloseExecutionIdea Requirements
Valley of Despair
Managed Change = Optimize Performance
Unmanaged Change =
Unpredictable Outcomes
Minimize duration of user adoption & depth of performance “dip”
Accelerate time to proficiency,
increase productivity
Maximize ongoing
performance
Change is a process not an event…
DenialFear
Frustration
Skepticism
Willingness to Accept
Ownership
Awareness
Buy-In
General & PersonalUnderstanding
Business Change Management (BCM) Framework
Role Design
Performance Management
Workforce Transition
Organization Alignment
Organization Design
Goal: To enable & maximize user adoption of new processes, policies, procedures and technology.
ObjectivesBusiness leaders are aligned, actively sponsor, drive and reinforce the change
Roles and responsibilities are aligned to support the future state
Change Agents and stakeholders are actively engaged and prepared to adopt and sustain the change
Deployment & usage, effective usage and business performanceare monitored and reinforced in order to measure “Success”
Business objectives/drivers and change impacts are well understood and communicated
End users are trained and supported to perform their job using their new tools, policies and processes
Result: Minimize Business Disruption, Maximize Productivity and Optimize Business Performance
Communication Training Support
Change Impact
Assessment
Stakeholder Analysis
Change Readiness
Assessment
Comm. Strategy &
Plan
Change Agent
Program
Stakeholder & Leadership Engagement
Comm. Execution
Support Strategy &
Plan
Production Support
Readiness
Training Strategy &
Plan
Train the Trainer
Training Content
Development
Training Logistics
Change Readiness
Post-Go-Live Proactive Support
Service Desk Readiness
End User Training
Reinforce & Ongoing Training
Business Acceptance
Criteria
Measure Results
Measure Results
Measure Results
Success Measures
Reinforce Strategy & Incentive
Plan
Marketing & Brand
Ongoing Maintenance
Support
Daria FrankiewiczDell, Inc.
CRM Sales Enablement Manager
Our PurposeDelivering technology solutions that enable people everywhere to grow and thrive
We make technology that works in service of our customers
We make the complex simple We make the powerful easy to use We drive out inefficiency We deliver superior long-term value
We give customersthe power to do more
Dell today
•Salesforce.com @ Dell• Customer since 2006• 29,000 Sales and Marketing users• 150,000 Channel partner users• 80,000 Chatter-only users• Social Media Tools: Chatter, Ideas• 118 Custom objects• 108 Custom Report Types
“Technology has always been about enabling human potential.”
-Michael Dell
Roll out SFDC tool & sales process to
sales orgs
Dep lo y
Develop healthy pipeline & drive team
collaboration
Co m p ly
Advance key opportunities using
the Dell sales process
I n t e r na l i z e
Standardize and improve overall
sales maker skills
M as t e r
Metric Focus: SFDC tool adoption: login metrics
Metric Focus: Sales process & tool adoption: login metrics & Power Sponsor Comms
Metric Focus: Pipeline results: Pipeline growth and win rate analysis
Metric Focus: Business results: improved forecasting accuracy to MSP
Q308 – Q409 FY09-FY10 FY10-FY12 FY13
• Classroom & online training
• On demand resources
• Classroom & online assessments
• Extended help desk support for users
• Manager & Change Agent/Field Evangelist program & HeroTalk Calls• Adoption contest & adoption scorecard• SFDC communication emails
Executive Training
Extended help desk support for users
• Peer-led coaching / best practices sharing• ClearView Adoption Play
On demand reinforcement training via Knowledge nuggets
SFDC Support
Future State SFDC: Order Mgmt, Mobile Exp & Convergence
US / CanadaEMEA
APJLATAM
Chatter Deployment and Training
Executive Training
Measuring CRM Relevance at Dell
Global Adoption Scorecard (excel based)– Weekly adoption measurement of Activities and Pipeline data in excel with
week/week compares provided on a weekly basis
– Global, regional & segment based reporting available for comparison
Dynamic Dashboards (Salesforce based)– Provide a way to view Trends, Activities and Pipeline data in Saleforce in an instant
– Provide a snapshot of real-time information
– Allow for the user to view the data at all levels from the top down to the individual sales rep
Relevance Scorecard in Salesforce – Coming Soon in Salesforce!– Real time snapshot capabilities provide a way to view trends of Activity, Pipeline and
Collaboration data instantly
– Provides Business Unit, Segment, Region and Country based comparisons
Dell Global Adoption Scorecard Components
1. Pipeline Management
2. Activity & Process Management
3. Contact Management
4. Marketing Lead Management
Dell Confidential
1. Top Ten Lists2. Usage and Adoption3. Your Pipeline Details (All open
and won Opportunities)4. Current FQ Pipeline Rankings5. Past Due Opportunities6. Pipeline this FQ by Acct. Owner7. Rep Action / Follow-up Needed8. WoW Trends
Dell Dynamic Dashboard Components
Evan MillerVice President, Corporate
Sales Support & Innovation
Implementation Statistics 5500 Users
1700 CSRs (High Desk)
200 Mortgage
100 Call Center
Over 2 million Accounts Populated
1500 Custom reports being used today
48 custom dashboards
Consistently running 20+ active campaigns at any one time
System Functionality All Retail and Mortgage Campaign/Lead
Management
Activity Measurements around calling and appointment goals, financial needs analysis, and external (competitor) accounts.
Opportunity and pipeline management for mortgage.
Referral creation and management within and across all business lines.
Integration with CSR Teller Line platform for automated campaign suggested offers and referral creation.
Overview: A Large Financial Institution
Deploy Comply Internalize Master
Metric Focus: Salesforce tool adoption: login metrics – currently running about 94%
Metric Focus: Lead Management and Activity Monitoring
Metric Focus: Cascading Lead performance reports, win rate analysis
Metric Focus: Improved Business results. Improved/enhanced Sales process.
Roll out Salesforce tool
and Sales Process
• Classroom & online training
• On demand resources• Peer –led coaching
(employed this about 2 stages earlier than most)
Executive Training and Retail Business Line Leadership Sponsorship (Southeast)
Extended help desk support for users
• Adoption Contests (Q3 Checking Acquisition Campaign)
Salesforce Support – Customer Success Director
Future State Salesforce: Mobile, Chatter
• On demand reinforcement training• Corporate Sales Support Communication emails • MiSales (Minet)
Executive Training
Drive healthy activity and team
collaboration
Continued Platform and Sales Process
Improvement
Advance key opportunities using the Sales Process
December 2010 April 2011 July 15, 2011 ?
Panel Discussion
How have you increased adoption? What tricks do you have to keep users coming back besides “the stick”? Any “carrots”?
How does using a framework ensure success in the end?
Has the adoption of Chatter been harder or easier than Sales app? Any guidance around Chatter rollouts specifically?
How do you actually use Salesforce (the app) to help with adoption?
Questions & Answers
Heather Wintermantel
IT Client Engagement for Marketing & Sales
Daria Frankiewicz
CRM Sales Enablement
Evan Miller
Amy Kodl & Scott Carruth
VP Corporate Sales & Innovation Marshall & Ilsley Corporation
Customer Success
Top 10: Tips & Tricks1. Define vision and make sure all impacted groups are fully behind it.
2. Ensure you have the right level and commitment from the executive sponsors1. Establish strong rapport with key field leaders/front line managers, not just operations teams
3. Establish a network of change agents (by level & impacted role) to advocate for the change. Include end users throughout the process – early and often feedback incorporated into the solution is key!
4. Assess the change impact & change readiness and cater accordingly.
5. Know your users: Identify the key stakeholder groups and understand how they will be impacted. Identify resistance early on and define an action plan to address key concerns impeding adoption.
6. Incorporate Today vs. Tomorrow and WIIFM? (what’s in it for me).
7. Define role-based and process centric training content.
8. Measure usage, effective usage, business value, KPIs & targets, as well as user, customer and partner satisfaction to ensure results
9. Leverage Training approach: “Show me, guide me, let me, test me”. Include reinforcement training to solidify understanding and skills.
10. Support your end users. Iterate solution post-go-live based on user feedback to establish sense of ownership.
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Tips & Tricks Vision: Define vision and make sure all impacted groups are fully behind it.
Sponsorship: Ensure you have the right level and commitment from the executive sponsors
– Establish strong rapport with key field leaders/front line managers.
Change Agents: Establish a network of change agents (by level & impacted role) to advocate for the change.
Include end users throughout the process – early and often feedback incorporated into the solution is key!
Data: Focus on Data Quality & Stewardship.
Assess Change: Assess the change impact & change readiness and cater communications, training and support accordingly.
Know your users: Identify the key stakeholder groups and understand how they will be impacted.
– Identify resistance early on and define an action plan to address key concerns or issues impeding adoption.
WIIFM?: Incorporate Today vs. Tomorrow and WIIFM? in communications.
Tips & Tricks – (Continued)
Training & Support Role – Based: Define Role based and process centric training content
– Make training and documentation as detailed as possible – focus around top 5 processes, based on targeted KPIs.
Leverage Training approach: “Show me, guide me, let me, test me”
Measure Results: Usage, effective usage, business value, KPIs & targets, as well as user, customer and partner satisfaction.
– Leverage dashboards to track user adoption and key business metrics – drive user productivity
Reinforce: Include reinforcement training to solidify understanding and skills.
Ongoing Support: Iterate solution post-go-live based on user feedback to establish sense of ownership.