One Year Later: The Benefits of GoLive

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One Year Later The Benefits of Go-Live
Track Service Support Executives

• Janelle Susuras Steve Kemler, Medtronic
  Navigation
• Daniel Kauppi,
• Caterpillar Inc.

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Agenda

• Review Key Ideas to Take Away
• Speakers
• Brief Overview Presentation of their Support
  Solutions
• Benefits Lessons Learned
• Next Steps
• Group Discussion and QA

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Key Ideas to Take Away

• What should we consider as we approach Go-Live?
• Gather ideas and learn from other customers who
  have successfully gone live. What did they do as
  they approached their go-live?
• How can we use Salesforce to benefit our
  organization?
• Learn how other customers have benefited from
  their deployments. What improvements did they
  see? How do they measure success ?
• How do we support what weve built?
• Understand how other customers deal with
  enhancement requests and support issues for their
  own users. What process has worked for them?
  How do they continue growing their application?
• How can we manage testing and training?
• Gather ideas on how to approach testing and
  training for end users. How have other customers
  tested and trained leading up to go-live? How
  have they trained since?
• Where do we go next?
• See how other customers are carrying forward the
  momentum from their go-lives. Where are they
  taking their applications and process next?

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SPEAKER PANEL
Moderated By
Jeff Stack
Senior Consultant
salesforce.com
Janelle Susuras
IT Manager
Steve Kemler
Services Business Project Manager
Daniel Kauppi
CIC Operations Manager
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Janelle Susuras Steve Kemler
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All About Medtronic Navigation

• Medtronic Navigation manufactures and sells large
  pieces of capital equipment in an extremely
  competitive environment.

• INDUSTRY Medical Device Manufacturing
• EMPLOYEES 400
• GEOGRAPHY Global
• USERS 250
• PRODUCT(S) USED Sales Force Automation and
  Service Support

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Medtronic Navigation Overview

• Surgical Navigation
• O-arm Imaging
• Intra-operative MRI
• Major Users
• Services
• Sales
• Regulatory
• Engineering

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Services Overview

• Services Provides
• Technical Support
• Clinical Support - providing support to OR Staff
  during surgery
• Support customers include surgical staff, field
  employees, distributors
• Call Center
• Field Staff
• Process Complaints
• Service Repair Parts

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Salesforce Use in Service

• Centers around Case Object
• Call Center - basic issue tracking using Cases
• Field Service - scheduling and recording field
  activities
• Cases used to track customer visits
• Custom object to track activities performed and
  results
• Complaint Handling
• As defined by our regulatory bodies
• Tracked using a highly modified Case
• Part 11 compliant FDA requirements on
  electronic records and signatures
• Service and Repair
• Tracking shipping and engineering analysis of
  parts using Cases and Case Parts (custom object)
• ISO 14971 requires Risk Management throughout
  product lifecycle

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Lead-Up to Go-Live

• Approach
• Identify key business leads in each area to
  partner with
• Develop detailed functional requirements prior to
  engagement with Salesforce
• Chose Salesforce instead of corporate standards
  due to functionality, cost and speed to market
• Engaged with Salesforce Professional Services
• Deployment
• Robust testing completed in all areas
• Frequent communication prior to launch
• Weekend conversion and Big Bang deployment
• Training
• Salesforce created training materials and trained
  business leads
• Business leads customized training to fit
  departmental needs
• Business leads performed tiered training to their
  departments before launch

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After Launch

• Support is provided by department champions, with
  support from IT
• Ongoing training is provided with WebEx, SOPs and
  videos linked into Salesforce.com
• Ongoing development
• Internal developers have extensive experience in
  our business
• Monthly Stakeholders meeting
• Custom object created to manage bugs and requests

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How is success measured?
Cases Entered

• We dont measure Salesforce usage directly
• Measure our business objectives using Salesforce
• Timing from launch to measurement
• Much of our success has been reflected in soft
  benefits
• Ease of access by field staff
• Ease of customization
• Interest in adoption outside Navigation

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Lessons Learned

• Take it seriously
• Sales Roll out vs. Services Roll out
• Actually 2nd Major Salesforce Roll out
• Be ready to defend your application decision
  forever
• SFDC vs. the others
• Continue to build in benefits
• Choose deployment style carefully
• Medtronic Heavily involved in Salesforce
  Professional Services Development
• Methodical Documentation
• Acceptable Risk
• On-going enhancement deployments are limited in
  scope and resources

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Lessons Learned

• Match application functionality to business
  process
• Allowed too much flexibility in the regulated
  area at go-live
• Restructuring functionality to align with
  business needs
• Harder to take away functionality then to add
  it
• Keep reporting in mind during development
• Belief that 3rd party reporting tools can easily
  solve all reporting issues
• Realization that commitment, time and resourcing
  is still required

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Whats Next at Medtronic Navigation?

• Focus on Regulated functionality
• Automation
• Examining current process for automation
  opportunities
• Workflow approvals
• Moving paper forms into Salesforce
• Usage enforcement
• Rollout of Mobile Broadband cards to allow for
  on-line access in the field
• Global Expansion
• Western Central Europe

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Daniel Kauppi
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All About Caterpillar Inc.
Caterpillar is the world's largest maker of
construction and mining equipment, diesel and
natural gas engines, and industrial gas turbines.
We deliver products, services and technologies
in three principal lines of business Machinery,
Engines and Financial Products.

• INDUSTRY Equipment Manufacturing
• EMPLOYEES 112,000
• GEOGRAPHY Global
• USERS 100
• PRODUCT(S) USED Service Support, Marketing,
  Partner Relationship Management

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Marketing and Product Support Division (MPSD)

• Support broader enterprise
• Dealers and product groups
• Global process definition
• Centers of Excellence (COE)
• Customer Interaction Center
• COE in MPSD
• Marketing activities on behalf of dealers
• Remote support for dealers

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The CICs Services
Parts Tech Support
Lead Management
Dealer Service Tools
Branded Services
Marketing
Product Support
Maint Products
Dealer Marketing Support
Quality CPI
Emissions
Software Navigation
Financial Services
Undercarriage
GET
Parts Technical
Marketing

• Inbound Phone
• 1-800-Rent-Cat
• OEM Solutions
• Defense Products
• Own-A-Cat
• EDLC Equipment Training

• Inbound e-Mail
• Parts Technical Support
• Parts Quality Global
• Cat to the Core - Global

• Inbound e-Mail
• Cat.com - Global
• Build Quote - Global
• Outbound Campaigns
• EPG Lead Generation
• ESC Marketing
• CatAccess Account

• Inbound Phone
• Parts Technical Support
• Dealer Service Tools
• Undercarriage
• GET
• Maintenance Products
• Equipment Manager

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Salesforce Use in Service

• Product support activities
• Enable CIC to use industry standards for
  delivering support
• Reduce complexity with Web 2.0 approach will
  simplify retrieval and presentation of
  information
• Implement Knowledge Centered Support (KCS)
  processes for support delivery
• 360º view of interactions
• Who is calling and why
• Product, parts and services issues and
  opportunities
• Marketing activities
• Improve effectiveness of marketing through lead
  management
• Close loop on leads generated for dealers
• Workflow and data consolidation improve precision
  of campaigns
• Measure results of campaigns
• Focus on activities with greatest yield
• Identify opportunities to improve effectiveness
  of marketing services

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Lead-Up to Go-Live

• Approach
• Used 6 Sigma to define business case, identify
  requirements and select platform vendor
• Extensive usability testing with multiple vendors
• Selected Deloitte as integrator to implement
  Salesforce
• Rigorous evaluation of solution
• Security
• Business model (SaaS)
• Budget and alternate solutions
• Deployment
• Iterative development process Hands on while
  its being baked
• Use of Caterpillarized change management to
  ensure adoption
• Rigorous use of project management practices
• Training
• CIC will develop content and deliver course
• Delivered in conjunction with changed management

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Cats Roadmap

• Continually broaden scope of support and
  marketing services throughout enterprise
• Focus on Technical Information Simplification and
  Customer Information Management
• Integrate business processes and activities with
  dealers and across enterprise

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QUESTION ANSWER SESSION
Janelle Susuras
IT Manager
Steve Kemler
Services Business Project Manager
Daniel Kauppi
Business, Tools and Process