Best Practices For ReEnergizing Your Rollout

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Best Practices For Re-Energizing Your Rollout
Track Enterprise Edition Advanced Admins

• Kevin Rosen, salesforce.com
• Erica Stowe, R.L. Polk Co.
• Jessica White, eSpeed

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Agenda

• Ensuring long-term success with Salesforce What
  are the challenges?
• What are the best practices to be considered?
• Learn how two of our customers engineered
  long-term success within their organizations?
• Erica Stowe, R. L. Polk Co.
• Jessica White, eSpeed

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The Challenges

• How do you
• Maximize the value your business derives from
  Salesforce year after year?
• Re-engineer Salesforce to maintain relevancy with
  your business goals?
• Ensure Salesforce continues to be a powerful
  productivity tool for your users?

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The Solution

• 5 Key Best Practices For Re-Energizing Your
  Rollout
• Identify the need for change
• Build consensus for change
• Manage the change
• Secure executive sponsorship
• Drive user adoption Whats In It For Me?

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Best Practice In Action

• Erica Stowe - CRM Process Manager, R. L. Polk
  Co.
• Addressed challenges related to forecasting
  accuracy visibility
• Results included significant gains in user
  productivity, management visibility, and
  strategic planning
• Jessica White VP, Process, eSpeed
• Focused on challenges associated with lack of
  process definition and inter-departmental
  integration
• Results included higher user adoption, improved
  data quality, and more accurate management
  reporting

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R.L. Polk Co.
Erica Stowe
CRM Process Manager
erica_stowe_at_polk.com
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Company Introduction

• Automotive data and market intelligence
• Markets include manufacturers, aftermarket,
  dealers, government, insurance and research firms
• In business over 130 years
• Salesforce.com users since January 2000
• Global CRM rollout

INDUSTRY Automotive
EMPLOYEES 1,300
GEOGRAPHY Global
USERS 400
PRODUCT(S) USED SFA, Service Support,
Marketing, 13 Custom Objects, 1 downloaded
AppExchange application
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Key Challenges

• Business Challenge
• Salespeople had deals in their back pockets
• Multiple versions of forecasts
• Lack of data regarding the mix of business being
  sold
• Little management information on the why we lost
  deals

• Poor visibility into pipeline
• Forecasting process was slow and inaccurate
• No standardized sales process
• Time consuming forecasting process

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The Solution

• How did we address the challenges?
• Recovered from a rocky start secured executive
  sponsorship on need for change
• Built consensus for change, which led to adoption
  of the Polk Systematic Sales Process
• Ensured adherence to business process through
  delivery of practical and direct training
• Drove user adoption by insisting that if its
  not in salesforce.com it does not exist
• Built cross-functional consensus by extending
  deployment to Finance users
• Used new Winter 06 features to drive value (ie.
  deployed Dependent Picklists to capture Loss
  Reasons)

DEPLOYMENT DETAILS

• Products Schedules
• Customizable forecasting
• Dashboards
• 160 Sales people trained

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Results

• What were the results?
• Improved forecast turnaround time from 1 week to
  real-time
• Increased sales pipeline visibility from 60 to
  95
• Reduced incentive payout reconciliation by 25
• Drove increased user productivity
• Increased ability to manage processes
• Opportunity Management
• Customer Care
• Increased management visibility into competitive
  losses
• 90 user login

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Dashboard Examples
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JESSICA WHITE
Vice President, Process Manager
jwhite_at_espeed.com
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Company Introduction Template

• Leading electronic trading platform and
  technology provider for the global capital
  markets
• Subsidiary of Cantor Fitzgerald
• Sales reps in North America, Europe, Australia
  and Asia
• Service Support in North America and Europe

INDUSTRY Financial Services
EMPLOYEES 400
GEOGRAPHY Global
USERS 150
PRODUCT(S) USED SFA, Service Support,
Marketing, 1 downloaded AppExchange application
in Sandbox, 7 active Custom Objects
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Case Study Template Key Challenges

• Business Challenge
• Lack of defined business process
• Weak lead generation
• No one-view
• No departmental integration
• Technology Challenge
• Integration between systems
• Poor initial CRM roll-out

• High Costs
• Reduced usage
• Inefficiency
• Low customer service

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Case Study Template The Solution

• How did we address the challenges?
• Identified the need for change
• End-user buy-in obtained through involvement in
  understanding of business process
• Management and implementation of refined Business
  Process
• Senior Management championship
• Blend of Carrot and Stick methodologies for
  driving end-user adoption

DEPLOYMENT DETAILS

• Refined configuration
• Streamlined automated processes
• Redesign of integration
• Data consolidation and removal of redundancy
• Training
• 5 Business Units involved
• Ongoing improvements driven by the business

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Case Study Template Results

• What were the results?
• Can now report on business metrics
• Login rates in problem departments have improved
  to 67
• Cycle time improvements due to departmental
  integration
• Increased Management Visibility
• User-friendliness increased by removing redundant
  and duplicate data (5700 accounts down to 1500)
• Data Completeness has improved to 61
• Higher (internal external) customer
  satisfaction
• Interest and buy-in from other divisions

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Dashboard Component - Examples
Adoption Appexchange
Support Dashboards
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Dashboard Component - Examples
Sales Rep Dashboards
Management Dashboards
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Summary

• Common Challenge
• How do we ensure long-term success?
• Best Practices
• Identify the need for change
• Build consensus for change
• Manage the change
• Secure executive sponsorship
• Drive user adoption Whats In It For Me?

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QUESTION ANSWER SESSION
Kevin Rosen
Manager, Customer Success
Erica Stowe
CRM Process Manager
Jessica White
Vice President, Process Manager
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