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Working Better Together
Paul Edmondson, Procter & Gamble ProfessionalDave Ziegler, Procter & Gamble Professional
Improving Business and IT Collaboration
Executive: C-Level Strategy
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.
Paul EdmondsonAssociate Director – Customer Business Development
Dave ZieglerP&G Professional Global IDS (Information and Decision Solutions) [email protected]
• INDUSTRY: Hospitality and Consumer Products
• EMPLOYEES: 135,000
• GEOGRAPHY: Global (80 Countries)
Three billion times a day, P&G brands touch the lives of people around the world. The company has one of the strongest portfolios of trusted, quality, leadership brands
P&G Professional’s Mission is to Improve the Live of the Worlds Consumers when they are away from Home.
• # Licensed Salesforce USERS: 310 in North America and the UK
• 24x7 Premier Support
• Force.com Sandbox
• AppExchange PRODUCTS USED: • Call Scripting, Data Quality, Ready Coach, SXIP Audit, Org View, Adoption
Dashboards, Feedback Tab
How Procter & Gamble Professional is using Salesforce
Why We Were Successful
Identified the need for leadership
to align and define a clear
business purpose
Gained Alignment on Strategy: Threw out functional
boundaries
Established a Crawl, Walk, Run approach
Focused on value creation. Helped to shape project focus
Leadership Alignment and Clear Business Purpose
Business Opportunity• Reinvent CRM Capabilities to:
• TRANSFORM OUR BUSINESS…» Business process transformation» New business insights
• GROW OUR CAPABILITY » Joint Value Creation» Affirming the “who, what and how” of our sales
• and REACH OUR FINANCIAL GOALS. » Fuel our sales growth to achieve our goals» Increased ROI measures
Technology Opportunity Reinvent Technology Capabilities to:
• Reduce complexity of the system to improve support and adoption• Improve End User experience to drive adoption• Improve reliability……to improve adoption• Offline capability (Always Connected)
Our Approach – Not a Technology Project! Its about Business Transformation
CRM Business
Transformation
• Vision
• Aligning common objectives
• Endorsement & Funding
Leadership
Sales
(End Users)Information Technology
• Project Management
• Technology Expertise
• Innovation
• Best Practices
• Business Process
• Training
• Driving Adoption
Principles To Success
Start with top management support and alignment
Develop a consistent, clear objective
Focus with the ultimate end in mind
Do not attempt to create the “ultimate, one-time” tool
Keep It Simple! Minimize customization
Focus on the right customer (Sales)
Evaluate your culture and change if necessary
Culture Change
Former CRM Approach:
“This is a ‘GO headquarter-based’ tool.”
“This is a tool I use only for reporting sales.”
“This is a tool I use for tracking sales.”
“I use this tool only when I have to, and it impedes my productivity.”
New CRM Approach:
“InTouch is field-based.”
“I use InTouch to guide my sales process before, during and after a call.”
“InTouch allows me to analyze current customers and determine how to expand their business.”
“I choose to use InTouch daily because it dramatically increases my efficiency and integrates seamlessly with my business processes.”
Change Management
Have Fun and Reinforce
the Vision and Value to the
Users Road Shows/Sales Meetings
Electronic Holiday Card
Enroll the Managers
On Line Prework
Halloween Candy Gram
Summary – Alignment of Leadership and Defining a Clear Business Purpose
Project was established as an Organizational Change
Business Transformation Project
NOT an IT project
Must start and be driven from “The Top”
In order to drive adoption (success), the project focus must:
Support Work Processes
Enable the End User
Threw Out Functional Boundaries
Sales people- put on systems hats Realistic expectations of the System – and their role in
improving it • Good customer data
• Complete Fields
IT and Marketing people thinking like sales people Ensuring there is USEFUL functionality built in
• Integration with other systems (equipment ordering)
• Useful links (Maps, Price Lists)
• Not too many required fields
Enabled by Salesforce – Powered by the User
Expand ShareAt customer
Who do I sell
What do I sellProposition Improvement
How do I sell
Reward &Recognition
Retention
PGPInTouch
Project Guiding Principles
Win with Sales First With the rest of the organization in mind!
Keep it Simple LEARN from past mistakes!!!! Customized for business Needs Balance between delivering value and simplicity Data interfaces
Roadmap for Functionality
Salesforce.com - “10 Common CRM Mistakes””
Package Selection
Speed and Reliability
Ability to “grow” into the technology
Engage as a Business Partner
Economical (Delivers the right value)
Summary – Align on Strategy: Throw Out Functional Boundaries
Break down functional boundaries. Gain mutual
understanding of organizational needs and objectives
Support Work Processes
Understand what didn’t work in the past and WHY
Set Project Guiding Principles and STICK WITH THEM
Ensure your technology vendor is a business partner in this
effort
Make this fun!
Crawl, Walk and Run
Crawling – Adoption Drivers
Basic Technical Configuration
• New Laptops (3-4 yrs old)
• Aircards for Connectivity
Basic Business Requirements
Value Added Business Services
• Leverage tool to improve current work process (e.g. POS ordering
for Coffee Program)
Don’t Run Before You Walk!
IT reigned in the Sales/Marketing Teams
“Don’t Boil the Ocean” – set expectations in advance
• Ensure Work process is in place
Everyone in the Business wants a 360° View of the customer
• Great- are YOU ready!
Business Leadership Buy In
Objectives: Build confidence “Opt in” model
Business Process Reviews Deep dive on Business Needs Diagonal Slice of the Sales Organization Participate Salesforce.com and IT Participation Leadership “Buy In”
Alpha and Beta Tester Group Ensured Business needs were translated Influencers to begin Culture Change
Top Deliverable for Launch + Roadmap
Deliver functionality based on design requirements
Captured Future ideas
Feedback Tab (650 items!) 90% complete
Top Deliverable for Launch + Roadmap
Captured Future ideas
Roadmap Items (Quarterly Plans)
Summary – Importance of Establishing Crawl, Walk, Run
Focus on driving adoption
Crawl, Walk, Run
Business Value
Don’t try to solve all your problems at once
Don’t “Boil The Ocean”
Build confidence of leadership by enrolling them in the
process
Deliver against the requirements
Focus on Value Creation. Help Shape Project Focus
Common Scorecard for Business and IT – Measuring the
Value of the Project
Increase in Sales Dollars
• Lead Conversion Process
• Opportunity Measurements
Productivity Savings
• Anecdotal stories on efficiency improvements
Cost Avoidance
• Reduction in expenses (reduced faxing, connectivity…)
Adoption
• How often are people using the system and what are they doing?
Project Management
Clear Missions
Pre Launch T- 4 months
Post Launch 0-6 months
(Crawl)
Re-Launch 6-12 months
(Start to walk)
Team members fully engaged
Communication Channels open Within team
External to team (Management/Users)
Summary – Focus on Value Creation
Shape Project Focus
Define Success Metrics and Communicate the Value!
Approach initiative as one large project team, working toward
a shared goal of business success
Allow each organization to own the work in their area of
expertise
Strong Project Management
Session Summary – 4 Key Take Aways
1. Leadership must Align and Define
a Clear Business Purpose
2. Align on Strategy: Throw out functional boundaries
3. Establish a Crawl, Walk, Run Approach
4. Focus on value creation. Shape project focus
Working Better Together
Q&A
Improving Business and IT Collaboration
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Working Better Together
Paul Edmondson, Procter & Gamble ProfessionalDave Ziegler, Procter & Gamble Professional
Improving Business and IT Collaboration
Executive: C-Level Strategy