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Social Enterprise for Financial Services
/salesforce
@DarshChandarana
In/DarshanChandarana
Safe Harbor
Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, risks associated with possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year ended January 31, 2012. This document and others are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
Agenda
§ Introduction § Aegon Customer Story
§ Threadneedle Customer Story
§ Panel
We’re In A Time Of Change
Social Mobile Open
Ten Year Computing Cycles 10x more users with every shift
Mobile Apps
Data Management Apps
Business Logic Apps
Web Apps
Process Automation Apps
1960s Mainframe
1970s Mini Computing
1980s Client/server Computing
1990s Desktop Computing
2000s Mobile Cloud Computing
Social Apps 2010 Post PC Revolution
Financial Services Is No Different
Social & Mobile Currency: Real-Time, Interactive
Bricks-and-Mortar Banks: Trusted, Local, Personal
ATMs and Inter-bank Exchange: Automation, De-personalization
Online Banking & Electronic Payments: Self-Service, Paperless
What’s Next?
What Are Your Future Channels?
What are the Key Challenges to Embracing the Social Enterprise?
Who Owns The Strategy?
PR?
Business? Marketing?
Strategy?
Welcome to the Social Enterprise for Financial Services
Employee Social Network
Customer Social Network
Social Profile Market Collaborate
Work
Extend Sell
Service
Social Revolution: High Return for Social Enterprise
Social Enterprise Benefits
Source: McKinsey & Company, “The rise of the networked enterprise, Web 2.0 finds its payday.” December 2010
Major Dimensions of Change & Innovation across FS
Collaboration and Networks
Agility & Rate of Change
Multi-Channel Engagement
Michael Fenner Head of Sales Business Performance
• Who we are
• Our salesforce.com journey
• Joining the social enterprise with Chatter: Our approach
and learning's
AEGON UK – Who We Are
Sco$sh Equitable formed in 1831, joined AEGON Group 1994 Supplier of Pensions, Investments and ProtecEon Headquarters in Edinburgh, Scotland Around two million customers Around 3,000 employees Distribute through intermediaries (financial advisers) Around 12,000 Accounts and 50,000 Individual Contacts
Around 400 Sales staff across the UK, based in 8 offices in major ciEes
Our salesforce.com journey
• Introduced a step-‐change 4 years ago
• Managed and developed by the business
• System Admin (&development) team of 3
• ConEnual development / evoluEon
• Embedded as part of the way we work
• 800+ acEve users with an 85% usage rate
• Over 600 sales meeEngs recorded daily
• Over 850 opportuniEes updated every 24hours
Dashboards Market Data Integration
Back Office Integration
SFA
Launching Chatter: Our Approach
§ Create a buzz: High profile launch at NaEonal Sales Conference
§ IdenEfy and highlight relevant use cases: Make these come alive
§ Rules of Engagement: Acceptable use / business focus
§ Thought leaders / key contributors are crucial: Iden-fy, engage, enthuse
§ Cede key content ahead of launch
§ IdenEfy and create key public groups before launch:
• Business area / business line specific
• Pre-‐load users into relevant public groups
Chatter: Our Learning's
§ IniEal posiEoning is key: Don’t take the chat out of Chaber
§ Voyeurism: Who isn't acEvely parEcipaEng in the debate?
§ Seek and destroy: Make Chaber the place to go
§ Ease of access is key: Chaber Mobile / Chaber Desktop
§ Chaber starts at home: IdenEfy and engage with local leaders
§ Auto feed updates from salesforce.com org: Consider carefully
§ Groups: idenEfy owners and reinforce their use
Barry Clarke Head of Distribution and Corporate Systems IT
Agenda / Contents
01 Threadneedle Investments 02 Background, implementation and lessons learnt
03 Core & key functionality
Threadneedle Investments
01
Threadneedle Investments
§ Threadneedle is an active asset manager, serving a wide range of institutional, wholesale and private investors across the globe
§ Global presence with key offices in UK, Europe, Middle East, Asia Pacific and the US
§ US based parent company of Ameriprise Financial with strong transatlantic links with Boston based subsidiary, Columbia Management
Background, implementation and lessons learnt
02
Background, implementation and lessons learnt § Legacy Siebel on-premise solution
– Suffered from poor sponsorship, poor maintenance and led to poor adoption
§ Nov 2010 – Mar 2011, RFI & RFP to test CRM capabilities and recommend a suitable vendor
– Steered by the business, not technology
– Created a sense of business ownership
§ Jun 2011 – Oct 2011, pilot to UK Institutional, Client Services and Consultant Relations Teams
– Supported by RiverSource
§ Q4 2011, global deployment of Opportunity Pipeline with associated accounts loaded. Chatter switched on and iPads deployed
§ Q1 2012, all key accounts & contacts loaded, start to roll-out key functionality e.g. activity management, holdings & flows, etc.
Background, implementation and lessons learnt, continued… § Sponsorship, Sponsorship, Sponsorship § Governance, Governance, Governance
§ Data, Data, Data
§ Operating model – Project Steering Group, well run and small group with mandate to make
decisions and circulate for ratification
– CRM Manager, created an operationally minded role in the business (based on US working model)
– Centre of Excellence: User Champions, Business Champions and Executive Steering Group
– Distribution people are “people people” so setup a project team that can engage with them and get their trust
– Prove to the business that you can deliver and keep delivering
Core and key functionality
03
Core and key functionality
§ Core – Accounts and contacts – get the foundations right and put the governance
controls in place from day one
§ Key – Opportunity Pipeline & associated dashboards – Business @ Risk & associated dashboards
– Activities & associated dashboards
– Products
– Global collaboration and communication
– iPads
§ The Platform – Using Force.com to maximize Return on Investment – helping to plan out RDR
Opportunity Pipeline & associated dashboards
§ Opportunity Pipeline was a major win and proved that the project team can deliver. This is probably the most visible functionality and used to report up to Executive and Parent Boards
§ Governance around creating and managing opportunities vital – exception reporting is key
§ Regional and Global Pipeline dashboards available – part of the intention is to provoke internal competition
§ Probability of success embedded in process so pipeline isn’t overinflated
§ RFP request module built on the back of Opportunity functionality
Business @ Risk & associated dashboards
§ It could be argued that defending funds is as important as generating sales
§ Vital to defend against market conditions, appetite for strategies, global events, etc.
§ Starting to develop “what if scenarios” and link this into Campaigns functionality
§ Management information available around Business @ Risk to help the teams strategically focus efforts
Activities & associated dashboards
§ Outlook integration is important for capturing activities
§ We didn’t want to change the Outlook interface too much
§ Custom code written to enable functionality such as multiple attendees
§ Key piece of functionality as activities provide keys pieces of MI around areas such as Opportunity Management, Business @ Risk and Strategic Account Planning
§ Governance and support of the business important – using reporting to help manage adoption/training issues
Products
§ Want to create a go-to area for product and strategy level content
§ Holdings, flows, static information, fund fact sheets, etc.
§ Integration with SharePoint to provide the content
§ Linkages back to Opportunities, Business @ Risk, Account Interests, etc.
Global collaboration and communication § Threadneedle is a global entity
§ Persisted and specific collaboration against an object or group
§ Status updates by individuals
– very powerful corporate communication tool
§ Updates on strategic groups e.g. GFIs
§ Following of Accounts, Opportunities, etc.
§ Mechanism to distribute content
– strategy still needs to be worked on
§ Compliance issues must be addressed
– AppExchange products available to help
§ Chatter is really helping drive adoption
iPads
§ Tablets are the best mobile mechanism – decided to deploy iPads
§ Airport lounge, just left a clients office, etc.
§ AppExchange products: Account Viewer, Chatter, Dashboards
§ Remote management of devices important – several options
§ Aside from Salesforce.com the capabilities around iPads are huge
§ As with Chatter, iPads are driving adoption levels
Important information For Investment Professionals use only, not to be relied upon by private investors. Past performance is not a guide to future returns. The value of investments can fluctuate. The dealing price may include a dilution adjustment where the fund experiences large inflows and outflows of investment. Further details are available in the Prospectus.
Subscriptions to a Fund may only be made on the basis of the current Prospectus and the Key Investor Information Document or Simplified Prospectus, as well as the latest annual or interim reports, which can be obtained free of charge on request and the applicable Terms & Conditions. Please refer to the ‘Risk Factors’ section of the Prospectus for all risks applicable to investing in any fund and specifically this Fund.
Threadneedle Investment Funds ICVC (“TIF”)/ Threadneedle Specialist Investment Funds ICVC (“TSIF”)/ Threadneedle Focus Investment Funds ICVC (“TFIF”) are open-ended investment companies structured as umbrella companies; incorporated in England and Wales, authorised and regulated in the UK by the Financial Services Authority (FSA) and are UCITS III compliant.
The research and analysis included in this document has been produced by Threadneedle for its own investment management activities, may have been acted upon prior to publication and is made available here incidentally. Information obtained from external sources is believed to be reliable but its accuracy or completeness cannot be guaranteed. Any opinions expressed are made as at the date of publication but are subject to change without notice.
The mention of any specific shares or bonds should not be taken as a recommendation to deal.
The information provided in this presentation is for the sole use of those intermediaries attending the presentation. It may not be reproduced in any form without the express permission of Threadneedle and to the extent that it is passed on, care must be taken to ensure that this is in a form that accurately reflects the information presented here.
Threadneedle Portfolio Services Limited, 60 St Mary Axe, London EC3A 8JQ, Registered No. 285988. Authorised and regulated in the UK by the Financial Services Authority. Threadneedle is a brand name, and both the Threadneedle name and logo are trademarks or registered trademarks of the Threadneedle group of companies.
The “TIF” are registered for public offer in Austria, Belgium, France, Germany, Hong Kong, Italy, Luxembourg, Netherlands, Portugal, Spain, Switzerland (certain sub-funds only) and recognised as a restricted scheme in Singapore.
The “TSIF” are registered for public offer in Austria, Belgium, France, Germany, Italy, Luxembourg, Netherlands, Portugal, Spain, Switzerland (certain sub-funds only) and recognised as a restricted scheme in Singapore.
The “TFIF” are registered for public offer in Austria, Belgium, France, Germany, Italy, Luxembourg, Netherlands and Spain.
Shares in the Funds may not be offered to the public in any other country and this document must not be issued, circulated or distributed other than in circumstances which do not constitute an offer to the public and are in accordance with applicable local legislation.
PT/12/01021
PANEL Michael Fenner – Ageon Barry Clarke – Threadneedle
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