adopts sales force to boost sales

8/14/2019 Adopts Sales Force to Boost Sales

1/31

Project Tulip IT Adopts Salesforce.com to Boost Sales

PPrroojjeecctt SSyynnooppssiiss

TTuulliipp IITT SSeerrvviicceess LLttdd..AAddooppttss SSaalleessffoorrccee ttoo

BBoooosstt SSaalleess

For useful Documents like this and Lots of more Educational and Technological Stuff Visit...www.thecodexpert.com
http://www.thecodexpert.com/http://www.thecodexpert.com/http://www.thecodexpert.com/


2/31


Project Synopsis checklist

Title of Project.Page 5

Statement about Problem..Page 9

Objectives and Scope of Study..Page 11

Methodology...Page 15

Chaperisation scheme...Page 21

Performa for Synopsis of Project ...Page 24

Guides Resume ...Page 25

(This Project Synopsis is submitted in partial fulfillment of the requirement of Masterof Business Administration, Institute Of Management Technology Centre DistanceLearning, Ghaziabad)

Table of Contents

1. Title of the Project .......................................................................................5

2. Introductions ...............................................................................................5

2.1. Tulip IT: Corporate Profile ............................................................................5

2.2. Compro Technologies Pvt. Ltd. Implementation for Salesforce.com..............5

2.3. What is a CRM? ...........................................................................................6

2.3.1. CRM: The Challenge.....................................................................................6

2.3.2. Is this CRM a best fit for Tulip IT?.................................................................7

2.3.3. The Power of an IdeaNot the Power of Software.........................................7

3. Statement About the Problem.......................................................................9

4. Objectives and Scope of the Proposed Study ...............................................11

4.1. Objective of Proposed Study.......................................................................11

4.1.1. Why CRM On-Demand..........................................................................11

4.1.2. Why should Tulip IT use Salesforce.com...................................................11

4.1.2.1. To help Foster innovation and top-line growth. ............................................12

4.1.2.2. Improving the customer experience. ...........................................................12

4.1.2.3. To Re-Engineer customer-facing business processes. ................................... 12

4.1.2.4. Boost productivity of customer-facing workers. ............................................12

4.1.2.5. Key benefits that we see for Tulip ...............................................................12

4.1.3. CRM and SaaS ...........................................................................................13

4.2. Scope of the Proposed Study ......................................................................14

4.2.1. Understanding Salesforce.com Terminology.................................................14

4.2.2. Understanding Salesforce.com Sales process ...............................................14

4.2.3. Mapping Salesforce.com process with Tulips Sales process. ..........................14



3/31


4.2.4. Business Process Review Session ................................................................14

4.2.5. Tab by Tab understanding of the custom fields/ custom codes required ........14

4.2.6. Organizational Hierarchy followed at Tulip ...................................................14

4.2.7. The Implementation process.......................................................................14

4.2.8. Designing a Solution Design Document .......................................................144.2.9. Releasing the application............................................................................14

4.2.10. Training the End Users and Administrators ..................................................14

5. Methodology..............................................................................................15

5.1. Salesforce Terminology ..............................................................................15

5.1.1. Leads ........................................................................................................15

5.1.1.1. Lead Capture ............................................................................................. 15

5.1.1.1.1. Auto Response...................................................................................15

5.1.1.1.2. Assignment........................................................................................15

5.1.1.1.3. Scoring..............................................................................................15

5.1.1.1.4. De-Duplication...................................................................................15

5.1.1.1.5. Follow up ..........................................................................................15

5.1.1.1.6. Email Templates ................................................................................15

5.1.1.1.7. Lead Management .............................................................................15

5.1.1.2. Lead Qualification ...................................................................................... 15

5.1.1.3. Converting Leads ....................................................................................... 15

5.1.1.4. Developing and Archived Leads................................................................... 16

5.1.2. Accounts ...................................................................................................16

5.1.3. Contacts....................................................................................................16

5.1.3.1. Contact Role .............................................................................................. 16

5.1.4. Opportunities.............................................................................................16

5.1.5. Contracts...................................................................................................16

5.1.6. Assets .......................................................................................................16

5.1.7. Products....................................................................................................16

5.1.7.1. Product Family........................................................................................... 17

5.1.7.2. Price Book .................................................................................................17

5.1.8. Forecasting................................................................................................17

5.1.8.1. Forecast Category ...................................................................................... 17

5.1.9. Cases........................................................................................................17

5.1.10. Solutions ...................................................................................................17

5.2. Salesforce.com Process Map.......................................................................17

5.3. Mapping Salesforce.com Sales Process with Tulips Sales Process. .................18

5.4. BPR Session...............................................................................................18



4/31


5.5. Organizational Hierarchy followed at Tulip ...................................................18

5.6. The Implementation process.......................................................................19

5.7. Designing the Solution Design Document ....................................................19

5.8. Releasing the application ............................................................................19

5.9. Training the End Users and Administrators ..................................................196. Questionnaire ............................................................................................20

7. Chapterisation Scheme...............................................................................21

7.1. CRM Introduction.......................................................................................21

7.1.1. Short note on CRMs...................................................................................21

7.1.2. What is CRM? ............................................................................................21

7.1.3. Why On-Demand?......................................................................................21

7.1.4. CRM Comparison sheet...............................................................................21

7.2. Tulip IT expectations from a CRM ...............................................................21

7.2.1. Sales and Marketing Automation.................................................................22

7.2.2. Account Management.................................................................................22

7.2.3. Opportunity Management...........................................................................22

7.2.4. Forecasting................................................................................................22

7.2.5. Contract Management ................................................................................22

7.2.6. Support Automation ...................................................................................22

7.2.7. Customer Support ......................................................................................22

7.2.8. Case Management .....................................................................................22

7.2.9. Solution Management.................................................................................22

7.3. CRM Enhancements ...................................................................................22

7.4. CRM Roll-out Guide ....................................................................................22

7.4.1. Introduction to the Roll-Out Guide ..............................................................23

7.4.2. Verifying your company information............................................................23

7.4.3. Defining Organizational Hierarchy ...............................................................23

7.4.4. Enter user information................................................................................23

7.4.5. Define organizational wide information sharing model..................................23

7.4.6. Adding fields as per needs..........................................................................23

7.4.7. Designing email templates..........................................................................23

7.4.8. Importing company data ............................................................................23

7.4.9. End User and Administrator Training ...........................................................23

7.5. Conclusion.................................................................................................23

8. Proforma for Synopsis of Project Work ........................................................24

9. Guides Resume..........................................................................................25



5/31


1. Title of the Project

Tulip IT Services Ltd. Adopts Salesforce to Boost Sales

2. Introductions

This is an additional section added to this synopsis. Please note that I have added thissection going beyond the guidelines mentioned as I had to convey the followingpoints:

The Company which was chosen to implement the solution

The Company which implemented the solution The Solution that was implemented

This section has been added so as to provide a clear understanding of the solutionwhich I am trying to highlight.

2.1. Tulip IT: Corporate Profile

Tulip IT Services Ltd is a data telecom service and IT solutions provider that offersinnovative IP based infrastructural solutions to its customers. Tulip is Indias largestMPLS VPN player and has been the front-runner in provisioning and managing multilocation wide area networks for various industry verticals.

Tulip is a public limited company and is listed on the Bombay Stock Exchange andNational Stock Exchange in India. The company has displayed robust growth since itsinception and its IPO has been ranked as one of the top four IPO's in India, since2005, by CNBC. With revenues in excess of Rs 840 Crores (USD 210 Million) in thefinancial year ending 31st March, 2007 and a market capitalization in excess of Rs.

2500 Crores (USD 610 Million as on 30th September 2007), Tulip is one of the largestcorporate in its domain.

Tulip has been ranked 79 amongst Business World's India's best performing mid-sizedcompanies in a report titled Tomorrow's Giants. The company is also ranked asIndia's fourth largest network integrator by Voice & Data Magazine in theirNetworking Masters Issue.

Tulip provides network integration (NI), corporate data connectivity (MPLS VPNs and

Internet) within and outside India, infrastructure management services and ITconsulting services to enterprises.

Being the largest MPLS VPN Service Provider in India, Tulip has innovatively deployeda countrywide network using wireless on the last mile and has successfully bridgedthe large digital divide that existed in rural connectivity in India. Tulip has furtherstrengthened its leadership position by offering end-to-end fiber connectivity to alllarge metros of India.

The company also specializes in providing eGovernance infrastructure and has workedon numerous projects for the Government of India's National eGovernance Plan.

Tulip, today, is the only service provider in its domain that provides customers withend-to-end connectivity services include network integration, bandwidth as well asmanaged services. This unique combination of services is what distinguishes Tulipfrom its competitors.

2.2. Compro Technologies Pvt. Ltd. Implementation for Salesforce.com

Compro's business strategy is focused on developing customized solutions for product

companies around the world. Our solutions are used directly in the areas of product



6/31


marketing, engineering, customer support and training. They also serve as the

foundation for broader strategic initiatives in e-business and organizationaldevelopment.

We build long term client relationships with close interaction at every level ofmanagement to implement solutions that are customized to meet our clients needs.We use our experience and expertise to analyze the client's objectives and business

goals, then choose the correct methodology and an appropriate mix of technologies.

Compro's specialized team of engineers, software developers, technical content

specialists and graphic designers is based in New Delhi, India. Marketing andcustomer support offices are located in the United States and the United Kingdom.

2.3. What is a CRM?

The simplest, broadest definition can be found in the name: CRM is a comprehensiveway to manage the relationship with your customers including potential customers for long-lasting and mutual benefit. More specifically, modern CRM systems enableyou to capture information surrounding customer interactions and integrate it withevery customer-related function and data point.

The resulting information mosaic is then used to create and automate a variety ofprocesses that identify, and describe, valuable customers. Most important, theseprocesses help you personalize new and ongoing interactions to cost-effectively

acquire, stay close to, and retain these "good" customers.

The Questions that my Organization namely I face daily:

Put another way, there are good customers and not-so-goodcustomers. Can you tell them apart?

What will it take to keep the good ones good (or make them better) and how can you get more of them?

Can you improve the not-so-good ones and is it worth the effort?

What can you do ensure 100 % customer satisfaction?

Hows my company performing?

Provide me all customer details in a minute on the board?

How are my employees performing?

What are your targets and how much money is each and everyemployee generating?

How much would be the companies income in the next financial

quarter?

Why should the customer wait for a resolution for his problems?

Now if I apply these principles automatically, to my entire customer base and

prospect pool, as your business and the market evolve over time. That is CRM.

2.3.1. CRM: The Challenge

Good CRM isn't easy and the same applies to explaining the reason of mechoosing this as a project.



7/31


Changing a culture and entrenched ways of business takes top-to-bottom

determination. Existing processes must be scrutinized; even sound processes mayneed to be overhauled to accommodate new CRM information.

Although software applications are used to gather and disseminate customerinformation to all involved, make no mistake CRM is more than technology. It's a

complete back-to-front company operation involving the executives that must supportit, the people that will implement it, and the technology that will make it work.

2.3.2. Is this CRM a best fit for Tulip IT?

CRM can mean increased customer loyalty and profitability. But that path involves

top-to-bottom buy-in; analysis and redesign of existing processes to accommodatereams of new information; and implementation of whatever new technology isrequired. Depending on the size of the company, this process can take a few weeks to

a year or more, and involve simple Web-based programs to multi-million dollarinstallations.

2.3.3. The Power of an IdeaNot the Power of Software

The CRM I chose - Salesforce.com is the worldwide leader in on-demand customerrelationship management (CRM) services. More companies trust their vital customerand sales data to salesforce.com than any other on-demand CRM company in theworld.

Why? Perhaps it's because they deliver integrated, completely customizable enterpriseapplications for companies of all sizes. Or maybe it's because Salesforce is so easy tolearn and use, and thanks to the power of the on-demand Force.com platform, it canbe up and running in weeks or daysnot the months or years required by traditionalclient/server CRM software. Or it could be the unprecedented speed with which ourcustomers see real, tangible ROI. Or maybe it's because of our 100-percentdedication to the success of our customers.

In fact, more than 41,000 companies worldwide depend on Salesforce to managetheir sales, marketing, customer service, and other critical business functions. We areproud to be contributing to the success of companies of all sizes, in all industries,

around the globe including:

Corporate Express Daiwa Securities Expedia Corporate Travel

Dow Jones Newswires SunTrust Banks Kaiser Permanente



8/31


Salesforce.com was founded in 1999 by former Oracle executive Marc Benioff, whopioneered the concept of delivering enterprise applications via a simple Web site.Salesforce.com is constantly building on that legacy by improving and expanding ouraward-winning suite of on-demand applications, our Force.com platform for extendingSalesforce, and our one-of-a-kind AppExchange directory of on-demand applications.

Salesforce.com has received considerable recognition in the industry, including: Technology of the Year (InfoWorld, 2004, 2005, 2006) Editors' Choice Award (PC Magazine, 2002, 2003, 2004) Visionary Award (SDForum, 2004) Best of the Web (Forbes, 2003)

CRM Excellence Award (Customer Inter@ction Solutions, 2003, 2004, 2005, 2006) Top 100 Innovators Award (BusinessWeek, 2006) Innovation Award (AMR Research, 2005)

CODIE Award for Best CRM (2002, 2003, 2004, 2005, 2006)

The growing list of global business partners dedicated to providing complementary products andservices to salesforce.com customers includes IBM, Microsoft, BEA Systems, Sun, TIBCO,

PricewaterhouseCoopers, Miller Heiman, and dozens more.



9/31


3. Statement About the Problem

Tulip IT has been expanding drastically since the past few years and so are theirrevenue numbers which are targeted to reach USD 750 billion by June 2008.

As the company was growing, their employee strength was growing; the companystarted facing issues in tracking sales. Below is a pictographical analysis of thechallenges that Tulip IT has faced, as discussed with the Leadership team @ Tulip.

Tulip IT Challenges



10/31


Tulip IT Impacts



11/31


4. Objectives and Scope of the Proposed Study

4.1. Objective of Proposed Study

I have chosen Systems as a Major subject in IMT. I work as a CRM consultant with

Compro Technologies Pvt. Ltd and here my role is to

Understand and Analyse the issues faced by customers and on this case Tulip

Solution the issues faced by the customer.

Implement the solution for the customer.

Train Tulips end users with the solution provided so as to increase adoption

rate

Based on the challenges mentioned in section 3 Compro had chosen Salesforce.comas a CRM for Tulip IT. This was just not because we are the implementation partnerfor Salesforce, but also for the fact that we had the following concepts clearly definedas proofs to deliver success.

The Chaptersisation Scheme in topic number 7 has been designed keeping theObjectives in mind and provide a complete analysis of the solution provided to theobjectives highlighted above.

4.1.1. Why CRM On-Demand

Through 2008, customer service capabilities delivered in the SaaS model (orapplications on demand) will be the most prominent in the business-to-business(B2B), low-volume call/contact center. Software providers that have targeted thismarket, within whose definition the midsize enterprise also falls, must have an SaaS

model to compete as visionaries (see "Software as a Service for Contact Center CRM:Limited but Promising"). For more-complex environments, SaaS is not yet an accepted

standard nor will it be during the next three years. In our evaluations, we point outwhen we foresee a potential challenge for a product based on this qualification. By2013, at least 75% of customer service centers will use a form of SaaS (0.7Probability). Through 2011, fewer than 10% of organizations will select SaaS forcomplex business process support (0.7 probability). Through 2008, SaaS offerings forthe contact center will not serve high-volume and high-complexity processes (0.8probability). Weigh the benefits of the SaaS model (faster time to deploy and, hence,time to benefit) against the rationale behind demonstrating a more specific total costof ownership (TCO) analysis.

The desktop tools to enhance agent capabilities augment the contact center agentdesktop. These vendors make key contributions to the customer service contactcenter space. The complexity of managing the customer's intentions and expectations

in a cross-channel environment is straining the capabilities of core customer serviceapplications and making the use of these agent-knowledge-augmentation solutions acritical feature in most contact centers.

Whats behind the growth curve? Findings from our surveys and interviews withcustomer-oriented business and IT executives highlight the business needs spurringcontinuing investment in CRM solutions. These include:

4.1.2. Why should Tulip IT use Salesforce.com.

To understand this we must read what CRM gurus have to say about the solution wehave offered to Tulip.



12/31


4.1.2.1. To help Foster innovation and top-line growth.

The survey of CEOs that I did had performed that driving growth and innovation arecritical concerns for chief executives.

Their top four priorities were:

1) Acquiring new customers (53% of those surveyed picked this as top priority);

2) Increasing customer loyalty and retention (49%);

3) Increasing revenue from current customers March 1, 2007 Trends 2007: Customer

Relationship Management by William Band with Sharyn Leaver and Mary Ann RoganTrends 2007: Customer Relationship Management 2 March 1, 2007 (49%);

4) Increasing customer service capabilities (39%). Revenue growth is achievedthrough attracting new customers, selling more to customers, and retaining thesecustomers longer. Customer process improvement, supported by advanced businesstechnologies, is critical to achieving these objectives.

4.1.2.2. Improving the customer experience.

Customer-facing managers are taking a harder look at how new processes and

services affect the end customer experience. In a recent survey of senior executivesat 176 large firms in North America, we found that 60% felt that it was critical and

36% felt that it was very important to improve the customer experience.3 Ascompanies add more interfaces to their growing portfolios of products and services,they are touching customers lives more every day and creating a growing

opportunity to weave those touches into an overarching, branded customerexperience that sets them apart from the competition. CRM initiatives are beingrefocused on creating experience-based differentiation: systematically integratingexperience as a feature within the design of products and services.

4.1.2.3. To Re-Engineer customer-facing business processes.

Forrester has long maintained that the successful selection, implementation, and

adoption of technology require a major emphasis on business processes. Customerdemand, market dynamics, and technology are driving CRM functionalities to moreeasily integrate with the enterprise resource planning (ERP) and supply chainmanagement (SCM) functions. The result: better support for end-to-end businessprocesses, even those originating from customer-facing interactions.

4.1.2.4. Boost productivity of customer-facing workers.

Sales, customer service, and marketing executives want application user interface(UI) and workflow designs that align with the working practices of day-to-day users.

This desire for more user-friendly applications is driving interest in CRM application

upgrades as vendors make better UIs available in new releases.

4.1.2.5. Key benefits that we see for Tulip

On the plus side, customers with successful CRM systems report higher profits; lowercosts to attract and retain customers; greater customer loyalty; and smoother, morestreamlined workflows. Specific benefits cited include:

More timely and targeted customer services Increased per-customer revenues Greater cross-sell and up-sell success

Trimmed sales cycles



13/31


More-efficient call center operations

Improved sales forecasting Fewer customer problems Better-informed marketing decisions

4.1.3. CRM and SaaS

Customer relationship management (CRM) and Software as a Service (SaaS) are nowa core element of enterprise competitive strategy and the same was needed by theorganization that I work for, and we nailed down the to the CRM which is available ondemand.

Organizations of all types are striving to improve their customer experience. Decisionsabout new spending on CRM must take into account significant changes in the vendorlandscape. In 2007, important considerations driving customer-facing process

improvement include:

1) Getting more value out of CRM technology

2) Coping with the rise of Social Computing

3) Meeting increased demand for end user mobility4) Making greater use of business process management-centric solutions

5) Resolving customer data management challenges; and

6) Adapting to global standards and service-oriented architecture (SOA).

Enterprise buyers should invest selectively in high-value upgrades, focus on customer-process optimization, and demand vendor support to optimize existing CRMinfrastructures.



14/31


4.2. Scope of the Proposed Study

The scope of this project would entail detailing the following stages of the Project LifeCycle (PLC). This is a 13 17 man day implementation cycle project includingSalesforce.com training.

The Project Life Cycle analysis sheet:

PLC Takeaways:

4.2.1. Understanding Salesforce.com Terminology

4.2.2. Understanding Salesforce.com Sales process

4.2.3. Mapping Salesforce.com process with Tulips Sales process.

4.2.4. Business Process Review Session

4.2.5. Tab by Tab understanding of the custom fields/ custom codes required

4.2.6. Organizational Hierarchy followed at Tulip

4.2.7. The Implementation process

4.2.8. Designing a Solution Design Document

4.2.9. Releasing the application

4.2.10. Training the End Users and Administrators

TaskNo.

Task Description/Deliverables Approx EffortEstimate(Person-

days)

1. Project Kickoff Workshop 5.0 6.0

Requirements Study/Analysis

Solution Design Document

2. Application Configuration 5.0 7.0

Configuration of Objects, Fields

Layout Creation & Modifications

Data Migration

Post Configuration Review Session

3. Training 3.0 - 4.0

End User Training

Administrator Training



15/31


5. Methodology

This section will introduce us to the process which would be used to implement theSalesforce.com for Tulip IT. This section has been designed in such a way that thereis a clear understanding of the

Product Terminology

Requirements from Tulip IT How these requirements were fulfilled by the solution. How was Tulip trained to use the solution to achieve success.

5.1. Salesforce Terminology

5.1.1. Leads

5.1.1.1. Lead Capture

To measure the success of a given campaign its important to have lead capture

mechanisms. Leads can always be entered manually by sales reps on the phone, butits more effective if you can feed your sales team leads and reduce the data entry.One way of doing this is by importing lead lists from an excel worksheet. Another is to

setup a web-to-lead form and post it on your website. This might be a contact merequest or a registration page to download a whitepaper. When a user submits theirinformation a lead is created inside Salesforce and routed to the correct sales rep

based upon business rules you set up.

The following would be encapsulated within this section:

5.1.1.1.1. Auto Response

5.1.1.1.2. Assignment

5.1.1.1.3. Scoring

5.1.1.1.4. De-Duplication

5.1.1.1.5. Follow up

5.1.1.1.6. Email Templates

5.1.1.1.7. Lead Management

5.1.1.2. Lead Qualification

Youll want to devise a set of qualification questions which are required for a rep toconvert the lead. For example you might want to capture current situation, pains,opportunity size, timeframe, budget, decision maker, and main competitor. Thisinformation can be added as a call note to the activity history to ensure a smooth

hand-off to the tier two sales rep. Salesforce.com also offers a call scriptingapplication which allows you to create scripts using branched wizards and lead

scoring. This is especially helpful in training new reps or selling complex products.

5.1.1.3. Converting Leads

Once a lead is qualified it will be converted over into an opportunity with anassociated contact and account. In some cases the account will already exist, so the



16/31


rep simply appends the new opportunity. During the conversion process the rep will

usually re-assign it to a tier two sales rep who will manage it through the sales cycle.While the new sales rep will receive an email notification, its a good idea to send ahand-off email to the customer with contact information for their Account Executive.

5.1.1.4. Developing and Archived Leads

Before we move on to explain steps in the sales cycle, we should talk a little bit aboutwhat happens to developing and archived leads. The lead status developing is usedfor leads which have a follow-up task which extends beyond 30 days. For example theprospect might say, We arent quite ready yet, but give me a call back in 3 months.This keeps the ownership in the hands of the sales rep who owns the follow-up task.

For those opportunities which are archived, Marketing should come up with aquarterly email campaign to maintain the relationship and re-new interest.

5.1.2. Accounts

Each sales organization will have their own sales methodology which can be mappedto Salesforce. Some popular ones include Miller Heiman, Solution Selling, the Complex

Sale, and ValueVision. With each methodology youll have a set of sales stages andactions which are to be performed. For example, your stages might be lead, needsanalysis, confirmed, objection handling, selected, negotiating, closed/won, closed/lost.Each sales stage also has a probability associated with it which will help forecastrevenue.

When you win deal and bring on a new customer there should be a whole new set ofsteps that kick off, and begin the account management process.

5.1.3. Contacts

Information stored about the individuals associated with your accounts.

5.1.3.1. Contact Role

The role that a contact plays in a specific account, contract, or opportunity, forexample Decision Maker, Evaluator. You can mark one contact as the "primary"contact for the account, contract, or opportunity. A contact may have different rolesin various accounts, contract, or opportunities.

5.1.4. Opportunities

Information on specific sales and pending deals that you want to track.

5.1.5. Contracts

A written agreement defining the terms of doing business between two or more

parties.

5.1.6. Assets

A specific model or type of product that a customer owns. Depending on how yourorganization uses assets, they can represent your products that the customer haspurchased and installed or your competitors products that the customer uses.

5.1.7. Products

Any item or service your organization sells. Products are defined within a price book,and can be added to opportunities. Available in Professional, Enterprise, Unlimited,and Developer Editions only.



17/31


5.1.7.1. Product Family

A picklist field on products that you can customize to categorize types of products.

5.1.7.2. Price Book

A list of products that your organization sells. Available in Professional, Enterprise,Unlimited, and Developer Editions only.

5.1.8. Forecasting

Projections of sales based on the organization's fiscal year.

5.1.8.1. Forecast Category

Determines the category to which an opportunity is attributed in a forecast. Thedefault category setting for an opportunity is tied to its stage, as set in the Stage

Picklist. To update the Forecast Category for a particular opportunity, you must editthat opportunitys forecast.

5.1.9. Cases

Detailed description of a customers feedback, problem, or question. Used to trackand solve your customers issues.

5.1.10.Solutions

Detailed description of the resolution to a customer issue.

5.2. Salesforce.com Process Map

The below sales process workflow is nothing but a pictographically representation ofHow a typical CRM system should behave.

This process map has been designed in Microsoft Power Point and then demonstratedhere as a picture due to the limitations of the project synopsis guidelines.



18/31


5.3. Mapping Salesforce.com Sales Process with Tulips Sales Process.

This needs to be prepared and would be provided post gathering the BPR session.

5.4. BPR Session

This stage would include understanding the Sales process at Tulip. This will also include understanding of the custom fields that are required at

each and every screen of Salesforce.com.

5.5. Organizational Hierarchy followed at Tulip

This would be somewhat detailed as below



19/31


5.6. The Implementation process

5.7. Designing the Solution Design Document

5.8. Releasing the application

5.9. Training the End Users and Administrators



20/31


6. Questionnaire

This questionnaire would be used as a guide to the BPR session that would be carriedout at Tulip IT. This pertains to a typical CRM need. This should be answered keeping

in mind that a company is willing to adopt a CRM to automate their sales and supportprocess.

1. What do you understand by CRM?__________________________________________________________________

______________________________________________________________________________________________________________________________________________________________________________________________________

2. What do you understand by the On-Demand concept?__________________________________________________________________

____________________________________________________________________________________________________________________________________

__________________________________________________________________

3. Is the CRM you are choosing available On Demand?

Yes Details___________________________________________________

No Details ___________________________________________________

4. Does your company have a CRM? If yes please provide details/ If no pleaseanswer question number 6______________________________________________________________________________________________________________________________________________________________________________________________________

__________________________________________________________________

5. What are the pains that you are facing from the current CRM system?______________________________________________________________________________________________________________________________________________________________________________________________________

__________________________________________________________________

6. What are the expectations from the new CRM system?______________________________________________________________________________________________________________________________________________________________________________________________________

__________________________________________________________________

7. Please provide a short description of your organizations sales process?

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________



21/31


7. Chapterisation Scheme

The project that would be submitted would have five chapters providing an end toend guide to how the CRM in picture would cater to the issues raised during the BPR

session held with Tulip IT.

It would cater to all the pros and cons of CRMs and the reason for evaluating this

CRMs as a vendor of choice for Tulip IT.

The project would deliver the following topics:

CRM Introduction Tulip IT expectations from a CRM Implementation Statistics i.e. Tab by Tab analysis of fields required by Tulip. CRM Enhancements CRM Roll-Out guide Conclusion

7.1. CRM Introduction

This chapter would provide a short introduction of what CRMs are and would bedivided on 3 basic chapters as mentioned below.

7.1.1. Short note on CRMs

This chapter would be designed in such a way to provide an overall scenario of theCRM world and the lateral shift of CRMs from Client-Server to On Demand

7.1.2. What is CRM?

This chapter will have an elaborate description of a CRM system.

7.1.3. Why On-Demand?

This chapter will help us understand the concept of On-Demand and the success ofthe same.

7.1.4. CRM Comparison sheet

This chapter will provide an in-depth analysis of the CRM systems available and aexcel comparison for the same.

7.2. Tulip IT expectations from a CRM

The chapter will have an in-depth analysis of the key expectations from a CRM system

as raised by Tulip. This can also act as a guide to choose a CRM and why myorganization chose a CRM. These requirements are as below and the details of whichwould be included in the project that will be submitted.



22/31


7.2.1. Sales and Marketing Automation

7.2.2. Account Management

7.2.3. Opportunity Management

7.2.4. Forecasting

7.2.5. Contract Management

7.2.6. Support Automation

7.2.7. Customer Support

7.2.8. Case Management

7.2.9. Solution Management

7.3. CRM Enhancements

This chapter would highlight the fact that why should the CRM be limited to its ownworld? The vibrant and growing community of CRM customers and developers arekeenly developing applications that can be shared and deployed within secondswithout compromising with existing CRM system. These could be everything fromexpense management to purchasing to recruiting and thus getting in a concept ofenhancing CRM.

7.4. CRM Roll-out Guide

The CRM that we chose had a immediate need to be deployed and this chapter andthe chapters below would demonstrate the key deliverables that need to be takencare of for a our quick and successful rollout the CRM. Each task includes

implementation information to help you understand how we built the CRM for ourorganization effectively. This would be included in 9 different chapters as mentionedbelow.



23/31


24/31


8. Proforma for Synopsis of Project Work

PROFORMA FOR SYNOPSIS OF PROJECTWORK

Name:Abhay Kacker Enrol. No.: 52102716

Address for Correspondence :

7/255 Sunder Vihar, Paschim Vihar. New Delhi - 110087

Mobile No: +91-9811130402

Major area of specialization in which project work is to be undertaken

Systems

Questionnaire attached: Yes

Resume of Project Guide attached: Yes

Consent letter of Project Guide: Yes

Phone No. of Project Guide: 9811256800

Date of submission: February 04, 2008



25/31


9. Guides Resume

As per the guidelines please find below the resume of Mr. Jolly Naurla who has guidedand helped me design the below project. He also assisted me run this project withinour organization, without his approval this would not have been possible.

********************************************************************

Jolly Narula

Technology Project Coordinator

Date of Birth: December 29, 1969

PROFILE

Leveraging skills in architecting business solutions for large IT companies in regardsto their project requirement for different platform. My Profile highlights a key player

who is always keen in learning new technologies and participates in architecting,developing, integrating and implementation of web-based eLearning solutions.

Current focus is on Salesforce.com CRM implementation, e-business and e-learning solutions using Java, JavaScript, HTML, XML, JSP, ASP, SCORM, SQL andother technologies.

TECHNICAL SKILLS

Operating Systems : Windows Based OS Web Based Technologies : Struts, SCORM, JavaScript, Ajax,JSP, ASP,

XML, HTML Languages : Java, Visual Basic, C DBMS : SQL Server2000, Oracle8i, MS Access,

FoxPro, Dbase Web/Application Server : Macromedia JRun 4.0, Oracle Application

Server

Tools : PL-SQL Developer, Borland Jbuilder,Microsoft Visio, Visual Source Safe, MS Office (Word/Excel/PowerPoint),

Macromedia Dreamweaver/ Authorware, Adobe Photoshop CRM : Salesforce.com (**Authorized Consultant

for Salesforce.com)

CAREER SUMMARY Information technologies professional with extensive experience of over 17 years

in managing, designing, developing, delivering and validating complex systems Expertise in developing applications ranging from Intelligent Product Catalogs,

Order Workflow systems, Client-Server databases, Sizing tools for engineeredproducts companies to Interactive Training systems.

Architected and developed an application Time Management System, a timekeeping recording system that is currently being used in the organization for

Mailing Address:A-138, Hari NagarNew Delhi 110 064, INDIATel : +91-11-2512-9568Mobile: +91-98112-56800

Email:[email protected]



26/31


recording the Time entries and monthly statement generation.

PROFESSIONAL EXPERIENCE

Compro Services (I) Pvt Ltd, New Delhi, 1990 Present

Compro is a Software Development Company specializing in applications for E-Learning and engineered product clientele. It provides custom software solutions andservices to a number of US-based companies with worldwide operations. Comprospecializes in developing integrated web based solutions, which are supported byflexible, database driven, and easy to maintain back-end architectures, with interfacesto existing business systems

S. No Duration Designation

1 2003 Present Technology Project Coordinator

2 2000 2003 Sr. Software Engineer

3 1995-2000 Software Engineer

4 1990-1995 Sr. Programmer



27/31


Technology - Project Coordinator, 2003- Present

Salesforce.com Projects

1. Project Name: Lead Look-Alike Finder, an AppExchange ApplicationDevelopment

Client: Salesforce.com

Compro developed an application called Lead Look-Alike Finder for AppExchangewhich helps in locating duplicate leads on the basis of selected data fields.

The application also provides the ability for the user to edit any duplicate lead byopening the lead information detail page. The application is available on AppExchangeat the following URL:

http://www.salesforce.com/appexchange/detail_overview.jsp?id=a0330000003482gA

AA

My Role includes:

Designing, Solutioning, Coding using the Salesforce.com API, Packaging andfinally submission for AppExchange.

Skill Set Used: JavaScript, HTML, AJAX with AppExchange API

2. Project Name: Data Loader Extraction tool using SalesforceAppExchange APIs

Client: Salesforce.com

Developed a tool internally that works similarly to Data Loader tool of Salesforce.com;

for Compro Salesforce.com team. The concern regarding the Data Loader tool wasthat it downloads the Salesforce.com Object (Table) once at a time. Incase any userwould like to download all the objects; that can be downloaded one by one.

The Tool that I developed overcomes this concern of downloading the object once ata time and the user is given privileges to download the Salesforce.com objects(Tables) based on the multiple selection of Salesforce.com objects.

This tool is purely a java-based client and supports extraction of Sales Force data(Tables) using the AppExchange API. This can be deployed using JNLP and Java WebStart on the Client side.

My Role includes:

Designing, Coding, Testing and Implementation. Uses the API functionalitiesprovided by Salesforce.com for this.

Skill Set Used: Java Swings, AppExchange API, JNLP.

3. Salesforce.com Customization Implementation

As Compro is an implementation partner for Salesforce.com, I am specifically involved

in most of the solution implementation and customization that have beenimplemented by Compro. My main role includes understanding the Business processof the client requirements and then provides them the solution that can cater their



28/31


Sales business process. Few Customers for which we successfully implemented the

Salesforce.com customizations are:

Dhamm Steels Services Pvt. Ltd.

DSM Soft (P) Ltd. Kathrein India Pvt. Ltd.

OmniTouch India Pvt Ltd. MedusInd Solutions

On the related note, also provided the two day training to Daniel Measurments and

Control Inc. with regards to Salesforce.com solution.

Responsibilities: BPR understanding, Documentation, Process Flow Analysis,

Requirements Definition, Detailed Solution Design involving Salesforce.com Solutionand End User Training.

E-Learning Projects

4. Project Name: GAL Catalog

GAL Inc. is one of the leading manufactures of Lift & Elevator equipment in USA. Itcontrols majority of US door operator market.

GAL Catalog is one the project that helps in searching efficiently the partinformation for the part in GAL Configurator Database and ERP Database. T

My role includes:

Managing the day to day activity with the Clients using email, teleconference Designing of Catalog Concepts and use of Spring Framework for

implementation Coding, Testing and Release activities (includes Uploading of code and Scriptsexecution for Database updates at Production server).

Skill Set Used: Java, JSP, Spring, Ajax, Oracle 8i, and JRun 4.0.

5. Project Name : e-Courses SCORM Modules

Client: Cegos.com

My responsibilities for this project include the following:

Managing interaction with the Graphics team, ID Team and Content people to ensurehigh quality products/ services and business growth & profitability.

Managing learning technology standards strategy and analyzed requirements andpriorities.

Providing technical support for content integration with the learning management

system (MOODLE in this case) to ensure conformance with SCORM, the de factostandard for e-Learning content.

Developed expertise in the areas of content packaging, learning content APIs.

Developed prototypes, data models and technical documents for internal use and tovalidate ideas in standards initiatives.



29/31


6. Project Name: SAM Office (Assessment and Training)Client: Course Technology, A divison of Thomson Learning

Course Technology is one of the leading publishing house which teaches electroniclearning solutions to help students learn, and individuals expand their interest in

understanding current Microsoft Product (Office, Internet Explorer) technologies.

Two types of products which are marketed, one is SAM (Skill Assessment Manger)and the other is TOM (Training Online manager). SAM is a Web-based softwareapplication that measures users proficiency in the Microsoft Office 2003 applicationssuite (Access, Excel, PowerPoint and Word), and Internet skills. AND TOM is a tool

that guides user to prepare him for the computer skills in a hands-on environment.

Role Includes:

Managing the relationship with clients ensuring high quality products/ services

and business growth & profitability for the organization. As a Technology-Project Coordinator and key team lead participant,

understanding client requirements and provide support in developing theapplication architecture.

Developing the project plan, timeline, resource requirements though theentire software development lifecycle.

Provide support in building strong, dedicated teams with multiple skills. Managing the project team, imparting technical guidance and support. Providing assistance to the Project Management Group for interaction with

client over emails and tele-conference.

Skill Set Used: XML, ASP, Java Script, SqlServer, and IIS 4.0.

Sr. Software Engineer, 2000 2003

7. Project Name: Elevator Door EquipmentClient: GAL Inc., US

GAL Inc., US is one of the leading manufactures of Lift & Elevator equipment. Itcontrols majority of US door operator market.

GAL e-business suite contains the following products: Online Product Catalogue and Product Configurator

Product Database and Estimates Management Order entry and tracking system Scheduler and Labeler.

Responsibilities: My contribution was involved in the design (database & object model) and

development of both server-side and client side components of the ProductCatalogue, configurator, estimates, and Product Database.

Played a Team Lead role in the Database Design of the Product Database and

the design of the Configurator Framework Coding, Responsibility of coordinating the development efforts of the team. Testing and Release activities.

Assisted the project Manager for interaction with client over emails and tele-conference.

Skill Set Used: Java, JSP, JDBC, Java Script, Oracle 8i, and JRun 4.0.



30/31


Software Engineer, 1995 2000

8. Project Name: Southco Latches & Access Hardware, U.S.AClient: SouthCo Inc., US

Southco is the leading manufacturers of access hardware and industrial specialtyfasteners in US with a global network spread across 15 countries. The project was amulti-lingual web site for online selection of southoco products. At the time, theproduct database accommodates 17,000 individual partnumbers and their respectiveattributes in 7 different languages (French, German, Korean, Spanish, US English, UKEnglish, Italian).

The striking feature of the selector page was that it searches the database andupdates the available features in the page without refreshing the screen.

Responsibilities:

I was involved in the design (Design of the Product Database) and

development of development of Selector, hierarchy, List and Detail pages. Advanced client-side scripting (JavaScript) is used in the site for the JS-Applet

communication, client cache and for querying & updating all the UIs used inthe screen from a single communication point.

Coding, Responsibility of coordinating the development efforts of the team. Coordinating with project Team Lead/Manager for interaction with client over

emails and tele-conference.

Skill Set Used: Oracle, Oracle Application Server, PL/SQL, and Java.

9. Southco Latches & Access Hardware, U.S.A (MULTIMEDIA CDCATALOGS)

Interactive Product Selection Guide (IPSG) Multimedia CatalogSkill Set Used: Adobe Photoshop, Illustrator, Authoware 5.0, and MS Access 2.0

10. Anorad Product Catalog (MULTIMEDIA CD CATALOGS)(A division of Rockwell Automation, USA)

Interactive Multimedia Catalog

Skill Set Used: Adobe Photoshop, Authoware 5.0, and MS Access 2.0

11. Time Management System

(Currently being used in our organization for recording everyones Time

tries and monthly statement)

Skill Set Used: Visual Basic 6.0, DAO, and MS Access 2.0

Sr. Programmer, 1990-1995

12. DLF Industries

Developed several automation application for DLF Industries and other Clients

Environment: Microsoft FoxPro 2.6.

13. Floppy Management System



31/31


Developed the system to keep track the number of floppies in an organization

Environment: Microsoft FoxPro 2.6.

EDUCATION

Bachelor of Science, Delhi University, India. Certification in Business Communication skills for Effective Communication &

relationship building by British School of High Commission, New Delhi. Certificate in Building Enterprise Application using J2EE Technologies,

NIIT, New Delhi Certification in Computing, Indira Gandhi Open University, New Delhi. Higher Diploma in Computer Applications, APTECH Computer Education,

New Delhi.
