b p g006 kuklis 091807
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Full session information and video available on successforce.com.TRANSCRIPT
Domain 5: Roadmap
Debbie Kuklis, salesforce.com
Quentin Christie, Telecom New Zealand
Joe Renz, CA
Global Enterprise Best Practices
Safe Harbor Statement
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Agenda
Building Your Roadmap
Telecom New Zealand’s Road to Success
CA’s Road to Success
Question & Answer
Why create a Roadmap?
A Roadmap Promotes focus on Business Value
by:
Tying the vision and strategy with how
capabilities will be deployed
Linking closely the business value achieved
from each capability and when it is deployed
Aligning Business and IT toward a common goal
Domain Development
Define Business Objectives
Define CRM Strategies
Define CRM Vision
Prioritize and group Initiatives
Prioritize and group Initiatives
Develop the CRM Roadmap
Develop the CRM Roadmap
What are key business metrics to measure success?
Assess impact on organization/
employees
How will the CRM transformation impact the
organization and employees?
Identify key Business Metrics
Domain #1Strategy and Vision
What are the business objects of the overall
CRM effort?
What should be the basis for deciding which initiatives are
pursued first?
What are the strategies to enable achievement of
your CRM vision?
What is the vision that will carry forward the CRM
effort?
Domain #2Business Metrics
Domain #3Adoption
Domain #5Roadmap
Define Processes
Develop the Technology and
Data strategy
What processes will help achieve the CRM vision? Do they need to be re-designed?
Domain #6Process
Domain #7Technology and Data
How should the list of CRM related programs and initiatives
be structured to produce maximum benefit?
Develop the Center of
Excellence
Domain #4Sponsorship and
Governance
What governance model will best support the CRM
effort?
The capabilities can be prioritized and grouped to provide maximum benefit
Deploy limited set of functionality initially, but to all (most) geographies/business units. Subsequent capabilities are added on in future releases
Deploy more functionality but to single geography/business unit. Subsequent releases are to roll out similar capabilities to additional geographies/business units
BreadthDepth
Typically capabilities are prioritized and grouped
together to achieve depth or by breadth
Depth: Functionally rich deployments, but limited to
a specific geography or business unit
Breadth: Limited functionality deployed, but rolled
out to multiple geographies and/or business units
Roadmap Example - Depth
Opportunity Mgmt
Phase 1
Mobility
Team Selling
Activity Management
Contact ManagementOutlook Sync
Account Management
Lead Management
Opportunity and Pipeline Mgmt
Phase 2
PRM Proof of Concept
Account Planning
Advanced Metrics/Reporting
Territory Management
Forecasting Analysis
Phase 3
Forecasting Deployment
PRM Pilot
Opportunity to Quote
Finance Integration
Business Unit #1License Count: 250
License Count: 4000
Marketing and Campaign Automation
Business Unit #2,3,4License Count: 2000
Business Unit - RemainingLicense Count: 4000
Marketing Integration – Web to Lead
Customer Service and Support
Roadmap Example - Breadth
Phase 1
Team Selling
Account Management
Opportunity and Pipeline Mgmt
Phase 2
Activity Management
Advanced Metrics/Reporting
Marketing and Lead Management
Phase 3
PRM
Quoting
Finance Integration
All Geographies – SalesLicense Count: 2000
All Geographies – Additional FunctionsLicense Count: 4000
All Geographies – Additional FunctionsLicense Count: 5000
Customer Service and SupportReporting and
DashboardsMobility
Influencing Factors
Depth
Highly independent business units or geographies
Decentralized sales or marketing leadership
Widely varying existing processes and systems
Breadth
Existing global processes
Strong, centralized, and decisive leadership
Limited number/complexity of existing CRM systems
How to make your Roadmap successful!
Resist the urge to go for the fully-loaded Cadillac right out of the gate
Make the first user experience exceptional
Communicate your roadmap broadly– both initial AND future benefits
Define your scope and stick to it – stay focused
Establish a strong governance structure that will help effectively guide your CRM deployment
Don’t be afraid to re-evaluate your roadmap as priorities change
Telecom New Zealand’s Road to Success
Quentin Christie, CRM Manager
• Disparate systems
• High administration
• Performance forecast issues
• Business transforming
• Multiple Technology Architectures
• High process costs
• Poor performance measurement
• Data quality issues
• No end to end view of the customer experience
Telecom NZ – Breadth or Depth?
• Reduce administration overheads
• Customer information
• Interactions and contacts
• Centralise Opportunities
• Foundation for Sale Force Automation
• Integrate forecasting
• Enable business improvement through the web
• 1500 users
• Limited integration
• Rollout to all sales business units in 8 weeks
• Scope managed to 80%, (not 100%)
• Fit process to application ‘best practices’
• Training via e-learning and train the trainer
• Aligned business processes
• Accurate forecasting
• Winning 100% of our ICT deals
• Adoption has increased month on month
• Voted New Zealand’s #1 preferred provider
CA’s Road to Success
Celia Gillen, CA
Ken Jakobsen, CA
Joe Renz, CA
All About CA
• INDUSTRY: Management Software
• EMPLOYEES: 14,500
• GEOGRAPHY: Global
• # USERS: 4,000
• PRODUCT(S) USED: Salesforce SFA
CA, Inc. (NYSE: CA), one of the world's largest management software companies, delivers software and services across operations, security, storage, life cycle and service management to optimize the performance, reliability and efficiency of enterprise IT environments. CA is headquartered in Islandia, NY, USA.
Our global challenge: lack of “one source of the truth”
SAP & Spreadsheet
Homegrown Homegrown
Homegrown
• Stand alone standard solution implementation
• Strong Steering Committee
• SPOC / Project team / End user involvement
• Control Scope – Phased Approach
Deployment DetailsProducts implemented: Salesforce SFA#Users: 4,000Integration points: 1Training: YesBusiness Units affected: 6Ongoing improvements: WIP
And our 4 ways to solve it with Salesforce
CA’s roadmap was created with 3 priorities in mind
Opportunity Mgmt
More New Product
Sales
Opportunity Mgmt
Increased Account
Penetration1
Opportunity Mgmt
Higher Renewal
Yield2
3
Blackberry – US
Optimization
Report Optimization
Satmetrix
Marketing MQL – Excl. Wily
Multi-Currency
Migrate APF
Technical Sales
Translation
MDY, ILumin - Enterprise
GSI’s
Outlook V2
EU 4Cast
Multi Language
Win / Loss
Implementation DirectorValue for Management
Value for the AD/AM
May June JulyApril August September October November……
2 2.5
Phase 2
Phase 2.5
Phase 3.0
Phase 1
3
Indirect
Account Team Synch.
Wily NCV
Opportunity Grid
Optimization
SAP/SFDC Integration Feasibility
Phase 2.75
2007
In reality this was our roadmap
“I have no visibility into the services pipeline. Ken when can my 1.200 users get access?”
SVP Services
“Spreadsheets was much more rugged. When can finance be part of this so we do it the right way!"
SVP Finance
“Everyone please…This is a Sales System for Sales Users No scope Creep …"
SVP Sales
".Yes Sir, Right away Sir, Excuse me Sir . "
SFDC Project Lead
“We need to get Leads into Salesforce now. Ken your team can do that right?”
SVP Marketing
Future phases of our deployment
August September October
November……
Future Phase
Offline Edition
Advanced Forecasting
Contract Management
Case Management/CSS
SAP integration
Auto Renewals
MDY, ILumin - Indirect
Opportunity Management Methodology
Quotas
Trial Management & POC
Wily Marketing
Blackberry – Intl.
Services Res. Mgt.
cProjects Template
Did we select the right road then?
The results were immediate and clear
• On time delivery of 4 releases
• 75-90% + user adoption
• Improved Visibility
• Improved Accuracy
• Higher customer satisfaction
• Productivity gains in Technical Sales
Imagine it. Learn it. Use it.
How to apply what you’ve learned when you get home
Stand alone Solution can work Executive sponsorship and weekly task force Phased approach Involve end user in design & testing Laser focus on process changes In-person SPOC project team Keep implementation lean Use word “No” often, to avoid scope creep Continuously reward and recognize your team
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Celia Gillen
Vice President
Ken Jakobsen
Director
Joe Renz
Vice President
QUESTION & ANSWER SESSION
CA
CA
CA
Quentin Christie
CRM Manager
TelecomNew Zealand