Cast Iron for Eloqua

Editor's Notes

• #7: Now that we have a good view of your company’s current integration needs, I’d like to briefly highlight some relevant facts about Cast Iron as a company. Early on, we identified ourselves as the #1 Cloud integration company. We can make this assertion as we’ve been around for nearly 10 years and have established our presence as thought-leaders in cloud integration– pioneering strategies and technology for SaaS and Cloud integration with specific emphasis and focus on speed and simplicity. We often use the tagline “integration in days” because we have many case studies and proof points where we have done just that. In total, we have thousands of customer integrations, successfully connecting cloud and on-premise applications Our success in solving these integration issues has led to consistent growth as a company, in no small part due to our satisfied customer base– evident in our retention rate of 96% (as well as 92% customer satisfaction). The speed, simplicity and effectiveness of our solution has resonated within the analyst community. And our technology itself is recognized as a best-in-class solution by a number of awards; all of which you can view on our website in detail. So, now that we’ve shown Cast Iron the company as an established, recognized leader in integration, let’s take a look at the solution itself.
• #8: Once the need for integrating two key systems, such as their CRM and ERP applications, they realize there are a number of other applications in their enterprise which may have dependencies and effects on their data, such as billing, inventory or even a database containing all master data. While these applications may not be accessible to the front-office user community, they may be an integral part of some key business processes and responsible for a high load of back-office processing.
• #11: Let me take a moment to highlight this specific example with Siemens, as it is relevant to the current challenges you are facing. Simens Power Transmission and Distribution is a division of their global manufacturing organization. SAP was their ERP system in place, but the sales team was using SFDC, which meant key business information was being isolated in two disparate systems. In other words, the sales team did not have access to invoices, orders and other line-items as the information was not being updated into SFDC on a daily basis. As a result, in their own words, the business processes involving their CRM and ERP were not harmonized. So, they needed their sales team to have access and visibility into key information to aid them in their sales cycle. The challenge was identified, and next they needed to evaluate a solution. They looked at custom coding a connection between SFDC and SAP. But it was quickly assessed that any solution involving custom code would need to involve an unreasonable amount of maintenance and resources given the complexity of their organization. Their IT decided they would much rather designate their resources to more strategic projects than simple maintenance and support of a home-grown solution.
• #12: Let me take a moment to highlight this specific example with Siemens, as it is relevant to the current challenges you are facing. Simens Power Transmission and Distribution is a division of their global manufacturing organization. SAP was their ERP system in place, but the sales team was using SFDC, which meant key business information was being isolated in two disparate systems. In other words, the sales team did not have access to invoices, orders and other line-items as the information was not being updated into SFDC on a daily basis. As a result, in their own words, the business processes involving their CRM and ERP were not harmonized. So, they needed their sales team to have access and visibility into key information to aid them in their sales cycle. The challenge was identified, and next they needed to evaluate a solution. They looked at custom coding a connection between SFDC and SAP. But it was quickly assessed that any solution involving custom code would need to involve an unreasonable amount of maintenance and resources given the complexity of their organization. Their IT decided they would much rather designate their resources to more strategic projects than simple maintenance and support of a home-grown solution.
• #13: Let me take a moment to highlight this specific example with Siemens, as it is relevant to the current challenges you are facing. Simens Power Transmission and Distribution is a division of their global manufacturing organization. SAP was their ERP system in place, but the sales team was using SFDC, which meant key business information was being isolated in two disparate systems. In other words, the sales team did not have access to invoices, orders and other line-items as the information was not being updated into SFDC on a daily basis. As a result, in their own words, the business processes involving their CRM and ERP were not harmonized. So, they needed their sales team to have access and visibility into key information to aid them in their sales cycle. The challenge was identified, and next they needed to evaluate a solution. They looked at custom coding a connection between SFDC and SAP. But it was quickly assessed that any solution involving custom code would need to involve an unreasonable amount of maintenance and resources given the complexity of their organization. Their IT decided they would much rather designate their resources to more strategic projects than simple maintenance and support of a home-grown solution.
• #14: Let me take a moment to highlight this specific example with Siemens, as it is relevant to the current challenges you are facing. Simens Power Transmission and Distribution is a division of their global manufacturing organization. SAP was their ERP system in place, but the sales team was using SFDC, which meant key business information was being isolated in two disparate systems. In other words, the sales team did not have access to invoices, orders and other line-items as the information was not being updated into SFDC on a daily basis. As a result, in their own words, the business processes involving their CRM and ERP were not harmonized. So, they needed their sales team to have access and visibility into key information to aid them in their sales cycle. The challenge was identified, and next they needed to evaluate a solution. They looked at custom coding a connection between SFDC and SAP. But it was quickly assessed that any solution involving custom code would need to involve an unreasonable amount of maintenance and resources given the complexity of their organization. Their IT decided they would much rather designate their resources to more strategic projects than simple maintenance and support of a home-grown solution.
• #16: Telesales is IN HOUSE. We tried 3 times over 2 years to oursource and ended up with lots of meetings but no deals. Now have 5 In-House Telesales people : 3 Direct, 2 Partner. Would be 10 people (too expensive) without this Nurturing/scoring/calling system. That's how we justified the cost. Close Ratio’s used to be 220 leads per closed deal, now about 100:1 with 2-3 in the pipe that will close in the future
• #22: Create strategies Develop pre-planned campaigns What When How often For best quality leads, build microsites to create a more intimate conversation Pay attention and listen Watch for interest indicators Continue to score until qualified
• #25: Simon==> We also have website alerting switched on so we call prospects who are above a certain lead score who hit our website. We don't use microsites currently.
• #26: It now takes 100 leads to close a deal versus 220 before the system was in place.
• #27: There's strong agreement around qualified leads, but also non-qualified ie anyone in geographies we don’t cover like India (tons of leads/noise, no business). Very small companies 9 mom and pop shops are also not qualified.