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- 1. Seed & Grow: How to Realize ROI in Multi-division Rollouts Penny O’Rourke, Director of Business Services, SurfControl plc Gary Pepera , Senior Vice President, Corporate Banking , Citizens Bank Doug Timmel, Director of Industry Solutions, Bluewolf Exec: C-Level Strategy
- 2. 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.
- 3. Objective of this Panelist Discussion To: Share the success of Multi-division rollouts, with their unique challenges, unique solutions and the resulting ROI. By: Panelist presentations and Q&A Benefit: Leverage lessons learned to help your implementation, adoption and ROI.
- 4. About Bluewolf 1000 + Successful Customer . Leading Salesforce.com Consulting Firm Only firm who Guarantees Success . Results focus. Vertical Focus: Financial Srvc, Media, High Tech/Manufacturing, Pharma, Non-profit Dupont, DowJones, ADP, Citizen Bank, United Way, Fox Interactive Media, International Papers
- 5. About Air Products INDUSTRY : Gases, chemicals and equipment EMPLOYEES : 20,000+ GEOGRAPHY : Global # USERS : 1500+, 30 countries, 11 currencies, English and Spanish PRODUCT(S) USED : Salesforce SFA & Marketing, integration to SAP, and custom applications for technical product development. Air Products is a manufacturer of industrial gases, chemicals and equipment serving markets in high technology, healthcare, food, government, and process industries.
- 6. Unique Challenges at Air Products Business Challenges Introduction of GLOBAL SAP broke visibility to customer data Many disparate “CRM” systems No central repository of customer information Businesses all saying they are “different”– what is best practice? No defined sales processes, no way to forecast success Technology Challenges Integration between systems “ Who” owns the IT budget to decide What to Choose?
- 7. A Unique Solution How did we address these challenges? One person responsible for budget for all businesses ONE sales process defined for entire company Defined Business Rules and METRICs Carefully designed dashboards – as a start point Salesforce used for everyone with VERY TIGHT SCOPE and Simplest possible user interface. Fewer business unique screens Easier data transfer Single measure of success: Adoption Rates!!!
- 8. Air Products ROI - What were the results? Greatly reduced cost of maintaining multiple legacy and home grown systems along with “service” fees. More than break even by itself. Sales Cycle time visibility and comparison resulted in an improved contract process and response to customers. Closed contracts faster resulting in improved cash flow. With customer information in one place, reduced administrative time 10%, and time wasted by sales and by sales assistants Much faster turnaround on customer requests for technical work – by employing workflow and approval processes. Higher customer loyalty Reduced time on new replacement hires due to centralized data Focus by executives on sales call frequency increased revenue by 30% in Europe.
- 9. Sales Cycle Time – by Business Unit
- 10. Penny O’Rourke Director of Business Services [email_address]
- 11. All About SurfControl INDUSTRY : IT EMPLOYEES : 600+ GEOGRAPHY : Global # USERS : 413 PRODUCT(S) USED : Salesforce SFA, Marketing & Call Center, Clicktools, ExactTarget, OneSource – Account Intelligence, Service Entitlements, Call Scripting, CTI Integration 600+ employees Global Focus 85 employees EMEA Focus
- 12. Unique Challenges Company integration EMEA “Crunch Point” Same prospects, customers and partners User apathy Traditional IT approach – several false starts Bespoke and disparate systems with many dependencies Bad data No ownership Multiple historic migrations Too many different systems – No consolidation Resistance to change “ If it ain’t broke don’t fix it” Different sales methodologies Future business benefits of Salesforce not appreciated
- 13. Approach CEO Sponsorship Focus on solving business pain points Global visibility of forecasting Measuring ROI on marketing campaigns Information consolidation Catalyst for implementing Global Best Practice – Not just a CRM rollout! Minimise integration requirements Focus on getting Salesforce out and used quickly Sign-off by Executive Management Team & “sold” to the whole company Rapid Deployment Methodology Requirements workshops with senior management Configure, Train, Deploy, Respond Delivery partners
- 14. Results & Benefits Global deployment to Sales, Marketing and Tech Support in 10 months Global visibility of forecasting 300 man hours saved each week – (150 x $50 x 52 = $780,000 pa) Measurement of ROI on marketing campaigns More effective Marketing E.g. UK campaign resulted in a 9:1 ROI on closed won Business information consolidation – one repository for all Better tracking of leads into sales 24/7 follow-the-sun support Real time reporting Rationalised business processes 10% increase in sales with less staff in first quarter of use Reduced demand on IT staff Leveraging the power of the Salesforce platform
- 15. Survey Results Salesforce really helps me in the following areas: 73% POSITIVE IMPACT
- 16. SurfControl Senior Manager comment Overall, CRM4SRF is one of the most successful projects completed in the last 2 years at SurfControl, in terms of execution and speed. It was done thoughtfully and with the company's best interests in mind.
- 17. Salesforce Implementation Gary Pepera Senior Vice President Corporate Banking
- 18. About Citizens Bank Citizens Financial Group, Inc. is a $161 billion commercial bank holding company Headquartered in Providence, R.I., with 1,600 branches, 3100 ATMs and 25,000 employees Operates in 13-states across the New England and MidWest regions as Citizens Bank and Charter One Bank and has non-branch retail/commercial offices in approximately 40 states Citizens is the eighth-largest commercial banking company in the United States ranked by deposits Citizens Financial Group is a subsidiary of the Royal Bank of Scotland
- 19. Objective and Challenges Objective: To implement Salesforce for Citizens Commercial Banking franchise (approximately 1300 users). Challenges: Migrate three legacy systems (approximately 300,000 records) Establish standardized sales reporting and activity tracking across 13 states Establish cross sell referral process across various business lines Train 1300 users Timeline = 4 months to complete project Managing expectations of Users and Management
- 20. What was Unique About Rollout? No standardized contact management/sales reporting tool Users were spread across 13 states and various business lines Implementation schedule pared down to 4 months to meet January 1, 2007 rollout Year-end/Holiday Challenges Executive Management Support (“System of Record”)
- 21. Why Was Rollout Successful? Implementation partner = Bluewolf Group Marketing/Communication = kept users informed Executive Management commitment Planning Sessions across footprint Implementation help lines = email/conf calls/SEU Post-implementation Training/Follow-up
- 22. Return On Investment (ROI) Provide Management with transparency to proactively manage activities (“Can’t Manage What You Can’t Track”) Ability for Relationship Managers to effectively manage relationships (Key Accounts, Products/Services, Marketing) “ System of Record” that can be easily modified without extensive programming
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