Enterprise Adoption and Business Value: Part 1General Success: Large Enterprise

Heather Wintermantel, Adobe Systems, Inc.

Daria Franciewicz, Dell

Evan Miller, Marshall & Ilsley Corporation

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Agenda

Objective

Introductions - 15 minutes

Facilitated Panel Discussion - 20 Minutes

Open Q&A – 10 Minutes

Top 10 Tips & Tricks – 5 Minutes

Enterprise Adoption & Business Value: Part 1Overview Description: Are you getting the user adoption you expected? Nearly every company could

use a swift boost—whether you're rolling out Salesforce for the first time or just want to increase usage to drive business benefits. Join us to learn how to measure, drive, and maintain adoption across the enterprise. We'll offer tricks for immediate help—and tips for long-term value.

Speakers: – Heather Wintermantel - Adobe

– Daria Frankiewicz - Dell

– Evan Miller – Large Financial Institution

Learning objectives: – Set the foundation that driving “Usage” is the foundation to driving business value (start

with usage, then effective usage and further onto business performance and business value)

– Discuss implementing a change management framework/methodology for large program roll-outs

– Discuss creative and proven examples used to ‘accelerate’ stalled adoption

– Review Adoption dashboard (app exchange) as a tool for measuring and driving adoption

Heather WintermantelClient Engagement Manager,

Marketing & Sales

Adobe Systems, Inc.

About Adobe

Founded in 1982

More than $3.8 billion in revenue in FY10

More than 9,000 employees in 39 countries

History of pioneering new markets: desktop publishing, electronic documents, interactive media

Salesforce.com customer since 2004. Multiple SFDC instances due to acquisitions

Major PRM implementation: EMEA Channel Program – Deployed in 2010

Major Marketing and Direct Sales Program: Enterprise Lead to Order - Deployed Phase 1 on July 18th, 2011

Objective: Single, scalable, cost-effective end to end process to support growth of Adobe’s enterprise business

Key Challenges: Aggressive acquisitions of companies Multiple CRM processes & solutions Multiple routes to market Multiple product & pricing strategies Multiple “customer master” data sources

6

Phased Delivery HighlightsPhase 1 (Jul’11) Phase 2 (Oct’11/Jan’12) Phase 3 (2H’12)

Process

People Impacted*

Technology

Capabilities • Partial shared view of the customer• User-friendly opportunity management

• Full shared view of the customer• Partial closed loop marketing• Eloqua integration with lead scoring• Consolidated lead and opp mgmt• Partial quoting and contract integration• OBU entitlements in corp Salesforce• Partial revenue allocation capabilities• Purchase History Reporting with customer hierarchy in Bus. Objects

• Full quoting and contract integration• Exception workflow (PAR)• Integrated order capture• Full automated revenue allocation capability

7

* Estimated HC

+250 QBR Sales +30 Marketing+20 Back-office

+ 60 back-office300 QBR Sales250 Marketing

OMTR CORP S7

SFA

OMTR CORP S7 CORP

The Journey

8

Business P

erformance

Time

Go-Live

CloseExecutionIdea Requirements

Valley of Despair

Managed Change = Optimize Performance

Unmanaged Change =

Unpredictable Outcomes

Minimize duration of user adoption & depth of performance “dip”

Accelerate time to proficiency,

increase productivity

Maximize ongoing

performance

Change is a process not an event…

DenialFear

Frustration

Skepticism

Willingness to Accept

Ownership

Awareness

Buy-In

General & PersonalUnderstanding

Business Change Management (BCM) Framework

Role Design

Performance Management

Workforce Transition

Organization Alignment

Organization Design

Goal: To enable & maximize user adoption of new processes, policies, procedures and technology.

ObjectivesBusiness leaders are aligned, actively sponsor, drive and reinforce the change

Roles and responsibilities are aligned to support the future state

Change Agents and stakeholders are actively engaged and prepared to adopt and sustain the change

Deployment & usage, effective usage and business performanceare monitored and reinforced in order to measure “Success”

Business objectives/drivers and change impacts are well understood and communicated

End users are trained and supported to perform their job using their new tools, policies and processes

Result: Minimize Business Disruption, Maximize Productivity and Optimize Business Performance

Communication Training Support

Change Impact

Assessment

Stakeholder Analysis

Change Readiness

Assessment

Comm. Strategy &

Plan

Change Agent

Program

Stakeholder & Leadership Engagement

Comm. Execution

Support Strategy &

Plan

Production Support

Readiness

Training Strategy &

Plan

Train the Trainer

Training Content

Development

Training Logistics

Change Readiness

Post-Go-Live Proactive Support

Service Desk Readiness

End User Training

Reinforce & Ongoing Training

Business Acceptance

Criteria

Measure Results

Measure Results

Measure Results

Success Measures

Reinforce Strategy & Incentive

Plan

Marketing & Brand

Ongoing Maintenance

Support

Daria FrankiewiczDell, Inc.

CRM Sales Enablement Manager

Our PurposeDelivering technology solutions that enable people everywhere to grow and thrive

We make technology that works in service of our customers

We make the complex simple We make the powerful easy to use We drive out inefficiency We deliver superior long-term value

We give customersthe power to do more

Dell today

•Salesforce.com @ Dell• Customer since 2006• 29,000 Sales and Marketing users• 150,000 Channel partner users• 80,000 Chatter-only users• Social Media Tools: Chatter, Ideas• 118 Custom objects• 108 Custom Report Types

“Technology has always been about enabling human potential.”

-Michael Dell

Roll out SFDC tool & sales process to

sales orgs

Dep lo y

Develop healthy pipeline & drive team

collaboration

Co m p ly

Advance key opportunities using

the Dell sales process

I n t e r na l i z e

Standardize and improve overall

sales maker skills

M as t e r

Metric Focus: SFDC tool adoption: login metrics

Metric Focus: Sales process & tool adoption: login metrics & Power Sponsor Comms

Metric Focus: Pipeline results: Pipeline growth and win rate analysis

Metric Focus: Business results: improved forecasting accuracy to MSP

Q308 – Q409 FY09-FY10 FY10-FY12 FY13

• Classroom & online training

• On demand resources

• Classroom & online assessments

• Extended help desk support for users

• Manager & Change Agent/Field Evangelist program & HeroTalk Calls• Adoption contest & adoption scorecard• SFDC communication emails

Executive Training

Extended help desk support for users

• Peer-led coaching / best practices sharing• ClearView Adoption Play

On demand reinforcement training via Knowledge nuggets

SFDC Support

Future State SFDC: Order Mgmt, Mobile Exp & Convergence

US / CanadaEMEA

APJLATAM

Chatter Deployment and Training

Executive Training

Measuring CRM Relevance at Dell

Global Adoption Scorecard (excel based)– Weekly adoption measurement of Activities and Pipeline data in excel with

week/week compares provided on a weekly basis

– Global, regional & segment based reporting available for comparison

Dynamic Dashboards (Salesforce based)– Provide a way to view Trends, Activities and Pipeline data in Saleforce in an instant

– Provide a snapshot of real-time information

– Allow for the user to view the data at all levels from the top down to the individual sales rep

Relevance Scorecard in Salesforce – Coming Soon in Salesforce!– Real time snapshot capabilities provide a way to view trends of Activity, Pipeline and

Collaboration data instantly

– Provides Business Unit, Segment, Region and Country based comparisons

Dell Global Adoption Scorecard Components

1. Pipeline Management

2. Activity & Process Management

3. Contact Management

4. Marketing Lead Management

Dell Confidential

1. Top Ten Lists2. Usage and Adoption3. Your Pipeline Details (All open

and won Opportunities)4. Current FQ Pipeline Rankings5. Past Due Opportunities6. Pipeline this FQ by Acct. Owner7. Rep Action / Follow-up Needed8. WoW Trends

Dell Dynamic Dashboard Components

Evan MillerVice President, Corporate

Sales Support & Innovation

Implementation Statistics 5500 Users

1700 CSRs (High Desk)

200 Mortgage

100 Call Center

Over 2 million Accounts Populated

1500 Custom reports being used today

48 custom dashboards

Consistently running 20+ active campaigns at any one time

System Functionality All Retail and Mortgage Campaign/Lead

Management

Activity Measurements around calling and appointment goals, financial needs analysis, and external (competitor) accounts.

Opportunity and pipeline management for mortgage.

Referral creation and management within and across all business lines.

Integration with CSR Teller Line platform for automated campaign suggested offers and referral creation.

Overview: A Large Financial Institution

Deploy Comply Internalize Master

Metric Focus: Salesforce tool adoption: login metrics – currently running about 94%

Metric Focus: Lead Management and Activity Monitoring

Metric Focus: Cascading Lead performance reports, win rate analysis

Metric Focus: Improved Business results. Improved/enhanced Sales process.

Roll out Salesforce tool

and Sales Process

• Classroom & online training

• On demand resources• Peer –led coaching

(employed this about 2 stages earlier than most)

Executive Training and Retail Business Line Leadership Sponsorship (Southeast)

Extended help desk support for users

• Adoption Contests (Q3 Checking Acquisition Campaign)

Salesforce Support – Customer Success Director

Future State Salesforce: Mobile, Chatter

• On demand reinforcement training• Corporate Sales Support Communication emails • MiSales (Minet)

Executive Training

Drive healthy activity and team

collaboration

Continued Platform and Sales Process

Improvement

Advance key opportunities using the Sales Process

December 2010 April 2011 July 15, 2011 ?

Panel Discussion

How have you increased adoption? What tricks do you have to keep users coming back besides “the stick”? Any “carrots”?

How does using a framework ensure success in the end?

Has the adoption of Chatter been harder or easier than Sales app? Any guidance around Chatter rollouts specifically?

How do you actually use Salesforce (the app) to help with adoption?

Questions & Answers

Heather Wintermantel

IT Client Engagement for Marketing & Sales

Daria Frankiewicz

CRM Sales Enablement

Evan Miller

Amy Kodl & Scott Carruth

VP Corporate Sales & Innovation Marshall & Ilsley Corporation

Customer Success

Top 10: Tips & Tricks1. Define vision and make sure all impacted groups are fully behind it.

2. Ensure you have the right level and commitment from the executive sponsors1. Establish strong rapport with key field leaders/front line managers, not just operations teams

3. Establish a network of change agents (by level & impacted role) to advocate for the change. Include end users throughout the process – early and often feedback incorporated into the solution is key!

4. Assess the change impact & change readiness and cater accordingly.

5. Know your users: Identify the key stakeholder groups and understand how they will be impacted. Identify resistance early on and define an action plan to address key concerns impeding adoption.

6. Incorporate Today vs. Tomorrow and WIIFM? (what’s in it for me).

7. Define role-based and process centric training content.

8. Measure usage, effective usage, business value, KPIs & targets, as well as user, customer and partner satisfaction to ensure results

9. Leverage Training approach: “Show me, guide me, let me, test me”. Include reinforcement training to solidify understanding and skills.

10. Support your end users. Iterate solution post-go-live based on user feedback to establish sense of ownership.

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Tips & Tricks Vision: Define vision and make sure all impacted groups are fully behind it.

Sponsorship: Ensure you have the right level and commitment from the executive sponsors

– Establish strong rapport with key field leaders/front line managers.

Change Agents: Establish a network of change agents (by level & impacted role) to advocate for the change.

Include end users throughout the process – early and often feedback incorporated into the solution is key!

Data: Focus on Data Quality & Stewardship.

Assess Change: Assess the change impact & change readiness and cater communications, training and support accordingly.

Know your users: Identify the key stakeholder groups and understand how they will be impacted.

– Identify resistance early on and define an action plan to address key concerns or issues impeding adoption.

WIIFM?: Incorporate Today vs. Tomorrow and WIIFM? in communications.

Tips & Tricks – (Continued)

Training & Support Role – Based: Define Role based and process centric training content

– Make training and documentation as detailed as possible – focus around top 5 processes, based on targeted KPIs.

Leverage Training approach: “Show me, guide me, let me, test me”

Measure Results: Usage, effective usage, business value, KPIs & targets, as well as user, customer and partner satisfaction.

– Leverage dashboards to track user adoption and key business metrics – drive user productivity

Reinforce: Include reinforcement training to solidify understanding and skills.

Ongoing Support: Iterate solution post-go-live based on user feedback to establish sense of ownership.