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Full session information and video available on successforce.com.TRANSCRIPT
Strategic Account Planning
Jason Garoutte, salesforce.com
Gary Hanna, salesforce.com
Anthony Forbes-Roberts, Carlson Companies
Track: Million Dollar Producer
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.
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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.
Session Goals
Learn how to define strategic accounts
Discuss why they deserve special focus
See how to manage these special accounts
using Salesforce
• Gary Hanna – strategy at salesforce.com
• Jason Garoutte – demo of our custom app
• Anton Forbes-Roberts – Carlson’s custom app
Areas Where We Needed to Improve
Deal-focused rather than account focused
Only thinking 2-3 months out
Shying away from elephant hunting
Coordinating across a corporate family
When You Drive Somewhere New…
Strategic Account Planning
Speak a common language
Identify accounts with most potential
Quantify the “whitespace”
Document the customer’s business issues
Share our plan internally
The Old Way of Account Planning
Inconsistent
No common language
PowerPoint, Word, Excel , napkins
Version control problems
No way to track
“Instead, let’s drink our own champagne.”
Sales, strategy, product, and marketing all play part.
For us, strategic is a
Bellwether reference
In a target industry
With seat potential above X
Involve managers in selection
First We Had to Define “Strategic”
Sales Reps Had to See the Benefit
1. Build pipeline more quickly
2. Increase close rates
3. Coordinate with the team
4. Communicate quickly with manager
Keep it Simple
Few fields
Few related lists
No redundancy – most
information still kept at
Account level
When is it Done? 3 Answers in 3 Minutes
Treasure
Keys
Map
What is the potential?
What are keys to unlocking?
How will we get there?
The Treasure: Potential Salesforce Users
The Keys: Any Number of Business Issues
The Map: Background and Overall Strategy
The Map: High-Level Tasks & Activities
Expect What You Inspect
Not Started Under Construction
Ready For Inspection
Approved
Stages for Each Account Plan
Dashboard Tracks Our Progress
Now We Measure Progress Against Plan Goals
Weekly regional meetings
Monthly executive meetings – key accounts
scheduled for discussion
Did the rep go where they said they would?
Or did they drive
off a cliff?
Results
200 account plans created so far
Tracked in dashboard
Proactive executive review of top accounts
Real test is our pipeline in these accounts
Ask me again in one year
“It’s great that we got this out of PowerPoint. There’s no question this is going to help me sell.”
-- Financial services rep, Northeast region
Appexchange as a Starting Place
How We Deployed to 150 reps in 90 Days
Started with executive sponsorship
Solicited ideas from reps
Focus groups and guinea pigs
Built prototype in 2 days!
Operations did the set-up
Lots of training
Set expectations with deadlines and dashboard
DEMO
A Tool for Better Account Research
A Tool for Building Org Charts
Tips for Printing an Account Plan
Printable view
Dynamic assembly (e.g. Savo, Dreamfactory)
Global leader in the marketing, travel, and hospitality industries Ranked among largest privately held corporations in the USA Based in Minneapolis, Minnesota Carlson-related brands and services employ 170,000 people in 150 countries and territories.
Currently 1400 users in 5 operating groups (OGs) on a single EE org Additional 30 users on PE in a small APAC business unit Target Accounts include Fortune 1000-type businesses, potential franchisees, travel agencies, and consumers.
Enterprise focus on large B2B customers – ‘SAM’ Potential relationships for more than one OG Cross- and up-sell opportunities generate long term success and high
commissions
Carlson’s Strategic Account Management Strategic Account Management, better known as “SAM,” is
designed to build better and deeper customer relationships.
SAM is the process that promotes a unified sales effort across Carlson to make us more effective at influencing our clients.
In doing so, we bring in more revenue than we could acting as independent operating groups.
The SAM team consists of sales leaders from across Carlson Our wins are gained through:
1. Growing revenue in our named strategic accounts
2. Executing enterprise sales opportunities
SAM is about teamwork across the Enterprise
Selecting SAM Accounts In general, SAM Accounts have the following characteristics: Fortune 500 Large employee basis Large global footprint Financially healthy Carlson category spend (balance of trade) SAM team re-evaluates accounts annually to ensure we have
the right portfolio to maximize revenue
SAM Account Portfolio Data
Enabling SAM Success
Process and technology drive collaboration
Success Factors Enablers
Visibility Common global B2B technology
platform (SFDC)
Communication Common processes & language:
Sales stages (SU – P1)
Opportunity values (Gross
Sales/Net Revenue)
Account naming (common using
Dun & Bradstreet)
Collaboration Common interests, values, incentives
Enabling global account collaboration
Each SAM Account has a record in SFDC
D & B match populates key global parent account info
Scorecard measures define account status
‘Click-through’ to all Accounts, Contacts, and Opportunities across Carlson
Current totals and targets defined
Institutionalizing Common Processes and Language
Common stage nomenclature
Common Opportunity values
VOC incorporated into stage process
Identifying Individual SAM Opportunities
The SAM section is
near the bottom
2. Check the SAM box and3. Add a Net Revenue figure
4. Type the name of your SAM team lead
1. Once you have determined the Opportunity is a SAM one, click the ‘EDIT’ button
Tracking SAM Performance
Net Revenue the key foundational metric
Managing SAM Performance to Goal
‘Red, yellow, and green’ traffic light format shows us
pipeline coverage by individual
Pipeline performance tracked by region, business
unit, and SAM member
Where we need to go
Where we are
What is our nominal and
weighted pipeline value
Whether we will
meet our goal
Achieving the right results
SAM Net Revenue Increased by 40% over 2006
On track to exceed 2007 goal by 22%
Growth Increased # of SAM accounts by 30% in 2007
Revenue from SAM accounts increased 51% over 2006
Best Practices First single source of cross-unit B2B account info in Carlson’s history
SAM pipeline management principles the Carlson ‘standard’
Focus on revenue; key fields drive tool simplicity
Advice
Be customer-driven Be easy to buy from and sell for
Build only what you need
Be as simple as possible
Don’t give up
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Anthony Forbes-Roberts
CRM Enterprise Manager
Gary Hanna
SVP North America Field Sales
Jason Garoutte
VP, Field Operations
QUESTION & ANSWER SESSION
Carlson Companies
salesforce.com
salesforce.com