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Salesforce CRM 7 domains of Success

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Salesforce CRM 7 domains of Success

  1. 1. Success Planning Methodology Blueprint and 7 Domains of Success
  2. 2. 7 Domains of Success: Realizing your vision Vision and Business Strategy Measures Sponsorship Adoption & Governance Roadmap Processes Technology & Data
  3. 3. We start by building your Success Blueprint Vision and Success Metrics Strategy Adoption Governance Process Roadmap Automation Technology & Data Red Yellow Green No Infrastructure Partial Infrastructure Infrastructure and or Process In Place Process In Place
  4. 4. What is a Success Blueprint? A Blueprint illustrates the recommended journey for how you can achieve your business objectives by driving value through deployment and adoption of salesforce.com. The key outputs are: Definition of A customized A strategic An Action Plan your Vision, Solution Map Roadmap of that including a detailing how salesforce.com defines the first prioritized list of salesforce.com capabilities steps top business aligns with aligned with goals and key your business your business success metrics and technical goals environment
  5. 5. A blueprint guides you to success
  6. 6. Success on your terms Success Business Value Best Practices Blueprint Goals Assessment Capabilities Map Roadmap & Key Metrics Accountability Action Plan
  7. 7. Success Blueprint: Putting it all together  We understand your vision and  We help you translate this vision Vision & Strategy your business strategy into your application  Business Measures allow you to  We help you identify these metrics Success Metrics monitor your progress and build them into your solution  “All-at-once” may not be feasible, a  We help you create a long-term Roadmap roadmap helps you prioritize focused and keep you up-to-date with our forthcoming solutions  An effective governance program  We help you define a Center of Governance defines Standards, Roles and Excellence (CoE), identify sponsors Responsibilities and create policies  Change can be daunting, planning  We help you create a scalable Adoption user adoption is critical to success adoption programs inclusive of training, support and incentives Process  Process automation allows users to  We help you define, review and be more effective in their roles automate processes to ensure value Automation  Integration to back office tools and  We help you create your data Technology effective data management further management and integration & Data enhance user productivity strategies
  8. 8. Domain 1: Vision and Strategy
  9. 9. Define the Vision, build a supporting Strategy A vision for the desired state of the business is articulated by key Vision executives, and is documented and understood by all. A business strategy is developed to support the overall vision. It Business Strategy and contains clear and measurable business objectives that will be Objectives achieved within a given timeframe. Business and Business and technology issues and obstacles that impact the Technology Issues vision and strategy are identified. The desired customer experience as it relates to the company’s Customer Experience vision is articulated and documented The customers’ journey through the organization is defined and understood by all.
  10. 10. Customer Experience Evolves from Vision What experience do you want to create? Simple Dependable Community Quality
  11. 11. Vision and Strategy – Best Practices  Vision: Articulates the desired end state and how to get there – Provides clear purpose for the project, initiative or organization – Creates ongoing commitment – Promotes a reason to measure or prove results of project, initiative or organization  Business Strategy and Objectives: Supports the overall vision – Audit your current customer experience measuring its current state – Gather input on the current causes of pain from multiple sources – Document business and technology strategies to create the desired customer experience  Business and Technology Issues: Identify obstacles impacting vision and strategy – Identify potential risks up-front – Define mitigation strategies for each issue – Consider all areas of your strategy (e.g. executive sponsorship, past failed projects,, etc.)  Customer Experience: Evolves from vision and strategy – Don’t get lost in lofty vision and strategy statements – Design the ideal customer experience – Ensure valuable customer information documented
  12. 12. Domain 2: Success Metrics
  13. 13. Success Metrics: Measuring success Business objectives defined in terms of measurable business Objectives value. These agreed upon business objectives are prioritized for the given time frame for performance measurement. Quantifiable measurements that indicate whether or not a business Key Performance is making progress toward its objectives. In order to be an effective Indicators (KPIs) management tool, KPI’s should be identified in advance. Create operational definitions for what you plan to measure. Operationalize Implement mechanisms (such as reports and dashboards) for tracking and monitoring KPIs. Review these goals regularly Processes are put in place to ensure KPIs are utilized to progress Validation towards the desired, agreed upon targets.
  14. 14. Success Metrics: Capability Value Matrix • Provide visibility to how the initiative is tracking against business goals • Identify areas where program is not achieving business results and provide corrective actions • Develop a single, consolidated list of program metrics used by all regions and user groups Define KPIs • Pick limited set of metrics • Tie each metric to an objective Define KPIs Vision Strategy Validation Objectives Operationalize • Audit data to create • Identify salesforce.com credibility capabilities • Empower managers to • Build, configure and deploy change behavior and application business process based upon reports/dashboards results
  15. 15. Key Performance Indicators: Less is more The Number of Metrics Used by CEOs of Private U.S. Companies 9% 21% 18% Less than Five Five to Ten Ten to Fifteen 52% More than 15 (Source: PricewaterhouseCoopers (PwC) Survey of the number of metrics used by CEOs of Private U.S. Companies — January 2004)
  16. 16. Operationalize: Tie objectives to capabilities Business Value Drivers KPI Capabilities you can leverage with salesforce.com Objectives Web-2-Lead/ Lead Partner Lead Salesforce for Acquire New Marketing Assignment Rules Collaboration Google Adwords Increase Campaign Profitable Revenue Customers Management & Lead Generation & Partner Deal Competitor Data Measurement Qualification Registration Management Account Customer Activity Increase Sales Management Grow Existing Marketing Customer Survey Management to Existing Planning Campaign Segmentation Customers Customers Management & Customer Value Personalized Improve Cross-sell Measurement Management Customer Customer Revenue and up-sell Interactions Satisfaction Generation Personalized Opportunity Customer CTI Incentive Increase Customer Pipeline Self-Service Integration Programs Customer Retention of Interactions Visibility Retention Existing Salesforce Customer Account SLA Customers Ideas Survey Management Management Consistent Automatic Salesforce Salesforce Customer Sales Competitive Mobile/Offline/ Improve Sales Content Methodology Information Outlook Connect Profitability Effectiveness Product Account Partner Lead Configuration, Team Selling Intelligence Collaboration Pricing & Quoting Legend: Marketing Sales Service & Support PRM Data-Insight Partner/External Force.com Platform
  17. 17. Operationalize: Tie objectives to capabilities Business Value Drivers KPI Capabilities you can leverage with salesforce.com Objectives Force.com Salesforce to SAP/Oracle Avoid Strategic Salesforce Ideas Cost Platform Salesforce Connect Project Costs Avoidance Workflow Engine/ Sandbox Center of Compliance Approval Workflow Excellence Cost Savings Infrastructure & Centralized FAQ & Reduce Hardware Service Knowledge Cost Marketing Business (Force.com) Process & Database Reduction Encyclopedia Operation Costs Escalation Project Sales Process Automation Expense Management Consistency Management Legend: Marketing Sales Service & Support PRM Data-Insight Partner/External Force.com Platform
  18. 18. Operationalize: Tie objectives to capabilities Business Value Drivers KPI Capabilities you can leverage with salesforce.com Objectives Maintenance Reduce Project Risk Force.com Platform Salesforce Applications & AppExchange Risk Releases Risk Mitigation Reduce Risk Regulatory from Regulatory Workflow Engine/ Data Quality Audit & History Usage Patterns Risk Compliance Approval Workflow Dashboards Tracking Legend: Marketing Sales Service & Support PRM Data-Insight Partner/External Force.com Platform
  19. 19. Operationalize: Tie objectives to capabilities Business Value Drivers KPI Capabilities you can leverage with salesforce.com Objectives Improve Customer Configuration, Pricing Contact Data Customer Customer Customer Self-Service & Quoting Management Survey Satisfaction Interactions & Personalized Insight SLA Sales Process Customer Management Consistency Interactions Satisfaction Online Product & Microsoft Competitor Data Employee Improve User Services Integration Management Reports & Interactions information Satisfaction Analytics Custom Interface Account Data Mobility with Visualforce Management Legend: Marketing Sales Service & Support PRM Data-Insight Partner/External Force.com Platform
  20. 20. Success Metrics: Best Practices  Define program objectives – Focus on business objectives: (Eg. Increase revenue, Reduce cost, etc.)  Stipulate quantifiable measurements – Tie KPI’s to organizational strategy – SMART: Specific , Measurable, Achievable, Relevant, and Time-bound – Bridge the gap between business objectives and system capabilities  Operationalize mechanisms to track progress – Translate objectives into system capabilities, evolve over time – Create dashboards and reports to capture measurements  Validate – Who owns the data in the reports and dashboards? – Empower people to change business processes based upon the data – Dashboards/reports management discipline
  21. 21. Domain 3: Adoption
  22. 22. Adoption If your organization has a strategy and vision, are you able and Organizational Readiness prepared to drive change? Stakeholders lead by example and drive the execution of change Stakeholder Involvement throughout the organization Measures, incentive plans, and compensation structures are aligned Measure & Reward with the new business objectives. A comprehensive and resourced communication plan is put in place Communication Plan for all users impacted by the initiative. A comprehensive and resourced training plan in place for all users Training Strategy impacted by the implementation. All appropriate support mechanisms such as quick reference guides, Support Support Team, and additional training/solutions are in place for users . Business goals and metrics are identified and tracked to ensure that Continuous Improvement continuous improvements are made to drive adoption.
  23. 23. Adoption: Usage evolves over time
  24. 24. Adoption: Best Practices  Establish sponsorship at all levels – Lead by example  Position CRM as an enabler of business vision, strategy & objectives  Communicate through multiple channels (Email, Signage, Events, Chatter…)  Establish business metrics – create dashboards and measure it  Embrace the resistance – it’s easier to fix what is known  Relentlessly pursue of high data quality  Build an effective training strategy for all end-user communities  Build a support mechanism to reinforce application usage  Model business processes – “day in the life”  Focus on what’s in it for users – productivity gains/collaboration capabilities  Balance sticks and carrots  Generate and celebrate short-term wins and harvest those wins to produce more change
  25. 25. Adoption: Best Practices  Organizational Readiness – Communicate the Vision – Consider people, process and technology. – Overcoming obstacles to change, do you have proactive strategy for leading change?  Stakeholder Involvement – Multiple levels of sponsorship are critical – Executive articulates and promotes vision and strategy and participates in review sessions – Leads by example to reinforces the importance of the applicaton – Power Users and champions are the grassroots influencer  Measurements & Rewards - Tie compensation to desired behavior – Drive behavior by providing real-time insight to compensation. – Create a wall of fame and a wall of shame. iPod or Starbuck’s gift card for achieving usage and business goals (e.g. highest login rate, win rate, big deals, etc. ) – Leverage the motto: “If it’s not in Salesforce, it doesn’t exist.”  Communication and Planning– promote consistency to avoid confusion – Define significant business milestones (i.e., vision, strategy, objectives, releases, etc.) – Communication plan will help you achieve your business objectives – Identify stakeholders, regions, users, power users, champions. – Leverage Chatter to promote “in-app” collaboration
  26. 26. Adoption: Best Practices  Training Strategy: know your audience – Have a training strategy that includes both initial/new user and on-going training to support the evolution of your usage as you grow – Support multiple groups and different roles as their needs are different as well as their learning styles might be different too – Don’t forget the “key benefit takeaways” what’s in it for. Measure success of your training strategy – Leverage salesforce.com resources to help – free and fee based resources.  Support: Create an appropriate strategy for your culture – Assign an internal administrator (s) with strong progressive technical skills and a keen sense of the business – Consider decentralizing support – business application managers, super users, steering committee, use Chatter groups to create a self-supporting community of users – Leverage salesforce.com Premier Support resource, user groups, community  Continuous Improvement: solicit feedback and act on it – Provide feedback mechanisms for continuous improvement. – Manage feedback and requests with Salesforce Chatter or Cases. – Ensure all changes are tied to business objectives
  27. 27. Domain 4: Sponsorship & Governance
  28. 28. Governance & Sponsorship Program Sponsorship The executive sponsor is a senior executive who is responsible to the business for the success of the project. Both active and visible, and with full authority to make decisions and mandate change, the sponsor is the project champion for all impacted users. Center of Excellence Excellence represents organizational resources to ensures best performance through intellectual capital, standards, guidelines, tools and consistent processes Release Management Documented plans to manage releases, prioritize business requirements and address key capabilities.
  29. 29. Sponsorship and Governance: Best practices  Executive Sponsorship – Drive execution at all levels – Key stakeholder empowered to drive success – Mitigates risk through issue analysis and resolution – Drives annual budget and staffing allocation decisions – Stays abreast of Salesforce.com innovation (Eg. Dreamforce, etc.)  Center of Excellence – Steering Committee, team of champions – Establishes cross-functional team with regularly scheduled meetings to evolve the usage of salesforce across the business enterprise – Steers team decisions to influence business strategy  Release Management – Establish release time frames, change management – Assess the level of effort and business impact when deploying features – Allocate appropriate resources – Immediate Release, Minor (Monthly) Release, Major Release
  30. 30. CoE: Global Governance Framework Executive Sponsor Executive Steering Committee COE Technical Director Global Program Owner COE Business Director Leadership Council & Data & Technology Change Management Architecture & Adoption Stakeholders Technical Architecture Center of Training & Deployment Quality Assurance Excellence Business Process Release Management Ops Support, Reporting, Help Desk and Support etc. Project Work stream #1 Work stream #2 Work stream #3 Work stream #4 Work stream #n Work streams
  31. 31. Domain 5: Roadmap
  32. 32. Roadmap A list of capabilities the business has asked for to achieve the desired Deployment Roadmap business objectives. The list of capabilities prioritized and grouped into value drivers and mapped to your documented business measures. Capabilities Value Map An understanding of salesforce.com’s releases and product direction Product Roadmap to consider in your roadmap development. A global deployment plan that considers all users - in all roles - in all Global Deployment locations.
  33. 33. Roadmap: Drives Business Value  Tying your organization’s vision and strategy with how capabilities will be deployed  Linking the business value achieved from each capability when it is deployed  Aligning Business and IT toward common goals
  34. 34. Deployment Roadmap: Where are we headed? April May June July August September October November…… 2.0 2.5 3.0 Multi-Currency Blackberry – US Translation Outlook V2 Satmetrix Multi Language Migrate APF Optimization EU 4Cast Report Marketing MQL – Excl. Wily Value for Account Team Technical Sales Optimization Optimization Account Team Synch. Win / Loss Opportunity Grid GSI’s Wily NCV Phase 1 Indirect MDY, ILumin - Enterprise Phase 2 SAP/Salesforce Integration Phase 2.5 Phase 2.75 Value for Management Implementation Director Feasibility Phase 3.0
  35. 35. Domain 6: Processes
  36. 36. Processes Key processes are defined so that a desired business outcome is Process Definition achieved. These processes help drive the prioritization of features and functionality deployed. The individual(s) responsible for process design and Process Ownership performance. The process owner is accountable for sustaining the process and identifying future improvements. Processes and practices are examined to ensure maximum Process Effectiveness effectiveness in the organizations performance. Processes are reviewed regularly for improvement; those Process Review undocumented are reviewed, improved and documented.
  37. 37. Processes
  38. 38. Process Definition: Best practices  Understand your company’s overall business objectives  Drill into each business unit or work group to understand different process requirements  Document the overall goals and business requirements  Minimize handoffs (either between people, organizations, or systems)  Every step in the process should have one owner who is accountable for the success of that step  Understand how the technology can enable the process (workflow, workflow approvals, data validation, etc.)  First focus on the top-10 highest value processes and then top-10 highest value processes for the enterprise  Consider phased roll-outs
  39. 39. Processes: Best practices  Ensure all areas of the company are considered - front and back office  Develop “process maps”; swim lane diagrams to illustrate the process and work groups involved  Use “Quick Reference Guides (QRGs)”; single sheet user guides for quick reference  Institute formal change control to manage and execute your roadmap  Create cross-functional approvals and sign-offs through your Center of Excellence  Ensure your process owners are trained on the application and continue to develop expertise in the process and technology
  40. 40. Domain 7: Technology and Data
  41. 41. Technology and Data An implementation framework that describes processes, roles, Implementation Framework responsibilities and interactions between processes is defined, communicated and understood by program team members. This framework leads to better cross functional team and organizational alignment . Data Management A comprehensive data management plan defining how data is migrated, Strategy enriched, cleansed, and maintained on an ongoing basis. Platform and Integration An architecture, platform and integration strategy provides for a Strategy coherent and consistent approach to Salesforce systems that guide all implementation decisions while laying the groundwork for business agility and future projects. An architecture, platform and integration strategy will provide a higher ROI and decrease the total cost of ownership over time. Security Infrastructure Aligning Salesforce user access and data visibility settings with your organizations overall security policies.
  42. 42. Data Management Strategy Business Strategy Security Strategy Enterprise Data Quality Intelligence Data Data Data Architecture Governance Data Data Migration Insight & ERP Integration Predictability
  43. 43. Platform and Integration Strategy  Ensure you comply with audit and compliance regulations by accurately reflecting customer master.  Reduce support call handling times by integrating to shipping and billing data  Reduce enterprise license costs by retiring old systems and consolidating licenses among fewer supported applications  Provide a 360° view of the customer to enable users to make more informed decisions, provide better customer service, more effectively market  Support operational processes that occur outside of salesforce.com, such as order fulfillment or inventory  Create mashups to other public web services to improve usability and productivity Effective Marketing Segmentation Legacy Apps Accurate Invoices Products Orders Sales Forecasting Pricing Shipping Customer Retention Call Center
  44. 44. Technology and Data: Best practices  Implementation Framework – Commit to the idea that the “implementation” does not end at go-live – Define a focused set of deliverables that tie to business objectives and user feedback with measures for success – Establish an implementation methodology that addresses requirements, modeling, configuration, testing, user acceptance and deployment – Plan for mobile usage now – Train both for the success team and the end users
  45. 45. Technology and Data: Best practices  Data Management Strategy – Ensure there are executives willing to own data quality – Establish a cross-functional success team responsible for oversight and development of application including managing data quality – Develop and articulate each business process and include what the data requirements are to support each process. – Ensure that the system is configured and users are incented to keep it clean – Ensure you have the tools to make sure quality does not degrade again
  46. 46. Technology and Data: Best practices  Platform and Integration Strategy – Identify projects that will drive business value and calculate ROI – Identify projects that are a good fit for PaaS, particularly those that would reduce license, infrastructure, training and support expenditures – Leverage existing middleware to tie multiple systems together or implement a middleware solution to retrieve/update data from multiple systems. – Use Sandbox Edition for any development, testing, or training that could affect production data
  47. 47. Technology and Data: Best practices  Security Infrastructure – Security defined by centralized success team with CIO oversight – Identify named resources for Security and share that person’s contact details with salesforce.com – Implement IP Range Restrictions or two factor authentication and review and tighten session and password settings – Communicate security issues and train users regularly – Implement the most private data sharing model you can without sacrificing productivity – Limit the number of administrators and delegate administration to lowest level – Establish regular reviews and ‘tests’ for compliance
  48. 48. Putting it all together…
  49. 49. 7 Domain of Success Approach Domain #1 Domain #2 Domain #3 Domain #5 Domain #6 Strategy and Vision Business Measures Adoption Roadmap Process Prioritize and Define Define Vision group Initiatives Processes Identify key Assess impact What is the vision that will Business on organization/ What should be the basis for What processes will help carry forward the Metrics employees deciding which initiatives are achieve the Salesforce vision? Salesforce effort? pursued first? Do they need to be re- What are key How will the Salesforce designed? business metrics to transformation impact the measure success? organization and employees? Define Develop the Strategies Roadmap What are the strategies to Domain #4 How should the list of Domain #7 enable achievement of Sponsorship and Salesforce related programs Technology and Data your Salesforce vision? and initiatives be structured to Governance produce maximum benefit? Develop the Develop the Define Business Center of Technology and Objectives Excellence Data strategy What are the business What governance model What technology and data objects of the overall will best support the strategies and architecture will Salesforce effort? Salesforce effort? support the Salesforce effort?