1.
Success Planning Methodology
Blueprint and 7 Domains of Success

2.
7 Domains of Success: Realizing your vision
Vision and Business
Strategy Measures
Sponsorship
Adoption
& Governance
Roadmap Processes
Technology
& Data

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.
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.
A blueprint guides you to success

6.
Success on your terms
Success
Business Value
Best Practices Blueprint
Goals Assessment
Capabilities Map Roadmap &
Key Metrics Accountability
Action Plan

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.
Domain 1:
Vision and Strategy

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.
Customer Experience Evolves from Vision
What experience do you want to create?
Simple Dependable Community Quality

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.
Domain 2:
Success Metrics

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.
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.
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.
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.
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.
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.
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.
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.
Domain 3:
Adoption

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.
Adoption: Usage evolves over time

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.
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.
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.
Domain 4:
Sponsorship &
Governance

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.
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.
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.
Domain 5:
Roadmap

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.
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.
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.
Domain 6:
Processes

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.
Processes

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.
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.
Domain 7:
Technology and Data

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.
Data Management Strategy
Business Strategy Security Strategy
Enterprise
Data Quality
Intelligence
Data
Data Data
Architecture Governance
Data Data Migration
Insight &
ERP Integration Predictability

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.
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.
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.
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.
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.
Putting it all
together…

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?