Post on 18-Jan-2015
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DRIVING SUCCESS IN THE CLOUD
Chris AtwoodSenior Account ExecutiveSalesforce.com Foundation
Joseph DevineAccount ExecutiveSalesforce.com Foundation
Safe HarborSafe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
Salesforce.com Foundation UpdateIsabel KellyInternational DirectorSalesforce.com Foundation
Deliver social impact by using salesforce.com’s people &
technology & reinvesting our resources.
Create the social social enterprise; using our technology
and ability to collaborate to accelerate solutions to
society’s challenges
Growing our philanthropy
1%Time
Equity
Product
Foundation teamAustralia, France, India, Ireland, Japan, Singapore, UK, US, (next the Netherlands)
Time6 volunteer days per employee a year;2012: 8,000 employees will give 100,000 volunteer hours
Grants2012: $6m granting around employee volunteering, healthy communities & nonprofit/education use of Salesforce
Product 15,000 global nonprofits in 105 countries use donated & discount product
Critical mass in Argentina, Australia, France, Germany, India, Ireland, Israel, Japan, Netherlands, New Zealand, Singapore, South Africa, UK, USA
Focus on increased success of donated & discounted customers; CFL & partner & grantee strategy.
discount
Nonprofit & Education
%
cycle of sustainabilit
y
Helen Tamaki Social Innovation Traineeship
Programs Across the World
Why Social is Important for Nonprofit Organisations and Universities
David KeeneVP Marketing, UKsalesforce.com
2011: Year of Social Revolution2011: Year of Social Revolution
Social Revolution: Social Networking Surpasses Email
Social Users
Email Users
2007 2008 2009 2010 2011
1.9 billionsocial users
Source: Comscore, June 2011
Social Revolution: Social Eats the Web
2007 2008 2009 2010 2011
Social Network UsageRest of the Web Usage
8 hoursper monthon social media
Source: Comscore, “Top 10 Need-to-Knows About Social Networking and Where It’s Headed” December 2011
Social Revolution: Facebook is the New Homepage
Jun 2010Dec 2010
Jun 2011Dec 2011
Fortune 100 Facebook GrowthFortune 100 Web Growth
123% growth
Sources: Wildfire Social Media Monitor, Compete.com, Wedtrends “The Effect of Social Networks and the Mobile Web on Website Traffic”
Social Revolution: High Return for Social Enterprise
Social Enterprise Benefits
Source: McKinsey & Company, “The rise of the networked enterprise, Web 2.0 finds its payday.” December 2010
2013E
20072008
20092010
20112012E
2006
1.8 billionmobile devices by 2014
2014E
TabletsSmartphonesLaptopsDesktop
Social Revolution: Next Generation Devices Changing How We Access the Web
Source: Gartner Research, Smartphone, Tablet, and PC Forecast, December 2011
Social Revolution: Products Now Connected to Social Networks
3.5 BillionNetworked Products
1.8 BillionNetworked Computers
Total of 5.3 Billion Connected Devices2014
Source: IDC Predictions: 2012 competing for 2020. December 2011
But the social revolution has created a social divide.But the social revolution has created a social divide.
The Social Divide – Customers and Companies
What about your company?
Your customers and employees are social.
How does your enterprise bridge the social divide?How does your enterprise bridge the social divide?
Delight Your Employees and Customers in a Whole New Way
Employee Social Network
Customer Social Network
Social Profile
MarketCollaborateCollaborate
Work
Extend Sell
Service
THANK YOUTHANK YOU
Welcome to Radian6Russell NewmanSenior Account Executive
@radianruss
in/russellnewman1984
Market Leadership
Technology Innovation
Customer Success
2,500+ Customers
50% of Fortune 100 150+ Million Sources
Twitter “Firehose”
17 Languages
Social Hub
Mobile Access
REST API
“One of the founding principles of Dell is really about listening and learning from our customers and being able to take that feedback and improve.”
Michael Dell,Chairman & CEO
Radian6 is the World’s Leader in Social Marketing
Customer Success Across Every Major Metric
Source: Radian6 Customer Relationship Survey conducted December 2011, by an independent third-party, MarketTools Inc., on 800+ customers randomly selected.
Great article on…
Love the new…
Having a problem with…
Looking for recs...
Hiring a CTO…
Cool video…
Product review…
Your Customers Share More than Ever Before
What about your company?
Your customers and employees are social.
The Social Divide – Customers and Companies
Even the Best Brands Have Had Social Media Casualties
That’s Created a Fundamental Shift in Marketing
Traditional Marketing
Interruption Marketing
Company controls brand perception
Trust company messages
Eyeballs and ears
Centralized presence (www)
Buy a list of names to email
Social Marketing
Invitation Marketing
Community shapes brand perception
Trust Friend Recommendations
Hearts and Minds
Distributed presence
Social Listening & Engagement
Social is Disrupting the Enterprise
Service
Recruiting
Sales
R&D
Marketing
ExecutivesImproved brand perception
Build customer loyalty
Drive sales
Deliver customer service
Develop better products
Recruit top talent
Transform Your Business with Radian6
Listen
Analyze
Engage
Automate & Scale
Service
Visualize
Summarize
Mobile
Listen to Customers on Millions of Social ChannelsAnalysis Dashboard
Over 150 million sources
Full Twitter “Firehose”
17 Languages
Analyze Social Customer Insights Social Insights
Demographics
Social Insights
Segmentation
Campaign Management
In-flight Targeting
Insights Partners:
Engage with Customers On Their Terms, In Real Time Engagement Console
Build Loyalty & Community
Delight Customers with Social Service
Build Pipeline
Social Workflow
Automatically Route Posts to the Right People:
•Executives
•Marketing
•Sales
•Service
•R&D
•Recruiting
Automate & Scale Social Across the Enterprise Social Hub
Service
Recruiting
Sales
R&D
Marketing
Executives
Service
Delight Customers with Social Customer ServiceRadian6 for the Service Cloud
Automate Case and Contact Creation
Resolve Cases On Any Social Channel
Pre-built Knowledge for Common Questions
Marketing
Visualize Social Trends and DataREST API
Social Media Command Centers
Dynamic Visualization of Social Data
Real-time Monitoring
Radian6 Command Centers:
At-a-glance Barometer of Social SuccessSummary Dashboard
Social Metrics & KPIs
Share of Voice
Share of Conversation
Key Influencers
Trending Topics
Take Social MobileiPhone App
Free iPhone app
Engage on the go
Keep your finger on the pulse of your brand at all times
Customer Examples
Brand Awareness, Leads and Service
American Red Cross Uses Radian6 to Share Relief Information
Premier emergency response organization
Listens to thousands of conversations in Social Media Command Center
Disseminates critical information via social channels in the first 24 hours following disaster
Monitors social media activity to ensure information is accurate & up to date
Volunteers from previous disasters engage with advice
We quickly learned that people are talking about the Red Cross every single day, and not always how we expected them to.
“”
Wendy HarmanSocial Media Manager
Raise Awareness, Share Info & Connect with Donors
Tracks 22,000+ conversations / day
Monitors in 11 languages
Generated sales through Social Media
Dell Generates Pipeline with a Radian6 Command Center
Global industrial giant with purely B2B base
Tracks all social media marketing through Radian6
Found positive ROI from social media efforts
Brand Awareness, Leads and Service
Caterpillar Tracks B2B Social Media ROI with Radian6
Winter storm shut down Heathrow Airport
Proactively trained employees to provide social customer service prior to storm
Used Radian6 to respond in real-time to thousands of customers
Passengers turned to Twitter feed for latest updates
Air Canada Delivers Superior Service Using Radian6
ING Direct Canada Builds Community with Radian6
Piloted new chequing account, gathering feedback through social channels
Launched THRiVE chequing account with nationwide social media campaign
Attracted 40,000+ active THRiVE users
Blog posts were viewed 53,000+ times
Reached an audience of 3.6M users with #thrivetastic
Created a social media “war room” at CES
Objectives: monitor event buzz, brand awareness, customer reaction to product launches
Reduced costs of customer acquisition and retention
Cut inefficient marketing efforts
Event & Product Launch Monitoring
AMD Builds Social Media War Room to Track Buzz at CES
Gatorade Mission Control
Engaging athletes on social media
7% increase in sales
250% traffic increase in product education
Gatorade Joins Customer Conversations with Radian6
20 000 mentions a day: insurance, banking and investment
Social customer service across brands
Improved marketing and campaign performance with Radian6
Social lead generation for credit and investment products.
TD Scales Social Listening and Engagement with Radian6
Needed a way to manage 20+ brand Facebook pages and Twitter handles
Engage with consumers in real-time and measure the pulse of their brands
When loyal fans follow @TWIZZLERS, Hershey’s says “thanks” with notes and merchandise
When consumers were looking for a specialty product, the World’s Largest REESE’S Peanut Butter Cups, Hershey’s answered and the response went viral
Hershey’s Tastes Sweet Success with Social Media
Launched Phenom, a flavored coconut water, with a multi-pronged social strategy
Used a specific hashtag to drive conversation, and targeted key influencers in health and fitness
Discovered immediate customer feedback and insight to improve flavors and uncover new markets
Built a community of 500K Facebook fans and 80K Twitter followers
GNC Uses Real-time Feedback to Make Better Products
Best Practices and Lessons Learned from Large Salesforce Implementations
John JacksonCRS Tech Lead – Alzheimers Society
Phil ShoesmithHead of Infrastructure – Alzheimers Society
Liliana OsorioCustomer Success ManagerSalesforce.com
Agenda
Key elements for a successful implementation– Methodology for success
– Standards
Key Elements of Success
Technology& Data
Processes
Sponsorship& Governance
BusinessMeasures
Vision andStrategy
Adoption
Roadmap
Vision & StrategyWhy is this important?
Defines the project purpose
Builds commitment
Provides the objectives by which success will be
measured
Aligns resources
Business MeasuresHow do we track our progress?
Define KPIs• Pick limited set of metrics• Tie each metric to an objective
Operationalize • Identify salesforce.com
capabilities• Build, configure and deploy
application
Vision &Strategy
Vision & Strategy • Identify program vision• Define strategy to achieve• Develop objectives to ensure
progress
Validate• Audit data to create credibility• Empower managers to change
behavior and business process based upon reports/dashboards results
Validate
ProcessesWhat critical business processes are we trying to manage?
Sponsorship & GovernanceHow do we provide oversight and guidance for our program?
LeadershipBusiness
Change Management
Tech
nolo
gy &
Dat
a
Arch
itect
ure
Process MapsMetrics StrategiesBusiness Capabilities Map
End User EducationEnd User AdoptionStakeholder Assessment
Data Strategy & ArchitectureImplementation PlanRelease Management Strategy
Access Controls
Data
ERP
Data Quality
Integration
Data Migration
Enterprise Intelligence
Integration
Data Architecture
Data
Data Governance
Technology & DataIn what areas of the technology do I need to focus?
Data Security
Data Visibility
Innovation
Cloud Apps
Client/Server Apps
RoadmapHow do I continue to drive value?
Engage your User community
Stay abreast of new release functionality
Align your roadmap with your program Vision & Strategy
Educate and train!
AdoptionHow do I continue to drive utilization?
CommunicationVisibility
Innovation Education
Regardless of Strategy – Standards are necessary
Architecture standards– Naming standards
– When to use record types, page layouts, etc.
– Security & record sharing model
– Reporting & Dashboard templates
– Integration standards
Testing standards – Get a sandbox!
Training standards – Get a sandbox!
Data Quality standards
Release management
CoE participation
Salesforce Client Recording System Dev & Deployment
________________________________________________________________________________________
alzheimers.org.uk
Development Strategy
• Pre-existing system with 400 users, 80 of which are providing live services to our existing service users• Change freeze on the Production environment• New development carried out in a Developer Sandbox• Intention to at end of the development phase merge the environments
________________________________________________________________________________________
alzheimers.org.uk
Development Overview
________________________________________________________________________________________
alzheimers.org.uk
DA CRS(Production)
CRS ProtoSANDBOX
CRS(Production)
Sandbox to ‘Go Live’ Structure…CRS ProtoDevelopment sandbox used to create the new environment
UATUsed for Unit and UAT testing
Full SandboxPurchased to confirm the migration process prior to go live
________________________________________________________________________________________
alzheimers.org.uk
CRS ProtoSANDBOX
UAT Sandbox FULL Sandbox Production
What went well?
Rapid DevelopmentThe project team was able to get started right away out of the box, developing from the existing DA CRS creating the new multi service CRS
ApexMade moderate use of Apex for custom modules, e.g. handling event and creating relationships.
App ExchangeApp Exchange provided excellent postcode integration allowing us to develop new features eg integrated postcode lookup right away.
________________________________________________________________________________________
alzheimers.org.uk
Initial Deployment PlanDeployment time19 Days effort was originally estimated
System DeploymentUnderstood to be relatively straightforward and achievable with approximately 5 days effort.
Data MigrationUnderstood to be more complex but still achievable with only a few more days effort.
________________________________________________________________________________________
alzheimers.org.uk
Time Scales...
________________________________________________________________________________________
alzheimers.org.uk
PRODUC-TION
UAT
FULL Sandbox
2. Refresh (Effort 0 Days)
3. Deployment (Effort 2 Days)
1. Transformation (Effort 5 Days)4. D
ata (Effo
rt 5 D
ays)
Reasons for OverrunSub tasks not fully understoodThe effort involved in creating a repeatable process for the deployment was substantial.
Config DeploymentGreatly complicated by the number of manual steps required. Meta Data components worked through Changesets / Eclipse perfectly but system setting, drop down menus etc all remained un migrated and needed manual intervention
Data MigrationVastly more complex than first though – extensive Q&A required between the dev team and migration specialist.
________________________________________________________________________________________
alzheimers.org.uk
Migration, Plan BRe-estimate Effort RequiredOur partners were asked to re-estimate the effort required to move from UAT Sandbox to FULL Sandbox to prove the deployment method and then to run the deployment for real.
Extra Time26 days of additional effort have been identified over 2 months for a safe tried and tested deployment to go ahead.
________________________________________________________________________________________
alzheimers.org.uk
Lessons LearntFlexible ProductMany of the areas of development we thought would be difficult and complex to implement were actually straightforward.
Scope for the first round of deployment could potentially have been increased.
Do not under estimate deployment and Migration tasksMerging one Salesforce system into another is a complex affair and needs to planned well as there are many manual steps.
________________________________________________________________________________________
alzheimers.org.uk
Thank you
________________________________________________________________________________________
alzheimers.org.uk
Salesforce.com Business Update and Q&A
Alistair WildmanSenior Vice President, UK Country Headsalesforce.com
Our Mission: Cloud Computing Driver, Catalyst, and Evangelist
Enterprise Cloud Computing
1960sMainframe
1980sClient/Server
Today
First Cloud Company to Reach $2B Annual Revenue (FY12)
56 Billion Transactionsper Quarter
$3 BillionExpected Annual Revenue Run Rate for FY13
#1World’s Most Innovative Companies
#27World’s Best Places to Work
8,000+Employees
Delight Your Employees and Customers in a Whole New Way
Employee Social Network
Customer Social Network
Social Profile
MarketCollaborateCollaborate
Work
Extend Sell
Service