DreamForce: How HP Uses Chatter for Competitive Advantage

16
How HP Uses Chatter to Speed up the Sales Cycle and Close Deals Fast Alex Flagg Director, Market Insights Hewlett-Packard @alex_flagg

description

HP on a transformation journey. Part of journey is using social collaboration platforms like Salesforce.com's Chatter for competitive. If you missed my presentation at DreamForce, you can review the slides here.

Transcript of DreamForce: How HP Uses Chatter for Competitive Advantage

Page 1: DreamForce: How HP Uses Chatter for Competitive Advantage

How HP Uses Chatter to Speed up

the Sales Cycle and Close Deals

Fast

Alex Flagg

Director, Market Insights

Hewlett-Packard

@alex_flagg

Page 2: DreamForce: How HP Uses Chatter for Competitive Advantage

© Copyright 2013 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. 2

HP today

• $120B in FY12 revenue

• Operations in170 countries

• 330,000 employees worldwide

• 1 HP Printer shipped every 4 seconds

• 48 million HP PCs shipped annually

• 1 in every 3 servers shipped worldwide is HP

• 4th largest software company in the world

Page 3: DreamForce: How HP Uses Chatter for Competitive Advantage

Get answers, ideas, stimulate innovation from people you didn’t know existed

The power of the social collaboration

Potential ties

Your Inner Circle

DRAFT: NOT YET APPROVED

Strong ties

Group

Connections

Weak Ties

Unknown

Connections

Page 4: DreamForce: How HP Uses Chatter for Competitive Advantage

Let me tell you about a taxi cab ride

I’m responsible for the

infrastructure at a small

logistics company… we’re

building a new data center

and need help.

Nice to meet

you what do

you do?

Analog lead

generated…

now what?

Alex… CIO…

Page 5: DreamForce: How HP Uses Chatter for Competitive Advantage

From taxi cab to sales lead

Quick search:

Which groups?

Who’s going to

respond?

VP, Americas Sales

12 hours later

Sales rep assigned

Lead goes digital

Potential sale

1

2

3

4

Page 6: DreamForce: How HP Uses Chatter for Competitive Advantage

HP is the largest deployment of SFDC

36,000

Salesforce.com HP Employees

330,000

2,400

Chatter Groups Logins to Chatter Mobile

Within last six months

3,696

Active Chatter members

18,000

Countries

170+

Page 7: DreamForce: How HP Uses Chatter for Competitive Advantage

Delivering competitive Insights to the

Salesforce

Page 8: DreamForce: How HP Uses Chatter for Competitive Advantage

Delivering competitive insights

• Presales

• Engineering

architects

• Sales

specialists and

consultations

• Competitive

analysts

45 Members

in first month

Who’s joined HAL

Competitor

X

Page 9: DreamForce: How HP Uses Chatter for Competitive Advantage

Look up experts in org tool

Call and email

Set up meetings

Gather data

Competitive insights in action

HP and Competitor X invited to bid on a cloud systems opportunity for a

major US healthcare provider.

Need competitive insights to position HP vs Competitor X

The old way

Elapsed time

to answer

Days? Never?

Request for deal help via

email

Drop help requests into

Chatter

Multiple replies with

name of expert

Expert emails the best

information available

Using Chatter 2 hours

57 minutes

Page 10: DreamForce: How HP Uses Chatter for Competitive Advantage

Accelerated content sharing HP Netherlands wins

deal. Customer video

posted on Chatter.

Video posted on Palo

Alto Headquarters

Group South Africa deal

team discovers video,

uses to win local deal.

Elapsed time 72 hours

Page 11: DreamForce: How HP Uses Chatter for Competitive Advantage

HP employees submit videos about their favorite aspects of Salesforce.com

Ideation in action

Page 12: DreamForce: How HP Uses Chatter for Competitive Advantage

Dead or alive?

Page 13: DreamForce: How HP Uses Chatter for Competitive Advantage

Lessons learned

• Chatter needs buy in from the top down.

• Sales people by nature are competitive.

• Chatter adds fuel.

• Building a framework and coordination are essential.

Page 14: DreamForce: How HP Uses Chatter for Competitive Advantage

“If only HP knew what HP knows, we would be three-times more productive.” Lew Platt Former Chief Executive of Hewlett-Packard

Page 15: DreamForce: How HP Uses Chatter for Competitive Advantage

Alex Flagg

Director, Market Insights

Hewlett-Packard

@alex_flagg

linkedin.com/in/alexanderflagg

Page 16: DreamForce: How HP Uses Chatter for Competitive Advantage

Safe harbor Safe 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.