Sales Performance Excellence - Amsterdam 2015
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Transcript of Sales Performance Excellence - Amsterdam 2015
The New World of B2B Commerce Nick Noble
Senior Business Consultant
Creating Customer Consensus Stacey Smith
Senior Director
The Future of Sales Performance William Moxley
SVP Product Management
Sales Performance Excellence - Naarden Keynote Speakers
Luke Smedley Director, Sales Process and Systems
Maurice Elema EMEA Project Director
Kosta Keramopoulos Director
Sarah Richardson Director, Sales Strategy & Planning
Speaker Panel – Open Q&A Session Sales Performance Excellence - Naarden
12:30 - Registration & Lunch 13:30 – Welcome Jeroen van Rooy, RVP Enterprise Sales, Salesforce 13:40 - The New World of B2B Commerce – Salesforce Nick Noble, Senior Business Consultant, Salesforce 14:15 - Creating Customer Consensus - Guiding Diverse Customer Stakeholders Through the Purchase - CEB Stacey Smith - Senior Director, CEB
15:00 - Break & Networking
15:30 – Customer Panel Eileen O’Mara, Sr AVP Sales, Salesforce
16:15 - The Future of Sales Performance with Salesforce
William Moxley, SVP Product Management, Salesforce
16:55 - Wrap-up
17:00 - Drinks & canapés
Agenda Sales Performance Excellence - Naarden
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.
MOBILE CHANGES EVERYTHING subtitle my
Your Challenge. Reach everyone & stay relevant throughout all our lives
65+ million segments of One My
MOBILE CHANGES EVERYTHING subtitle my
65 Million Segments of 1. How many ‘conversations’ is that?
MoTD had 250,000 mentions on social channels last month
My Dr Who had 1.1 million Sherlock had 4.2 million
MOBILE CHANGES EVERYTHING subtitle my
Big Data. Can we manage this challenge? No limits on data No downtime 4 Trillion records 1 billion emails sent in a day My
Customer Centric
Company Centric
Helping our clients become “Customer Companies” Companies are trying to transform the way the serve and communicate
“Marketing so responsive it feels like service and Service so good it becomes Marketing” Client presentation; Dreamforce Nov 2014
“The future of B2B will look like the present of B2C”
Forrester: The New And Emerging World Of B2B Commerce, February 2014
Marketing is too important to be left to the Marketing Department
Fragmented ~ 1:Many ~ Untargeted Seamless ~ 1:1 ~ Journeys
Deeper Personal and Professional Connections Privacy Attention to Detail Purpose Personal Recommendation Dedicated Experience
1. Growing Profitable Revenue
2. Connecting with Customers
3. Competition in the Marketplace
Gartner CMO Spend Survey 2015
Journeys Contacts Content Channels Analytics Apps
Top 3 Marketing Challenges
IBM CMO Study
“4 out of 5 CMOs anticipate a high level of complexity over the next 5 years ~ but
only 50% feel ready to handle it”.
Build Relationships. Faster.
#BIGDATA
Volume Velocity Variety Veracity
5B Smartphones
by 2017 Customer Data
Purchase Data
500m+ Social Networks, Blogs
& Forums
Social Data 2.5
Quintillion bytes of data every day
Connected Data
*Transforming Customer Experience: From Moments to Journeys, 2013
Journeys are strongly correlated with business outcomes.
+36%
Customer satisfaction
+19%
Likely to stay/renew
+28%
Willingness to recommend
+33%
Less likely to cancel/churn
The Four Big Questions
Do you know who your
customers are?
Where are they in their
journey?
Are you engaging and moving them
along the journey?
Are you measuring the impact on your business goals?
“Getting Closer to Our Customers” This is a challenge and a responsibility – to interact with them as individuals, just like any human relationship So, based on your digital interactions with your consumers… What sort of relationship do you deserve?
Hierarchy of Interface / Interaction Customers
Meaningful Pleasurable Convenient
Consumers
Chauffeur ------------------
Taxi Useful Reliable
Functional
© 2015 CEB. All rights reserved
Creating Customer Consensus
Guiding Diverse Customer Stakeholders though the Purchase
Stacey Smith
#SalesforceExcellence
Luke Smedley Director, Sales Process and Systems
Maurice Elema EMEA Project Director
Kosta Keramopoulos Director
Sarah Richardson Director, Sales Strategy & Planning
Speaker Panel – Open Q&A Session Sales Performance Excellence - Amsterdam
The Future of Sales Performance William Moxley SVP Sales Cloud Product Management
#SalesforceExcellence
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.
The Way Customers Buy Has Changed
CEB: “The Challenger Sales: Driving Growth by Taking Control of the Customer Conversation.” 2014
57 % Through buying cycle before engaging with salesperson
Suspect Prospect Lead Opportunity Order Close
Sales Force Automation is the Foundation for Improvement
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Sales Performance is the Fuel for Growth
Generate More Leads Grow Pipeline Increase Productivity Gain Business Insights
Easier prospecting Full customer insights Sales-ready leads Collaboration Recognition for success
Engage the Best Leads at the Moment of Interest Marketing Automation
Create a better pipeline of quality leads
Contact the best leads using lead scoring
Give reps their own automated 1:1 marketer
Educate prospects better with lead nurturing
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