Salesforce CRM 7 domains of Success
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Transcript of Salesforce CRM 7 domains of Success
Success Planning Methodology Blueprint and 7 Domains of Success
7 Domains of Success: Realizing your vision
Technology
& Data
Processes
Sponsorship
& Governance Adoption
Business
Measures
Vision and
Strategy
Roadmap
We start by building your Success Blueprint
Technology
& Data
Process
Automation
Governance Adoption
Success Metrics Vision and
Strategy
Roadmap
Red Yellow Green
No Infrastructure
or Process
Partial Infrastructure
In Place
Infrastructure and
Process In Place
What is a Success Blueprint?
The key outputs are:
A Blueprint illustrates the recommended journey for
how you can achieve your business objectives by
driving value through deployment and adoption of
salesforce.com.
Definition of
your Vision,
including a
prioritized list of
top business
goals and key
success metrics
A customized
Solution Map
detailing how
salesforce.com
aligns with
your business
and technical
environment
A strategic
Roadmap of
salesforce.com
capabilities
aligned with
your business
goals
An Action Plan
that
defines the first
steps
A blueprint guides you to success
Success on your terms
Business
Goals
Key Metrics
Success
Blueprint
Roadmap &
Action Plan
Value
Assessment
Accountability
Best Practices
Capabilities Map
Technology
& Data
Process
Automation
Adoption
Governance
Roadmap
Success Metrics
Vision & Strategy We help you translate this vision
into your application
We understand your vision and
your business strategy
Business Measures allow you to
monitor your progress
We help you identify these metrics
and build them into your solution
We help you create a long-term
focused and keep you up-to-date
with our forthcoming solutions
“All-at-once” may not be feasible, a
roadmap helps you prioritize
We help you create a scalable
adoption programs inclusive of
training, support and incentives
Change can be daunting, planning
user adoption is critical to success
Integration to back office tools and
effective data management further
enhance user productivity
We help you create your data
management and integration
strategies
Process automation allows users to
be more effective in their roles
We help you define, review and
automate processes to ensure value
We help you define a Center of
Excellence (CoE), identify sponsors
and create policies
An effective governance program
defines Standards, Roles and
Responsibilities
Success Blueprint: Putting it all together
Domain 1:
Vision and Strategy
Define the Vision, build a supporting Strategy
Vision Business Strategy and Objectives Business and Technology Issues Customer Experience
A vision for the desired state of the business is articulated by key
executives, and is documented and understood by all.
Business and technology issues and obstacles that impact the
vision and strategy are identified.
A business strategy is developed to support the overall vision. It
contains clear and measurable business objectives that will be
achieved within a given timeframe.
The desired customer experience as it relates to the company’s
vision is articulated and documented The customers’ journey
through the organization is defined and understood by all.
What experience do you want to create?
Quality Simple Dependable Community
Customer Experience Evolves from Vision
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
Domain 2:
Success Metrics
Objectives Key Performance Indicators (KPIs) Operationalize Validation
Quantifiable measurements that indicate whether or not a business
is making progress toward its objectives. In order to be an effective
management tool, KPI’s should be identified in advance.
Create operational definitions for what you plan to measure.
Implement mechanisms (such as reports and dashboards) for
tracking and monitoring KPIs. Review these goals regularly
Business objectives defined in terms of measurable business
value. These agreed upon business objectives are prioritized for
the given time frame for performance measurement.
Processes are put in place to ensure KPIs are utilized to progress
towards the desired, agreed upon targets.
Success Metrics: Measuring success
Define KPIs
Define KPIs
• Pick limited set of metrics
• Tie each metric to an objective
Vision Strategy
Objectives
• 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
Operationalize
• Identify salesforce.com
capabilities
• Build, configure and deploy
application
Validation • Audit data to create
credibility
• Empower managers to
change behavior and
business process based
upon reports/dashboards
results
Success Metrics: Capability Value Matrix
Key Performance Indicators: Less is more
(Source: PricewaterhouseCoopers (PwC) Survey of the number of metrics
used by CEOs of Private U.S. Companies — January 2004)
21%
52%
18% 9%
The Number of Metrics Used by CEOs of Private U.S. Companies
Less than Five
Five to Ten
Ten to Fifteen
More than 15
Operationalize: Tie objectives to capabilities
Value Drivers Business
Objectives Capabilities you can leverage with salesforce.com
Legend: Marketing Sales Service & Support PRM Data-Insight Partner/External Force.com Platform
KPI
Customer
Profitability Improve Sales
Effectiveness
Team Selling
Consistent
Sales
Methodology
Automatic
Competitive
Information
Account
Intelligence
Salesforce
Mobile/Offline/
Outlook Connect
Product
Configuration,
Pricing & Quoting
Partner Lead
Collaboration
Salesforce
Content
Customer
Retention
Increase
Retention of
Existing
Customers
Personalized
Customer
Interactions
Customer
Self-Service
Customer
Survey
Salesforce
Ideas
Incentive
Programs
Account
Management
Opportunity
Pipeline
Visibility
CTI
Integration
SLA
Management
Grow Existing
Customers
Increase Sales
to Existing
Customers
Account
Management
Planning
Cross-sell
and up-sell
Personalized
Customer
Interactions
Marketing
Campaign
Management &
Measurement
Customer
Survey Customer
Segmentation
Customer Value
Management
Activity
Management
Improve
Customer
Satisfaction
Salesforce for
Google Adwords Increase
Revenue
Acquire New
Profitable
Customers
Marketing
Campaign
Management &
Measurement
Web-2-Lead/ Lead
Assignment Rules
Lead Generation &
Qualification
Partner Lead
Collaboration
Partner Deal
Registration
Competitor Data
Management
Revenue
Generation
Operationalize: Tie objectives to capabilities
Value Drivers Business
Objectives Capabilities you can leverage with salesforce.com
Legend: Marketing Sales Service & Support PRM Data-Insight Partner/External Force.com Platform
KPI
Cost
Reduction
Reduce
Business
Operation Costs
Cost
Avoidance
Avoid Strategic
Project Costs
Cost
Savings
Force.com
Platform
Compliance
Salesforce to
Salesforce
Workflow Engine/
Approval Workflow
SAP/Oracle
Connect
Sandbox
Salesforce Ideas
Center of
Excellence
Infrastructure &
Hardware
(Force.com)
Project
Management
Centralized
Marketing
Encyclopedia
Sales Process
Consistency
Service
Process &
Escalation
Automation
FAQ &
Knowledge
Database
Expense
Management
Operationalize: Tie objectives to capabilities
Value Drivers Business
Objectives Capabilities you can leverage with salesforce.com
Legend: Marketing Sales Service & Support PRM Data-Insight Partner/External Force.com Platform
KPI
Regulatory
Risk
Reduce Risk
from Regulatory
Compliance
Maintenance
Risk
Reduce Project
Risk
Risk
Mitigation
Force.com Platform Salesforce Applications &
Releases AppExchange
Audit & History
Tracking Usage Patterns
Workflow Engine/
Approval Workflow Data Quality
Dashboards
Operationalize: Tie objectives to capabilities
Value Drivers Business
Objectives Capabilities you can leverage with salesforce.com
Legend: Marketing Sales Service & Support PRM Data-Insight Partner/External Force.com Platform
KPI
Employee
Satisfaction
Improve User
Interactions
Customer
Satisfaction
Improve
Customer
Interactions &
Insight
Satisfaction
Customer
Self-Service
Configuration, Pricing
& Quoting
SLA
Management
Sales Process
Consistency
Contact Data
Management
Customer
Survey
Personalized
Customer
Interactions
Microsoft
Integration
Custom Interface
with Visualforce
Online Product &
Services
information
Mobility
Competitor Data
Management
Account Data
Management
Reports &
Analytics
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
Domain 3:
Adoption
Organizational Readiness Stakeholder Involvement Measure & Reward Communication Plan Training Strategy Support Continuous Improvement
If your organization has a strategy and vision, are you able and
prepared to drive change?
A comprehensive and resourced communication plan is put in place
for all users impacted by the initiative.
Measures, incentive plans, and compensation structures are aligned
with the new business objectives.
Stakeholders lead by example and drive the execution of change
throughout the organization
All appropriate support mechanisms such as quick reference guides,
Support Team, and additional training/solutions are in place for users.
A comprehensive and resourced training plan in place for all users
impacted by the implementation.
Business goals and metrics are identified and tracked to ensure that
continuous improvements are made to drive adoption.
Adoption
Adoption: Usage evolves over time
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
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
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
Domain 4:
Sponsorship &
Governance
Governance & Sponsorship
Program Sponsorship Center of Excellence Release Management
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.
Excellence represents organizational resources to
ensures best performance through intellectual capital,
standards, guidelines, tools and consistent processes
Documented plans to manage releases, prioritize
business requirements and address key capabilities.
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
CoE: Global Governance Framework Executive Sponsor
Executive Steering Committee
COE Business Director
Data & Technology Architecture
Technical Architecture
Help Desk and Support
Change Management & Adoption
Training & Deployment
Business Process
Ops Support, Reporting, etc.
Global Program Owner
Center of Excellence Quality Assurance
Release Management
COE Technical Director
Work stream #1 Work stream #2 Work stream #3 Work stream #4 Work stream #n Project
Work streams
Lead
ersh
ip C
ou
ncil &
S
takeh
old
ers
Domain 5:
Roadmap
Deployment Roadmap Capabilities Value Map Product Roadmap Global Deployment
An understanding of salesforce.com’s releases and product direction
to consider in your roadmap development.
The list of capabilities prioritized and grouped into value drivers
and mapped to your documented business measures.
A global deployment plan that considers all users - in all roles - in all
locations.
A list of capabilities the business has asked for to achieve the desired
business objectives.
Roadmap
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
Blackberry – US
Optimization
Report
Optimization
Satmetrix
Marketing MQL – Excl. Wily
Multi-Currency
Migrate APF
Technical Sales
Translation
MDY, ILumin - Enterprise
GSI’s
Outlook V2
EU 4Cast
Multi Language
Win / Loss
Implementation Director
May June July April August September October November……
2.0 2.5
Phase 2
Phase 2.5
Phase 3.0
Phase 1
3.0
Indirect
Account Team Synch.
Wily NCV
Opportunity Grid
Optimization
SAP/Salesforce Integration
Feasibility
Phase 2.75
Deployment Roadmap: Where are we headed?
Value for Account Team
Value for Management
Domain 6:
Processes
Process Definition Process Ownership Process Effectiveness Process Review
Key processes are defined so that a desired business outcome is
achieved. These processes help drive the prioritization of features
and functionality deployed.
Processes and practices are examined to ensure maximum
effectiveness in the organizations performance.
The individual(s) responsible for process design and
performance. The process owner is accountable for sustaining the
process and identifying future improvements.
Processes are reviewed regularly for improvement; those
undocumented are reviewed, improved and documented.
Processes
Processes
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
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
Domain 7:
Technology and Data
Implementation Framework Data Management Strategy Platform and Integration Strategy Security Infrastructure
An architecture, platform and integration strategy provides for a
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.
A comprehensive data management plan defining how data is migrated,
enriched, cleansed, and maintained on an ongoing basis.
Aligning Salesforce user access and data visibility settings with your
organizations overall security policies.
An implementation framework that describes processes, roles,
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.
Technology and Data
Insight & Predictability
Data
ERP
Data Quality
Business Strategy
Data Migration
Data Management Strategy
Enterprise
Intelligence
Integration
Data Architecture
Data
Data Governance
Security Strategy
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
Sales
Call Center
Marketing
Effective
Segmentation
Accurate
Forecasting
Customer
Retention
Legacy
Apps
Invoices
Products
Orders
Pricing
Shipping
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
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
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
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
Putting it all
together…
Define Business
Objectives
Define
Strategies
Define Vision Prioritize and
group Initiatives
Develop the
Roadmap
What are key
business metrics to
measure success?
Assess impact
on organization/
employees
How will the Salesforce
transformation impact the
organization and employees?
7 Domain of Success Approach
Identify key
Business
Metrics
Domain #1
Strategy and Vision
What are the business
objects of the overall
Salesforce effort?
What should be the basis for
deciding which initiatives are
pursued first?
What are the strategies to
enable achievement of
your Salesforce vision?
What is the vision that will
carry forward the
Salesforce effort?
Domain #2
Business Measures
Domain #3
Adoption
Domain #5
Roadmap
Define
Processes
Develop the
Technology and
Data strategy
What processes will help
achieve the Salesforce vision?
Do they need to be re-
designed?
Domain #6
Process
Domain #7
Technology and Data
What technology and data
strategies and architecture will
support the Salesforce effort?
How should the list of
Salesforce related programs
and initiatives be structured to
produce maximum benefit?
Develop the
Center of
Excellence
Domain #4
Sponsorship and
Governance
What governance model
will best support the
Salesforce effort?