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Salesforce Playbook- 6 Steps to Better Deployments
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Transcript of Salesforce Playbook- 6 Steps to Better Deployments
7/21/2019 Salesforce Playbook- 6 Steps to Better Deployments
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© 2015 COWAN+
THE ENTERPRISE SOFTWAREPLAYBOOKCREATING BETTER DEPLOYMENTS
Alex Cowan
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ENTERPRISE SOFTWARE CAN BE REALLY GREAT
I Enterprise SoftwareI End Users
ALEX COWAN | alexandercowan.com | @cowanSF
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BUT USUALLY IT’S NOT
LABOR PRODUCTIVITY (US)
source: US Bureau of Labor Statistics
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© 2015 COWAN+
ABOUT ME
Entrepreneur (5x)Intrapreneur (1x)
ALEX COWAN | alexandercowan.com | @cowanSF
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4 PROBLEMS WE CAN READILY IMPROVE
Order Taking
vs.Consulting
Building
vs.Designing
Big Batches
vs.Iteration
Papering Problems with
Software vs.
Solving Them
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© 2015 COWAN+
ORDER TAKING VS. CONSULTING
Order Taking
vs.Consulting
We ask users for their requirements and then do precisely what theyask.
The result is a frankensteinian; users revolt.
We need to know what to ask users, how to observe them, how tointerpret what they say and do, and then apply our ideas on bestpractices to deliver something they’ll like.
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© 2015 COWAN+
ORDER TAKING VS. CONSULTING
“We needvalues for thisimportant drop-down menu.
What do youwant there?”
“Well, at mylast six jobswe used {x, y, z}, so I
guess let’s gowith that.”
X
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© 2015 COWAN+
4 PROBLEMS WE CAN READILY IMPROVE
Building
vs.Designing
Tools like Salesforce makes it so easy to build things,so we do what’s easy and what looks good on a Ganttchart.
But it’s not as easy as it looks- creating a thoughtful,durable system that users like is hard.
We need to better ‘sell’ the design process andintegrate it more continuously into deployment.
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© 2015 COWAN+
BUILDING VS. DESIGNING
“I’d like tospend more
time with thefolks in support
to understand
how they do things and seewhat ideas theyhave about how
things should
work.”
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© 2015 COWAN+
BUILDING VS. DESIGNING
“I’d like tospend more
time with thefolks in support
to understand
how they do things and seewhat ideas theyhave about how
things should
work.”
“Let’s not make this a scienceproject. We’reshort on time.Let’s just get
the systemonline.”
X
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© 2015 COWAN+
4 PROBLEMS WE CAN READILY IMPROVE
Papering Problems with
Software vs.
Solving Them
We place our faith in ‘the system’ to solve ourproblems, but software can only automate andstandardize processes.
Only the users and their advisors really know howthings should work.
We need to pair thoughtful design with appropriatesoftware choices.
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© 2015 COWAN+
PAPERING PROBLEMS VS. SOLVING THEM
“Tell me aboutyour ordermanagementprocess and
how that’s
working foryou.”
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© 2015 COWAN+
PAPERING PROBLEMS VS. SOLVING THEM
“Tell me aboutyour ordermanagementprocess and
how that’s
working foryou.”
“We don’texactly haveone. I washoping thatwould come
with thesystem.”
X
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© 2015 COWAN+
4 PROBLEMS WE CAN READILY IMPROVE
Big Batches
vs.Iteration
Plans deliver a sense of certainty, but that certaintyis false.
Systems and process redesign is complex and
incremental validation is critical.
Smaller batches with step-wise validation are thefastest path to a good outcome.
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© 2015 COWAN+
BIG BATCHES VS. ITERATION
“Here’s what I think we can doin the next twoweeks based on
the priorities.
Then we canreview.”
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© 2015 COWAN+
BIG BATCHES VS. ITERATION
“Here’s what I think we can doin the next twoweeks based on
the priorities.
Then we canreview.”
“Look, I need aplan for thewhole project.”
X
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© 2015 COWAN+
THE SILVER BULLET?
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© 2015 COWAN+
PRACTICES THAT HELP
S C A L E ?
P IV O T ?
PRODUCT &
PROMOTION
USER STORIES
& PROTOTYPES
CUSTOMER
DISCOVERY &
EXPERIMENTS
VALUE
PROPOSITIONS &
ASSUMPTIONS
S H O W
M E …
?
W H A T
I F ?
WHO?PERSONAS
W H A T ?
PROBLEM
SCENARIOS &
ALTERNATIVES
01: DefineFocal PointswithBusinessModelCanvas
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© 2015 COWAN+
PRACTICES THAT HELP
S C A L E ?
P IV O T ?
PRODUCT &
PROMOTION
USER STORIES
& PROTOTYPES
CUSTOMER
DISCOVERY &
EXPERIMENTS
VALUE
PROPOSITIONS &
ASSUMPTIONS
S H O W
M E …
?
W H A T
I F ?
WHO?PERSONAS
W H A T ?
PROBLEM
SCENARIOS &
ALTERNATIVES
02:ProcessDesign asPrototype
01: DefineFocal PointswithBusinessModelCanvas
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© 2015 COWAN+
PRACTICES THAT HELP
S C A L E ?
P IV O T ?
PRODUCT &
PROMOTION
USER STORIES
& PROTOTYPES
CUSTOMER
DISCOVERY &
EXPERIMENTS
VALUE
PROPOSITIONS &
ASSUMPTIONS
S H O W
M E …
?
W H A T
I F ?
WHO?PERSONAS
W H A T ?
PROBLEM
SCENARIOS &
ALTERNATIVES
03:0, 30, 90 Day Success Criteria
02:ProcessDesign asPrototype
01: DefineFocal PointswithBusinessModelCanvas
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© 2015 COWAN+
01: WHY FRAME WITH STRATEGY?
Why?
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01: WHY FRAME WITH STRATEGY?
Why?
1. Structure.
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© 2015 COWAN+
01: WHY FRAME WITH STRATEGY?
Why?
1. Structure.
2. Linkage to success criteria.
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© 2015 COWAN+
01: WHY FRAME WITH STRATEGY?
Why?
1. Structure.
2. Linkage to success criteria.
3. A drive to explicit, discussable designs.
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© 2015 COWAN+
01: WHY FRAME WITH STRATEGY?
Why?
1. Structure.
2. Linkage to success criteria.
3. A drive to explicit, discussable designs.
4. Linkage to company business model & strategy.
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© 2015 COWAN+
01: STRATEGY IS A FOCAL TOOL, BUT …
CLIENTS DON’T WANTTO PAY FOR STRATEGY(Or even design in some cases)- feel they already know
what they want
- believe the software willessentially just work on its own
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© 2015 COWAN+
01: STRATEGY IS A FOCAL TOOL, BUT …
CLIENTS DON’T WANTTO PAY FOR STRATEGY(Or even design in some cases)- feel they already know
what they want
- believe the software willessentially just work on its own
KEEP IT FOCUSED,KEEP IT RELEVANT- you can do the basics in a
few hours per engagement- even if you do it in pre-sales
mode, it’s worth it
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© 2015 COWAN+
01: THE KEY ITEMS FOR OUR FRAMING
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+(,20#3,+'44'-$:'(DC*#+,-$,$C6?7$2C9:;C '($,-.2 *,00,(0'1(,20#3, 1'44'-$AEFE8,+'-.80(,,0A 8/#0, 9;;A82-G(2-+#$+'A12*#@'(-#2AHIE;JA<85:!", 0,4=*20,$ ",(, 2(, 42., 232#*26*, '- 0", $24, 11 *#+,-$, 0,(4$ 2$ 0", '(#D#-2* +2-32$:
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Who are the buyers, usersand why do they buy?
What is the end-to-endcustomer experience?
What activities are
strategically important?
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© 2015 COWAN+
01: A DESERT OR A FLOOR WAX?
Are you sure you know the business?Quickly define it with a clinical positioning statement.
For (target customer) who (statement of the need or opportunity), the
(product name) is a (product category) that (statement of key benefit – that is, compelling reason to buy). Unlike (primary competitive alternative),
our product (statement of primary differentiation).
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© 2015 COWAN+
01: A DESERT OR A FLOOR WAX?
Example: Home Depot
For homeowners who want the control and affordability of doing their
own home improvement, the Home Depot is a hardware retailer thatoffers comprehensive selection at competitive prices. Unlike hiring
professionals, our product helps you save money and work on your own
terms.
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© 2015 COWAN+
01: A DESERT OR A FLOOR WAX?
Example: United Children’s Theater
For children (k-12) seeking an expressive experience through the arts, the
Children’s Theater is a performing arts institute that offers affordableprogramming to low-income schools and children. Unlike private
institutions, our product offers national quality programming with a long
track record of success.
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© 2015 COWAN+
01: PART 1
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!")$%#6+(
'+;6+1%$,Who are the buyers, users
and why do they buy?
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© 2015 COWAN+
01: PART 2
!"#$&'()#$ *#+,-$,./-.,(0", 1(,20#3, 1'44'-$500(#6/0#'-78"2(, 5*#), 9:;<-='(0,.>#+,-$,: !'3#,&2 +'=?'@0"#$ *#+,-$,A3#$#0 "00=BCC
+(,20#3,+'44'-$:'(DC*#+,-$,$C6?7$2C9:;C '($,-.2 *,00,(0'1(,20#3, 1'44'-$AEFE8,+'-.80(,,0A 8/#0, 9;;A82-G(2-+#$+'A12*#@'(-#2AHIE;JA<85:!", 0,4=*20,$ ",(, 2(, 42., 232#*26*, '- 0", $24, 11 *#+,-$, 0,(4$ 2$ 0", '(#D#-2* +2-32$:
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What is the end-to-endcustomer experience?
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© 2015 COWAN+
01: PART 3
!"#$&'()#$ *#+,-$,./-.,(0", 1(,20#3, 1'44'-$500(#6/0#'-78"2(, 5*#), 9:;<-='(0,.>#+,-$,: !'3#,&2 +'=?'@0"#$ *#+,-$,A3#$#0 "00=BCC
+(,20#3,+'44'-$:'(DC*#+,-$,$C6?7$2C9:;C '($,-.2 *,00,(0'1(,20#3, 1'44'-$AEFE8,+'-.80(,,0A 8/#0, 9;;A82-G(2-+#$+'A12*#@'(-#2AHIE;JA<85:!", 0,4=*20,$ ",(, 2(, 42., 232#*26*, '- 0", $24, 11 *#+,-$, 0,(4$ 2$ 0", '(#D#-2* +2-32$:
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!"8011+7$,
!:07)+
/(#9#$3%3#1$,
!")$%#6+(
'+;6+1%$,
What activities arestrategically important?
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© 2015 COWAN+
01: PART 1: THE FIRST FIVE
!"#$&'()#$ *#+,-$,./-.,(0", 1(,20#3, 1'44'-$500(#6/0#'-78"2(, 5*#), 9:;<-='(0,.>#+,-$,: !'3#,&2 +'=?'@0"#$ *#+,-$,A3#$#0 "00=BCC
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!"8011+7$,
!:07)+
/(#9#$3%3#1$,
!")$%#6+(
'+;6+1%$,Who are the buyers, users
and why do they buy?
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© 2015 COWAN+
01: PRACTICES THAT HELP
S C A L E ?
P IV O T ?
PRODUCT &
PROMOTION
USER STORIES
& PROTOTYPES
CUSTOMER
DISCOVERY &
EXPERIMENTS
VALUE
PROPOSITIONS &
ASSUMPTIONS
S H O W
M E …
?
W H A T
I F ?
WHO?PERSONAS
W H A T ?
PROBLEM
SCENARIOS &
ALTERNATIVES
Define FocalPoints withBusinessModelCanvas
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© 2015 COWAN+
01: CUSTOMERS & PROPOSITIONS
Broad Selection
Competitive Prices
Convenience
Do-It-Yourselfers
Casual Shoppers
Contractors
Example: Home Depot
Value
Propositions
Customer
Segments
Why do they buy? Who are they?
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© 2015 COWAN+
01: CUSTOMERS
?
Value
Propositions
Customer
Segments
Why do they buy? Who are they?
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© 2015 COWAN+
01: CUSTOMERS
Value
Propositions
Customer
Segments
Why do they buy? Who are they?
Children
Parents
Teachers & Admin.
Donors
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© 2015 COWAN+
01: PROPOSITIONS
Value
Propositions
Customer
Segments
Why do they buy? Who are they?
Children
Parents
Teachers & Admin.
Donors?
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© 2015 COWAN+
01: PROPOSITIONS
Value
Propositions
Customer
Segments
Why do they buy? Who are they?
Children
Parents
Teachers & Admin.
Donors
Quality Arts Education
Unique Peer Group
Affordability
Outsourcing Arts FunctionCultivating Arts Locally
Better Ed. for Low-Income Pupils
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© 2015 COWAN+
01: CUSTOMERS & PROPOSITIONS
Example:
UnitedChildren’sTheater
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© 2015 COWAN+
01: PART 2: THE SECOND FIVE
!"#$&'()#$ *#+,-$,./-.,(0", 1(,20#3, 1'44'-$500(#6/0#'-78"2(, 5*#), 9:;<-='(0,.>#+,-$,: !'3#,&2 +'=?'@0"#$ *#+,-$,A3#$#0 "00=BCC
+(,20#3,+'44'-$:'(DC*#+,-$,$C6?7$2C9:;C '($,-.2 *,00,(0'1(,20#3, 1'44'-$AEFE8,+'-.80(,,0A 8/#0, 9;;A82-G(2-+#$+'A12*#@'(-#2AHIE;JA<85:!", 0,4=*20,$ ",(, 2(, 42., 232#*26*, '- 0", $24, 11 *#+,-$, 0,(4$ 2$ 0", '(#D#-2* +2-32$:
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5+70%3#1$839$,
!"8011+7$,
!:07)+
/(#9#$3%3#1$,
!")$%#6+(
'+;6+1%$,What is the end-to-endcustomer experience?
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© 2015 COWAN+
01: EXERCISE: STORYBOARDING THE BEFORE SCENARIO
AttentionInterest
DesireActionOnboarding
Retention
How do they first findout that you, your
proposition exist?
How do you break through the noise
floor?
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© 2015 COWAN+
01: EXERCISE: STORYBOARDING THE BEFORE SCENARIO
AttentionInterest
DesireActionOnboarding
Retention
What is it that
engages them withyour proposition?
How will youconnect?
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© 2015 COWAN+
01: EXERCISE: STORYBOARDING THE BEFORE SCENARIO
AttentionInterest
DesireActionOnboarding
Retention
Are you connectingwith an importantproblem scenario?
Is your VP better
enough than thealternative?
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01: EXERCISE: STORYBOARDING THE BEFORE SCENARIO
AttentionInterest
DesireActionOnboarding
Retention
What is absoluteminimum set of
actions required by
the customer tohave you deliver on
their problem?
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01: EXERCISE: STORYBOARDING THE BEFORE SCENARIO
AttentionInterest
DesireActionOnboarding
Retention
How do they
become a regular,habitual user? How
will you know if
that’s happening?
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01: EXERCISE: STORYBOARDING THE BEFORE SCENARIO
AttentionInterest
DesireActionOnboarding
Retention
How do you deepen their involvement?
Investment? How doyou get them talking
about it?
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01: STORYBOARDING AIDAOR- UNITED CHILDREN’S THEATER
…Action, Onboarding, Retention
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01: ENHANCING STORYBOARD WITH THINK-SEE-FEEL-DO
Thinks: Is this going to be OK? What happens if something
doesn’t work out? What time exactly do I need to come
back and pick him up? Can anyone help me carpool?
Sees: The interactions the other parents are having with
the teachers, each other, and their kids.
Feels: Anxious about whether Carlos will enjoy himself.
Hopeful and excited that he’ll find an after school activity
he likes.
Does: Comes for pickup with a list of questions. Would like
to engage with other mom’s but feels shy and does not
initially.
&$*&!'+%$,
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01: CUSTOMER JOURNEY
How do they interact? Who interacts?
SAMPLES SAMPLES
Customer
Relationships
Channels
SALEShand sales directhand sales indirectretail
webphonedelivery
PROMOTIONpersonal directpersonal indirectspecialty media
televisionradioAdWords + SEO
SERVICEdirect personalauthorized centerfield contractors
communityweb
dedicated personal service (onsite? offsite?)personal servicephone supportweb/email based tickets
web self-help and forums
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01: CUSTOMER JOURNEY
How do they interact? Who interacts?Customer
Relationships
Channels
UNITED CHILDREN’S THEATERPersonal ServiceDirect Personal ServiceOnline Community
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01: CUSTOMER JOURNEY
How do they interact? Who interacts?Customer
Relationships
Channels
?
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01: CUSTOMER JOURNEY
How do they interact? Who interacts?Customer
Relationships
Channels
UNITED CHILDREN’S THEATERSALESDirectLocal Schools
SERVICEParents AuxiliaryFacebook
PROMOTIONParent’s Auxiliary
Personal ServiceDirect Personal ServiceOnline Community
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01: CUSTOMER JOURNEY
Example:
UnitedChildren’sTheater
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01: PART 3: THE THIRD FIVE
!"#$&'()#$ *#+,-$,./-.,(0", 1(,20#3, 1'44'-$500(#6/0#'-78"2(, 5*#), 9:;<-='(0,.>#+,-$,: !'3#,&2 +'=?'@0"#$ *#+,-$,A3#$#0 "00=BCC
+(,20#3,+'44'-$:'(DC*#+,-$,$C6?7$2C9:;C '($,-.2 *,00,(0'1(,20#3, 1'44'-$AEFE8,+'-.80(,,0A 8/#0, 9;;A82-G(2-+#$+'A12*#@'(-#2AHIE;JA<85:!", 0,4=*20,$ ",(, 2(, 42., 232#*26*, '- 0", $24, 11 *#+,-$, 0,(4$ 2$ 0", '(#D#-2* +2-32$:
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!"8011+7$,
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What activities arestrategically important?
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01: BUSINESS MODEL TYPES
!"#$&'()#$*#+,-$,./-.,( 0",1(,20#3,1'44'-$500(#6/0#'-78"2(,5*#),9:;<-='(0,.>#+,-$,:!'3#,&2 +'=?'@0"#$*#+,-$,A3#$#0 "00=BCC
+(,20#3,+'44'-$:'(DC*#+,-$,$C6?7$2C9:;C '($,-.2*,00,(0' 1(,20#3,1'44'-$AEFE8,+'-.80(,,0A8/#0,9;;A 82-G(2-+#$+'A12*#@'(-#2AHIE;JA<85:!", 0,4=*20,$ ",(, 2(, 42., 232#*26*, '- 0", $24, 11 *#+,-$, 0,(4$ 2$ 0", '(#D#-2* +2-32$:
!"#$% '%()*%)(+,
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!-+.
5+$#)(*+$,
!5+4+1)+ '%(+06$,
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!"8011+7$,
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!")$%#6+(
'+;6+1%$,
1. INFRASTRUCTURE-DRIVEN
2. CUSTOMER SCOPE-DRIVEN
3. PRODUCT-DRIVEN
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Infrastructure-Driven
UTILITIES TELECOM COMMODITIESPG&ENational Grid
AT&TFrance Telecom
Archer DanielsDowCargill
01: BUSINESS MODEL TYPES
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Infrastructure-Driven
Scope-Driven
RETAIL BANKING CORP. LAW
UTILITIES TELECOM COMMODITIESPG&ENational Grid
AT&TFrance Telecom
Archer DanielsDowCargill
Neiman MarcusToys ‘R UsHarrods
HSBCBank of America
Allen & OveryJones Day
01: BUSINESS MODEL TYPES
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Infrastructure-Driven
Scope-Driven
RETAIL BANKING CORP. LAW
Product-Driven
PACKAGED GOODS APP. SOFTWARE MEDIA
UTILITIES TELECOM COMMODITIESPG&ENational Grid
AT&TFrance Telecom
Archer DanielsDowCargill
Neiman MarcusToys ‘R UsHarrods
HSBCBank of America
Allen & OveryJones Day
NestleUnileverPepsico
TwitterFacebookEA
Conde NastMGM
01: BUSINESS MODEL TYPES
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01: BUSINESS MODEL TYPES- IMPLICATIONS
EXAMPLE AREA INFRASTRUCTURE-DRIVEN
SCOPE-
DRIVENPRODUCT-
DRIVEN
Sales Process:Highly standard or flexible?
relativelystandardized
relativelyflexible
(ideally Channelsells)
Pricing & Packaging:Highly standardized or customizable? relativelystandardized relativelycustomizable relativelystandardized
Customer Support:How systematic vs. customized?
relatively systematicrelativelycustomized
relativelysystematic
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01: KEY ACTIVITIES
Which activities are strategic? Which assets are strategic?
?
Key
Activities
Key
Resources
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01: KEY ACTIVITIES
Which activities are strategic? Which assets are strategic?Key
Activities
Key
Resources
Curriculum Development
Student Development
School Programming
Volunteer DevelopmentDonor Development
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01: KEY RESOURCES
Which activities are strategic? Which assets are strategic?
Track Record
Facility
Donor Relationships
CurriculumVolunteer Base
Key
Activities
Key
Resources
Curriculum Development
Student Development
School Programming
Volunteer DevelopmentDonor Development
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01: CUSTOMERS & PROPOSITIONS
Example:
UnitedChildren’sTheater
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02: PROCESS DESIGN- NOT LIKE THIS
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Bram.dezwart via Wikimedia Commons
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02: THE ATOMIC PROCESS
The atomic processhas… an input an output
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transformativesteps
02: THE ATOMIC PROCESS
The atomic processhas… an input an output
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transformativesteps
02: THE ATOMIC PROCESS
The atomic processhas… an input an output
…and 3 metrics1. process2. output
3. outcome
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02: FOCAL METRICS
Process: How many doorknobs/hour?
Output: Portion of ‘flawed’ doorknobs?
Outcome: Did we validate that customers like the doorknobs?
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02: VALIDATING PROCESSES
NVA: Non-Value Added Time (‘wasted time’) >> ELIMINATE
BVA: Business-Value Added Time (‘paperwork’) >> MINIMIZE
RVA: Real Value-Added Time (‘work’) >> MAXIMIZE
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02: WORKING KEY ACTIVITIES- PROCESS INVENTORY
Key Activities
FunctionalProcesses
Sub-Processes
PROCESSINVENTORY
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02: EXAMPLE- UNITED CHILDREN’S THEATER
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02: THE INPUT- A HALLWAY CONVERSATION
PROJECTLEAD
“Then what happens?” “If they’re a possible fit
but not this year or notuntil we’re doingsomething in particular, Imark them as notqualified yet but make a
note to myself to call them back.
If they’re not for us, Imark them dead.
If they look good I put
them on my priority list.
EXECUTIVEDIRECTOR
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1
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02: LAYERING STORIES ONTO PROCESS
Story Test
1: “As a donor manager, I want to
record the Lead qualifications so myselfor someone else can readily follow upwith them on relevant next steps.”
Make sure it’s possible to qualify and record their charter.?: Should this be a simple yes/no on arts & k-12? If so, in
aggregate or separately??: Notion- would it be useful to record the URL if it’s online?
?: Place to make notes? If so, just one for general, or somekind of prompt or relationship to other items??: What’s in the DM’s notes for a typical qualification?
Make sure it’s possible to qualify current year funds.?: What else is relevant here? Qualify when their new fundyear/fiscal year starts? Size of typical donation?
“As a donor manager, I want to record the prospect’s qualifications so I understand ifand how I should progress with them.”
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02: THE INPUT- A HALLWAY CONVERSATION (II)
PROJECTLEAD
EXECUTIVEDIRECTOR
“Anything else on DonorDevelopment? What else has toget done in the process?”
“Well, we want torecognize the donations,let them know ourappreciation. With thenew folks and scaling, wesometimes drop the ball
on that, which we justhave got to fix.”
“What do you typically do forrecognition?”
“Minimum, we send anemail. For the really bigones, I send a hand-
written note.”
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1
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02: LAYERING STORIES ONTO PROCESS
Story Test
1: As the donor manager, I want toquickly understand the donor and their
contribution so I can follow upappropriately and without additional
research.
Make sure the donors name and address (email and/or streetaddress) is clearly visibleMake sure the donors relationship to United Children’s
Theater is clearly visible, including: parent, parent of alumni,Make sure any past donations are visible
?NOTE: Can we review a sample of past letters to see whatother details might be pertinent?
1: As the DM, I want to record when andhow I followed up so that I can review
that in the future and anyone who’s
dealing with the donor can easily see this for account visibility.
If the follow-up is written, make sure there’s an easy way toattach it and association it to the donor and donation
If the follow up is an email, make sure it’s logged in the samefashion
… …
“As the executive director, I want to follow up a donation with a personalized responseso we show our appreciation and develop the relationship.”
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03: VALIDATING PROCESSES- DONOR DEVELOPMENT
PROBLEM SCENARIO CURRENTALTERNATIVE
VALUE PROPOSITION VALIDATIONCRITERIA
Implementing learnedbest practices on
account development
tasks & keeping thosealigned with corporateobjectives
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03: VALIDATING PROCESSES- DONOR DEVELOPMENT
PROBLEM SCENARIO CURRENTALTERNATIVE
VALUE PROPOSITION VALIDATIONCRITERIA
Implementing learnedbest practices on
account development
tasks & keeping thosealigned with corporateobjectives
Self-generatedspreadsheet for account
tracking on shared drive
7/21/2019 Salesforce Playbook- 6 Steps to Better Deployments
http://slidepdf.com/reader/full/salesforce-playbook-6-steps-to-better-deployments 96/108
© 2015 COWAN+
03: VALIDATING PROCESSES- DONOR DEVELOPMENT
PROBLEM SCENARIO CURRENTALTERNATIVE
VALUE PROPOSITION VALIDATIONCRITERIA
Implementing learnedbest practices on
account development
tasks & keeping thosealigned with corporateobjectives
Self-generatedspreadsheet for account
tracking on shared drive
The Salesforceimplementation will help
with best practice sales
and time managementwith structure andautomation around taskslike-* lead scoring to
prioritize calls* simple creation of
follow-up’s and related
7/21/2019 Salesforce Playbook- 6 Steps to Better Deployments
http://slidepdf.com/reader/full/salesforce-playbook-6-steps-to-better-deployments 97/108
© 2015 COWAN+
03: VALIDATING PROCESSES- DONOR DEVELOPMENT
PROBLEM SCENARIO CURRENTALTERNATIVE
VALUE PROPOSITION VALIDATIONCRITERIA
Implementing learnedbest practices on
account development
tasks & keeping thosealigned with corporateobjectives
Self-generatedspreadsheet for account
tracking on shared drive
The Salesforceimplementation will help
with best practice sales
and time managementwith structure andautomation around taskslike-* lead scoring to
prioritize calls* simple creation of
follow-up’s and related
0 Day: DM inputs last 5prospects; they go into
fields as designed
without additionalsupport or questions
30 Day: login’s on atleast 18 working days
90 Day: ?
7/21/2019 Salesforce Playbook- 6 Steps to Better Deployments
http://slidepdf.com/reader/full/salesforce-playbook-6-steps-to-better-deployments 98/108
© 2015 COWAN+
03: VALIDATING PROCESSES- DONOR DEVELOPMENT
PROBLEM SCENARIO CURRENTALTERNATIVE
VALUE PROPOSITION VALIDATIONCRITERIA
Implementing learnedbest practices onaccount development
tasks & keeping thosealigned with corporateobjectives
Self-generatedspreadsheet for account
tracking on shared drive
The Salesforceimplementation will helpwith best practice sales
and time managementwith structure andautomation around taskslike-* lead scoring toprioritize calls
* simple creation of
follow-up’s and relatednotices to help prioritizework
90 Day: Definitive resultson sales executionagainst strategic market
plan+ Result: 80% newgrowth is in Accounts
types in target segments- Result: Most growth isnot in target segments
and the underlying
reason can be identifiedin Opportunity post-mortems
7/21/2019 Salesforce Playbook- 6 Steps to Better Deployments
http://slidepdf.com/reader/full/salesforce-playbook-6-steps-to-better-deployments 99/108
© 2015 COWAN+
03: THE INPUT- A HALLWAY CONVERSATION (II)
PROJECTLEAD
EXECUTIVEDIRECTOR
“Anything else on DonorDevelopment? What else has toget done in the process?”
“Well, we want torecognize the donations,let them know ourappreciation. With thenew folks and scaling, wesometimes drop the ball
on that, which we justhave got to fix.”
“What do you typically do forrecognition?”
“Minimum, we send anemail. For the really bigones, I send a hand-
written note.”
7/21/2019 Salesforce Playbook- 6 Steps to Better Deployments
http://slidepdf.com/reader/full/salesforce-playbook-6-steps-to-better-deployments 100/108
© 2015 COWAN+
7/21/2019 Salesforce Playbook- 6 Steps to Better Deployments
http://slidepdf.com/reader/full/salesforce-playbook-6-steps-to-better-deployments 101/108
© 2015 COWAN+
03: VALIDATING PROCESSES- DONOR DEVELOPMENT
PROBLEM SCENARIOCURRENT
ALTERNATIVE VALUE PROPOSITIONVALIDATION
CRITERIA
Consistently recognizingdonors (for longer term
relationship
development)
7/21/2019 Salesforce Playbook- 6 Steps to Better Deployments
http://slidepdf.com/reader/full/salesforce-playbook-6-steps-to-better-deployments 102/108
© 2015 COWAN+
03: VALIDATING PROCESSES- DONOR DEVELOPMENT
PROBLEM SCENARIOCURRENT
ALTERNATIVE VALUE PROPOSITIONVALIDATION
CRITERIA
Consistently recognizingdonors (for longer term
relationship
development)
Manual process with nochecks, tracking or
automation
7/21/2019 Salesforce Playbook- 6 Steps to Better Deployments
http://slidepdf.com/reader/full/salesforce-playbook-6-steps-to-better-deployments 103/108
© 2015 COWAN+
03: VALIDATING PROCESSES- DONOR DEVELOPMENT
PROBLEM SCENARIOCURRENT
ALTERNATIVE VALUE PROPOSITIONVALIDATION
CRITERIA
Consistently recognizingdonors (for longer term
relationship
development)
Manual process with nochecks, tracking or
automation
The Salesforceimplementation will
automate recognition
and track it for account& sales management.
7/21/2019 Salesforce Playbook- 6 Steps to Better Deployments
http://slidepdf.com/reader/full/salesforce-playbook-6-steps-to-better-deployments 104/108
© 2015 COWAN+
03: VALIDATING PROCESSES- DONOR DEVELOPMENT
PROBLEM SCENARIOCURRENT
ALTERNATIVE VALUE PROPOSITIONVALIDATION
CRITERIA
Consistently recognizingdonors (for longer term
relationship
development)
Manual process with nochecks, tracking or
automation
The Salesforceimplementation will
automate recognition
and track it for account& sales management.
0 Day: DM inputs sampleopportunities (with test
addresses); the
recognitioncorrespondence postsas expected30 Day: ClosedOpportunities are
receiving recognition asexpected and this is
visible90 Day: Donors areinvolved; Donations areup
7/21/2019 Salesforce Playbook- 6 Steps to Better Deployments
http://slidepdf.com/reader/full/salesforce-playbook-6-steps-to-better-deployments 105/108
© 2015 COWAN+
03: SCORING WINS
Key Activity 1
Key Activity 2
Key Activity 3
…Key Activity n
7/21/2019 Salesforce Playbook- 6 Steps to Better Deployments
http://slidepdf.com/reader/full/salesforce-playbook-6-steps-to-better-deployments 106/108
© 2015 COWAN+
03: SCORING WINS
Key Activity 1
Key Activity 2
Key Activity 3
…Key Activity n
Problem
Scenario +
Alternative +
Your Ideas onPropositions
7/21/2019 Salesforce Playbook- 6 Steps to Better Deployments
http://slidepdf.com/reader/full/salesforce-playbook-6-steps-to-better-deployments 107/108
7/21/2019 Salesforce Playbook- 6 Steps to Better Deployments
http://slidepdf.com/reader/full/salesforce-playbook-6-steps-to-better-deployments 108/108
© 2015 COWAN+
@cowanSF
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