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Full session information and video available on successforce.com.TRANSCRIPT
Instant Stardom: Simplification and Standardization using SaaS
Scott Bell, Global Sales Programs
Siemens PLM Software
Executive: C-Level Strategy
Safe Harbor Statement
“Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements including but not limited to statements concerning the potential market for our existing service offerings and future offerings. All of our forward looking statements involve risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results could differ materially from the results expressed or implied by the forward-looking statements we make.
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Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time. These documents are available on the SEC Filings section of the Investor Information section of our website at www.salesforce.com/investor. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law.
Agenda
Objective of the session
Background of Scott Bell
Overview of Industry
Background of Siemen’s PLM Software
CRM Project Background
Standardization and Simplification
Objective of This Session
To leverage the lessons and the learnings from my
company in how Saas and Salesforce helped us drive
towards Simplification and Standardization in our
business.
Scott Bell
VP, Global Sales Programs
28 years with company
Sales, Sales Mgt, Strategic Planning, Marketing
Responsibilities:• Global Field Training (Sales, Sales Support, Professional
Services)
• Global Sales Meetings
• Global Sales Tools
BS, Architecture, MBA
Product Lifecycle Management (PLM) Industry Product Lifecycle Management
Enterprise Software Solutions
Started as CAD industry – 1970
Now includes CAX, cPDM, Manufacturing
New industry – $15.9B
EnterpriseApplications
CRM
ERP
SCM
PLM
PLM Industry - Competitive LandscapeGartner PLM Magic Quadrant - 2006
Siemens PLM Software (formerly UGS) The PLM Software division (formerly UGS) is the
Leader in the PLM (Product Lifecycle Management) Industry Market to over 45,000 companies world-wide Our solutions help companies derive maximum business value from their
products, from the day they are conceived until they are retired, helping to capture the value of the product’s lifecycle
Over 3,000,000 copies of our software are in use today world-wide We are a $1.2B Global Enterprise Software Solution provider with over 7000
employees world-wide and over 450 partners Our vision
UGS' vision is to enable a world where organizations and their partners collaborate through Global Innovation Networks to deliver world-class products and services, allowing them to deal swiftly with emerging risks and opportunities.
Our mantra is, "we never let a customer fail." This intense customer focus drives product development and is the reason we devote about 20 percent of annual revenues to R&D. We continually work to innovate knowledge-driven, standardized systems that raise the PLM bar.
Siemens PLM Software (formerly UGS)
Prior to Deployment of salesforce.com
Cultural transition in Sales & Marketing Zone orientation Sales values consistent, sales processes not Difficult to leverage sales best practices Management need for deeper insight into sales processes
• Better forecasting, continuous improvement
Need for deeper understanding of customer• Analysis of customer penetration
Systems Had one SaaS (Kind of) system – training (LMS)
• No software ownership
• Upgrades – Few
• Global Scalability
• Customizations – Limited due to lack of SOA
• No SOA architecture
• Liked overall model
Had implemented enterprise in-house systems – SAP, Callidus, etc
CRM Expectations
Simplification Fast implementation – 3 months
• Little executive tolerance for long implementation
• Desire for ROI asap Dashboards for simplified activity views Keep it simple - Ease of use, ease of implementation/deployment, ease of support
• Global Sales Structure, multiple languages, network issues
Organizational structural change supported by system• Global sales channels
Standardization Global implementation – 26 countries, multiple languages Implementation across all sales channels – Direct and Partners No steps backwards – baseline was current functionality Integration with other systems that touch sales – SAP, etc.
Project Phase 1
Taking the sales process to the next level
Business Challenges• Our own success• Lack of standard, common sales tools• Poor information for insight to sales processes• Only local lead generation/management• High revenue growth
Technology Challenges• Data, Data, Data (paradigm shift)• Integration between systems• Customization Culture (lack of standards)
“It’s about transforming our business” – John Graham, EVP, Global Sales
Project Overview
Rollout Strategy Global Deployment – 3 weeks rolling training & deployment
• Zone “War Rooms” to monitor issues
• Adoption metrics
• 26 countries, 4 languages (Phase 1)
• All channels – Direct (650) & Partners (1000)
Metrics No loss in pipeline - # of opps, value of pipeline Adoption
• % of users logging in on a regular basis
• % of managers using tool for review meetings
• Data quality
Implementation Background
Phase 1
900,000 accounts – D&B basis
Migrated 6 “CRM” databases
6 Integration Points• Intranet Sales Information System
• In house quoting system
• 2 outside marketing firms (lead generation)
• 2 SAP points (Sales Order Entry Form, Business Closed)
4 languages – English, Japanese, Chinese, Korean
Standardization & Simplification
Standardization
• Sales Definitions – Lead, Account, Opportunity, etc
• Sales Processes – Lead conversion, Opportunity Process, Partnering
• Interfaces to other systems
• Simplification
• Metrics
• Account Management
• Lead Management
Sales Definitions
Prior to Salesforce
Various definitions around the globe of: Leads – alignment of
Sales & Marketing
Accounts – alignment of CRM and ERP
Opportunities – alignment of global sales mgt.
Contacts – alignment of Sales & Marketing
After Salesforce
Standardized definitions resulting in: Common global sales &
marketing “language”
More efficient processes
Better insight into customer capture process
Better customer information – deeper, more consistent
Sales Processes
Prior to Salesforce Zone silo culture
Opportunity/pipeline centric not account mgt.
Difficult sales collaboration
Sporadic Territory and Account Reviews
After Salesforce Collaboration culture
Account centric
Standardized global processes with direct and partner sales channel
Structured Territory and Account planning
More complete market coverage
Deeper visibility into sales process
Business Processes - Interfaces
Prior to Salesforce
Lack of integration with
back-end application –
more application silos
Data silos
Limited customization
capabilities
After Salesforce
Integrated with SAP –
phase 1
Phase 1 integration to
market data
GUI based customizations
that survive upgrades
Metrics/Visibility
Prior to Salesforce
No common metrics or
dashboards
Lack of common
executive reports/data
Poor pipeline mgt
Inconsistent forecasting
After Salesforce
More Consistent
Forecasting & Metric
Reporting
Common Dashboard
format for all levels
Account/Territory Management
Prior to Salesforce
Difficult insight into
account/territory coverage
Loss of institutional
knowledge when reps
departed
After Salesforce
Systemic planning to
better account/territory
coverage
Better customer
transitions to new reps
across globe
Lead Management
Prior to Salesforce
Missing opportunities due
to heterogeneous lead
management processes
Manual processes were
overloaded
After Salesforce
Systemic global lead
management process
More efficient lead
processing
Key Success Factors
Application Architecture (SaaS, SOA) for:
Ease of configuration
Ease of deployment
Ease of integration
Ease of use
Global Dedicated Field Project Team
Global Vendor Support
Global Internal Support
Executive Sponsorship (CEO, EVP Sales, EVP Marketing)
“Keep it simple and keep it consistent”
John Graham, EVP Global Sales & Services
Key Take-aways
Executives MUST Drive Adoption
Crawl, walk, run (Phases) – Don’t try to eat the elephant in one bite
Be realistic about what this will cause in your org (paradigm/culture shift)
Design from field sales point of view – reporting will evolve naturally
Have a strong, engaged project team with broad representation: Field Sales
Sales Mgt
IT
Salesforce.com
Operations
Meet face-to-face often, have executive reviews
Clear communications to field (manage expectations)
It is a journey, not a destination
Summary
Standardization
• Sales Definitions – Lead, Account, Opportunity, etc
• Sales Processes – Lead conversion, Opportunity Process, Partnering
• Interfaces to other systems
• Simplification
• Metrics
• Account Management
• Lead Management
Instant Stardom: Simplification and Standardization using SaaS
Scott Bell, Global Sales Programs
Siemens PLM Software
Executive: C-Level Strategy
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Scott Bell
Global Sales Programs
QUESTION & ANSWER SESSION
PLM Software