Accelerating Success in the Cloud - A salesforce.com Foundation Event
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Accelerating Success In The Cloud
A Salesforce.com Foundation Event
December 4th 2012
13.00-14.00 – Introduction to the Marketing Cloud 14.00-15.00 – Breaking Through Adoption Barriers 15.00-15.10 – BizAcademy Apprenticeships 15.10-15.30 – Break 15.30-16.00 – Transform Your Organisation with Social
Technologies 16.00-16.30 – Introduction to Premier Success Plans 16.30-16.45 – Salesforce.com Foundation Social Impact
Award 16.45-17.45 – The Safe and Secure Cloud
Agenda
Social Media Has Changed Marketing Forever
Engaging Transparent Targeted Real Time
Unsolicited One to many
Untargeted Static
The Largest Shift in 60 Years
Old Way New Way
People Are No Longer Faceless Data
Residential addresses
Email addresses
Cell phone numbers
Cookies that expire in 30
days
People Are PEOPLE
Enormous Opportunity: Listen in real time
Build & engage connections
Turn insight into action Be more targeted than ever
And Are More Connected Than Ever
Ineffective Marketing Results
Most Companies Struggle With Social Marketing
Fragmented Marketing
Multiple groups engaging
Mixed messages
Customers only see one brand
Too Many Systems
Multiple point solutions
Disconnected from the
enterprise
Inefficient & uncoordinated
No Uni!ed Data
Campaigns and engagement disconnected
Multiple measurement
dashboards
No customer record or pro"le
Turn insights to actions and connections to customers for life.
World’s Only Uni!ed Social Marketing Suite
Global Social Listening Platform for ARVAL
A Pioneering Journey
Analysis Dashboard
Engage console
Summary Dash Board
Radian6 API /
Mobile
Radian6 Insights
x 1,000x 10,000x 100,000x
Social Hub
Broadest Coverage
Over 400 million conversations per day Access to over 470 million sources Access to more than 50 billion posts, dating back to May 2008
Language Coverage Monitor in 17 languages: English, French, Spanish, German, Italian, Danish, Finnish, Swedish, Portuguese, Dutch, Norwegian, Russian, Japanese, Simplified Chinese, Korean, Turkish, and Polish
World’s Only Insights Partner Ecosystem Powering customer insights… and growing all the time
Insights Pla,orm (affinity segmentation & influence)
(predictive trending/pre-meme)
(sentiment for feedback & complaints)
Turn Insights Into Action
Visualize social trends & data
Use social apps & great content to connect Listen & engage globally Make smarter ad buys & amplify the message
+59% Improved campaign
effectiveness
Turn Connections Into Customers For Life
+44% Increased
social sales
Build unified social profiles of your customers
Leverage social networks for insight
Integrate with Sales Cloud & Service Cloud
Social Content: Create Compelling Social Presences
Create flexible social canvasses
Use social applets & great content to connect
Extend social content to the greater web
80%
80% of US social network users prefer to connect with brands through Facebook
Engagement: Connect with Customers
Respond & connect with customers on their platform of choice
Create scale with workflow & integration with CRM
Grow your community of advocates & fans
42 Social media users who receive great service tell an average of 42 people
Social Ads: Amplify Your Content
Manage & execute optimized social ad campaigns
Turn awesome content into social compelling social ads
Optimize ads with demographics & KPI’s
+55% Social ads have 55% better recall than traditional ads - Nielsen
Measurement: Track Campaign ROI
Track results in one application
Adapt campaigns in real time
Use data to create new campaigns with proven results
10% Only 10% of marketers are accurately measuring social ROI
CRM Integration: Align Sales, Service & Marketing
Build social customer profiles
Route social insight across your company
Listen at social scale and speed
Recruiting
Sales
R&D
Marketing
Executives
Service
82% Adult Internet users are reached by social media.
Become a Socially Connected Enterprise
Cloud . Mobile . Social
Thank you
24 24
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Sahel Crisis UNICEF Casestudy Sebastian Majewski @sebmaje
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The Challenge: Information is delivered in knowledge chunks.
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The Challenge: Need for real-time engagement.
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What is Social Media Monitoring?
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The Monitoring Approach
• Social media conversations offer the richness of qualitative research and the sample sizes of quantitative research in real time.
• How do we detect digital smoke signals?
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Types of monitoring
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Evidence-based Marketing:
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#SahelNOW
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Launch
3rd package
4th package 2nd package
Topic Trends
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Top Hashtags
Hashtags Tweets Retweets Impressions Contributors
#SahelNOW 95,764 79,217 446,321,143 46,130
#Sahel 15,627 14,025 100,219,121 9,658
#malnutrition 3,142 2,938 37,661,578 2,630
#FoodCrisis 2,103 1,892 20,053,480 1,552
#Chad 1,793 1,601 13,822,846 1,268
#UNICEF 2,146 1,626 12,936,053 1,540
#Níger 1,453 1,300 11,885,570 1,087
#Malí 881 763 9,084,751 699
#children 1,403 1,254 8,681,822 1,168
#ff 689 593 8,520,371 575
#SahelNOW is the most dominant hashtag, followed by #Sahel and #malnutri:on.
35 35
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Selena Gomez drove most conversa:ons.
Most mentioned usernames
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We can determine the gender in half of the posts. 70 % of the par:cipants are female
Demographic Insights inform ad strategy
37 37
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User Tweets Retweets selenagomez 7 31,182
BAP_Bangyongguk 2 1,487
anapastor_tve 23 756
shakira 1 752
Nas 1 643
alo_oficial 2 610
MiaFarrow 25 423
Alyssa_Milano 2 413
KatGraham 1 384
eddieizzard 1 305
bjork 2 258
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Engage with your influencer and target your outreach real-time!
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hDp://youtu.be/ZMD1R4uSrCU
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Rules are changing: Social Media triggers
Traditional Media
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Benchmark: April vs. May
UNICEF 31.9% UNICEF 76.4%
March 2012 April 2012
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Thanks for your attention.
Sebastian Majewski Impact and Analysis Coordinator Social and Civic Media Section [email protected] Visit: www.slideshare.net/socialandcivic
@SFDCFoundation
/Salesforce.comFoundation
@SFDCFoundation
/Salesforce.comFoundation
Breaking Through Adoption Barriers Deployment & Adoption Best Practices
John Durocher SVP, Customer For Life
Agenda
§ Common Framework for Success § Adoption Methodology § Lessons from the Street § Detailed Case Study § Wrap Up and Q&A
Our Experience has shown us that there are 7 key Domains for Success
1. Vision and Strategy 2. Business Metrics 3. Adoption 4. Sponsorship and Governance 5. Roadmap 6. Process 7. Technology
Each domain is comprised of several categories
Vision and Strategy • Vision • Business Strategy • Technology Strategy
• Business & Technology Objectives • Customer Experience • Segmentation & Channel Strategy
Adoption
• Organizational Readiness • Stakeholder Involvement • Organizational Design • Measurement & Reward
• Communication • Training • Continuous Improvement • Support
Sponsorship and Governance
• Executive Sponsorship • Accountability • Center of Excellence
• Principles • Project Control • Release Management
Business Metrics • Business Performance Model • Key Performance Indicators
• Business Case • Metrics Tracking
Domains Categories
Roadmap • Global Deployment Approach • Product Roadmap
• Roadmap/Delivery Plan • Capabilities Value Map
Technology and Data
• Implementation Principles • Data Strategy • Architecture and Integration
• Security • Environment Strategy
Processes
• Align Process with Strategy • Process Ownership and
Standardization
• CRM Maturity Model • Process Metrics • Process Effectiveness • Process Review
Let’s talk Adoption…
and Outcomes
What is a good adoption rate? A. 80% B. 50% C. 30% D. 20% E. It doesn’t matter, as long as every user and agent can log in!
Answer: While salesforce.com clients range anywhere from 10% – 100%, 70+% is a very good adoption rate for internal users of large orgs, 30% for partners in a B2B model.
What is your target adoption metric?
Purpose 1. Establish and communicate the baseline
performance
2. Determine the messaging and tactics to in$uence behavior (usage)
3. Continue measuring impact and re"ne/adjust metrics
4. Communicate, reward positive results & behaviors
Adoption Driver Methodology
Continuous Improvement
Training Strategy
& Support
Communication Plan
Measurements &
Rewards
Stakeholder Involvement
85% Adoption 31/03/09
Adoption Target
Organizational Readiness
Customer Success
Lessons from the Street “A look back at success”
Financial Services Broker
Critical Success Factors 1. Sponsorship and Management – commitment required to not only support
implementation but drive adoption → no “opt out” 2. Ownership: This must be a business-led project 3. Address WIIFM for users: both Sales and Client Executives 4. Involve Top performers / In$uencers who lead by example 5. Data: Importance should not be underestimated 6. Communication: Messages from the business on a weekly basis 7. Training: Role based, segment speci"c 8. Adoption: Driving effective adoption needs ongoing commitment and support
Highlights of the Deployment 1. In Process of deploying to 10k users in 40 countries 2. Scope included Account, contact, opportunity management, Email Marketing, Blackberry
and Outlook integration, Multi-currency & Multi-language 3. Rigorous change management process using tools built on salesforce’s platform to track
and manage requirements, change requests, defect tracking, & deliverables
Symantec
Critical Success Factors 1. Strong executive sponsorship – “Decide and Go” Decisions 2. Three Guiding Principles
1. Keep It Simple Symantec 2. What’s in it for the Rep? 3. All Roads Lead from salesforce.com
3. Kept to a “Keep it Simple” (KISS) philosophy 4. Relentless focus on quality data migration and training
~3,900 Subscribers
Highlights of the Deployment 1. Deployed to over 3,900 users globally in 3 ½ months from project
initiation
ADP
Critical Success Factors 1. Executive Sponsorship 2. Established Program Management Office (“PMO”) 3. Established Implementation Standards 4. End user and management involvement 5. Developed disciplined training program 6. Created “buzz” and “excitement” within ADP 7. Quick Wins
~6,700 Subscribers Highlights of the Deployment
1. 6,000+ users, 10+ business segments 2. International users within Canada, EMEA and Australia 3. Consolidated more than 10 systems into salesforce.com
Sun Trust
Critical Success Factors 1. Sponsorship from Vice-Chairman to line-level leadership 2. Measured success against business case 3. Established Program Management Office (“PMO”) 4. Strict adherence to the Playbook methodology 5. End user and management involvement 6. Strict adherence to training policy - $2,500 "ne for failure to show 7. Created “internal campaign” to evangelize salesforce.com
~2,600 Subscribers Highlights of the Deployment 1. 2,600 users, Commercial and Business Banking 2. Pilot for 90 days 3. Surveyed sample of pilot team & built business case
Lessons from the Street “It’s not always so easy”
Sometimes there are Barriers 1. No unifying strategic vision directly supported by executive
management (not all regions, not all product lines)
2. No clearly defined measurable business objectives and success criteria
3. No overall plan to which all stakeholders are being held accountable
4. No overall process definition for collaboration or sales (forward looking versus backward looking)
5. Limited resources to deliver training
6. Additional project investments are needed since not all requirements are met by current implementation
Self Assessment –Ability to Deliver Business Value?
Foundational Components Not Yet Established
Emerging Practicing Leading
Strong Executive/Corporate Vision P
Clear Execution Strategy P
Customer Centric Approach P
Culture of Collaboration P
Well Defined and Automated Processes P
Clean Data - Trusted Information P
Simplified, Scalable Technology Infrastructure P Success Metrics, Reports and Dashboards P
Action Plan - Next Steps
1. Establish stakeholder champions across all groups – Executives, Product Line, Sales, Mgmt, Users
2. Industrialize Training – Establish a curriculum, track training and develop refresher courses
3. De!ne Key Processes – De"ne Key processes, executive owners, key activities deliverables, participants, metrics and Reporting mechanism.
A. “Product Appeal/Rejection Process”
B. “Early Winning Process”
C. “Customer Focused Process”
Establish Stakeholder Management
Required Inputs: • None
Overview: To identify all groups of people involved in or impacted by the initiative (“stakeholders”), and their target change state (e.g. awareness, understanding, buy-in, commitment), and manage their journey to the desired end-point via involvement and innovative two-way communications. The primary objective is to guide each group toward commitment for the change; secondary objective is to ensure consistency of messages across the project and business.
Activities • Determine the Key Stakeholder and In$uencers in the
organization • Develop joint understanding between senior executives,
sponsors, and key stakeholders what they expect to achieve and their role in making it happen through an Executive Workshop.
• De"ne Key Responsibilities for each Stakeholder • Establish a Steering Committee to drive business change,
adoption and monitor progress • Determine key messages and who the senders will be to
reinforce business value focus.
Deliverables • Key Stakeholder Map • Executive Steering Committee • Communication Plan
Exec Sponsors & Participants • Sponsor – Vince Roche • Responsible – Jim Schmidt • Interested –Steve Oberlander • Target Groups: Key Executives, Product Lines, End Users
Metrics: • Executive Engagement
Establish the Stakeholder
Management process
Engage Stakeholders & Build Commitment
Identify Stakeholder Groups, Goals &
Expectations
Aon Detailed Case Study
Sales Effectiveness Program Overview One global pipeline and opportunity management platform and process to increase the level of successful client acquisition and penetration
§ Provides cross business units visibility with consistent, real-time Account information
§ Improves effectiveness of the Sales Force § Builds a foundation for interactive marketing capabilities § Enables better allocation of scarce resources to the appropriate
opportunities § Supports management in:
§ Determining the effectiveness business development and marketing activities
§ Forecasting pipeline and communicating with "nancial markets
Original Implementation Summary Challenges:
– No visibility into Global Pipeline – 2 distinct lines of business selling different products – Lack of consistent global sales process and approach to prospects and
clients – More than 30 existing global sales management systems – Complex IT Environment (Different Infrastructure and Technology
providers across the world)
• Solution: – Focused on implementing only functionality that is required – SFA and Marketing Automation to over 5,500 users in 80+ countries – 7 languages and 84 currencies – Replaced/retired over 30 existing pipeline systems – Along with Salesforce.com , partnered with Accenture, Cognos and Eloqua
• Timeline: – Fall 2005: Project Kick-off – Winter 2007: completed wave roll-out to remaining ~80 countries
Aon Guiding Principles • KEEP IT SIMPLE
– Con"gure based on best practices (e.g., Miller-Heiman sales approach) – Implement only functionality required – not one item more – Ensure that the software and underlying processes are user-friendly
• Build momentum early and keep it going – Develop and reinforce key messages from the top down – Communicate early and often – Start small, scale fast
• Minimize costs and investment, maximize value of return – Retire existing, replaced platforms quickly – Leverage internal resources where possible
• Provide information to those who need it on a timely basis – Develop access-rights model that allows industry/product specialists to view relevant
data – Create both push & pull methods of distributing information
Snapshot of Global Deployment Progress
Metric 2005 2006 YTD Q1 2007 Q2 2007 Q3 2007 Q4 2007
# Retired Applications 41
(# of Sales Systems Used Globally)
20 28 28 >30 >30
# SFDC Users (estimated) 5505 (Planned Number of Users)
3646 5177 5177 5448 ~5900
# of Countries 120 (# of Countries Aon Operates in)
38 52 72 78 82
*2006 ARS & ACW Operating Revenue
Legend SFDC Deployment Complete
SFDC Deployment in Progress
SFDC Deployment Planned
Not Planned for Deployment
1/07 11/06 10/06 9/06 12/06
High-Level Global Deployment / Transition Plan 2/07 3/07 4/07 5/07 6/07 7/07 8/07 9/07 10/07
“Hou
se C
lean
ing”
and
Pre
p fo
r Acc
eler
ated
App
roac
h MR MR MR MR MR MR MR MR MR MR MR
CP
Wave 1 Ireland
Wave 2 Mexico
Wave 5 Azerbaijan, Bulgaria, Croatia, Czech Republic, Estonia, Georgia, Hungary, Kazakhstan, Latvia, Lithuania, Romania, Serbia & Montenegro, Slovak Republic, Slovenia, Ukraine
Waves 8a 8a: Italy*, Turkey
Wave 10 Argentina, Brazil, Chile, Colombia, Ecuador, Puerto Rico, Trinidad, Venezuela
Wave 12 Japan
Wave 13a & 13b 13a: Hong Kong, 13b: India
Netherlands Belgium/Lux Legend
In Country Lead
MR Monthly Release
CP Check Point Core Team Implements First Country; In Country Leads Remaining Countries
Core Team Lead
* First Country to Deploy in Wave
Sub-Saharan Africa
Wave 3 Portugal, Spain*
Wave 4 Austria, Germany*
Wave 6 Denmark, Finland, Iceland, Norway, Sweden
Wave 7 France*, Morocco, Tunisia
Complete End User Deployment
Canada
Today’s Steady State Environment • 8,000+ users across 3 Business Units from 87 countries • Global pipeline across all 3 Business Units • Heavy usage of marketing and lead management capabilities (Eloqua integration) • 3 Tiered Support Model with Managed Enhancement / Case Process
Support Model Tier 1 – Regional Sales Operations Teams (~250 Super Users)
Ø Support of daily end user issues: Ø General questions Ø Account, User on-boarding Ø Ad Hoc data maintenance
Tier 2 – Global Admin Help Desk (4 FTE) Ø End user or Super User case escalation Ø Con"guration changes, data loads, scheduled processes
Global Business Sponsorship Ø System Governance: Ø Enhancement review Ø Best practices / global standards Ø Con$ict resolution
Lessons Learned – Adoption & Communication
§ Ongoing Adoption: The “go-live” date is not the end of the project - the real effort begins the next day - driving effective adoption needs ongoing commitment and support
Communications: Messages to staff should come from the business / regions, not the Admin Support Team
Lessons Learned - Business Process § Process Re!nement: Do not
underestimate the time required to de"ne business processes required to build user adoption and support sales reporting using Salesforce.com
§ Ongoing Support Training: Each region’s support team will require time to get trained on Salesforce.com and understand new global business processes
• Global CEO, COO and CMO are the executive sponsors
• CEOs and Executive Sales Leaders in each Country are engaged and accountable
• Weekly Executive Steering Group Meeting to review:
– Key utilization metrics & action plans for improvement – Forecast accuracy of Sales pipeline – Global Program Issues
Lesson Learned: Executive Sponsorship
• Set clear direction and maintain focus on the achievement of speci"c business objectives
• Deploy a globally consistent solution allowing for geographical variances where necessary
• Implement a release management process to implement “out of scope” requests in a timely manner
Lesson Learned: Clearly De!ned Scope
• Initial BU was live in three months with 1,200 users
• Develop consistent processes, tools, training & communications that are leveraged for each deployment
• Sales professionals want to know “What’s in it for me?”
– Gather success factors and lessons learned to continually re"ne the deployment approach
– Articulate long-term vision for SFDC
Lesson Learned: Quick Wins build Momentum
Accelerated Deployment Approach Lesson Learned: Quick Wins build Momentum
--- Weeks ---
Prepare Organize Finalize Inputs
Build Solution
Finalize Solution
Finalize Data
Deploy Solution
Transition Solution
• Executive Commitment to Deploy
• Signed-off Work Plan –Deployment begins after all dates and resources are approved
• Deployment Kick-off Meeting
• Signed-off Country/BU Specific Comm. Plan
• Signed-off Solution Design Document
• Signed-off Country/BU Training Plan
• Signed-off Data Mapping
• N/A • Signed-off Configured Solution
• Signed-off Training Materials
• Train-the-Trainer
• Signed-off Data (i.e., Quality)
• “Go Live”• Conduct
Training• Migrate Data
• Transition Open Items and Solution
Milestones
Estimated “In-Country” Resource Commitment (Resources Needed from Both Business Units in Each Country)
Low: <4 hours/resource Medium: =10 hours/resource High: >10 hours/resource
Manage and Resolve Issues
• Business & IT Executive Sponsors*
• Country/BU Project Manager
• Business & IT Executive Sponsors*
• Country/BU Project Manager
• Business Analyst
• Training & Comms
• Data Migration
• Business & IT Executive Sponsors*
• Country/BU Project Manager
• Business Analyst
• Training & Comms
• Data Migration
• Business & IT Executive Sponsors*
• Country/BU Project Manager
• Training & Comms
• Data Migration
• Business & IT Executive Sponsors*
• Country/BU Project Manager
* Time commitment is always 1-2 hours/week for each Sponsor
3 4 5 6 7210 8
• Business & IT Executive Sponsors*
• Country/BU Project Manager
• Business Analyst
• Training & Comms
• Data Migration
• Business & IT Executive Sponsors*
• Country/BU Project Manager
• Business Analyst
• Training & Comms
• Data Migration
• Business & IT Executive Sponsors*
• Country/BU Project Manager
• Business Analyst
• Training & Comms
• Data Migration
10% 20% 30% 60% 80% 90% 100%
Overall Lessons Learned § Executive Sponsorship: Signi"cant commitment is
required from Global and Regional Sales Leadership to no only support the implementation, but drive ongoing adoption
§ One Solution / One Process: Salesforce.com is a global initiative, each region must continue to think this way to meet overall program objectives
§ Ownership: This is not an IT project but a sales and marketing effectiveness and management project.
§ Plan for the Future: Phase 1 – Global pipeline, but what can we anticipate for Phases 2, 3, etc?
Thank you
@SFDCFoundation
/Salesforce.comFoundation
@SFDCFoundation
/Salesforce.comFoundation
BizAcademy Apprenticeships
Philip Kenley
Why BizAcademy?
@SFDCFoundation
/Salesforce.comFoundation
@SFDCFoundation
/Salesforce.comFoundation
Transform your Organisation with Social Technologies
Liliana Osorio
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 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, 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, risks associated with 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 quarter ended July 31, 2011. This document and others 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 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.
Connect with Your Customers in a Whole New Way
Cloud . Mobile . Social
Your Customer
Transform How You Collaborate with Chatter
Cloud . Mobile . Social
Your Customer
Hierarchical Structures Limit the Flow of Ideas and Information “Only 14% of employees in today’s companies are highly engaged”
- Gary Hamel, Professor, London Business School
A few interesting stats…
• Knowledge workers currently spend 20% of their time looking for the information they need to do their jobs. That’s 1 day a week.
Source: Forrester • Between 80%-90% of the information that organisations have spent
hundreds of billions collecting in IT systems over the last 30 years is inaccessible by most workers.
Source: Gartner
The Social Divide – Employees and Companies
What about your company?
Your employees are social.
Real time Transparency / low barriers Reach Accessibility Usability Return on contributions
What if Teams Could Leverage Each Other To Bridge the Knowledge and Execution Gap?
What if all the knowledge you need to be successful at your job, was right next you?
Networked Enterprises have an Agile Knowledge Network
Traditional Companies !
Empowered employee networks
Collective knowledge from Network IQ
Agility promotes innovation
Evolves with your business
Slightly connected silos
Pockets of information
Slow to achieve alignment
Static
Knowledge networks that help all your employees gain insights and through them: agility, efficiency and improved execution
Networked Enterprises
Chatter Transformation, not Collaboration
Social Process Social Intelligence Social Communities
Raise the IQ of every employee Marry structured and unstructured data
Build communities with employees, partners & customers
Follow people, objects, files Recommendations
Trends Similar Files
Influence Smart Search
Collaboration on records (context)
Messenger Triggers & Apex
Criteria-based feeds Approvals
Customer Groups
Private, secure external collaboration Files / Profiles / Groups
Feed Discovery
Mobile SSO
100,000+ employees
18,000+ employees
94,000+ employees
20,000+ employees
14,000+ employees
55,000+ employees
50,000+ employees
Over 150,000 active networks including:
Give Employees Chatter on the Devices They Love
iPad & Honeycomb iPhone BlackBerry Android
Social Processes Make Companies More Effective
Creative campaigns R&D prioritization Competitive intel Post-merger integration
Video production and publishing
MarketTools, Inc. survey of 5,500 customers, May 2012
25% Reduction in
meetings
39% Faster "nding information
26% Less
34% Increased employee
engagement
31% Increased employee
connections
29% Increased
idea generation
Create Branded, Social Experiences
Watch the video: http://med.stanford.edu/cap/
20,000 physicians Following publications and disciplines Collaborating on research projects Private, branded community
Dartmouth's Tuck School of Business Creating Career Connections using Chatter
• Students participate in groups based on their career interests so they can engage in conversations specific to those interests
• Search companies, resources and people grouped into “Playlists”
• Timely career updates company information and “Inside Scoops”
• Students receive company updates in real-time, based on the Playlists they follow
Connect with Your Customers in a Whole New Way
Connected Employees
Connected Customers
Connected Products
Connected Partners
Introducing Chatter Communities
Create private, branded communities
Connect with customers, partners, and employees
Trusted security and sharing
GE Capital Creates a Social Community
Organic Adoption Far Exceeded Expectations: “It Just Feels Right” Huge benefits in finding & institutionalizing expertise, experience Share competitive intelligence, industry knowledge Chatter-based community portal: www.gecapital.com/cohort
Suggested next steps
N E
G A G E
Explore use cases
Navigate roll-out
Get sponsors
Activate users
Gauge success
Six Steps for Chatter Engagement
Evolve
Thank you
@SFDCFoundation
/Salesforce.comFoundation
@SFDCFoundation
/Salesforce.comFoundation
Introduction to the Premier Success Plans
Carlos Cabrera Premier Success Manager
Stephane Maurin
Success Account Manager
• Get Faster Response To Your issues
• Call our Support line
• Access Developer Support
• Receive Administration help
• Train all your users based on their roles
• Be prepared for the releases
SUPPORT § 24x7 toll-free phone and online § 1-hour initial response for critical issues § Premier developer support
TRAINING § Unlimited access to online Premier
training catalog § Role-based learning paths § Customizable training templates
All the benefits of Premier, plus administration services to accelerate your success
SUPPORT § 24x7 toll-free phone and online § 1-hour initial response for critical issues § Premier developer support
TRAINING
ADMINISTRATION
§ Unlimited access to online Premier training catalog
§ Role-based learning paths § Customizable training templates
§ A team of certified experts to maintain your Salesforce solution
CUSTOMER SUCCESS § Best practices to drive user adoption
& productivity § Release readiness programs § Assigned success resource*
§ Best practices to drive user adoption & productivity
§ Release readiness programs § Assigned success resource*
CUSTOMER SUCCESS
*with 200+ CRM users or $50,000 in annual Premier Success fees
Personalized services, technical support and online training
to build and sustain success
SUPPORT § Online case submission § 2-business day response
TRAINING § "Getting Started" online catalog
CUSTOMER SUCCESS § Self-service resources including Help
site, knowledge base and community
Online tools and support to get you started
Success Resources, Support and Training for All
Success Programs and
Resources
Fast 24x7 Global
Support Developer Support
Role-based Training
Customizable Training
1-Hour Initial Response for Critical Issues 365x24x7 Phone Coverage
Get Fast Expert Response with 24x7 Global Support
600+ Technical Experts 13 Locations 11 Languages
Build Custom Apps Faster with Developer Support
§ Apex and Visualforce best practices
§ Error troubleshooting for up to 200 code lines
§ Performance analysis
Developer Support
Increase Productivity with Training for All Roles
100+ Online Courses Including our most popular instructor-led courses delivered in an online, self-paced format:
§ Administration Essentials § Building Applications Using
Force.com and Visualforce § Apex and Visualforce
Controllers
Reduce Time to Value With Customizable Training
We Give You the Raw Materials
You Customize Training
Templates Storyboards
Demo Scripts
Increase User Adoption with Success Services
Usage Metrics & Benchmarks
Drive Ongoing Business Value with Success Programs
and Resources
Welcome Call and Premier Success
Getting Started Toolkit
Role-Based Learning Paths, Training Plans
and Analytics
Release Readiness Programs
Expand Your Expertise with Communities
Premier Success Chatter groups for release readiness knowledge and best practices sharing with other customers
Success Programs and
Resources
Fast 24x7 Global
Support Developer Support
Role-based Training
Customizable Training
Administration Services
Adds Admin Services
Success Resources, Support and Training for All
Increases Productivity
A team of Salesforce-certified experts helps maintain your Salesforce solution
Key services: § User, role and profile management § Reports and dashboards creation § Business process automation with
workflows
Freeing you up from day-to-day administration tasks to focus on your strategic objectives.
Expands Your Team
Expand your team’s capacity • We’ll handle the routine updates to your
con"guration • See complete list of services in
Premier Success datasheet
How does it work? • Take online Admin Essentials Training
– Included with Premier! – Learn the basics, so we speak the same language.
• You provide business requirements – Using templates
• The Admin team updates your system – During local business hours
Grow Your Success with Salesforce
24X7 Global Technical Support
Unlimited Online Training
Success Resources
Thank you !
Carlos Cabrera [email protected] Stephane Maurin [email protected]
2012 EMEA SOCIAL IMPACT AWARD
• Customer since 2010 • Uses: Partner Portal, Apex Triggers, Visual
Force Pages, Work$ow, Google Maps • Results
– Able to offer more tailored, $exible service – Decrease in annual costs – Ability to rapidly reach new geographies and
users – ALLEVIATING HOMELESSNESS
And the award goes to…
BROADWAY
@SFDCFoundation
/Salesforce.comFoundation
@SFDCFoundation
/Salesforce.comFoundation
Data Security in the Cloud Graham Rowe
Director of technology, EMEA
Everything seems to be “Cloud” these days
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)
For many aspects: Cloud Security is no different than Web Application Security
...and every web data breach has become a ‘Cloud Security’ issue
All the normal OWASP web security vulnerabilities like SQL injection, cross site scripting, cross site request forgeries, etc., equally apply to applications running on
the cloud as they do to applications running in house or on conventional hosting
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)
Cloud Security remains the key concern
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)
Can compliancy be maintained?
…and you should be asking questions
Who has access to my data?
Is access to data controlled effectively?
Is information backed up sufficiently (and securely)?
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)
Do Your Due Diligence • Identify and classify data
– What data supports the business processes – Be pragmatic – Don’t over protect / inhibit business bene"t
• Understand compliance requirements – Does it allow you to meet your regulatory obligations – Do you have customer contractual obligations to consider – SOX, PCI-DSS compliance
• Where is data stored – In which country(ies), issues with data privacy – In which service, SaaS->PaaS->IaaS
• How is data durability handled – Robust data centre redundancy – Business continuity and disaster recovery
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)
Do Your Due Diligence • What security and controls are in place to secure data
– ISO 27001 – Information Security Management System – SSAE16 – third party audit of controls – Transparency of security measures at each level – Can you test the network / application security
• How is data isolated – Logical/physical separation of customer data in multi-tenant environment – Robust authentication and application security model
• Cloud vendor stability – Financial stability and track record – Operational stability, scalability and transparency – A business partner you can trust – trust but verify
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)
It comes down to establishing a level of trust
Salesforce.com Confidential – May only be provided to third parties under a non-disclosure agreement (NDA)
What is trust? Trust means having …
Page Response
Times (ms)
Highest Reliability
Highest Performance
Highest Security
ISO 27001 Certi"ed SAS 70 Type 2 Certi"ed
SYSTRUST Certi"ed GSA moderate level ‘Authority to
Operate’ Innovative Security Features
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)
Salesforce: Under the Covers
Multi-Tenancy Makes Cloud Computing Possible
Single-Tenant (On-Premise or Hosted)
100,000+ Companies
Multi-Tenant
100,000+ Companies
Server OS
Database App Server
Storage Network
App 1
Server OS
Database App Server
Storage Network
App 2
Server OS
Database App Server
Storage Network
App 3
100,000+ App Stacks One App Stack
Server OS
Database App Server
Storage Network
App 1
Server OS
Database App Server
Storage Network
App 3
Automatic Upgrades Pay-as-you-go
Elastic
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)
Geographically Distributed Infrastructure
Production Data Center (ASG)
Production Data Center (SJL)
Production Data Center (WAS)
Production Data Center (CHI)
Japan Production Datacenter (TYO)
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)
Horizontal Scalability “POD” Architecture • A “POD” is a multi-tenant stack designed and allocated for a set of customers.
• Add new PODs quickly and easily as needed
• Performance bene"ts achieved through optimal ratio of subscribers to individual “POD” capacity.
Multi-Tenant stack for a set of customers
NA1 Pod Database
Cluster Application Server
API Server
Search Server
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)
Pod Architecture further enhances availability
Network Services
Storage Services
Backup Services
Monitoring Services
NA0 Pod
Database Cluster Application Server
API Server
Search Server
NA1 Pod
Database Cluster Application Server
API Server
Search Server
NA2 Pod
Database Cluster Application Server
API Server
Search Server
NA3 Pod
Database Cluster Application Server
API Server
Search Server
NA4 Pod
Database Cluster Application Server
API Server
Search Server
NA5 Pod
Database Cluster Application Server
API Server
Search Server
EU0 Pod
Database Cluster Application Server
API Server
Search Server
AP1 Pod
Database Cluster Application Server
API Server
Search Server
EU1 Pod
Database Cluster Application Server
API Server
Search Server
CS1 Pod
Database Cluster Application Server
API Server
Search Server
EU2 Pod
Database Cluster Application Server
API Server
Search Server
NA* Pod
Database Cluster Application Server
API Server
Search Server
EU* Pod
Database Cluster Application Server
API Server
Search Server
AP* Pod
Database Cluster Application Server
API Server
Search Server
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)
Delivering over 65 Billion Transactions a Quarter
Proven Scalability and Performance
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)
Datacenter Replication
• Near real-time replication
• Validated disaster recovery strategy
• Secure encrypted point to point data replication
• Weekly Backup Schedule- Multiple Full / Multiple Incremental
Production Data Center (ASG)
Production Data Center (SJL)
Production Data Center (WAS)
Production Data Center (CHI)
Japan Production Datacenter (TYO)
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)
Procedures
§ Policies structured around ISO27002 framework
§ Board and executive commitment to security governance
§ Security awareness and targeted training conducted routinely
Information Security Management System
Guidelines
Standards
Policies
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)
Infrastructure Security Controls
Transmission security • SSL 128-bit certificate • SSL session terminates on load
balancers/SSL off loaders • SSL v3/TLS with no weak
ciphers
Network security • Firewalls • Intrusion detection systems • Deployed at multiple points • SIEM • Controlled Access
Host security • Linux and Solaris systems • Hardened platforms • No Microsoft • SIEM • Controlled Access
Database security • Customer passwords are stored in
DB using one-way hash • DBA access restricted • Field level encryption supported
Data center security • 24x365 on-site security • Multiple levels of biometric
scanning • CCTV • Controlled Access
Multiple Datacenters • Geographically-dispersed,
mirrored data centers • Disaster recovery
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)
Operational Security Controls
Security monitoring • Security event management &
correlation deployed
Incident handling • Detection • Response • Forensics
Operational Security • Background checks • Private management network • Systems/devices configured for
least privilege
Vulnerability Assessments • Internal • External
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)
Customer Controlled Security Features
Login History log
Setup Audit Trail log
Object history tracking
Security Health Check Application
Sophisticated sharing model
CRUD and field level security
Authentication options
Trusted Networks
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)
Customer Controlled Security Features
Data Residency Option
APEX callouts/outbound messaging
Portal Health Check Report
Security Health Check Application
Sandbox environments
Encrypted Custom Fields & Apex encryption
User permissions
CAPTCHA for reports & export
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)
Industry Standards and Certi!cation
§ ISO27001 Certi"cation § Encompasses full domain set
§ Covers individuals, processes and policies and IT systems of both Internal Systems and
the salesforce.com application.
§ PCI-DSS § Customers May store Payment card information in Encrypted custom Fields
§ AICPA Service Organization Control (SOC) Reports § SOC 1 Type 2 (SSAE 16): (Formerly SAS/70)
§ SOC 2 Type 2: Detailed Trust Principles report
§ Security, Availability, Integrity, Con"dentiality and Privacy
§ SOC 3 (SysTrust): Trust Services Report
§ TÜV Privacy Mark § Independent veri"cation that salesforce.com complies to
German Data Privacy laws.
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)
Transparency - trust.salesforce.com
Trust.salesforce.com • Live System Status • Alerts • Security Best Practices • Report phishing • Privacy Overview • Historical Performance
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)
Just because its “Cloud Computing”…
does not mean it is insecure…
…in many cases it may be even more secure
Salesforce.com Con"dential – May only be provided to third parties under a non-disclosure agreement (NDA)