Salesforce.com Relaunch Featuring Customer Success Story From Aon

© 2015 Rightpoint Consulting LLC. All Rights Reserved

Salesforce RelaunchFEATURING CUSTOMER SUCCESS STORY FROM


Introductions

2

Luke Hitpas

Senior Salesforce

Consultant, Rightpoint

Heather Schreiber

IT Senior Application

Development Manager,

Aon

© 2015 Rightpoint Consulting LLC. All Rights Reserved 3

• Introductions

• Overview of how Aon uses Salesforce

• Aon Salesforce Relaunch

‣ Why we were in need of a relaunch

‣ How we got started

‣ Guiding principles

‣ Best practices

‣ Lessons learned

• Q&A

• Happy Hour & Hors D'oeuvres

Agenda


• Aon has multiple Salesforce instances with Aon Risk Services (ARS) and Aon Hewitt being the largest

• Aon utilizes Salesforce for:

‣ Pipeline Management

‣ Client Promise

‣ Aon Choice

‣ Proposal Requests

‣ Campaign Management

• ARS Instance alone supports 7,000+ users in 85 countries

‣ Advanced Currency Management

‣ Five Supported Languages

Overview of how Aon uses Salesforce


Why the need

for a Relaunch


• Aon started using Salesforce in 2006 and over time, lack of governance resulted in disparate processes across regions and countries.

• To support these individual processes, ARS Salesforce resulted in:

375 Profiles

down to 10

1,868 Roles

down to 200

415+ Sharing

Rules

down to 90

48 Opportunities

Record Types

down to 5

465 Custom

Fields Accounts

down to 80

154 Custom

Fields Contacts

down to 50

241

Custom Fields

Opportunities

down to 30

50+ Total

Page Layouts

down to 7

85 Price

Books

down to 1

700 Products

down to 200


How we got started

7


• In November, 2013 a governance council was formed.

‣ Regional leads from United States, Canada, LATAM, APAC, and EMEA

‣ Weekly meetings scheduled to gather requirements and discuss decisions

‣ It was decided to relaunch the current ARS org vs. starting over in a new org

(phased approach vs. big bang)

• Guiding principles were established for how we oversee and manage the

process/system


Just because you can doesn’t mean

you should. Make global sustainable

decisions consistent with our Vision.

Maximize the value of Salesforce as a knowledge

sharing and collaboration tool for colleagues to

expand and improve the distinctive client value

we bring to clients and future clients.

Avoid code customization of systems

except where there is a clear short and

long term economic benefit.

Optimize the user experience

and value – keep it simple.

Until the Sales Machine and Salesforce

becomes fully implemented all cost

allocations should encourage rather than

discourage proper and consistent use.

Principles to guide decisions


Absolute ‘cabinet solidarity’ – complete

support for decisions made by the council.

Our behaviors

Absolute agreement on the E2E sales

process and the core sub-processes.


The way we oversee and

manage the process

11


• All new requests require business

justification and review/approval by

the governance council. These

include but are not limited to:

‣ New fields

‣ New picklist values

‣ New validation rules

‣ New workflows

‣ New coding requirements

• Approval guideline: Is the request in

the spirit of the ARS relaunch efforts?

‣ Simplification of the system

‣ Enhanced end user experience

‣ Out of box functionality

‣ Supports consistent reporting

• This process was designed to

challenge business users on their

requests and to ensure that each

request is analyzed and not just

implemented upon request


Analysis of all current

state functionality

13


Security

14

• Current state security (OWD’s) were private

for Accounts, Contacts, & Opportunities

‣ This resulted in a very high number of

duplicate records

• Future state security opened visibility to all

Accounts/Contacts and Opportunities are

shared within each country.

Fields• Field Trip

• Panaya ChangeGuru

• Agree upon global fields, labels, help text,

and overall taxonomy


Code

15

• Analysis and clean-up to ensure code coverage

is sufficient for deployment

‣ Many configuration changes we were

making lowered code coverage

• Review current code to see if out of the

box functionality could be used instead

Workflows and Validations

• Full review and analysis of current state and/or

modifications to support new requirements


Recommendations and Approach

16

• After we completed our initial analysis,

we made recommendations and presented

options to the governance council via

demonstrations and POC’s

• Some of the recommendations included:

‣ Global page layouts for Accounts,

Contacts, and Opportunities

‣ New Opportunity record types which

included:

‣ Auto opportunity renewal creation

‣ Jeopardy tracking

‣ Global Programs (with revenue

splits across Accounts)

• One global Price Book

• One global Product list

• Out of the box revenue scheduler

• Restructure how data is entered

to remove inefficiencies

‣ Account ID’s (75 fields)

‣ Local Segmentation (40 fields)

‣ Publications (30 fields)

‣ Competitors (20 fields)

• Standardized global reports

and older structure


• Centralized account creation team

• User onboarding team

• Turn off all outbound emails

• When to use permission sets vs. profiles

• Unicode 8 for data loads (special characters)

• No such thing as too much communication

• Host Q&A sessions with end users

• Train the trainer

• Review system permissions (Export rights, Account

creation, User onboarding)

• Perform a test deployment well in advance

• Establishing best practices for making changes in multiple

sandboxes

Best Practices


Lessons Learned

18

• Turn off all sharing rules before migrating

• User updates

• Regression test

• Need requirements sign off well in advance

• Need strong change management process

• Integration support

• Folder sharing due to Security/Role changes

Salesforce.com Relaunch Featuring Customer Success Story From Aon

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