This document discusses how to successfully implement a social collaboration platform in an organization to improve workforce productivity and business outcomes. It provides five key steps: 1) Start in the right place by understanding your goals and use cases; 2) Pick the right platform based on several criteria; 3) Build a business case to show projected revenue increases and cost savings; 4) Map current processes and identify pain points to transform; 5) Measure success over time by tracking key metrics like deal cycle time, win rate, onboarding time, and sales increases. The document cites examples from Jive customers who reported significant improvements in sales efficiency, effectiveness, and reductions in selling costs after implementing Jive's social collaboration platform.

1. The way forward is clear, right?

2. Cracking the Code on Workforce
Productivity
Christopher Morace, Chief Strategy Officer

3. © Jive confidential
PROCESS
AUTOMATION
24 HR WORKDAY
Engineered as far as we can.
Took the human element out.
Given up boundaries when work starts and ends.

4. of the work week spent writing
emails and searching for
information
28 hours

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Hope in the “Nexus of Forces”
“The Nexus of Forces is the
convergence and mutual
reinforcement of social,
mobility, cloud and
information patterns that
drive new business
scenarios.”
“The Nexus of Forces: Social, Mobile, Cloud and Information”
Gartner, June 14, 2012

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80% of social efforts to get business value are failing
“Predicts 2013: Social and Collaboration Go Deeper and Wider”
Gartner, November 28, 2012

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BEWARE THE
FALSE VALUE.
Not all business value is created equal
A lot of things sound appealing at the front end

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“51% feel more connected to their
organization’s mission and goals” “50% can locate relevant information and
people faster.”
“79% are exposed to more new ideas and
innovations in their organization.”
“76% have more visibility into work
happening in other departments or
locations.”
“68% say that social simplifies the process
of communicating with colleagues in
different locations or departments.”
THIS AIN’T IT.

9. © Jive confidential
13%
revenue improvement
per sales rep
The Value Of Changing
The Way Sales Is Enabled
Jive Customer Results
Increase in Deal Size
Grow size of deals substantially using Jive by aligning
the right team and following a sales process.
•86% of users said Jive helped them improve internal
communications
•71% stated that Jive helped improve pitch/proposal quality.
23%
Reduction in On Boarding
Train and on board new reps faster on Jive, reducing
costs and enabling you to capture sales faster.
•82% found Jive valuable at discovering best practices.
•65% found it valuable at building a network.
Reduction of Sales Support Needs
Reduce sales support needs via better self-help from
reuse of existing knowledge and easier access to
tools and resources.
•88% said Jive was valuable for accessing knowledge and
information
Overall Revenue Improvement of 8% to 13% per rep
In Addition
Reduce salesperson turnover by improving performance, lowering frustrations, and
creating better connectedness between employees.
5%
14%
SOURCE: Jive customer survey · Nov. 2012 · Completed by a Top 3 consulting firm.
EX: Sales Enablement
THIS IS.
Business outcomes need to be the focus.

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#1
START IN THE
RIGHT PLACE.

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… Jive has 32 proven ways to get started.
Want access to this? Fill out the contact form on the next slide!

12. © Jive confidential
#2
PICK THE RIGHT
PLATFORM.

13.  Purpose Built for Your Use Case
 Ease of Integration into Your Systems
 Usability by Your Workers
 Analytics Showing Real Value
 Enterprise Readiness
(Scale, Security, Compliance, Localization)
 Industry Proven Leadership
 Referenceable Customers You’ve Heard Of
 Roadmap (Vision not Feature Backlog)
Things to Consider

14. © Jive confidential
#3
BUILD A
BUSINESS CASE.

15. Increase in revenue
Additional revenue fromnew employees being onboarded faster
Previous onboarding time (days) 90
*Reduction in onboarding time 7%
Additional days of productivity 6
÷360days in ayear 2%
x Annual quota $2,000,000
Quotaachievement fordays saved $33,350
x Numberof new reps +those who didn't leave from previous year 11 From above
Increased revenue fromfasteronboarding $366,850
Additional revenue fromimproved sales
Current revenue $100,000,000
x Improvement in revenue 2%
Increasedrevenue fromimproved sales effectiveness $1,560,000
Total revenue increase $1,926,850
1.9% (of revenue)
15
Outputs
Reduction in expense
Savings from lowered sales support
Number of sales people 50 From customerinput
x Ratio of sales support to sales people 0.20
Number of sales support people 10
x Reduction in sales support need 4% From surveyed impacts
Number of fewer sales support needed 0.41
x Cost/sales support FTE 100,000 From benchmark
Savings from sales support $40,600
Reduction in onboarding from lower turnover
Previous turnover rate 20% From benchmarks
x Reduction in turnover rate (%) 0% From surveyed impacts
Reduction in turnover rate 0% From surveyed impacts
x Number of reps (employees) 50 From customerinputs
Reduction in #of new reps/yr. 0 Number of employees *(Previous turnover rate - New turnover rate)
x Old onboarding cost/rep $37,500 All in cost/FTE (from benchmarks) / onboarding time (from benchmarks)
Savings from reduction in turnover rate $0
Reduction in onboarding costs from shorter onboarding
Old onboarding cost/rep $37,500 From benchmarks (as above)
x Reduction in onboarding time 7% From surveyed impacts
Reduction in onboarding cost $2,501 Old onboarding cost/rep *reduction in onboarding time
Number of current reps 50
x (1+Expected annual growth rate) 10%
Number of reps at end of year 55
x New turnover rate 20% From above
Number of new reps onboarded 11
x Reduction in onboarding cost $2,501 From above
Savings from reduction in onboarding time $27,514
Total cost savings $68,114
0.1% (of revenue)
Sales enablement impact
Inputs
Customer inputs: From customer
Total revenue 100,000,000
Quota 2,000,000
Number of sales people 50
Expected team growth (annual) 10%
From benchmarks (can be adjusted based on customer input): Source/note
Sales support FTE cost $100,000 McKinsey expert
#sales support/sales person 0.20 Highest in complex solutions (high tech sales engineers, sales specialists, etc.)
Sales person onboarding time to full productivitity (days) 90 McKinsey expert
Cost/sales person/year $150,000 Including commissions
Sales person turnover 20% McKinsey expert; where there is high growth, higherturnover
Surveyed Impacts (from survey): Best in-class % of users who reported benefit Effective rate
Reduction in sales support time/expense 14% 29% 4%
Reduction in sales person onboarding time 23% 29% 7%
Reduction in sales person turnover rate 12% 0 0%
Increase in sales effectiveness (sales/yr.) 13% 12% 2%
Returnto navigation
• Key Assumptions
• Proven Benchmarks
• Tailored to your Business
• Projected Expectations

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#4
UNDERSTAND THE
FROM > TO.

17. Process Mappings to Identify Pain Points
and Transform Business Process
Lead sales
reps
Other sales
reps
Coach
Lead qualification Opportunity development
Pitch, negotiate, close
deal
Capturing learnings
Coaching and
development
Understand
industry and past
customer
interactions
Provide input
from similar
experiences
Provide on-going coaching and
support
Prepare
solution and
quote
Content
manager
Matches
opportunity to
past case
examples
Update deal
info and
learnings
Develop
product/industry
info
Revise pitch
info based on
experiences
Develop pitch
books
17

18. Lead sales
reps
Other sales
reps
Coach
Lead qualification Opportunity development
Pitch, negotiate, close
deal
Capturing learnings
Coaching and
development
Understand
industry and past
customer
interactions
Provide input
from similar
experiences
Provide on-going coaching and
support
Prepare
solution and
quote
Content
manager
Sales
enablement
docs/tools hard
to find /
prioritize
Matches
opportunity to
past case
examples
Difficult to discuss
opportunities and ideas
across physical
boundaries
Coordinating on
solution pitch,
approvals,
negotiations can
be slow
Update deal
info and
learnings
Develop
product/industry
info
Hard/slow to develop
across silos with
marketing and product
Difficult / time consuming to
capture learning to update
documentation, customer
profile, etc.
Revise pitch
info based on
experiences
Develop pitch
books
Hard/slow to
develop across
silos with sales
ops
No strong feedback loop
on sales enablement
documents / info
Pain-points
2
1
3
1
4
1
3
Case history not
up to date, and
lots of color not
available in CRM
tool
4
18
Process Mappings to Identify Pain Points
and Transform Business Process

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INTEGRATE INTO
YOUR EXISTING
ENVIRONMENT.

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#5
MEASURE
(COMMUNICATE)
YOUR SUCCESS.

21. © Jive confidential
Jive Customers Report Real Value
deal cycle
time
win rate
on-boarding
time
sales
increase
cost
sales support
need
30% 33%
50% 29%
€4-8
m
€1.5m
Improved sales efficiency and
effectiveness
Selling costs reduced by €1.5m
Leading to a net benefit of ~€10
“By every measure, we’ve become a much more
effective organization. It’s a real transformation,
and we couldn’t have done it without Jive.”
Nicolas Jean-Jarry, Sales Director

22. THANK YOU