Connector Corner: Accelerate revenue generation using UiPath API-centric busi...
Cbi master deck
1. DRIVING SUCCESS
IN THE CLOUD
Chris Atwood
Senior Account Executive
Salesforce.com Foundation
Joseph Devine
Account Executive
Salesforce.com Foundation
2. 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 product or service availability, 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, new products and services, 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, the outcome of any litigation, risks associated with completed and any 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 year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others
containing important disclosures 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 presentations, 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.
4. Deliver social impact by using salesforce.com’s people &
technology & reinvesting our resources.
Create the social social enterprise; using our technology
and ability to collaborate to accelerate solutions to
society’s challenges
5. Growing our philanthropy
1%
Foundation team Time
Australia, France, India, Ireland, Japan, Singapore, UK, US, (next the Netherlands)
Equity
Time
6 volunteer days per employee a year; Product
2012: 8,000 employees will give 100,000 volunteer hours
Grants
2012: $6m granting around employee volunteering, healthy communities
& nonprofit/education use of Salesforce
Product
15,000 global nonprofits in 105 countries use donated & discount product
Critical mass in Argentina, Australia, France, Germany, India, Ireland,
Israel, Japan, Netherlands, New Zealand, Singapore, South Africa, UK, USA
Focus on increased success of donated & discounted customers; CFL & partner & grantee strategy.
6. %
discount
Nonprofit &
Education
cycle of
sustainability
10. Social Revolution: Social Networking
Surpasses Email
Social Users
Email Users 1.9 billion
social users
2007 2008 2009 2010 2011
Source: Comscore, June 2011
11. Social Revolution: Social Eats the Web
Social Network Usage
Rest of the Web Usage
8 hours
per month
on social media
2007 2008 2009 2010 2011
Source: Comscore, “Top 10 Need-to-Knows About Social Networking and Where It’s Headed” December 2011
12. Social Revolution: Facebook is the New Homepage
Fortune 100 Facebook Growth
Fortune 100 Web Growth
123%
growth
Jun 2010
Dec 2010
Jun 2011
Dec 2011
Sources: Wildfire Social Media Monitor, Compete.com, Wedtrends “The Effect of Social Networks and the Mobile Web on Website Traffic”
13. Social Revolution: High Return for Social
Enterprise
Social
Enterprise
Benefits
Source: McKinsey & Company, “The rise of the networked enterprise, Web 2.0 finds its payday.” December 2010
14. Social Revolution: Next Generation Devices Changing How We
Access the Web
Tablets
Smartphones
1.8
Laptops
Desktop
billion
mobile devices
by 2014
2006
2007
2008
2009
2010
2011
2012E
2013E 2014E
Source: Gartner Research, Smartphone, Tablet, and PC Forecast, December 2011
15. Social Revolution: Products Now Connected to Social Networks
1.8 Billion 3.5 Billion
Networked Products
Networked Computers
Total of 5.3 Billion Connected Devices
2014
Source: IDC Predictions: 2012 competing for 2020. December 2011
19. Delight Your Employees and Customers in a Whole New Way
Employee Social Customer
Network Social Network
Social
Collaborate Profile Market
Work Service
Extend Sell
22. Radian6 is the World’s Leader in Social Marketing
Market Leadership Customer Success Technology Innovation
2,500+ Customers
50% of Fortune 100 150+ Million Sources
“One of the founding
principles of Dell is really Twitter “Firehose”
about listening and
learning from our
customers and being 17 Languages
able to take that
feedback and improve.”
Social Hub
Michael Dell,
Chairman & CEO
Mobile Access
REST API
23. Customer Success Across Every Major Metric
Source: Radian6 Customer Relationship Survey conducted December 2011, by an independent
third-party, MarketTools Inc., on 800+ customers randomly selected.
24. Your Customers Share More than Ever Before
Having a
Great problem with…
article on…
Love the Looking
new… for recs...
Cool
video…
Hiring
Product a CTO…
review…
25. The Social Divide – Customers and Companies
Your customers and What about
employees are social. your company?
26. Even the Best Brands Have Had Social Media
Casualties
27. That’s Created a Fundamental Shift in Marketing
Traditional Marketing Social Marketing
Interruption Marketing Invitation Marketing
Company controls brand perception Community shapes brand perception
Trust company messages Trust Friend Recommendations
Eyeballs and ears Hearts and Minds
Centralized presence (www) Distributed presence
Buy a list of names to email Social Listening & Engagement
28. Social is Disrupting the Enterprise
Improved brand perception
E xe c uti
ve s
Build customer loyalty
S a le s
Drive sales
Deliver customer service
M a rk e ti
ng
Develop better products
R&D
S e r v ic
e Recruit top talent
R e c r u it
in g
29. Transform Your Business with Radian6
Automate & Service
Scale
Engage
Visualize
Analyze
Summarize
Listen Mobile
30. Listen to Customers on Millions of Social Channels
Analysis Dashboard
Over 150 million sources
Full Twitter “Firehose”
17 Languages
31. Analyze Social Customer Insights
Social Insights
Demographics
Social Insights
Segmentation
Campaign Management
In-flight Targeting
Insights Partners:
32. Engage with Customers On Their Terms, In Real Time
Engagement Console
Build Loyalty & Community
Delight Customers with Social Service
Build Pipeline
33. Automate & Scale Social Across the Enterprise
Social Hub
Social Workflow
E xe c uti
ve s Automatically Route Posts to
the Right People:
S a le s
•Executives
•Marketing
M a rk e ti
ng •Sales
R&D •Service
S e r v ic
e •R&D
•Recruiting
R e c r u it
in g
34. Delight Customers with Social Customer Service
Radian6 for the Service Cloud
M a rk e ti S e r v ic
ng e
Automate Case and Contact Creation
Resolve Cases On Any Social Channel
Pre-built Knowledge for Common Questions
35. Visualize Social Trends and Data
REST API
Social Media Command Centers
Dynamic Visualization of Social Data
Real-time Monitoring
Radian6 Command Centers:
36. At-a-glance Barometer of Social Success
Summary Dashboard
Social Metrics & KPIs
Share of Voice
Share of Conversation
Key Influencers
Trending Topics
37. Take Social Mobile
iPhone App
Free iPhone app
Engage on the go
Keep your finger on the pulse
of your brand at all times
41. American Red Cross Uses Radian6 to Share Relief Information
Premier emergency response organization
Listens to thousands of conversations in Social Media
Command Center
Disseminates critical information via social channels
in the first 24 hours following disaster
Monitors social media activity to ensure
information is accurate & up to date
Volunteers from previous disasters engage with advice
B ra nd Awa re ne s s , L e a ds a nd
Raise Awareness, Share Inforvic e
S e & Connect with Donors
“ We quic kly le a rne d tha t pe ople a re
ta lking a bout the R e d C ros s e ve ry
e xpeHarman the m to.
Wendy
c te d ”
s ing le da y, a nd not a lwa ys how we
Social Media Manager
42. Dell Generates Pipeline with a Radian6 Command Center
Tracks 22,000+ conversations / day
Monitors in 11 languages
Generated sales through Social Media
43. Caterpillar Tracks B2B Social Media ROI with Radian6
Global industrial giant with purely B2B base
Tracks all social media marketing through Radian6
Found positive ROI from social media efforts
Brand Awareness, Leads and Service
44. Air Canada Delivers Superior Service Using Radian6
Winter storm shut down Heathrow Airport
Proactively trained employees to provide social
customer service prior to storm
Used Radian6 to respond in real-time to
thousands of customers
Passengers turned to Twitter feed for latest updates
45. ING Direct Canada Builds Community with Radian6
Piloted new chequing account, gathering feedback
through social channels
Launched THRiVE chequing account with nationwide
social media campaign
Attracted 40,000+ active THRiVE users
Blog posts were viewed 53,000+ times
Reached an audience of 3.6M users with #thrivetastic
46. AMD Builds Social Media War Room to Track Buzz at CES
Created a social media “war room” at CES
Objectives: monitor event buzz, brand awareness,
customer reaction to product launches
Reduced costs of customer acquisition and retention
Cut inefficient marketing efforts
E ve nt & P ro d uc t La unc h
M o n it o r in g
47. Gatorade Joins Customer Conversations with Radian6
Gatorade Mission Control
Engaging athletes on social media
7% increase in sales
250% traffic increase in product education
48. TD Scales Social Listening and Engagement with Radian6
20 000 mentions a day: insurance, banking and
investment
Social customer service across brands
Improved marketing and campaign
performance with Radian6
Social lead generation for credit and
investment products.
49. Hershey’s Tastes Sweet Success with Social Media
Needed a way to manage 20+ brand Facebook pages
and Twitter handles
Engage with consumers in real-time and measure the
pulse of their brands
When loyal fans follow @TWIZZLERS, Hershey’s
says “thanks” with notes and merchandise
When consumers were looking for a specialty product,
the World’s Largest REESE’S Peanut Butter Cups,
Hershey’s answered and the response went viral
50. GNC Uses Real-time Feedback to Make Better Products
Launched Phenom, a flavored coconut water, with a
multi-pronged social strategy
Used a specific hashtag to drive conversation, and
targeted key influencers in health and fitness
Discovered immediate customer feedback and insight
to improve flavors and uncover new markets
Built a community of 500K Facebook fans and
80K Twitter followers
51. Best Practices and
Lessons Learned from
Large Salesforce
Implementations
John Jackson
CRS Tech Lead – Alzheimers Society
Phil Shoesmith
Head of Infrastructure – Alzheimers
Society
Liliana Osorio
Customer Success Manager
Salesforce.com
53. Key Elements of Success
Vision and Business
Strategy Measures
Sponsorship
Adoption
& Governance
Roadmap Processes
Technology
& Data
54. Vision & Strategy
Why is this important?
Defines the project purpose
Builds commitment
Provides the objectives by
which success will be
measured
Aligns resources
55. Business Measures
How do we track our progress?
Vision & Strategy Define KPIs
• Identify program vision
• Pick limited set of metrics
• Define strategy to achieve
• Tie each metric to an objective
• Develop objectives to ensure
progress
Vision &
Strategy
V al
i da
Validate
te
• Audit data to create credibility
• Empower managers to change Operationalize
behavior and business process • Identify salesforce.com
based upon capabilities
reports/dashboards results • Build, configure and deploy
application
57. Sponsorship & Governance
How do we provide oversight and guidance for our program?
ctu Data
Data Strategy & Architecture Process Maps
Implementation Plan Metrics Strategies
Release Management Strategy Business Capabilities Map
re
Bu
Arc gy &
sin
hite
ess
o
n ol
Leadership
h
Tec
Change
Management
End User Education
End User Adoption
Stakeholder Assessment
58. Technology & Data
In what areas of the technology do I need to focus?
Integration Data Security Innovation
Client/Server
Apps
Data Quality
Enterprise
Data Intelligence
Data
Architecture Data
Governance
Data Data Migration Data Visibility
ERP Access Controls
Integration
Cloud Apps
59. Roadmap
How do I continue to drive value?
Engage your User community
Stay abreast of new release
functionality
Align your roadmap with your
program Vision & Strategy
Educate and train!
60. Adoption
How do I continue to drive utilization?
Visibility Communication
Innovation Education
61. Regardless of Strategy – Standards are necessary
Architecture standards
– Naming standards
– When to use record types, page layouts, etc.
– Security & record sharing model
– Reporting & Dashboard templates
– Integration standards
Testing standards – Get a sandbox!
Training standards – Get a sandbox!
Data Quality standards
Release management
CoE participation
62. Salesforce Client Recording
System Dev & Deployment
________________________________________________________________________________________
alzheimers.org.uk
63. Development Strategy
• Pre-existing system with 400 users, 80 of which
are providing live services to our existing service
users
• Change freeze on the Production environment
• New development carried out in a Developer
Sandbox
• Intention to at end of the development phase
merge the environments
________________________________________________________________________________________
alzheimers.org.uk
64. Development Overview
DA CRS CRS
(Production ) (Production)
CRS Proto
SANDBOX
________________________________________________________________________________________
alzheimers.org.uk
65. Sandbox to ‘Go Live’ Structure…
CRS Proto
Development sandbox used to create the new environment
UAT
Used for Unit and UAT testing
Full Sandbox
Purchased to confirm the migration process prior to go live
CRS Proto
UAT Sandbox FULL Sandbox Production
SANDBOX
________________________________________________________________________________________
alzheimers.org.uk
66. What went well?
Rapid Development
The project team was able to get started right away out of the box,
developing from the existing DA CRS creating the new multi service
CRS
Apex
Made moderate use of Apex for custom modules, e.g. handling event
and creating relationships.
App Exchange
App Exchange provided excellent postcode integration allowing us to
develop new features eg integrated postcode lookup right away.
________________________________________________________________________________________
alzheimers.org.uk
67. Initial Deployment Plan
Deployment time
19 Days effort was originally estimated
System Deployment
Understood to be relatively straightforward and achievable with
approximately 5 days effort.
Data Migration
Understood to be more complex but still achievable with only a few
more days effort.
________________________________________________________________________________________
alzheimers.org.uk
68. Time Scales...
ay s)
(E f fort 5 D
rm ation
1 . Tra nsfo
4. Data (Effo rt 5
PRODUC-
TION
Da ys)
2. Re
f resh
(E ffo
r t0D
ays )
FULL
r t 2 Day s)
me nt (E f fo Sandbox
3. Dep loy
UAT
________________________________________________________________________________________
alzheimers.org.uk
69. Reasons for Overrun
Sub tasks not fully understood
The effort involved in creating a repeatable process for the
deployment was substantial.
Config Deployment
Greatly complicated by the number of manual steps required. Meta
Data components worked through Changesets / Eclipse perfectly but
system setting, drop down menus etc all remained un migrated and
needed manual intervention
Data Migration
Vastly more complex than first though – extensive Q&A
required between the dev team and migration specialist.
________________________________________________________________________________________
alzheimers.org.uk
70. Migration, Plan B
Re-estimate Effort Required
Our partners were asked to re-estimate the effort required to move
from UAT Sandbox to FULL Sandbox to prove the deployment
method and then to run the deployment for real.
Extra Time
26 days of additional effort have been identified over 2 months for a
safe tried and tested deployment to go ahead.
________________________________________________________________________________________
alzheimers.org.uk
71. Lessons Learnt
Flexible Product
Many of the areas of development we thought would be difficult and
complex to implement were actually straightforward.
Scope for the first round of deployment could potentially have been
increased.
Do not under estimate deployment and Migration tasks
Merging one Salesforce system into another is a complex affair and
needs to planned well as there are many manual steps.
________________________________________________________________________________________
alzheimers.org.uk
75. First Cloud Company to Reach $2B Annual Revenue (FY12)
$3 Billion 56 Billion #1
Expected Annual Transactions World’s Most
Revenue Run per Quarter Innovative
Rate for FY13 Companies
#27
World’s
Best Places
to Work
8,000+
Employees
76. Delight Your Employees and Customers in a Whole New Way
Employee Social Customer
Network Social Network
Social
Collaborate Profile Market
Work Service
Extend Sell
Editor's Notes
Before I begin, I want to mention that SFDC is a publicly traded software company listed on the NYSE under the ticker symbol of CRM. This is our safe harbor statement which if you cannot read, you can find on our website.
Clockwise from top left: Alim Uddin, came through BizAcademy at 16, now 21 with permanent Salesforce job Kenya ... Japan earthquake & tsunami, nearly $1m given, in large part to local nonprofits in Sendai already using our app, tied in with volunteering Helen Tamaki – APAC IT Director died tragically in helicopter crash in NY. 3-year program for 1 young woman each year from a disadvantaged background to experience work across the private, nonprofit and government sectors - City of Sydney Council, a nonprofit and Salesforce Foundation. They will receive professional mentoring from an up and coming ANZ female leader. Cambodia – see separate article Singapore - - working with elderly people at AWWA PPU – our USAID funded project in Palestine teaching Salesforce to students at Palestine Polytechnic University in Hebron Teach for India – classroom in Mumbai. Hyderabad employee Council Fundraising fancy dress night in Dublin – combined and funded by end of quarter drinks budget
This social revolution is different than other industry shifts. The social revolution, which is going faster and broader and bigger than anything we've ever had, is different is because it's bleeding into our society. We saw it start to really happen about eighteen months ago with Arab Spring. We saw this shift happening in the Middle East. We saw this Google employee, Wael Ghonim, say: "All Egyptians come home" on Twitter. And we saw the fall of a government. We saw amazing things happen when a Canadian foundation took a picture of the Wall Street bull and put a ballet dancer on it and put a hash tag underneath it: "Occupy Wall Street." We saw something spectacular that business had never seen when a nineteen-year-old nanny named Molly Katchpole said to the Bank of America: "I'm not going to pay these fees. ” And when you look at the Middle East, we never saw signs like this before: "Thank you, Facebook." There were no signs that said, "Thank you, IBM" or "Thank you, Microsoft." Right? This is a bleed into the industry that we've never seen. Time Magazine said the protestor is the man or woman of the year. But it's not just the protestor: it's the protestor with that mobile device and with the social networking that's connecting them to making all of this happen.
In 2009, we witnessed a seminal moment in a shift to social networking. According to this Comscore report, social networking users surpassed email users. Almost two billion people are now on these services, in record time. But what does it mean? Today ’s generation uses Facebook, Twitter, and lots of other social apps. They are logging in multiple times a day, connecting with friends on Facebook, business colleagues on LinkedIn, and everyone on Twitter. This is the future and this is the way people expect to communicate with others. This is the new norm for communications and will only get more powerful over time.
Social Media has changed people ’s lives and shifted time away from traditional media. The Facebook generation lives in social medial and they expect these technologies when they come to work. If you don’t deliver it for them, you won’t be able to keep them. They expect to be able to connect and share and collaborate with business colleagues like they do at home. Except, instead of sharing photos and videos, they are sharing business files and agendas.
It's not about your www address anymore. It's about Facebook as the new homepage. Every ad you see today on television directs you to a facebook page. Why? It’s more collaborative and interesting to customers. They can learn and share with other customers. That’s more powerful than a traditional web site that just pushes information at you. With Facebook and other social sites, can learn from others. That’s why web site traffic is declining.
According to this McKinsey report, companies that embrace these changes are seeing incredible growth rates, market-share changes, productivity increases, and greater ROI
The Social Revolution is also about this incredible shift in mobility. There will be over 1.8 billion mobile devices by 2014 while desktops and laptops are remaining stagnant. Analysts predict Apple will ship fifty-six million iPads shipping this year. Tablets and mobile -- we're in the post-PC revolution now.
We're moving to an Internet of things, that everything is getting onto the Internet. All of the devices, all of our products, our cars, our refrigerators are connected to social networks. Everything is on the Internet, and connecting to us and using that personal profile and bringing us together in a way that we haven't seen before -- 5.3 billion connected devices by 2014.
But as we travel around and we talk to companies like yours, they ask us a simple question: ”What does the Social Revolution mean for me?" Because for many customers this social revolution has created a social divide.
Your customers, your employees, even all of us -- we're using these social technologies and mobile devices. But what about your company? Your customers and employees are social, but what about your organization? What about your products?
That's why we're here today. We're going to answer the question “How does your enterprise bridge the social divide?”
There are three things that we can do to bridge this social divide to create a social enterprise: create an employee social network, a customer social network, and a public social network. You have the opportunity to delight your customers in a whole new way. You're going to have a level of customer intimacy that's unprecedented. Customers today expect that the companies they work with know what they “like” on Facebook, what they are saying on Twitter, who they are connected to on LinkedIn and more. In the social enterprise, the social customer profile captures all of this publicly available information, empowering every employee to delight customers by knowing who they are and delivering an entirely new level of service, only possible in today’s social world. Through employee social networks , people at work can rapidly collaborate on ideas and information. Using the social features popularized by Facebook and Twitter -- such as profiles, status updates and real-time feeds – employee social networks let employees “follow” documents, people, business processes and application data. The result is a new level of productivity that crosses departments and organizational barriers because the insights are pushed to employees in real-time. By connecting to social channels like Facebook and Twitter, companies can delight customers by listening, analyzing and engaging with them. Customer social networks allow companies to build stronger relationships with their customers in an entirely new way on today's most popular social channels like Facebook and Twitter. Companies can create public social networks so they can be part of the conversation. Public social networks allow companies to listen to their customers, to engage them, and connect your products to this network.
Radian6 has been recognized by analysts as a market leader in the social media space for 6 years Radian6 has built a customer base of almost 3,000, including 50% of Fortune 100s Similar to Salesforce, Radian6 is known for it ’s technology innovations, including: Breadth of discovery (150+ million sources, access to the full Twitter “firehose”, support in 17 languages) Scalability with the Social Hub--a first of it ’s kind social rules enginge Mobile access so you can engage on the go And access to a Rest API to create custom, dynamic visualizations of social data
Our customers are seeing tremendous success with Radian6 We surveyed over 800 Radian6 customers and this is the feedback they gave us: 94% improved brand monitoring, 44% increased social sales, and 42% were actually drive down costs related to customer service
We are all sharing more content and commentary than ever before on our social networks. There are over 200 million Tweets per day and billions of posts on blog and forums! Have you ever posted a picture of something you liked on Facebook, Twitter, Flickr, or Pinterest? Have you Tweeted about a poor customer experience or asked your social networks for recommendations about something you were thinking about buying? Of course, we all have! We are experiencing a social revolution.
Your customers, your employees, even all of us – we're social. But what about your company? Is this what you're using as your systems? Is this the kind of company that you have created? Your customers and employees are social, but what about your organization? What about your products?
Social is the biggest shift in marketing in the past 80 years. Procter & Gamble built their massive success through traditional mass media. In the 1930s, Procter & Gamble invented radio soap operas to sell their products, and produced TV soap operas (like “The Young and the Restless”) over the past few decades. But last year P&G announced they were stopping the production of soap operas. P&G realized that ’s not where their customers are anymore; their customers are social. And earlier this year, P&G announced they were significantly shifting their marketing spend to social channels.
Because of the social revolution, we ’re seeing a fundamental shift in marketing It used to be about interruption marketing, but now it ’s about invitation marketing. Companies ask customers to “Like” them on Facebook and “follow” them on Twitter. Your brand is the sum of conversations about it--your customers shape your brand. Along with the social revolution also comes a trust revolution. We trust what companies say less and less…now we trust what our peers say more and more. Companies need to have a consistent experience across all their channels; companies have to listen to wherever those conversations are taking place because consumers expect it.
And it ’s not just marketing—it’s every business process that touches the customer. Social may start in marketing or PR, but it can ’t live in a silo. You have to spread that social DNA to sales, service, R&D, recruiting, and more.
Our customers are transforming their businesses with Radian6. They are: Listening broadly, Analyzing social data to understand the meaning behind it, Engaging with their customers in real time, And automating and scaling social insights across the entire enterprise. Over the next few minutes, we ’ll also touch on some of our exciting new technologies!
Any good social strategy starts with listening. Radian6 pulls in social posts from millions of sources in multiple languages You can use the analysis dashboard to monitor trends in the social conversations And you can slice the data in a number of different ways You can understand WHERE the conversations are taking place So those are some of the basics of social listening…
With R6 social insights, you can dig deeper and understand the meaning behind the social data. You can understand WHO is talking about your brand—are they male or female, how old are they, and who are the key influencer? Social insights can also help decipher the meaning behind the posts—is the sentiment positive or negative, is there intent to purchase, and what other products do these people like? With social insights, you can improve segmentation and conduct in-flight targeting based on real-time social data. A nd we work with our Social Insights partners to deliver best of breed functionality.
With the Radian6 Engagement Console, social media managers, marketers or customer service reps can engage with their customers in the same channels the customers are using. If your customer is posting on Facebook, you can respond on Facebook…if your customer posts a video on YouTube, you can comment on YouTube…all right here from the Engagement Console. And this is a really important piece of the social media equation—because social media is all about humanizing a brand or company. It ’s about having a 2-way dialogue with your community. This is how Salesforce and Radian6 engage with our communities every day.
But it ’s important that social media doesn’t live in a silo. We ’ve got to be able to automate and scale social across the entire enterprise. And for that, Radian6 launched the Social Hub….which allows companies set up rules and AUTOMATICALLY route the RELEVANT posts to RIGHT people in your organization. You can send positive posts to marketing to build a community of advocates, you can route point of need conversations to your sales teams, and you can route product complaints to customer service for follow up.
And with Radian6 for the Service Cloud, you can automate Case and Contact creation to resolve cases faster on social channels. You can attach pre-built knowledge articles to your social posts to answer common questions quickly.
Our advanced customers are using the Radian6 REST API to build custom social media listening command centers like the one you see here. These command centers allow companies to create dynamic visualizations of their social data. And the command centers serve as centers of excellence, extending the social insight throughout the enterprise. Dell, Gatorade, American Red Cross & Clemson University have build custom command centers with the Radian6 API.
The Summary Dashboard gives an at-a-glance snapshot of how your social strategy is performing. This is a great barometer to share with executives. It includes key social metrics and KPIs, and can be easily shared across your organization.
And because social conversations don ’t stop when you leave the office, we offer a free iPhone app so you can engage on the go and keep your finder on the pulse of your brand at all times.
Source for Nigel ’s quote: http://www.argylejournal.com/articles/argyle-conversation-nigel-dessau-chief-marketing-officer-amd/
Chris James (AMD & Dell previously) + a few community managers Set out to create a better tasting coconut water Attribute revenue spikes to specific online events , such as issuing a coupon, and can adjust marketing strategies on the fly based on Radian6 reports
You may be wondering why Vision & Strategy is so important. I ’ll give you a simple analogy. Think about going to the grocery store. Typically, you don’t just hop in your car and drive to the grocery store without a purpose for going. I need milk, eggs, paper towels or whatever. You know why you’re there and what you need to obtain in order to meet your objective. Having a well defined Vision & Strategy for your Salesforce program is the same thing. It defines the purpose for what you ’re trying to do. It helps build commitment around that purpose so everyone is working towards the same end goals. Vision & Strategy provide the foundation by which you set up the metrics and measurements to guide how you’re performing towards those goals. And finally, it helps align resources around obtaining the end objectives. Think of it like this, the Vision tells you where you want to go – I want to go the grocery store. The Strategy outlines how you ’ll get there – I’m going to drive there, get my cart, collect the things I need, pay, etc. And the Objectives (part of our Business Measures domain) define how you know when you’ve arrived – I got my milk, eggs, and paper towels. It may seem simple, but there are some definite parallels. The opportunity that we have here is to work together to conduct a Vision workshop. We ’ll sit down as a team and discuss your organization’s Vision, craft a Vision statement if you don’t already have one, and define your program objectives.
Having the appropriate metrics in place will help you track and measure the progress of your organization. At the core, it starts with your Vision & Strategy. You document and communicate that and once you have the strategy and objectives outlined, you can define the Key Performance Indicators – KPIs – that are important to the organization and begin to operationalize those. This means that you determine the key functions that you need to drive the appropriate behavior, collect the necessary data, etc to measure your success on-going. And finally, you have to have a validation or audit process in place to ensure that as your objectives and KPIs change over time, you ’re continually reviewing them and validating them for accuracy and validity. From an engagement perspective, we have an opportunity here to conduct a Customer Value Assessment workshop. Essentially what this means is that we will work with you to determine the appropriate success metrics that define your Return on Investment (ROI).
It ’s important that you ask yourself the question of what key processes you are trying to manage in your organization? Not all of these processes may touch Salesforce directly, but having an overall understanding of the critical business processes in your organization will help you identify information that needs to be shared or dissimenated between groups using Salesforce data. Process Management is an on-going cycle whereby you define and document those key processes. Assign ownership and responsibility for managing them over time, reviewing them for relevancy, etc. And finally, enabling those processes in Salesforce or within your organization. You’re never quite done because the landscape of your industry may change, your company may take on a new business strategy or launch a new product, so it’s important that you have a good handle on those critical business processes that may be impacted by such changes. Here, we could sit down and talk about some of those core processes and functionality or features that you could use in Salesforce to automate and streamline those processes.
Here, it ’s important to think about how your program is governed and what level of oversight is appropriate to accomplish your key objectives. At the center of the circle is the Leadership team. The Leadership team defines and drive the program vision and provides oversight and authority through the change and release management cycles. The Business plays a critical role in a successful governance framework. They manage the processes and define the performance metrics that are relevant to the organization. They should be an active player in the governance framework. You also have the change management element that includes not only executing on releasing new functionality to users, but driving adoption through effective and ongoing training plans and developing an effective framework for assessing user impact of change. And finally, rounding out the circle is the technology & data architecture. You want to provide clear governance over security and data to ensure that the right folks have the right information – and only the information they need. One of the key opportunities to engage is specifically around putting the framework together for your Center of Excellence. Or if you have an existing oversight or governance committee, working together to fold in the Salesforce application because the reality is that managing change in a SaaS environment is different than a traditional IT environment. We can help you better understand and prepare for those differences.
Like so many of the other domains, effectively managing the technology and data aspect of your Salesforce program is an on-going process. There are four key areas of focus here: Integration strategy – map out up front what key systems you want to have Salesforce interface with to send and/or receive data from. Have a clear picture of all of those touch points up front as much as possible so you can maximize your data architecture. Have a data quality strategy in place. Bad data is one of the top issues impacting user adoption so look at ways you can ensure the integrity of your data up front and on-going. Use apps from the AppExchange, validation rules, workflow, formulas, etc to drive the behavior you expect and keep your data clean. Stay on top of the organization ’ s security strategy. Have processes outlined as people come/go through the organization to ensure that users have access to the system (or don ’ t) when appropriate. Continually look at your role hierarchy and sharing settings so that as your organization restructures, new people are on-boarded, promoted, etc. that your Users have access to the right information at the right time. Lastly, look for those areas in your business process that could benefit from automation. Are you managing an ancillary process through Excel or email that you could automate in Salesforce or do you have applications that are running on a unique workstation? Think about these different systems or processes and how you could use Salesforce to streamline. We have an opportunity to work together to have an application rationalization session. This is where we could meet with you to discuss those applications or processes that are running outside of Salesforce and how you could leverage the platform to streamline the development and management of those applications.
Continuing to derive value in the application over time is a key challenge facing most organizations. You want to find ways to introduce an appropriate level of new functionality based on your organizations needs. In order to do so, engage with your User community. There are a couple of ways to do this but think about how you ’ll collect the important feedback from your Users as to what the need. Three times a year, Salesforce releases new functionality and features as well. Stay on top of those releases. Collaborate with your CSM and Support Analyst to understand the new features and where/how they can be leveraged in your organization. Be sure that your roadmap aligns with your Visions & Strategy. You want to be sure that you’re allocating resources to projects that will help you achieve your overall goals and objectives. And lastly, train your Users. Don’t assume that they will understand the purpose of a new field or agree with a newly implemented approval process. Engage them in the discussion and train them as you release new functionality. We can partner to define your Innovation Strategy. This will include the components of collecting the feedback, analyzing, prioritizing, release management and lastly, change management.
Having a system that is usable and most importantly valuable to your organization is critical to your program success. There are four main strategies to help you develop an effective adoption strategy. Monitor utilization. It’s not just about who’s logging in and for how long. But what are they doing when they get there?! Create dashboards to help you track useful metrics to monitor and evaluate your User adoption. There are pre-built Adoption dashboards on the AppExchange to even help get you started. Communicate, communicate, communicate. Develop a communication action plan that will help drive the momentum of Salesforce and keep it top of mind for your Users. Innovate too. Give your Users a voice to help you drive your innovation strategy. And educate your Users along the way. Have plans in place for on-boarding new hires, refresher training, new release training and such. For the Adoption domain, there is an opportunity for us to engage and outline the measurements you will use to track and monitor adoption and utilization.
For thirteen years, salesforce.com has been talking to customers all over the world about enterprise cloud computing. To deliver the cloud, we ’ve innovated in three areas: a new technology with cloud computing (no hardware or servers); a new business model, and a new philanthropic model. Cloud computing is a technology delivery model that allows you to access apps and platforms over the Internet. It provides enterprises the fastest path to success. You don ’t have to buy or manage hardware, software or infrastructure. Core to true cloud computing is multi-tenancy . Multi-tenancy means that all of our customers share a common technology infrastructure. Much like with a multi-tenant office space, companies might share security, Internet, and other services, but they also have the ability to make customizations to their own space. With Salesforce, customers benefit from the company ’s unmatched pace of innovation delivered through easy, automated upgrades three times a year. As well, you can instantly scale up when you need to add users or deploy new apps.
New business model: a flexible, pay-as-you-go, subscription based model means you don ’t have to pay large, upfront capital costs for hardware and software. It ’ s a model that requires us to deliver customer success since we need customers to renew subscriptions. We’ve built our entire company around customer success with Customer success managers and a customers for life organization. You can see the results of that strategy. Consistent revenue growth and more and more usage of our service over time. Additionally, the industry has responded to Salesforce. Forbes said we're the number-one most innovative company in the world. And Fortune Magazine just rated us as one of the world's best places to work.
There are three things that we can do to bridge this social divide to create a social enterprise: create an employee social network, a customer social network, and a public social network. You have the opportunity to delight your customers in a whole new way. You're going to have a level of customer intimacy that's unprecedented. Customers today expect that the companies they work with know what they “like” on Facebook, what they are saying on Twitter, who they are connected to on LinkedIn and more. In the social enterprise, the social customer profile captures all of this publicly available information, empowering every employee to delight customers by knowing who they are and delivering an entirely new level of service, only possible in today’s social world. Through employee social networks , people at work can rapidly collaborate on ideas and information. Using the social features popularized by Facebook and Twitter -- such as profiles, status updates and real-time feeds – employee social networks let employees “follow” documents, people, business processes and application data. The result is a new level of productivity that crosses departments and organizational barriers because the insights are pushed to employees in real-time. By connecting to social channels like Facebook and Twitter, companies can delight customers by listening, analyzing and engaging with them. Customer social networks allow companies to build stronger relationships with their customers in an entirely new way on today's most popular social channels like Facebook and Twitter. Companies can create public social networks so they can be part of the conversation. Public social networks allow companies to listen to their customers, to engage them, and connect your products to this network.