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Siebel to Salesforce
- 1. A Hitchhikers Guide to Next Generation CRM Doug Vinson, VP of Strategy and Marketing Dmitri Novomeiski, CRM Solutions Leader
- 2. Pactera Snapshot NASDAQ: Symbol PACT Based in Charlotte NC & Beijing, China 35 Offices Globally / 24,000 Employees Fortune 500 Clients (Financial Services, High Tech, Retail) Focus on Driving Innovation (Big Data, Analytics, Mobility, CRM) © Pactera. Confidential. All Rights Reserved. 2
- 3. Global Footprint and Flexible Delivery Capabilities Pactera is a global company strategically headquartered in China, enabling 360 partnerships with global brands seeking to expand in one of the world’s largest and fastest-growing markets. Global FTE: 24,000 North America & EU: 500 Asia Pacific: 1000 Greater China: 22,500 © Pactera. Confidential. All Rights Reserved. 3
- 4. Our Presenter Dmitri S. Novomeiski CRM Solutions Leader Email: Dmitri@pactera.com Visit our website: www.pactera.com © Pactera. Confidential. All Rights Reserved. 4
- 5. In 2012 CEOs saw Customer Relationship Management as their #1 technology-enabled investment Source: Gartner © Pactera. Confidential. All Rights Reserved. 5
- 6. A Common Enterprise CRM Landscape 1 2 3 Challenges Resistance Demand • High cost of maintenance • Existing CRM investment • Customer centricity • Long development cycles • We can still squeeze more • Users mobility and • Recurring infrastructure out of our existing flexibility challenges environment • User experience takes the • Limited user involvement • Reactive nature of many front stage limit adoption and success organizations • Transformation is • Non Intuitive and inflexible • Risk of yet another large imperative to stay mobile application options scale initiative and the competitive • Rigid and limited innovation change © Pactera. Confidential. All Rights Reserved. 6
- 7. Why Replace Legacy CRM On-Premise IT Cloud CRM Platforms • When you manage your entire IT stack • With the cloud, you spend less time and internally, you spend 80% of your money on infrastructure effort just “keeping the lights on” • That frees up money and time for what • Very little resources left for what makes your company unique…. makes your company unique • ….and the underlying infrastructure improves automatically © Pactera. Confidential. All Rights Reserved. 7
- 8. What do we do? Where do we go? Business demands High real-time interactivity Rapid innovation Flexibility Omni-device and Omni-channel Increased business engagement, process ownership User adoption and efficiency IT Needs Less focus on infrastructure No downtime Rapid development Ease of maintenance Ease of release management Ease of governance Source: Gartner CRM Magic Quadrant 2012 © Pactera. Confidential. All Rights Reserved. 8
- 9. Legacy vs. Next Generation Legacy CRM (Siebel On Premise) Salesforce.com Infrastructure to maintain Focus on Business, not infrastructure Manual labor-intensive upgrades Automated upgrades - 3 releases per year Infrastructure Client-server Commitment to technology innovation; Technology visionary – mobile, social and beyond Easy to scale up or scale down No real time data (separate data warehouse Users customize and consume real-time analytics over with scheduled refresh). Analytics the web, via email or on their mobile Analytics implementation as expensive and complex as a devices. CRM implementation, doubling total cost of ownership. Specialized development Point and click interface; Rapid development Fragile development Complete cloud development platform extensible with Development Time consuming to implement/maintain logic robust API’s and programmatic languages and often breaks during upgrades. Application marketplace of plug’n’play complimentary solutions Wireless devices require high maintenance Web-based, any device, mobile Mobility Challenging and not intuitive UI Robust mobile API and policy management Limited functionality Need dedicated resource to manage governance Centralized security data permissions control Governance Management of user roles and permissions overly complex, often handled in excel spreadsheets Lower TCO, Faster ROI © Pactera. Confidential. All Rights Reserved. 9
- 10. Implementing Cloud CRM is Different Not apples to apples Focus • Functions • Business value not infrastructure • Processes • Business Process • Data schemas • Iterative and rapid deployments • API and Governor • User experience and ease of access Limits • User and business engagement • Focus on change management • Faster ROI with lower risk © Pactera. Confidential. All Rights Reserved. 10
- 11. Keys to a Successful CRM Migration 4. Create a plan © Pactera. Confidential. All Rights Reserved. 11
- 12. 1: Know Your Pain Understand the pains of your constituents Business and IT must come together in TRUE partnership Successful initiative engages ALL layers of the organization © Pactera. Confidential. All Rights Reserved. 12
- 13. 2: Embrace the Change • Change is NOT comfortable • Promote and embrace the change and help others • Identify and empower sponsors and champions for the change Successful change management = success of your initiative © Pactera. Confidential. All Rights Reserved. 13
- 14. 3: Focus on Process By porting processes and functions AS IS, you miss out on 80% of potential impact • Simplify and improve process • Make your users more effective • Take advantage of the technology • Automation • Real-time collaboration • Leave old clunky interface behind © Pactera. Confidential. All Rights Reserved. 14
- 15. 4: Create a Plan • Application • Organizational taxonomies migration scorecard • Reporting Strategy • Parallel Initiatives (Integration, MDM, • Business Process Flow Analysis etc.) • Process & Technical • Roadmap & Impacts Gap Analysis • Support and ownership © Pactera. Confidential. All Rights Reserved. 15
- 16. 5: Create a Right Team You NEED people who can understand BOTH systems Invite business to join the team Right Team starts with Right Leaders Establish CRM Center of Excellence Right Skills Right People Right Attitudes © Pactera. Confidential. All Rights Reserved. 16
- 17. 6: Consider the Data • Data is the #1 underestimated component in CRM migrations • Consider data model differences • Reporting strategy is crucial • Establish data migration strategy © Pactera. Confidential. All Rights Reserved. 17
- 18. 7: Think Big Start Small • Embrace pilots to catch feedback early on • Encourage use of out of the box functionality and build upon it • Phased approach • Market by market or function by function Feedback Loop: • Establish measures of success from the start • Transparency • Prioritize together © Pactera. Confidential. All Rights Reserved. 18
- 19. Sample Migration Timeline 1 2 3 4 Phase 1: Migration Expansion and Phase 2: High priority Phase 3: Medium Ongoing Support- Assessment Functions and low priority Entire Suite of Apps • Functional and Technical • Develop a business case & • Detail design of • Maintenance and Gap Analysis working prototype of Application for identified Support • Critical Reporting business need for medium to low • Innovation in support • Functional cross- • High level design and priority gaps and of business needs and dependencies detail design for enhancements user feedback • Migration score card • Build data routine for non • Roadmap and Impact identified high - medium • Further application priority gaps critical data elements and consolidation on • To develop risk register • Define data mapping and test complete process in • Understand costs, benefits Force.com platform transformation rules dry runs and timeline to leverage • Application configuration • Integration with backend cloud in a specific area of • Build data routines for systems to provide the business critical data elements and efficiency • Prioritize opportunities test complete process in and build a cloud dry runs migration roadmap and business-case Week 1-6 Month 2-8 Month 9-24 Month 24+ © Pactera. Confidential. All Rights Reserved. 19
- 20. How Pactera can help? Methodology: Experts: • Business Case development • Joint Siebel and Salesforce.com Expertise • Assessment • Offshore Siebel and Salesforce Delivery Center • Business process transformation • Program management • Project delivery • Business process management • Release Management • Change Management • Center of Excellence development Templates: Value: • Data mapping • Easier analysis and decision cycles • Salesforce.com Architecture • Faster direct replication of Siebel modules patterns • Shorter delivery time for repeatable • Scorecards modules • Reduced architectural decision risks • Shorter data load cycles Tools: • Faster transformation of Siebel and • Schema analysis process to Salesforce • Data migration • Cost-effective as the result of dual shore delivery 20
- 21. Contact Presenter Dmitri S. Novomeiski CRM Solutions Leader Email: Dmitri@pactera.com Visit our website: www.pactera.com © Pactera. Confidential. All Rights Reserved. 21
Editor's Notes
- The topic around success of a transition to next generation CRM can really be a theme of a week long workshop.For the sake of time we are going to focus on a few key high-level items and are happy to have further discussions during the QA or follow up separately after the webcast.
- Challenges:High cost of maintenance – on avg. Siebel upgrade costs $1M and lasts about a yearLong Development Cycles – long time to market for new features and functionsRecurring infrastructure challenges – focus on performance, data backup and recovery – while only performance demands for technology a highly increasing over the last several yearsApplication adoption and effectiveness is limited as users are rarely brought to the table for discussions and feedbackNon Intuitive and inflexible mobile application optionsRigid and limited innovation. The innovation cycles for legacy CRM providers are much longer and infrequent and require complex upgradesResistance:Existing CRM Investment: large investments into complex crm deployments. Idea of abandoning such investments is disheartening, even though often these deployments failed to deliver proper ROI. Can squeeze out more life from the existing environmentBusiness reactivityRisk of taking on another large scale initiatives – is overwhelmingDemandCustomer centricity – Customer becomes the focal point of business operations. Real-time interactivity within organization and with external constituents becomes a competitive advantage Users mobility and flexibilityUser experience takes the front stageTransformation is imperative to stay competitive
- Comparing as example across several dimensions
- Understand the pains of your constituents (through interviews, surveys and focus groups)ManagementEnd-usersCustomers/PartnersSupport TeamBusiness and IT must come together as partnersInvolve users and business in the processBusiness involvement in the decisions is key driver of the adoptionIdentify sponsors and champions for the changeInvolve users from the beginning of the implementation to ensure gradual progression in understanding the system capabilities and increase productivity.
- Important of proper change management is often overseen. There is a number of proven effective CM methodologies in place which will help manage resistance and improve user adoption if properly implemented.Legacy CRM systems are often very deeply rooted into most facets of a large organization. It is important to understand these elements and focus on how the change can strengthen further the organizational fabric
- It is almost certain that what was developed 5-10-15 years ago is no longer the most effective method to complete certain tasks or operations.Again the importance of bringing business together becomes paramount and allow having view and understanding from multiple angles
- Thoughtful strategy is necessary- Spend time analyzing current state and take opportunity to innovateHow is it synced with data development/sourcesProper orchestration is important with other front-end and back office initiatives in placeSimilar data resides in different places and called different places - taxonomy, nomenclature and consistency
- You NEED people who can understand BOTH systemsProcessGapsData ModelGovernanceLimitationsSystem IntegrationInvite business to join the teamRight Team starts with Right LeadersFlexibleExcitedOpen Minded
- Understand what your Data Strategy is, what your Datamart is going to look likeIn ideal situation your data strategy would be in place before you start conversionData consistencyData cleanlinessData Migration StrategyPreliminary data analysis and sampling early in the projectInclude data cleansing and data de-duplication techniques to clean data - Garbage in, garbage out.Include multiple dry runs to ensure data transformation conforms to multiple data patterns.Involve business in all dry runs to validate data from the beginning to end of the processUnderstand what your Data Strategy is, what your Datamart is going to look like- In ideal situation your data strategy would be in place before you start conversion- data consistency- data cleanliness
- Over customization will delay project and increase support overhead… The business needs to own the out of the box pilot configuration. The pilot team should be limited to Solutions architect (to determine applicable out of the box functionality)BAs (to clearly define processes...what does the system need to do?)Data architect (to understand existing data structure and planning migrations) SFDC administrators (DEV201 resources to leverage the declarative framework to configure the pilot...how will the needs be met in the SFDC environment?).
- The business leads and owns the entire process or fully partnered with IT.2. Start the BA process by inventorying all the critical reporting necessary to streamline the business. This will allow the team to identify the final output and work backwards to develop the data models.3. Break up BA by function or business line and do not start the build until cross-dependencies are identified to eliminate rework.3. Plan to spend several weeks in the BA phase...do not be tempted to begin any configuration until a clear process flow for all business operations have been defined.4. Start with a pilot that leverages out of the box functionality with no heavy coding. 3. Involve IT only when coding and data integration is necessary to achieve post-pilot functionality identified by the business. Integration should be a parallel effort only after data dictionaries are developed.