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SFDC MDM Roundtable Boston 2015.pptx

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SFDC MDM Roundtable Boston 2015.pptx

  1. 1. Leading Salesforce Customer Engagement and Data Management Practices Mehmet Orun, CDMP Salesforce Services, Data Strategy Leader @DataMinstrel
  2. 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.
  3. 3. Key Principles for Effective CRM Leads Accounts Contacts 1. Know your Customer relationship across channels, processes, records 2. Empower your employees with integrated insights across Marketing, Sales, Service… 3. Make finding, capturing, maintaining data is as easy as possible
  4. 4. Customer (vs. Account) at the heart of the model Focus on Relationships vs Golden Record User, Architectural, and Data Quality benefits for better data management, analytics, collaboration Customer Centric CRM CRM as Customer Hub CRM as System of Engagement Effective Customer CRM Requires Effective Customer MDM
  5. 5. Customer Centric CRM Vision and Challenges with the Traditional Approaches
  6. 6. True Customer 360 is about the Holistic Relationship Connected Customers Connected Partners Connected Employees Connected Devices Connected Products
  7. 7. Common Challenge: Accounts vs.. Customers Can you relate accounts for each entity across CRM, ERP, …? How do you detect and maintain relationships? How do you leverage your understanding for Contact, Lead, Account Team Management…? How do you expose relevant details to different user groups? Who is your Customer and what is your overall relationship? Salesforce.com, Inc One Market St., Suite 300 San Francisco ExactTarget 36 S. Pennsylvania Indianapolis Salesforce 1 California San Francisco Salesforce 50 Fremont San Francisco
  8. 8. 1. MDM Implementation Priority: Understanding Business Relationships over Golden Record mastery 2. Using cloud-based Data Services for faster Time-to-Value 3. CRM as System of Engagement for better collaboration, data quality, adoption, investment value With discussions on Data Architecture, Data Governance, Data Stewardship … Key Messages of the Session Leading Practices for Customer Data Management
  9. 9. CRM as a Customer Hub Challenges with the Traditional Approaches Cloud Based Services For Faster Time to Value Co-Existence with the Greater MDM Echo System
  10. 10. ETL Traditional Approach: Consolidation & Back Office Integration Case Mngt Contract Mngt ERP Quote Mngt SFA Application Integration (e.g. ESB) Data Warehouse MDM Hub Analytics Reports Data Quality Modules Customer Self Service Portal?
  11. 11. Centralized Governance Definition Implement MDM Hub Integrate MDM & Applications Visible Business Value Key Challenge #1: MDM Hub First Delays Business Value Typical Rollout $1-5M (SW, HW, People, Data) + 9-18 Months • ~3-6 months • Important, Often Not Agile • Risk: Focus on Definitions only vs. Visible Results • ~3-12+ months • Focus on match % vs. matched data quality • Risk: X-Source reconciliation vs. against reference data set • Risk: Over-reliance on rules without tribal knowledge • ~3-12 months • Many features to support: Search Before Create Duplicate Prevention Ongoing Updates Enabling User Feedback Merge Support • Separate effort for data cleanup • Promise: Integrated, quality Customer and Transactional Insights • Success drives new requirements for additional data sources, fields CRM MDM Hub ERP DW BI TCO Framework Business IT Data Acquisition Data Stewardship Data Reconciliation Data Delivery
  12. 12. Key Challenge #2: Technology Itself Is Not Sufficient User Engagement + Reference Data is Essential To Quality Data Source: D&B Sales & Marketing Research Institute 120 businesses change addresses 75 phone numbers change 30 new businesses are formed 20 CEO’s leave their job 1 company gets acquired or merged In 30 minutes Software Only Solutions Cannot Relate Different Location and Entities to “Customers” Salesforce.com, Inc (HQ) One Market St., Suite 300 San Francisco ExactTarget (White Space) 36 S. Pennsylvania Indianapolis Salesforce 1 California San Francisco Salesforce 50 Fremont San Francisco Data Changes Often It is about Understanding Customers vs. cleaning records…
  13. 13. Alternative: Cloud Based Data Services for Faster Delivery MDM Hub/Software Only approach: + Address standardization + Geo-coding (with geo-proximity search) + Fuzzy string matching configuration + Company name synonym setup & maintenance Implementation: • Cost: ??? • Predictability: ?? • Duration: ?? Cloud Services approach (e.g. Data.com): • Integrated Trade Style matching (Legal Name, DBA, PKA, AKA, Founder, Owner, ...) • Integrated Geo-Proximity matching (incl to Prev. Address) • Additional data enrichment with standardized data Implementation: • Cost: Depends on Use Case • Predictability: Yes • Duration: 1 day+  Identify the gap, prioritize, address Not just B2B (Space is evolving) • For HLS: Veeva, Reltio, … • For B2C: Axciom…
  14. 14. Consumer Goods Manufacturer Business Need: Robust understanding of “Customers” including Customer Stores that carriers its products Challenge: Point of Sale data not linked to what’s in SAP (orders) or CRM (Sales Rep engagement) SW Matching yielded 15% match rate after an unknown months effort Results: Data.com Clean yielded 50% match rate in 8 days (3 week PoC, ended early), including account record affiliation to legal entities Telecommunications Company Business Need: Understand relationships with national and multi-national entities for effective segmentation, sales routing Challenge: Large stewardship team (20+) required to steward MDM software results. Batch processes time consuming, expensive. Results: Data.com Clean, custom UI & workflows engaged users, provided “linked” (vs. overridden data) allowing more business units to participate due to choice, replaced and enhanced prior solution within 3 months (vs. prior cancelled effort: 18+ months) Cloud Based Services Deliver Real Results Data.com Business Benefit Examples
  15. 15. Salesforce as System of Engagement Sample Customer Data Architecture Use Account Object as Registry, Use Configuration to Hide Complexity Source Account Type Account Transaction Type SFA Customer Salesforce Opportunity SFA Customer Exact Target Opportunity ERP Sell To Salesforce.com Sale ERP Sell To Salesforce Inc Sale ERP Ship To Salesforce PTY Shipment ERP Ship To Salesforce.com Shipment ERP Ship To Salesforce Shipment ERP Sell To ExactTarget Shipment ERP Ship To Exact Target Shipment Support Contact Salesforce Case Account Customer Related Accounts Internal Insights External Insights Account Team Contacts
  16. 16. MDM Function Recommended Solution Why Address Check/Standardization e.g. AddressDoctor Better data at source, Consistency Initial Matching Data.com Rich matching, ability to bring in and build parent/child hierarchies Legal Name Cleansing Data.com Benefit of 3rd Party Reference Data Data Enrichment (e.g. Firmographics) Data.com Fills gaps with Reference Data Hierarchy Definition / Maintenance Start with Legal Hierarchy, Rule driven automation TBD Leverage D&B Family Tree, end user input vs. back office function Stewardship Report and Work Flows Where users work (with DDC) Focuses on data, with Tx context, routing Secondary Matching Dedupe Tools, MDM Hub (e.g. Infa Cloud MDM) Handles records not found in D&B and/or deeper granularity matching Golden Record Maintenance MDM Hub Core competence Global ID Maintenance MDM Hub Independence from 3rd party sets Ongoing Data Updates Data.com (data) MDM Hub (facilitate updates) Reference Data Updates (e.g. alerts on ownership change, OOB) Merge & Integrate MDM Hub Facilitated Apps must be capable Core competence, use data from DDC Salesforce B2B Sample Architecture Best of Breed MDM Architecture with the Power of the Cloud
  17. 17. Key Message: Start with What’s Pre-Built for Faster Value Add Capability & Enhance Over Time As Needed Additional Insights +44% Improved data completeness Increased Sales Productivity +37% Increased sales productivity Pipeline Growth +29% Increased sales opportunities While Improving Predictability and Flexibility of your Solutions Source: Salesforce.com Customer Relationship Survey conducted April-May 2013 by independent third-party, Confirmit Inc.,
  18. 18. CRM as your System of Engagement How to increase Employee and Customer Engagement, and Data Quality through the Salesforce CRM platform
  19. 19. What are Systems of Engagement? Source: A Billion Smartphones Require New Systems Of Engagement Ted Schadler, Forrester, February 14, 2012
  20. 20. Profile: Sales Rep Incentive: Close deals, Make Club, Avoid being blind sighted Need: Simplified, Holistic Understanding of their Customer: • Past and Present Opportunities • Service Satisfaction (SLAs, …) • Product Growth Opportunity (penetration & white space) Profile: Service Rep Incentive: Effective, efficient respond to inquiries, meeting customer needs Need: Rapid access to real time Order, Shipment, Payment, … data Able to bi-directionally communicate with the customer, across channels. Profile: Customer Desire: Minimize time spent with vendors, while maximizing value Need: Simplify interactions, visibility: • See my orders, status • Initiate, track support cases • Get relevant alerts • Manage my preferences securely, collaboratively 1. Users are Expected to Integrate Information Challenges with Traditional IT Architecture Challenges with Traditional IT Architecture 1. Users are Expected to Integrate Information Persona vs. Technology Driven Customer 360 Planning Identify Users’ Integrated Information Needs (What, When, Where…) Common Desire: Avoid having to wade through many many disconnected records.
  21. 21. Even with MDM Hubs, Users and Information is Disconnected Case Mngt ERP SFA • Customers • Opportunities • Sold To(s) and Sales • Ship To(s) and Shipments • Cases MDM Reports Data Warehouse Integration Layer Phone, Email, Social Self Service?
  22. 22. Back Office Sources CRM Platform Common “Product” View Systems of Engagement Unify Data, Engage Employees, Customers, Partners, Enable Collaboration Sales View Self Service Service View Common “Account” View Cases Opportunities Sales Payments Shipments Other Just in Time Integration (Real Time & Batch) Sales Ops Partners
  23. 23. Salesforce as System of Engagement Sample Customer Data Architecture Use Account Object as Registry, Use Configuration to Hide Complexity Source Account Type Account Transaction Type SFA Customer Salesforce Opportunity SFA Customer Exact Target Opportunity ERP Sell To Salesforce.com Sale ERP Sell To Salesforce Inc Sale ERP Ship To Salesforce PTY Shipment ERP Ship To Salesforce.com Shipment ERP Ship To Salesforce Shipment ERP Sell To ExactTarget Shipment ERP Ship To Exact Target Shipment Support Contact Salesforce Case Sales View Simple aggregates Ability to raise cases Get alerts, updates Customer View See “my” interactions New orders, cases Service View Fast, real time access to current and historical data
  24. 24. Develop UIs for Each Users Need Combined With Security, Collaboration, Actionable Intelligence
  25. 25. Other Leading Practices
  26. 26. Social Data Stewardship Empowering Employees to Leverage Tribal Insights
  27. 27. Customer Hierarchy Management Business + Data Driven Techniques, Empowered by Data Governance Rules Sutter Medical Health Alta Bates Summit California Pacific Medical Center Locations Pacific Campus St. Luke’s Accounts ERP CRM Account Team Customer Contacts Eden Medical Ultimate Customer: Parent organization of two or more distinct customers ERP Account (Sold To, Ship To..): One or more accounts setup to track specific transactions in ERP Location/Facility: A location Customer conducts business. Used for tracking location specific firmographics, installations… Customer: Legal entity with whom we conduct business, typically a distinct legal entity, identified by…
  28. 28. Co-Existence with MDM Hubs Balancing Best of Breed and Time to Value IDQ Salesforce MDM Hub (e.g. Informatica, Oracle) Master Data Management Data.com Clean Data Steward: Match, Accuracy Checks Accounts CDH Data Steward: Merge Mngt, Granular Match Async integration Transactional Use Contacts, Acct Teams “Custome r” Accounts Source Accounts “Custome r” Accounts 3rd Party Data Simple (Text Based) Search Before Create Address Other Validation Services Data Driven SBC D&B Matching, Ongoing Updates
  29. 29. Thank you

Notes de l'éditeur

  • Key Takeaway: We are a publicly traded company. Please make your buying decisions only on the products commercially available from Salesforce.com.

    Talk Track:
    Before I begin, just a quick note that when considering future developments, whether by us or with any other solution provider, you should always base your purchasing decisions on what is currently available.
  • Who is your “Customer”? Do you see your customer as well as they see themselves?
    Tell a story (MDM pitch by AE, when company had just sent to me my 3 different single accounts for 3 other software products I had)
    Contrast to positive experience



  • When you harness these social, cloud, mobile & community revolutions, you can become a customer company and connect with customers in a whole new way.

    Customer companies are not only connecting their customers, they are connecting employees together so they collaborate around customer accounts, problems, and ideas. Connected employees can solve problems faster and leverage expertise across your company.

    Customer companies are also connected with their partners, distributors, and suppliers so they can share customer information and better sell and service customers.

    Customer companies even have connected products. By connecting your products to your employees, your customers, and social networks, you can better service your customers. You can use product data for maintenance, marketing promotions, and sales opportunities.

    This is what a customer company looks like. You need to be more deeply integrated with your customers than ever before because that’s what they want, and it’s more possible and more exciting today than it ever was before.
  • Key Messages:
    MDM Implementation Priority: Understanding the relationship over record mastery
    Cloud based data services for time to value
    Platform approach for System of Engagement (Users, Customers, Partners, including Stewardship)
    Agenda
    360 Customer Engagement Vision
    Traditional Architecture and Challenges (Time to Value, Data is Changing, Need to Engage End Users)
    Key Message 1
    Alternative Approach: Cloud Based Data Services (Sample User Story, Show What’s Possible, Manage Exception)
    Key Message 2
    Managing Customer Data on the Platform (End Objective, Data Architecture, Supporting Data Services, Data Stewardship)
    Data-Driven Business Results (Customer Self Service  Service, Sales, Sales Ops Views, with Analytics)
    Key Message 3

  • OLTP, OLAP, and the Traditional IT Architecture
  • Traditional MDM Focus
    Govern, Link, Match, Master through a central hub
    Develop interfaces for applications integration
    Separate application enhancement projects to achieve user benefit
    Focus on centralized stewardship


    Traditional MDM focuses on
    Governing, Linking, Matching and Mastering Customer Records to provide the “Golden Record” to business applications
    Build IT services for Applications, including BI, for matching, cleansing
    Stewardship a back-office function (i.e. limited end user engagement)

    Salesforce’s Customer Master View is to Give Users Right Data at the Right Time, regardless of Source.

    While complex data integration environments may require the building of an on premise or otherwise managed MDM solution, starting with data.com will allow B2B focused companies achieve results sooner, while providing better quality data to the MDM solution that increases a central MDM hub’s overall value
  • Different Processes Need Different Data Granularity
    There may not be a “Golden Record” with a single best number, address for a “Customer”
    Granularity and Differences need to be preserved for context-specific delivery
  • Different Processes Need Different Data Granularity
    There may not be a “Golden Record” with a single best number, address for a “Customer”
    Granularity and Differences need to be preserved for context-specific delivery

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