To Manage the Funnel:


Stage Duration Age


Forecast by Sales Rep

To Improve Sales Rep Productivity:


# of Face
-
To
-
Face meetings


# of deals won, lost, and in
-
progress

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Knowledge Check: Recommend Reports

Who at UCI’s sales organization could benefit from reports?
List specific roles.



Quota Attainment



Sales Activities by Client Last Week



Top 10 Reasons Deal were Lost

134

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Who Uses Reports in a Sales Organization?

135

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VP of
Sales

Sales

Operations

Sales

Manager

Sale Rep

Inside

Outside

Inside

Outside

What Does the VP of Sales Want?

136

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What they want:


Easy to see high
-
level
summaries


Key Performance Indicators
(KPIs)


Sales metrics


Customer
retention/attrition


New business


Team performance


Goal attainment


Ranking reports




Where they find it:


Dashboards


Home page

What Does Sales Operations Want?

137

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What they want:


Easy to see summary level
data


Quick access to the details
of reports


KPIs


Methodology compliance
reports


Customer reports


Sales metrics


Operational reports


Templates to create reports



Where they find it:


Reports folders


Dashboards


Home page


Custom links or buttons on:


Accounts


Opportunities



What Do Sales Managers Want?

138

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What they want:


Easy to see summary level
data


Team and Individual reports


Forecasts


Performance or
progress


Activity


Ranking reports


Customer reports




Where they find it:


Home page


Dashboards


Dynamic reports from a
custom button or link



Example: Account button or link shows a
ll opportunities by accounts with
the same parent account.

What Do Sales Reps Want?

139

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What they want:


Easy to use (one
-
click links)
reports


Lists of their data


Accounts and Contacts


Leads and Opportunities


Individual reports


Performance


Prioritized Actions


Forecast



Where they find it:


Home page


Custom links

and buttons records


Hyperlink formula fields


Reports folders


Dashboards



Sales Dashboards


Executives can monitor multiple
metrics on one screen


Lead Conversion Rates


Revenue Attainment


Top & Bottom Performers


Reasons for losses


Executives can monitor multiple
business units on one screen


Campaign progress


Case loads or High Priority issues


Sales Reps can see summary level
data without seeing details


Sales
Leaderboard


Wall of Shame


Regional Revenue Attainment


140

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Sales Home Page

Get a
quick view

of how you are doing
with relevant Home Page Dashboards.

Quickly get to your important accounts,
contacts, leads, opportunities and activities
through Custom Home Page Links.

141

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As a Link on a Record


Example

142

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Exercise: Using Reports at UCI

Goal:

Match user groups at UCI with the reports they’ll use,

and explain how they’ll use each report to achieve UCI’s goals.

Scenario:

UCI’s goals for the next quarter include:


Creating a stronger pipeline


Increase visibility into lead lifecycle


Standardize the selling process


Create accurate forecasting


Increase selling time

Tasks:


Identify the users that can help in achieving UCI’s goal.


Match user groups with the reports they are likely to use for the
purpose of achieving these goals.


Explain how each user would use each report to achieve the goals.

10 min.

143

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Design Considerations

Report Placement

Pros

Cons

Home Page Custom
Links


Always visible with
Search


䥮I潲灯o慴攠摡瑡d潵瑳i摥d
潦o
卡S敳景牣f



䵵M琠扥⁲畮b瑯ts敥⁲敳el瑳


㈵i湫 li浩t


Dashboard Mini
-
page on
Home Page


Always visible upon login
at Home Screen



䵵M琠扥⁲敦牥獨敤


Dashboards Tab


Graphic display of data &
multiple charts can be
segmented by groups



T慢a浵m琠扥⁶isi瑥搠批 畳敲e
to see data


Reports Tab


Can be segmented by
groups



乯琠愠ais畡u 摩s灬慹映摡瑡


䵡M湴慩渠n潮瑲潬o渠
灵扬is桩湧n瑯tk敥瀠牥灯牴猠
潲条湩o敤

Embedded in a Record
as a Custom Link


Unique reporting



L
i湫㬠湯琠杲慰桩g⁤ s灬慹


卩xi湫s

Dynamic Dashboards


Run company metrics
with focus on the logged
in user



乯湥

144

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Module Review

1.
Explained benefits of reports to the sales organization.

2.
Listed common business reports in a sales organization.

3.
Identified users of sales
-
related reports in the sales
organization,

4.
Matched user groups with the reports they are most likely to
use,

5.
Explained how each user group would use each report,

6.
Described how to get to the right report in the Sales Cloud
application,

145

© Copyright 2011 salesforce.com, inc.

www.salesforce.com/training

Various trademarks held by their respective owners.

Module 7: Extend
Beyond Sales
Cloud

146

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Module Objectives

By the end of this module, you will be able to:


Provide examples of data migration and integration


List considerations for data migration and integration


Describe Salesforce’s advanced solutions and how they
enhance or complement a Sales Cloud solution:


AppExchange


Other applications


Identify next steps



147

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Module Agenda


Data Migration: Examples and Considerations


Integrations: Examples and Considerations


Advanced Solutions


Other Salesforce.com Applications


Common AppExchange Solutions


Exercise: Leveraging Advanced Features and Other
Applications


148

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Data Migration


Examples

Common Sales Cloud Data Migrations include:


Customer list from financial SOR


Partner list from company tracking database


Prospect list from Marketing database


Contacts from individual contact management databases such as
Outlook, Act!, Goldmine, Siebel, or other software packages


Closed Opportunities from Financial database


Open Opportunities from existing forecasting tool


Closed Activities from contact management databases


Open Activities from contact management databases

149

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Data Migration Considerations


Historical data: migrate vs. archive


Activities: weigh volume vs. value


Opportunities:


Historical Opportunities:


Migrate vs. archive opportunities with owners who are no longer
users


Migrate data valuable for reporting vs archive unnecessary data


Revenue schedules: migrate vs. archive


Contacts: migrate vs. integrate


150

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Integration


Common Examples


Accounts


Existing customers are typically integrated with a back
-
office system of record.


Prospective customers are not typically integrated but managed in
Salesforce
.


Contacts


Individuals often integrate/synchronize with Outlook or Lotus.


Existing customer contacts may be integrated with back office systems of record.


Opportunities


Revenue amounts may need to be returned to Salesforce after processing in a
back
-
office financial system.


Data may be integrated with a data warehouse.


Activities


Sales Reps often manage calendars in Outlook / Lotus but must document
meetings in salesforce.com.


Salesforce for Outlook addresses task synchronization


Connect for Outlook or Lotus addresses task and event sync.

151

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Integration Considerations

1.
List all fields, data types and values identified in the requirements
gathering and design sessions.

2.
Determine whether the field is for integration purposes only, or also
for users to interact with it.

3.
Identify the System of Record for each field.

4.
Identify who can update each field and from which system.


152

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Common Sales Cloud Field Integrations

Account


Customer IDs


Billing Address


Credit
Rating/Amount


Current Status


Account Balance


Maintenance
Agreement Status


Contact


Business Contacts
in Outlook or Lotus


Billing Contact






Opportunity


Invoice ID


$ Amount


Status or Stage
(Shipped, Billed)




153

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AppExchange Applications

Over 200 Applications supporting Sales
Processes


Voice2Insight for Productivity


Miller
Heiman

for Sales Methodology


RingLead

and
DemandTools

for Data


Conga Composer for Documents


SalesView

for Business Search &
Intelligence


Xactly

Incent for Sales Compensation
Management


Qcommission

for Sales Commission
Management


BigMachines

for Pricing and Proposal
Generation


Ribbit

for Voice / SMS to
Salesforce


EchoSign

for Contract management

154

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Salesforce.com Applications to Enhance Sales Cloud


Marketing


Service


Partners


Mobile


Content


Chatter


Quotes


Content


Knowledge


Jigsaw


155

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Advanced Solutions: Other Salesforce Applications

What is Chatter:


Collaboration application

What Chatter does:


Helps you connect with coworkers


Allows real
-
time, secure sharing of business information


Obtain quick, informed feedback on colleagues’ work


Develop group workspaces


Share documents


Obtain proactive updates from back
-
office

systems


Collaborate remotely

156

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Advanced Solutions: Other Salesforce Applications

What are Quotes:


Records of pricing proposals extended to customers


Relate to opportunities

What Quotes do:


Can be converted to .pdf and emailed to customers


Streamline the sales process


Provide a consistent structured quote to customers


Design real
-
time approval processes for quote
discounting





157

© Copyright 2011 salesforce.com, inc.

Advanced Solutions: Other Salesforce Applications

What is Content:


Integrated content library with Salesforce

What does Content allow you to do:


Publish content into folders and give others access


Deliver content via the Web


Manage version control


Rank and comment on content




158

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Advanced Solutions: Other Salesforce Applications

What is Knowledge:


Knowledge management tool that can be used with
customers or internally

What does Knowledge let you do:


Categorize knowledge


Allow easy user access to knowledge


Feed the knowledge base


Intelligently and proactively present knowledge to
sales users


159

© Copyright 2011 salesforce.com, inc.

Advanced Solutions: Other Salesforce Applications

What is Jigsaw:


Data enrichment tool that uses cloud collaboration to maintain updated
data

What does Jigsaw allow you to do:


Keep data clean, automatically


Research account and contact details


Uncover and market to the right person at a target account

160

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Advanced Topics To Enhance Sales Cloud


Territory Management


Person Accounts


Community: Ideas and Answers


Salesforce Knowledge


Salesforce Mobile and Mobile
Lite


Salesforce for Wealth
Management


Salesforce for Nonprofits


Custom Objects and
Applications


Divisions


Complex Integrations


Web Services Integration


Sandbox and Developer Edition

161

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Exercise: Leveraging Advanced Features and
Other Applications

Goal:

As a trusted advisor to UCI, provide a recommendation on how they
can accomplish their requirements by leveraging:


Advanced features; or


Other salesforce.com applications; or


AppExchange

applications; or


Any combination of the above.

Scenario:

UCI wants to start co
-
branding marketing events with their indirect
channel, route leads to those partners, track their opportunities and
preview all PDF proposals before they are delivered to the
prospects.

Task: As a group:


Identify two possible solutions.


List tradeoffs to consider for each solution.


Make and justify a recommendation.

30 min.

162

© Copyright 2011 salesforce.com, inc.

Exercise Review


Identified different ways to accomplish the same thing.


Evaluated tradeoffs that would impact the client’s current Sales Cloud
solution.


Made a recommendation as a trusted advisor.


163

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Module Summary: Can you now…


Provide examples of data migration and integration?


List considerations for data migration and for integration?


Describe Salesforce’s advanced solutions and how they enhance or
complement a Sales Cloud solution?


AppExchange


Other applications


Common Custom Objects


Identify next steps?

164

© Copyright 2011 salesforce.com, inc.

www.salesforce.com/training

Various trademarks held by their respective owners.

Appendix

165

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Who to gather requirements from

Topic

Critical Representative

Lead creation

Marketing Manager

Lead Scoring

Marketing Reps

Lead Qualification Process

Sales Reps

Sales Methodology

Sales Managers

Forecasting Process

Sales Managers

Key Performance Indicators

Sales Executives

Sales Cloud usability



Account management



Contact management



Opportunity management



Activity management

Sales Reps


Sales Reports

Sales Reps AND Managers

Credit approval process

Finance

Discount approvals

Sales Managers AND Sales Operations

166

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Do You Need Leads?


Do you have prospects?


What type of prospect volume do you have?


Do you need to separate unqualified prospects from qualified prospects
and customers?


Does all your business come in from existing clients?


Does Marketing track Campaign ROI?


What is your current process for tracking prospects?


167

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Do you have a need…a need for Leads?

Why would a customer leverage Leads rather than just using
Accounts, Contacts, and Opportunities?

Pros for Leveraging Leads


Need a staging area for high volume of
unqualified data (data quality)


Require de
-
duplication feature (data quality)


Leverage Web
-
to
-
Lead forms


Creates an Account, Contact, and
Opportunity with relationships with one click
(usability)

When NOT to use Leads


Low volume of leads


Require less administration


Only sell to install base

168

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Lead Generation/Creation


What channels does Marketing direct prospects to?


Inbound inquiries? Outbound Calls?


Emails or Direct Mail Campaigns?


Websites (internal and external)?


Word of mouth? Referrals?


Events? Tradeshows? City Tours?


How are leads captured today? Where are they stored?


Are leads captured in multiple languages?


Are leads checked for duplicates (other leads, existing contacts)? If so,
how and when?


What data is captured for a new lead?


What happens to leads today when they are created? Does the lead
receive some sort of automatic communication?

169

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Lead Scoring


How would you rate/rank each piece of information?


Are some lead sources higher value than others


Web site submission vs. Trade Show attendee


Trade show attendee vs. purchased list


General “Contact Me” web site submission vs. “Large Metal
Containers for Volatile Gases White Paper” web site request


Does product interest matter for scoring?


Does campaign matter in scoring? (old versus new campaigns)


Does location matter in scoring? If not perhaps it does in routing.





170

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Discovery Questions


Lead Routing


Who qualifies leads? Does that depend on the Score?


Outsourced Lead Qualifiers


Marketing’s Lead Qualifiers


Inside Sales


Field Sales


Product Specialists


Do leads go to individuals or groups of people or both?


Are there strategic accounts that need to go to particular qualifiers
outside the normal routing process?


Are leads routed by location or language or size?



171

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Discovery Questions


Lead Qualification


What is the definition of a qualified lead? Does the
definition depend on their product interest, score,
response to a campaign, company?


Does your lead qualifier have a script to follow to glean
qualification information?


What are the stages of a lead as it goes through the
qualification process?


Who converts a lead to an opportunity (or put it in the
pipeline/funnel)?


Do you have a required follow up response time?


What do you track during each stage of the
qualification process?


Each correspondence (left
vmail
, sent email)


Content of each correspondence


172

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Non
-
Qualified Leads


What do you do with unqualified leads?


How many unanswered communications are made
before demoting the lead?


What if the lead lacks interest or funds now but could
be a lead later?


What’s the status of the lead?


Is there any follow up in future?


How do you identify a disqualified lead?


Do you track disqualified leads or delete them? Does
deleting impact your marketing ROI stats?

173

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Manage the Funnel: Discovery Questions


Quotas


Products


Sales methodology


174

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Discovery Questions


Quotas


Do your Sales Reps have Quotas?


What types of quotas do sales reps have?


Revenue


Total


Product Mix


Product Quantity


# of Closed Deals


Mix of New, Existing, and/or Strategic customers


SPIFFs


For each quota type, what time periods are measured


annual, quarter,
month?


Do Sales Managers have quotas? And if so, what is it?


Are SM quotas the sum of their sales reps or are they calculated
differently?


Do SMs have a personal quota in addition to their sales reps


How do your sales reps track quota attainment today?

175

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Quota Design Considerations

Feature/
Concept

Pros

Cons

Quota Setup


Mass quota updates available
via the API


Product Family enable
multiple quotas for Revenue
and/or Quantity



Monthly or Quarterly Quotas
available



Align with custom fiscal years



(Sales Reps + Managers) x
Monthly Quotas x # of Products =
Lots of data



Since quota is tracked against the
amount field


commission splits
are not supported natively

Quota
Attainment


Visible on forecast, forecast
reports and dashboards



% of quota attainment for
gauge display requires
minimal maintenance


Quota fields are only available on
the “Forecast” report types



Using actual $ for a gauge display
requires much maintenance per rep


176

© Copyright 2011 salesforce.com, inc.

Discovery Questions
-

Products


What products do you sell?


Do you have a product price book or catalog?

More than one?


Can products be discounted?


177

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Discovery Questions


Sales Methodology


What are the stages of your sales process?


How does a Sales Rep move from one stage

to the next?

1.
In Stage 1, what are you trying to accomplish


(what’s the exit criteria to move to Stage 2)

2.
Who is involved in this stage and what is their role?

3.
What are the steps necessary to accomplish the exit criteria?

4.
For this stage how far along is the deal in the sales process? Or
what the percentage of deals in this stage will close

5.
Repeat questions 1
-
4 for each stage


Can you skip sales stages or should you follow them in order?


Do you have the same sales stages for all sales cycles or do they differ
by product, company size, or sales channel?

178

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Example of Stage in a Sales Process:

Stage 1


Qualified Lead


To get to Stage 2


Need Analysis, the sales reps must


Schedule a meeting with the prospect


Identify the product interest


Confirm there is a timeframe to buy


At least some of the meeting participants have budget authority or
influence to making a purchasing decision


To do these things the Sales Rep must communicate with the prospect,
identify players in the sales cycle, record the meeting, record the
product interest


Now the Sales Rep can move to Stage 2 or move the deal to “Lost” and
fill out a reason for loss which could include “No Interest” or “No
Budget” or “No timeframe to buy”.


179

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Sales Methodology Sample

Stage

%

Entrance Criteria

Exit Criteria

Who’s Involved

Qualified
Lead

10

Needs 2 of 4:


Timeframe to buy


Budget Available


Budget Authority


Product Interest


Set up 1
st

meeting with
influencers and/or decision
makers



Identified product interest



Updated Opportunity



Sales Rep

Needs
Analysis

20


Set up 1st
meeting


Sent collateral



Had 1st meeting


Filled out “needs” fields


Updated close date


Added Products & size of
deal


Scheduled follow up meeting


Sales Rep


Sales
Engineer

Value
Prop.

50


All Exit Criteria
for Needs
Analysis


Pitched Products to address
needsScheduled

a follow up
meeting


Sales Rep


Sales
Engineer

180

© Copyright 2011 salesforce.com, inc.

Sales Methodology Sample

Stage

%

Entrance Criteria

Exit Criteria

Who’s Involved

Id. Decision
Makers

60


ID’d

decision makers


Created a closing plan


Reviewed plan with Manager


Updated stage, amount,
close date



Sales Rep



Sales Engineer



Sales Manager

Perception
Analysis

70


Manager approved
closed plan


Create a proposal & pricing


Proposal approved by
Manager


Updated stage amount,
close date



Sales Rep



Sales Engineer



Sales Manager

Proposal

75


Scheduled meeting
with prospect to
review proposal


Proposal reviewed with
Prospect


Prospect verbally committed


Contract created (reviewed &
approved by Sales Manager,
Sales Ops, & Legal, if not a
standard contract)



Sales Rep



Sales Engineer



Sales Manager



Sales Ops



Legal

Negotiation

90


Contract submitted to
prospect for review
and signature


Contract is signed


PO has been issued


Sales Ops approves



Sales Rep



Sales Ops

181

© Copyright 2011 salesforce.com, inc.

Sales Methodology Sample

Stage

%

Entrance Criteria

Exit Criteria

Who’s
Involved

Closed
Won

100


Contract is signed


PO has been
issued


Sales Ops
approves


Product is shipped


Communication sent to
recipient


Product
Fulfillment
or Shipping

Product
Shipped

100


Product is shipped


Notification of receipt is
recorded


Sales
Operations

Product
Received

100



Notification of
receipt triggered
alert to Accounting


Invoiced is sent


Accounting

Customer
Invoiced

100



Invoiced is sent


None


Closed
Lost

0


Deal
Cancled


Update Reason for its loss


Update date it was lost


Sales Rep

182

© Copyright 2011 salesforce.com, inc.

Closing a Deal Design Considerations


Define all the steps in the deal closure process as part of your
methodology definition


Commonly to “Close” an opportunity a user MUST update


Stage


Amount


Close Date


Locking down opportunities (i.e. making the fields read
-
only) after they
are closed can prevent historical opportunities from being updated


Impacts YTD quota attainment


Historical Analyses of Opportunities


Note not all fields can be locked down

183

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Design Tip for Locking Down a Closed Deal

1.
Create a new "Closed" Opportunity Record Type similar to the existing
Record Type

2.
Clone the existing Page Layout and map the new Record Type to the
new Page Layout

3.
Alternately, you can make the new "Closed" Opportunity Page Layout
have "read only" fields.

4.
Remove the Product related list from the new Page Layout and save.

5.
Create a workflow rule with the following criteria: Rule Criteria
(Opportunity: Stage equals Closed Won) and (Opportunity: Has Line
Item equals True)

6.
Then create a workflow action (Field Update) to change the Opportunity
Record Type. Make sure to activate the Rule.

When the rule triggers the Opportunity Products will be removed
from the Page Layout. You can view what Products are related to
the Opportunity via reports.

184

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Designing a Sales Funnel

Stage

Probability

Type

Prospecting

10 %

Open

Qualification

10 %

Open

Needs Analysis

20 %

Open

Value Proposition

50 %

Open

Id Decision Makers

60 %

Open

Perception Analysis

70 %

Open

Proposal / Price Quote

75 %

Open

Negotiation / Review

90 %

Open

Prospecting

10 %

Open

Closed
-

Won

100%

Closed/Won

Closed
-

Lost

0%

Closed/Lost

185

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Reports


Reports to Build a Strong Pipeline


Reports to Help Manage the Funnel


Reports to Help Increase Sales Rep Productivity


Who Uses Each Report

186

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Reports that Help Build a Strong Pipeline

Business Driver

Reports

Stronger Pipeline

Closed

Deals by Lead Source

Closed Deals by Campaign

Trusted Data (Lead)
Quality

Converted

Leads by Lead Qualifier category

Reasons Leads were Given Back to Marketing

Faster Qualification
or Disqualification

Open Leads by Lead Ages

Higher Conversion
Rates

Lead Conversion %

Lead Conversion

by Campaign

Lead Conversion by Lead Source

Lead Conversion by Lead Qualifier

Greater Visibility
into Lead lifecycle

Leads

by Status Values (including Average Age)

Activity Reports by Status Values

187

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Reports that Help Manage the Funnel

Business Driver

Report

Standard

Selling Process

Deals

by Stage

Activity Reports by Stage

Forecast Report

Efficient

Sales Process

Opportunity Stage

Duration by Age*

Win / Loss Ratio

Sales Activities

Closed Deals by Lead Source

Better Visibility

Pipeline (as a function of some time interval)

Quota

Attainment

Month over Month quota attainment / growth

Top X Reasons for Lost Deals

Average Deal Size

Top

Sales Rep this month, quarter, year

Slow Performers (bottom sales reps)

Accurate Forecasting

Forecast (as a function of some time interval)

Growth:

Year over

Year Growth by quarter or month

YTD vs. Target

188

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Reports that Help Increase Sales Rep Productivity

Business Driver

Report

More Selling Time

# of Face
-
To
-
Face

meetings

# of

deals won, lost, and in
-
progress

360
°
View of a
Customer

Activities by Account and Role

Meeting Notes

Upcoming Renewals

Better Visibility

Neglected

Accounts

Activity Reports

Approval Status

Faster New Hire
Ramp

Activities Completed by Type (calls made, emails sent)

Pipeline

189

© Copyright 2011 salesforce.com, inc.

Who Uses Each Report?

Report

User

Closed

Deals by Lead Source

Closed Deals by Campaign

VP of Mktg, VP of Sales

VP of Mktg, VP of Sales

Converted

Leads by Lead Qualifier category

Reasons Leads were Given Back to
Marketing

VP of Mktg, VP of Sales, Sales Category Mgr

VP of Mktg

Open Leads by Lead Ages*

VP of Mktg, Lead Qualifier

Mgr,

Lead Conversion %

Lead Conversion

by Campaign

Lead Conversion by Lead Source

Lead Conversion by Lead Qualifier

VP of Mktg, VP of Sales

VP of Mktg, VP of Sales

VP of Mktg, VP of Sales

VP of Mktg, VP of Sales,

Sales Mgr

Leads

by Status Values
(including Average Age)*

Lead Activity Reports by Status Values

Lead Qualifier

Mgr

Lead Qualifier

Mgr

Deals

by Stage

Activity Reports by Stage

Forecast Report

VP of Sales, Sales Mgr, Sales Rep

Sales Mgr, Sales Rep

VP of Sales, Sales Mgr, Sales Rep

Opportunity Stage

Duration by Age*

Win / Loss Ratio

Sales Activities

VP of Sales, Sales Mgr

VP of Sales, Sales Mgr

VP of Sales, Sales Mgr, Sales Rep

* Include Sales Reps if running a competitive environment

190

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Who Uses Each Report? (continued)

Report

User

Pipeline (as a function of some time interval)

Quota

Attainment

Month over Month quota attainment / growth

Top X Reasons for Lost Deals

Average Deal Size

Top

Sales Rep this month, quarter, year

Slow Performers (bottom sales reps)

VP of Sales, Sales Mgr, Sales Rep

VP of Sales, Sales Mgr, Sales Rep

VP of Sales, Sales Mgr

VP of Sales, Sales Mgr

VP of Sales, Sales Mgr

VP of Sales, Sales Mgr, Sales

Rep*

VP of Sales, Sales Mgr, Sales

Rep*

Forecast (as a function of some time interval)

Growth:

Year over

Year Growth by quarter or
month

YTD vs. Target

VP of Sales, Sales Mgr, Sales Rep

VP of Sales, Sales Mgr

VP of Sales, Sales Mgr, Sales Rep

# of Face
-
To
-
Face

meetings

# of

deals won, lost and in progress

Sales Mgr, Sales Rep

Sales Mgr, Sales Rep

Activities by Account and Role

Meeting Notes

Upcoming Renewals

Sales Mgr, Sales Rep

Sales Mgr, Sales Rep

Sales Mgr, Sales Rep

Neglected

Accounts

Activity Reports

Approval Status

Sales Mgr, Sales Rep

Sales Mgr, Sales Rep

Sales Mgr, Sales Rep

Activities Completed by Type

Sales Mgr, Sales Rep

* Include Sales Reps if running a competitive environment

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Building Custom Reports

Measure

Report Type

Audit Field Level Tracking

Lead History

Account History

Contact

History

Opportunity Field History

Lead Conversion

Metrics


Rates by Lead Owner (one who converts)


Success

by Opportunity Owner (new
owner)

Leads with Converted lead information

Stage History Related List Changes

Opportunity History

How Sales Changed Month to Month

Opportunity Trends

How Forecasts

have changed

Customizable Forecasting: Forecast Summary

Event

Invitee invite status

Events with Invitees

Activities

by Object

Activities with Accounts

Activities with Contacts

Activities with Opportunities

Etc.

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How Do We Get Started with Chatter?


Simple Guidelines


Assemble Your Team


Communication Strategy


Go Live


Keeping the Chatter Going


What to Expect

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User Guidelines for Chattering

Communicating guidelines for users is important to maximizing
business value and ensuring appropriate use of this powerful, new
workplace tool.




This is a business tool so keep conversations
business related


Guiding Principle


post anything you would be okay with your
CEO or head of HR seeing.


Good Contribution


Check out this great article from
Gartner.


Does anyone have experience
with HIPPA compliance?


Have you connected with Jill,
she is a guru in the Insurance
industry


Off Topic Contribution


Out late night last night, don’t
think I’m going to get much done
today


Check out the view from my new
office!!


Who wants to have lunch at
Harry’s
?


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Assemble Your Chatter Team

Implementing Chatter is easy, however, you want to engage the right
resources to make the initial implementation and ongoing use a
success.

Executive
Sponsor

Champions the Chatter launch and ongoing
usage. Participates in delivering
communication s. Leads by example in using
Chatter. Encourages other leaders to
participate.

Local

Champions

In larger organizations, more localized
champions (LOB, Department, etc.) may be
helpful in driving participation, answering
questions and collecting feedback.

Legal / HR

Responsible for ensuring legal and HR policies
are considered when establishing guidelines.
Addressing any concerns that surface.

SF.com

Admin

Responsible for performing initial and ongoing
Chatter configurations as new functionality
becomes available. Responsible for
answering ‘cases’ related to Chatter and
collecting best practices.

Marketing /
Comms

Responsible for coordinating the marketing /
communications prior to and post launch. Role
may be performed by Project Manager.

Project
Manager

Manages initial deployment and future
releases of functionality. Responsible for
engaging project team and executing the
implementation. Post Go Live responsible for
ongoing coordination.

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Communication Strategy

Chatter is a new form of collaboration within the enterprise. It is important
to

have a thoughtful communication plan to prepare your Community to get
the

most out of Chatter.


Pre
-
launch


Stakeholders


road show to educate, engage and build buy
-
in with key constituents


Community


teaser email to raise awareness, create buzz and provide guidelines

Launch


Engage stakeholders to lead by example


Launch with a splash


communicate setup steps, value, guidelines and where to get help

Ongoing


Guide the community


based on feedback and observation, provide gentle guidance to drive
the right behaviors


Celebrate success


share great use cases, quotes, etc. to show value and drive the right
behaviors


Utilize existing channels and of course Chatter


“Tips of the Week” make great regular communications via email or home page

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Object by Object
-

start with People / Profiles and 1
-
2 objects that
users will collaborate around the most, then add additional objects
each week.









Weekly activations are a great opportunity to celebrate cool
use cases and recognize great Chatters!


Also, consider activating additional ‘field feeds’ with each
release based on feedback.

Rollout Approach

Accounts

Opportunities


Cases

Contacts

Leads

Your Objects!

People

Profiles

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Go Live with Chatter

A little dedicated attention to support Go Live will help make your
deployment wildly successful!


Leaders Lead by Example


Have organizational leaders actively participate in using Chatter


status updates, following
people, record feeds and recognizing good use.

Over
-
monitor and Support Initially


Ensure the project team is actively participating, monitoring usage and quickly responding to
the feedback / support channel.

Celebrate Success


Search out great use cases and include them in communications.

Provide Guidance


Gently ‘course correct’ off topic or inappropriate use through regular communications or
offline (email) guidance.

Communicate, Communicate, Communicate


Engage your Sponsor and Champions in Chatter based communications and traditional forms
to do all of the above and get off to a great start


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Keep the Chatter Going

Continue to drive strong adoption and greater business value with a few
regular activities.


Feedback and Monitoring


Continue to actively support your Community and monitor participation.

Ongoing Communication


Develop a regular cadence of encouragement to drive adoption.

Recognition


Consider recognition for outstanding use of Chatter. Simply recognizing employees for
taking advantage of Chatter in an exciting way sends a powerful message.

Deploy new functionality


Like any part of the Force.com platform, Chatter’s capabilities will continue to evolve over
time. Chatter features are communicated as part of the periodic release schedule.

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