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Success Cloud Theatre Sessions

1. October 8, 2018 September 18, 2019 Cape Town Basecamp – Success Theatre Your Path to Success 2. Agenda 11:30-12:00 12:00-12:30 12:30-13:00 13:00-14:00 14:00-14:30…
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  • 1. October 8, 2018 September 18, 2019 Cape Town Basecamp – Success Theatre Your Path to Success
  • 2. Agenda 11:30-12:00 12:00-12:30 12:30-13:00 13:00-14:00 14:00-14:30 14:30-15:00 15:00-15:30 15:30-16:00 16:00-16:30 16:30-17:00 17:00-17:30 Our agenda for today Make the most of your Salesforce resources The Key to Creating High Adoption Applications Panel: Accelerate your Adoption & Innovation with Salesforce - Networking Lunch - 8 Domains of Success Adopting Lightning in the Enterprise Winter ‘20 Hottest New Features - Coffee Break – How Salesforce uses Salesforce: Online Marketing Journey How Salesforce uses Salesforce: Sales Development How Salesforce uses Salesforce: Forecast Management
  • 3. Leverage Salesforce Resources Neil Reid - Snr Success Manager
  • 4. Our Core Values In the business of making the world a better place “Only a life lived for others is a life worthwhile.” - Albert Einstein
  • 5. We Pioneered Customer Success Together Success Managers Advisors Accelerators Experience Design Intelligent Customer Success 2010 2014 2016 2018 1999
  • 6. We Can Guide Customers On Every Step of the Journey With resources, programs and experts to fit their needs Always-on Resources Trailhead Trailblazer Community Help Portal Adoption Services Accelerators Interactive Webinars & Events Proactive Engagement Advisory Services Architects Customer-Centric Design Innovation & Transformation
  • 7. How to find Resources - DEMO
  • 8. DO THIS TODAY! Key Takeaway
  • 9. Agenda 11:30-12:00 12:00-12:30 12:30-13:00 13:00-14:00 14:00-14:30 14:30-15:00 15:00-15:30 15:30-16:00 16:00-16:30 16:30-17:00 17:00-17:30 Our agenda for today Make the most of your Salesforce resources The Key to Creating High Adoption Applications Panel: Accelerate your Adoption & Innovation with Salesforce - Networking Lunch - 8 Domains of Success Adopting Lightning in the Enterprise Winter ‘20 Hottest New Features - Coffee Break – How Salesforce uses Salesforce: Online Marketing Journey How Salesforce uses Salesforce: Sales Development How Salesforce uses Salesforce: Forecast Management
  • 10. 2U Che Mauritz Uturn Annakie Gammon Meet our panelists
  • 11. Agenda 11:30-12:00 12:00-12:30 12:30-13:00 13:00-14:00 14:00-14:30 14:30-15:00 15:00-15:30 15:30-16:00 16:00-16:30 16:30-17:00 17:00-17:30 Our agenda for today Make the most of your Salesforce resources The Key to Creating High Adoption Applications Panel: Accelerate your Adoption & Innovation with Salesforce - Networking Lunch - 8 Domains of Success Adopting Lightning in the Enterprise Winter ‘20 Hottest New Features - Coffee Break – How Salesforce uses Salesforce: Online Marketing Journey How Salesforce uses Salesforce: Sales Development How Salesforce uses Salesforce: Forecast Management
  • 12. Design Thinking: The Key to Creating High-Adoption Applications Katie Priest | kpriest@salesforce.com Director, Success Cloud Solution Advisor EMEA
  • 13. Forward-Looking Statement 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.
  • 14. “Low-adoption solution” “High-adoption solution” Good design is good for adoption is good for business
  • 15. 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 $35,000* $30,000 $25,000 $20,000 $15,000 $10,000 DESIGN VALUE INDEX S&P 500 Design matters for business (and there's data to prove it). +211%return over the S&P 500 Source: The Design Management Institute *Value of a $10,000 investment, $ thousand
  • 16. So what really drives application adoption?
  • 17. Human-scale application adoption process Quick Simple Low-commitment Personal NEED SOLUTION USE
  • 18. Enterprise-scale application adoption process Long Complex High-commitment Disconnected NEED SOLUTION USE @#$%! Why are our adoption metrics low?!?
  • 19. #1 reason for enterprise software failure is “Resistance from employees” -- Benchmark Partners study, 2015
  • 20. Adoption = Love I love using this app! Why are our adoption metrics low?!?
  • 21. This is where Design Thinking can really help
  • 22. WHAT IS DESIGN THINKING? Design Thinking is a collaborative, creative approach to problem solving. It is a process that starts with the people you are designing for and ends with a new solution tailor made for their needs.
  • 23. Stepping back from a problem...
  • 24. …and asking the right questions How can we build it right? How can we build the right ‘it’ ?
  • 25. Enterprise-scale Design Thinking Process Focused and tactile NEED SOLUTION USE I would love this What would our customers find useful
  • 26. The Design Thinking Process Observe, ask, listen Focus on understanding the problem. Observe and interview real people in order to uncover user needs (both known and unknown needs). Seek out extreme users. Form a POV Once you understand the challenge through the eyes of the user, begin to define a specific problem statement and point of view. “How might we…” Explore options Go for quantity. The challenge is less about coming up with one idea, and more about encouraging as many, diverse, wild, “stupid” ideas as possible. Then pick your best idea(s). Make it real Prototyping is getting ideas and explorations out of your head and into the physical world. Build something simple that you can learn quickly from. Prove/Improve it Design an experiment to test your solution. This step is helpful for refining, learning more about your user, and identifying whether or not your point of view was accurate Empathize Define Ideate Prototype Test
  • 27. A few examples of how this works in practice…
  • 28. To encourage the team at a big-box retailer to build a deeper understanding of their customers, we started by sending them on a mission… You can’t walk a mile in anyone’s shoes while sitting down in your office, so the first step is getting out from behind your desk UNDERSTAND & EMPATHIZE We gave a team of 15 key stakeholders from the business $10 each and sent them to one of their own stores on a carefully designed shopping trip. ARTICULATE & SHARE A few hours later, we asked each person to share their purchases and had them walk us through their shopping experience. FORM A POV This simple exercise helped create empathy and started a spirited conversation about new product ideas and the overall buying experience. > > Building Empathy
  • 29. Narrower, more quantitative questions lead to narrower, more expected answers Reframing the question in more human-centered terms can uncover deeper insights and lead to better solutions.It’s important to invest some time up front making sure you understand the real problem (and don’t be afraid to zoom in or zoom out, reframing the problem) “How can we reduce the number of clicks for a customer to locate their relationship mgr?” “Why do customers even want to talk to a relationship mgr?” Reframing the Problem
  • 30. Take your ideas out of your head and put them onto paper. (It will liberate your head for more ideas, and give your collaborators a chance to react). Whiteboard Marker sketches Clickable wireframes Making Rapid Prototypes
  • 31. Getting User Feedback You can quickly check key assumptions, uncover opportunities for improvement and gather inspiration for new ideas Rough prototypes often spark richer conversations Use competitors’ products as a way to quickly understand what people value Live test your ideas in the field to get better sense of context
  • 32. High-Adoption Love
  • 33. Katie Priest | kpriest@salesforce.com Director, Success Cloud Solution Advisor EMEA Ask me about Envision Envision is an advisory offering from Salesforce. It is a human-centered Design Thinking deep-dive. We can help you envision and align on a design-led solution for optimizing customer adoption love.
  • 34. 8 Domains of Success Philip Cabessa Success Director, Salesforce
  • 35. Put the power of Salesforce to work for your business We’ll help you realize the full potential of your investment People Process Technology
  • 36. Over 20 years of proven customer success by your side We’ve consolidated our knowledge into a single success methodology
  • 37. Business Processes and Value Team Members Vision and Strategy Operating Model Governance Architecture New Ways of Working Change Management Technology People Process Compass domains A Success Path for Every Customer
  • 38. Vision and Strategy Governance Change Management New Ways of Working Operating Model Business Processes and Value Architecture Team Members Business Objectives Success Metrics Obstacles Stakeholder Management Communication Strategy Backlog Management Principles of Software Engineering Data Architecture Team Structure Committees Development Approach Support and Administration Roles Responsibilities Skills Partner Management Technology Business Process Personas Methodology Business Value Capabilities Maturity Prioritization Success Metrics World of Agility Behavior Change Minimum Viable Product Continuous Improvement Solution Architecture Technical Debt Technical Best Practices Principles of Software Engineering Overview: Compass domains and subdomains
  • 39. *Dependent on product Vision and Strategy Business Objectives Document clear business objectives and plan how they will be updated as strategies change. Stakeholder Management* Define all stakeholders who should help determine or understand the vision and strategy. Success Metrics* Define success metrics that will measure progress toward business objectives. Obstacles Document obstacles for business objectives (including technology and strategy adoption) and create action plans for each. Governance Change Management New Ways of Working Operating Model Business Processes and Value Architecture Team Members
  • 40. *Dependent on product Vision and Strategy Governance Change Management New Ways of Working Operating Model Business Processes and Value Architecture Team Members Communication Strategy Define a communication strategy to ensure governance alignment across all stakeholders. Data Architecture* Create a business-data model and determine the source of truth where all data will be collected and managed. Backlog Management Define who will own and prioritize the requirements backlog and what they will consider. Principles of Software Engineering* Create a clear development, testing, and QA process for all teams.
  • 41. *Dependent on product Vision and Strategy Governance Change Management New Ways of Working Operating Model Business Processes and Value Architecture Team Members Support and Administration* Establish the role and number of administrators to support operations and end users. Development Approach* Apply an agile methodology to developing solutions. Committees Create and adhere to a committee structure to effectively manage projects. Team Structure* Define the structure, roles, and responsibilities of teams.
  • 42. *Dependent on product Vision and Strategy Governance Change Management New Ways of Working Operating Model Business Processes and Value Architecture Team Members Roles* Define clear roles for team members across all teams. Skills* Define clear minimal skills required for each role across all teams. Partner Management Define and follow processes and procedures to manage third parties working on projects. Responsibilities* Define clear responsibilities for team members across all roles.
  • 43. *Dependent on product Vision and Strategy Governance Change Management New Ways of Working Operating Model Business Processes and Value Architecture Team Members Personas Define personas to represent different user audiences so that solutions can provide value for all users. Technology Develop a strategy to deploy new technology solutions and measure adoption. Business Process Engage with your change team to identify what behaviors need to start, stop, and continue. Determine the impact of those changes. Methodology Employ a methodology that focuses on communication, sponsorship, coaching, training, and resistance management.
  • 44. *Dependent on product Vision and Strategy Governance Change Management New Ways of Working Operating Model Business Processes and Value Architecture Team Members Prioritization Define and follow a process for prioritizing the backlog. Capabilities Maturity* Investigate and implement changes to business processes to optimize for changes in technology and capabilities. Business Value Define and adhere to a method of calculating the value of an IT project. Success Metrics* Define success metrics to measure progress toward business objectives.
  • 45. *Dependent on product Vision and Strategy Governance Change Management New Ways of Working Operating Model Business Processes and Value Architecture Team Members Continuous Improvement Review processes regularly to discover new areas for improvement and growth. Minimum Viable Product Use the principles of a Minimum Viable Product when reviewing the backlog and experimenting with solutions. World of Agility Apply agile principles to the way teams work. That way, business and technology work together to deliver incremental releases. Behavior Change Adopt behaviors that enable business and technology to quickly develop and deploy solutions.
  • 46. *Dependent on product Vision and Strategy Governance Change Management New Ways of Working Operating Model Business Processes and Value Architecture Team Members Solution Architecture Design and follow architectural standards to meet business objectives and regulatory requirements. Technical Debt* Develop and implement a strategy to remove technical debt with each release. Technical Best Practices* Define and follow best practices for each technology in use. Principles of Software Engineering* Create and follow an approach to developing, testing, and deploying solutions that create uniformity across teams and greater automation.
  • 47. Q&A Any questions?
  • 48. Agenda 11:30-12:00 12:00-12:30 12:30-13:00 13:00-14:00 14:00-14:30 14:30-15:00 15:00-15:30 15:30-16:00 16:00-16:30 16:30-17:00 17:00-17:30 Our agenda for today Make the most of your Salesforce resources The Key to Creating High Adoption Applications Panel: Accelerate your Adoption & Innovation with Salesforce - Networking Lunch - 8 Domains of Success Adopting Lightning in the Enterprise Winter ‘20 Hottest New Features - Coffee Break – How Salesforce uses Salesforce: Online Marketing Journey How Salesforce uses Salesforce: Sales Development How Salesforce uses Salesforce: Forecast Management
  • 49. Adopting Lightning in the Enterprise Philip Cabessa Success Director, Salesforce
  • 50. This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions prove 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 website 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. Statement under the Private Securities Litigation Reform Act of 1995 Forward-Looking Statement
  • 51. What We Are Talking About Today Why
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