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Transcript of Aen003 Rajaram 091707
Leveraging Approvals to the Fullest
Varadarajan Rajaram, salesforce.com
Gregg Vivolo, The New York Times Regional
Media Group
Admin III: Expanding into new areas
Safe Harbor Statement
“Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements including but not limited to statements concerning the potential market for our existing service offerings and future offerings. All of our forward looking statements involve risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results could differ materially from the results expressed or implied by the forward-looking statements we make.
The risks and uncertainties referred to above include - but are not limited to - risks associated with possible fluctuations in our operating results and cash flows, rate of growth and anticipated revenue run rate, errors, interruptions or delays in our service or our Web hosting, our new business model, our history of operating losses, the possibility that we will not remain profitable, breach of our security measures, the emerging market in which we operate, our relatively limited operating history, our ability to hire, retain and motivate our employees and manage our growth, competition, our ability to continue to release and gain customer acceptance of new and improved versions of our service, customer and partner acceptance of the AppExchange, successful customer deployment and utilization of our services, unanticipated changes in our effective tax rate, fluctuations in the number of shares outstanding, the price of such shares, foreign currency exchange rates and interest rates.
Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time. These documents are available on the SEC Filings section of the Investor Information section of our website at www.salesforce.com/investor. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law.
Agenda
Salesforce Approvals Overview
Summer ‘07 - Flexible, sophisticated approvals
Customer cast studies
Q&A
Salesforce Approvals: Overview
Automate manual approval processes• Point and click designer
• Single, multi-step
• Hierarchical routing
• Ad-hoc routing
• Route to queues
Perform Actions• Email Alerts
• Tasks
• Field Updates
• Outbound Messages
Salesforce Approvals: Overview
Approve via email
• Blackberry
• iPhone
• Any email client including outlook
Agenda
Salesforce Approvals Overview
Summer ‘07 - Flexible, sophisticated approvals
Customer cast studies
Q&A
Summer ‘07: Flexible, Sophisticated Approvals
Campaigns under $25,000 need VP and
Finance department approvals and
campaigns over $25,000 need an
additional EVP approval
Before Summer ‘07
Create two approval
processes
• 2 Step process for campaigns
budgeted up to $25,000
• 3 step process for campaigns
more than $25,000
After Summer ‘07
Skip approval steps
• Configure steps which are
conditionally executed
Reduce number of processes
• Merge processes handling
exception steps into one
Summer ‘07: Flexible, Sophisticated Approvals
Campaigns under $25,000 need VP and
Finance department approvals and any
campaign over $25,000 or those which
exceed VP’s authority need an additional
EVP approval
Before Summer ‘07
Cannot route based on Approver’s authority
Cannot access Approver’s context
After Summer ‘07: Formulas in Approvals
Use Salesforce formula language
• All entry criteria
Approver context set for each step
• Access using “$User” variable
• Access custom field on User
object
Summer ‘07: Flexible, Sophisticated Approvals
Build sophisticated approval processes
• Use Salesforce formula language
Automatically traverse hierarchy based on authority
• Expense report approvals
• Discount approval process
Build flexible approval processes
• Use Skip approval step feature
• Reduce number of processes to manage
Gregg VivoloGroup CRM DirectorNew York Times Regional Media [email protected]
New York Times Regional Media Group
The New York Times Regional Media Group (A division of the NYTco.) Consists of 14 daily newspapers and several weekly and community magazines in five states.
• INDUSTRY: Printing and Publishing
• EMPLOYEES: 2800 RMG Division
• GEOGRAPHY: United States
• # USERS: 549
• PRODUCT(S) USED:
Salesforce Enterprise Edition
Case Study – Key Challenges
Business Challenges• Evolving business model – dictating centralization efforts• Centralization over a large geographic area• Local business rules and lack of standardization • Resistance to change• Difficult to audit
Technology Challenges• Legacy systems• Legacy architecture (Not built to maximize on centralization
efforts)• Standard business system but no standard on
set-up/implementation
Reduce duplication of key business office
functions throughout the NYT Regional Media
Group to improve profitability, improve efficiency
and increase customer service
Case Study – The Problem
Case Study – The Solution
How did we address these business office challenges?
Used Salesforce’s approval process workflow to automate the processing of Key business office functions:
Account Set-up (including credit if applicable) – workflow Order Entry - workflow Account Adjustments Requests – approval process workflow
In Development: Payments through Salesforce using a partner product Using tablet PC’s - credit application forms
Case Study – The Solution
•Search on the Account
•New Adjustment
•Pick the type of Adjustment
•Complete the form
Case Study – The Solution
•The A/E completes the form and saves
•Approval workflow based on business rules are then applied to the adjustment request
Case Study – The Solution
•Based on the amount of the adjustment and standard rules the adjustment is routed to either the center, direct manager, department head, Controller or Publisher for approval and processing
•The sales executive can track the progress of the adjustment at anytime view the status
Case Study – The Solution
•On the Managers Home Page they can view pending approvals.
•The Manager will receive an email informing them they have an adjustment to approve
•The approving manager can approve, reject or ask for additional information
•Once approved it is sent to the centralized financial center for processing
Case Study – The Results
What were the results?
• Reduction duplicated staff - 30 FTE’s (Full Time Employees)
• Cycle time improvements
• Reduced costs – (Paper, Forms, etc.)
• Additional sales executive time selling
• Improved auditability (Single data point, SAS 70 compliance)
• More standardization of processes and policies
Out of all the technology needed for this centralization project Salesforce was the only one that came through on time and worked as desired.
Vicki Hamilton Corporate Project Manager - NYTRMG
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Varadarajan Rajaram
Product Manager
Greg Vivolo
Marketing Manaer
QUESTION & ANSWER SESSION
salesforce.com
New York Times Regional Group
Imagine it. Learn it. Use it.
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