Domain 1: Vision and Strategy

Daniel Sieff, Sprint Corporation

Matt O’Connor, salesforce.com

Best Practices: Global Enterprise

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“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.

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Daniel Sieff

Senior Manager for Sales CRM

Daniel.sieff@sprint.com

Alice: Would you tell me, please, which way I ought to go from here?

The Cat: That depends a good deal on where you want to get to

Alice: I don't much care where.

The Cat: Then it doesn't much matter which way you go.

Vision and Strategy Definition

Vision – the desired end-state of your initiative

“Customer loyalty is our highest priority. Personalized service for all customers. Provide the communication channels the customer wants.”

Strategy – the roadmap for how you will achieve your vision

Why are Vision and Strategy Important?

Source: Europe Gartner end user survey. N=344, October 2004From “Predicts 2005: How CRM Will Help to Grow Revenue Again”, J an. 7, 2005.

0 50 100 150 200 250

Other

Reduce sales costs

Increase profit margins

opportunities

Increase sales revenues

Increase customer loyalty

Increase customer retention

Increase customer satisfaction

Enhance cross/up-sell

Acquire new customers

Reduce service costs

Increase profit per customer

Revenue Enhancement

Cost Reduction

Number of Responses

CustomerLoyalty &Satisfaction

0 50 100 150 200 250

Other

Reduce sales costs

Increase profit margins

opportunities

Increase sales revenues

Increase customer loyalty

Increase customer retention

Increase customer satisfaction

Enhance cross/up-sell

Acquire new customers

Reduce service costs

Increase profit per customer

Revenue Enhancement

Cost Reduction

Number of Responses

CustomerLoyalty &Satisfaction

“Almost every company that has benefited from a

customer relationship management initiative

has done so after developing a coherent

CRM strategy”

-Gartner

“Almost every company that has benefited from a

customer relationship management initiative

has done so after developing a coherent

CRM strategy”

-Gartner

Your vision and strategy helps the organization articulate the desired end state and how to get there

Without a Vision and Strategy

Lack of clear purpose

Difficult changes can become barriers

Lack of results or unmeasured results

Long-term commitment is a challenge

All About Sprint Nextel

• INDUSTRY: Communications

• EMPLOYEES: 64,600

• REVENUE: $41 Billion

• GEOGRAPHY: Global

• # USERS: 4,952

• PRODUCTS USED: Salesforce SFA & PRM, Force.com Mobile, 7

AppExchange applications

“Salesforce.com represents a significant resource commitment on the part of Sprint’s leadership team. We are committed to providing the integrated and standardized tools needed to stay competitive and provide a superior customer experience.”        

Mark Angelino,  President, Sales & Distribution

Key Challenges

• Lack of sales pipeline and sales activity visibility

• Inconsistent sales processes

• High-turnover and associated ramp-up costs

• Lack of intellectual property

• Sprint / Nextel Merger

• Enabling Sprint Powered Workplace

The Solution

• Implement standardized sales and account planning process

• Capture key account data and sales history

• Implement accounts teams and sharing rules to facilitate

collaboration

• Integrate with Hoover’s, First Research

• Implement Cases for internal support

Deployment Details• SFA, PRM, AppExchange, Force.com Mobile • Users – 2,500 > 5,000• Training – face-to-face• Multiple segments and channels• 4.5 months

Critical Success Factors

Defining the vision and strategy

through a business case

High-touch

DeploymentCrawl > Walk > Run Continuous

Innovation

PlanPlan

Act

Evaluate

Defining Vision through a Business Case

Objective Define the vision, build executive support and obtain

commitment

Challenges Numerous executives to communicate with – Sprint and Nextel

Inconsistent expectations across groups

Approach Keep it simple – executives want the bottom line

There is no one size fits all

Recognizing it will change with the business

Crawl > Walk > Run Strategy

Objective

Build adoption and application value

incrementally

Challenges Saying no is difficult Multiple teams with different needs

Approach Complete prioritization of features and functions

Detailed review sessions with the end users – focus on pains

80/20 rule – biggest bang for the buck

High-touch Deployment Strategy

Objective Drive adoption (addiction) through as many human touches and

interactions as possible before, during and after

Challenges Cost – each touch has a cost ($$$) Geographies – national and international Keeping everyone happy

Approach Face-to-face training and support for every user Change management Post deployment on site help desk for each site Support SLA - dedicated support team with < 24 hour response

time

4,000+ Users

157 Offices

46 Cities

30+ Countries

4 Continents

Continuous Innovation Strategy

Challenges Balancing continual

improvement and stability Keep the good users happy Make under-performing users

good users

PlanPlan

Act

Evaluate

Objective Continually increase application value and work towards achieving the vision

Approach

Create a feedback loop

Speed to implementation

Face-to-face interviews/

surveys with all stakeholders

Data driven decisions

Continuous Improvement Strategy

What were the results?

• >90% Addiction from Sales Users

• >700,000 Leads Routed in 2006

• Ramp up time reduced by 33%

• Reduction in Admin time for Sales Reps

• Reduction in customer churn

“I wouldn’t know what to do if you took salesforce.com away- it would be a step backward” – Manager of Sales, Pacific Northwest

“My new reps are up and running 30% faster because of using Salesforce” –Branch Manager of Sales, LA Metro

The Road Ahead…

Never rest on your laurels

Continue to promote

champions and success stories

Make Salesforce the ‘one-stop-

shop’

Mash-ups and interfaces to

continue to drive value

Additional channels

Key Takeaways…

Don’t be Alice – invest in developing a vision and a

strategy

Crawl > Walk > Run – take small steps to achieve you

vision

High-touch – recognize the human side of change and

don’t stop at deployment

Continuous improvement – establish processes to

maintain momentum, engagement and value

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Daniel Sieff

Senior Manager for Sales CRM

Matt O’Connor

Engagement Manager

QUESTION & ANSWER