Banking executives from several large banks discussed how their organizations have implemented and benefited from Salesforce.com. Representatives from SunTrust Bank, TD Bank, and Citizens Bank outlined how they used Salesforce to track customer information, integrate calendars and documents, generate reports, and improve sales processes and management. Sales managers explained how the platform allows them to set goals, monitor pipeline and opportunities, provide coaching to sales teams, and gain insights to strengthen offerings. Attendees were encouraged to involve users, consider integration needs, and take an incremental approach to implementation.

1. Banking on the Power of the Cloud
Track: Financial Services
Chris Mills, salesforce.com
Rick Davis, SunTrust Bank
Chris Carlisle, TD Bank
Gary Pepera, Citizens Bank

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looking statements, except as required by law.

3. Chris Mills
Engagement Manager

4. Agenda Slide
Rick Davis
– Sales Teaming
– Integration with data sources
– Power of the platform
Chris Carlisle
– How Relationship Manager’s benefit from salesforce.com
– How Sales Leaders benefit from salesforce.com
Gary Pepera
– Using salesforce.com as a Sales Tool
– Data Source Integrations

5. Rick Davis
Senior Vice President and
Manager
Commercial Information Services

6. All About Company SunTrust
Brief Overview of Company here.
SunTrust is a $172.7 billion Financial Services
Company headquarter in Atlanta, GA operating in
11 states including the District of Columbia.
SunTrust employs 28,015 teammates.
Company Logo Here
• Implementation highlights
• 2,400 users
• Implementation timeline: 6 months
• Lines of Business: Commercial (Business Banking and Core
Commercial), Commercial Real Estate, Treasury
Management
• Functions: Banking Services, Wholesales Lending Services

7. Banking on the Power of the Cloud
One stop shop for Sales teammates.
Integration of email, contacts and calendars.
Research Data – being engaging with the client/prospect.
The ability to integrate product usage, client profitability and leads into a
integrated look.
Look into client customer service activities as a part of the sales call.
Operationalize all post call activities: tasks for myself and others, making
referrals to other product specialists that support the relationship manager,
disposition leads, update opportunities and document call results.
Put the power of alesforce.com, Visualforce and Apex to help solve
complex business solutions.
–

8. Example: Sales Call Planner

9. Example: Managing Contacts

10. Example: Industry Research

11. Example: Products and Service

12. Example: Managing Results

13. Example: Managing Results

14. Example: Managing Results

15. Example: Managing Results

16. Example: Making Referrals

17. Example: Making Referrals

18. Example: Managing Tasks

19. Key Take Aways
Always have strong executive sponsorship.
Involve the end user in the design, build and change
process.
Manage the change control process.
Always remember that the end user wants FAST, EASY
and SIMPLE.
Think creatively as cloud computing changes quickly.

20. What’s In It for You and Your Team?
Chris Carlisle
VP- SalesForce

21. TD Bank
TD Bank, America’s Most Convenient Bank®, is one of
the 15 largest commercial banks in the United States
with $134 billion in assets, 23,000 employees that
provides Customers with a full range of financial
products and services at more than 1,000 convenient
locations from Maine to Florida.
TD Bank is a member of TD Bank Financial Group of
Toronto, Canada, a top 10 financial services company
in North America and one of a few banks in the world
rated triple-AAA by Moody's.
• Started with a 40 user pilot program in 2005.
• Current deployment is now over 600 users going to 1,000+.
• Only Relationship Managers are on the system. No support
functions planned at this time.
• 12 different business lines, each with their own opportunity
record type.
• Open architecture with high visibility of most information.

22. What is Salesforce.com and What Can It Do for You?
salesforce.com is a sales tool
Relationship manager (RM) can use salesforce.com on a daily
basis to help them become more efficient and effective.
salesforce.com is a sales management tool
A manager of RM’s become more effective at coaching and
guiding their team to higher performance levels.

23. Salesforce.com as a Sales Tool
How can an RM use salesforce.com?
Keep track of specific information on your accounts and contact.
Electronic file cabinet for documents, memos, spreadsheets, etc.
Salesforce.com = Competitive Advantage

24. Salesforce.com as a Sales Tool
How can an RM use salesforce.com?
Robust calendar that creates a permanent record of tasks and events for
future reference for you and your account team members.
Originates, tracks and stores emails. Coordinate and communicate.
Salesforce.com = Competitive Advantage

25. Salesforce.com as a Sales Tool
How can an RM use salesforce.com?
Robust reporting for prospecting and customer focusing.
Create, track, analyze, report on opportunities.
Salesforce.com = Competitive Advantage

26. Salesforce.com as a Sales Tool
How can an RM use salesforce.com?
Helps prepare for customer conversations (industry reports, contact
background, activity history, previous emails, calls, status of deals, key
advisors, and activities of other account team members).
Communicate and coordinate with your business partners. More referrals.
Salesforce.com = Competitive Advantage

27. RM Visibility
Look at Where I’ve Been (The “Rear View Mirror)
Look at Where I’m Going (The “Windshield” View)
Look at What I Need To Adjust

28. RM Tool Belt
What Does That Mean To Me As A RM and a Manager?
Real Time Data
Helps Me spend time Using Data, rather than just Collecting it
Better Knowledge/ Transparency – (Can’t Manage What You
Can’t See)
Ability To React…Sooner
Gives Me The time “To Make a Difference”
Shows Me Where to Focus – On What & On Whom
Helps Me Manage Up as well as Manage Down
Managing Markets & Customers vs. just Transactions

29. Helps the RM Focus on the Important “Stuff”
RM can segment their market using Reports…
How many business of a certain size, classification, location, etc. ??
An RM can segment & prioritize developing their market.
Gather information with pre-call planning – hot links for internal
and external sources (Google, NAICS Code Search, First
Research or IBIS, company’s own web site, etc.)

30. Sales Manager can use salesforce.com to:
Embed a strategy or plan into your sales process.
Provides a method to measure direction and speed on achieving goals.
Sales management can be done at any level from relationship manager to
team leader to division head.
All are running a business and need to be able to determine business
development’s direction and speed.
Move from reactive to proactive with Key Performance Indicators (KPI’s)
that can see on the team’s dashboard.

31. All can use the KPI’s found in Dashboards
Great way to communicate what you are doing.
Gather information by asking questions. What do you want to track?
What has been done historically and then apply it to
performance/behavior going forward. ??
If I keep doing what I am doing, will I met my goals? If not, what do I
need to change? (Rearview mirror and windshield)
Best KPI’s are customer focused on solving their problem or
helping them take advantage of an opportunity.
The better you get at using KPI’s the better you are going to be with your
predictive analysis of the future and what can be done about it.

32. What do You Want to Track?
Examples:
# of deals in the pipeline – in most cases, more is better.
Average size of the deals – bigger deals may get you there
quicker.
# of days in the pipeline – the faster you go the more you can
do.
Win ratio – closed won vs. lost (multiplier effect on the above)
% of opportunities at various stages – work towards moving
from a “funnel” to a straight pipeline. Why deals are lost?

33. Key Take Aways
Helps focus on the important things….can’t do it all.
What gets measured, gets done.
Develop your business plan first and then have KPI’s reflect
your performance based on your plan.
Keep them simple, easy to understand and not too many.
Read more?: Making the Number
(How to use Sales Benchmarking to Drive Performance)
by Greg Alexander, Aaron Bartels, and Mike Drapeau

34. Gary Pepera
SVP- Commercial Banking
Strategy and Development

35. Citizens Financial Group, Inc. is a $153 billion
commercial bank holding company. It is
headquartered in Providence, R.I., and, through
its subsidiaries, has 1,480 branches,
approximately 3,600 ATMs and approximately
23,000 employees.
Implemented Salesforce throughout 13 state
footprint and UK
1200 Users, 11 business lines, 6 product partner
lines
Combined 3 Legacy systems into one CRM
application
Custom Logic developed to initiate workflow
Open Sharing model with high visibility of
information between business lines/product
partner lines

36. Salesforce.com as a Sales Tool
Track specific information on customers, contacts, and opportunities
Integrated Calendaring function with Outlook
Attach documents (customer info, spreadsheets, etc.)
Create mailing lists using Campaign functionality-enabling
centralized management
Integration with Industry sources (One Source, First Research)
Pipeline reporting – Opportunities (closed, open, won)
Custom objects around Relationship planning and approach

37. Relationship Managers – What’s in it for me?
Customer Visibility in Real Time format
Outlook Integration
Easy Account Planning
Reporting – User Defined Parameters
Quick and Easy Referral Process
Quick links to One Source/First Research
“Your Opportunity To Drive Your Own Success”

38. Salesforce.com as a Management Tool
Set and track goals around opportunities, calling activity, new
relationships
Review lost opportunities and determine cause
Coaching sales staff to strengths/weaknesses with current
information
Determine strength/weakness of product offerings
Measure Campaign success for new product offerings/sales drives
Reporting/Trending to support strategy and development

39. Reporting/Tracking/Aging
Number of deals and stages
Number of days in pipeline
Closed opportunities vs. number of deals in pipeline
Compare pipeline market to market
Track calling activity per Sales staff

40. Key Take Aways
Involve Sales staff in planning effort/ongoing enhancements
Develop list of “what’s in it for me” for Sales staff
Determine Reporting needs as part of analysis stage
Phase rollout/post mortems
Make Training focused on certain areas/skill sets “Small bites to eat
an elephant”
Most importantly – “Crawl before you walk”

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