Se ha denunciado esta presentación.
Utilizamos tu perfil de LinkedIn y tus datos de actividad para personalizar los anuncios y mostrarte publicidad más relevante. Puedes cambiar tus preferencias de publicidad en cualquier momento.

How to Build a World-Class Sales Culture Through Social Collaboration

3.172 visualizaciones

Publicado el

Learn how Dell and USA Today, two world class leaders, are leveraging The Sales Cloud and tools like Chatter to build winning sales cultures. Discover how you can dramatically accelerate the performance of your sales reps and managers by building a culture centered on improving the quality of interactions within your sales teams and with your customers.

Publicado en: Empresariales
  • Sé el primero en comentar

How to Build a World-Class Sales Culture Through Social Collaboration

  1. 1. How to Build a World-Class SalesCulture Through SocialCollaborationSales ProfessionalWalter Rogers, Baker CommunicationsDaria Frankiewicz, Dell, Inc.Janet Lewis, USA Today
  2. 2. Safe HarborSafe harbor 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 suchuncertainties materialize or if any of the assumptions proves incorrect, the results of, inc. could differmaterially from the results expressed or implied by the forward-looking statements we make. All statements other thanstatements 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 ofmanagement for future operations, statements of belief, any statements concerning new, planned, or upgraded servicesor 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 anddelivering new functionality for our service, new products and services, our new business model, our past operatinglosses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breachof our security measures, the outcome of intellectual property and other litigation, risks associated with possible mergersand 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 customerdeployment, our limited history reselling products, and utilization and selling to larger enterprisecustomers. Further information on potential factors that could affect the financial results of, inc. is includedin our annual report on Form 10-Q for the most recent fiscal quarter ended July 31, 2011. This documents and otherscontaining 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 notcurrently available and may not be delivered on time or at all. Customers who purchase our services should make thepurchase decisions based upon features that are currently available., inc. assumes no obligation anddoes not intend to update these forward-looking statements.
  3. 3. Walter Rogers President & CEO
  4. 4. FAILURE ISN’T FATALbut failure to CHANGE could be…
  5. 5. Coach John Wooden 10 NCAA Titles 7 of them consecutive from 1967 to 1973 Most consecutive wins – 88, from 1971 to 1973 8 perfect PAC 8 conference seasons
  6. 6. Internal Mobile Employees Employees Partners Third Party WorkforceWALTER SuppliersROGERS Customers
  7. 7. Best Practices Gain Executive Leadership & Sponsorship with KPIs Include Users the Map and Enable Design & Your Customer’s Deployment of the Buying Processes System Separate the Integrate Sales Manage the Prospecting and Marketing Forward Pipeline Cycle From The Sales Cycle Enable Deliver Effective Include Non- Focus on Sales Automate ReportsCollaboration and Strategic and sales-facing Management and Alerts Support Tools Tactical Training Functions
  8. 8. Daria Frankiewicz, Dell Daria Frankiewicz CRM Sales Enablement• 13 years and in sales/sales management for• 9 years working across the Public and Large Enterprise sectors.• 4 years focused on Sales Effectiveness and Sales Process Re-Engineering, starting with the deployment in the US for 3500 users.• Developed the training & deployment plan for the North America rollout of
  9. 9. Daria FrankiewiczCRM Sales Enablement
  10. 10. Dell todayOur PurposeDelivering technology solutions that enablepeople everywhere to grow and thriveWe make technology that works in service of ourcustomers  We make the complex simple  We make the powerful easy to use  We drive out inefficiency  We deliver superior long-term valueSalesforce @ Dell “Technology has always been about enabling human • Customer since 2006 potential.” • 29,000 Sales and Marketing users • 150,000 Channel partner users -Michael Dell • 80,000 Chatter-only users • Social Media Tools: Chatter, Ideas • 118 Custom objects • 108 Custom Report Types We give customers the power to do more
  11. 11. Chatter Changed the Game  Our Strategy – Secure active and vocal sales executive sponsorship – Education in mass, however discuss and drive in small groups – Focus on specific use cases, 1 or 2, not “all of them” – Continual reinforcement at the top and front line sales maker level  Our Success – CEO’s leadership resulted in Executive Leadership Team interest – Leveraged private groups and specific use-cases for reinforcement – Best success when working directly with individual sales teams – Chatter presence at Sales Kick Off and Worldwide Leadership summit  Initial communications from Michael Dell – Tweets during pilot “…this is awesome, will change the way we work… – Yam during pilot: “…leaving Yammer today, see you on Chatter…”
  12. 12. Deploying Chatter at DellCommunication Pre-Launch Education & Training 2 Weeks before launch  Recorded training (English, later dubbed in Japanese) – Announcing “Chatter” a revolutionary new way of communicating  Featured highlight on monthly – Launch Dates HeroTalk adoption calls – Links to  30+ live webinars in 5 different languages 1 Week before launch – Chatter will change the way we do business  Added to new hire orientation – Launch Dates  Public and Large Enterprise manager training – Links to customized pre-recorded training Friday before launch  Chatter best practice stories added to monthly – Get ready for Chatter and Reminder that UI HeroTalk adoption call will change – Customized use-cases  Stopped communicating through Exchange groups – Links to customized pre-recorded training  Additional recorded “Chatter-only” training in 7 languages
  13. 13. Front Line Sales Collaboration
  14. 14. Executive Sales Collaboration
  15. 15. Sales Support/Collaboration through Groups
  16. 16. What Dell Sales Makers Have to Say About How They Use Chatter…16
  17. 17. Janet Lewis, USA TODAY Janet Lewis is the Director of Sales Development and a founder of USA TODAY. Her primary responsibilities include developing and executing project plans to boost sales team effectiveness and efficiency.• She has more than 25 years of management level experience in sales and marketing with the company. For the past 2 years, she has been working on sales enablement with USA TODAYs deployment of and related CRM tools.• Janet’s organizational role is to provide sales process integration plans to maximize efficiencies between departments and liaising between business users and the IT organization and balancing requirements and resources to solve business problems.• She has a Journalism degree with a minor in Marketing from the University of Maryland.
  18. 18. Janet Lewis DirectorSales Development
  19. 19. Bridging the Gap to Ensure SuccessOpps Management vs.Activity Management No visibility into “why” No visibility into improving sales process
  20. 20. All AboutUSA TODAY: Multi-platform news & information media company 5.4MM readers daily online and offline 9MM downloads across mobile devices Owned by Gannett Co., Inc. (NYSE: GCI)USA TODAY and Salesforce Customer since 2009 190 sales and marketing users 70 custom objects Unique team selling approach with complex shared account responsibilities
  21. 21. Changing Roles in a Multi-Platform Media WorldCollaboration is critical in selling environment Complex account shares (agency/client/digital) Different groups doing product/sales development Changing roles requires re-examination and re-alignment of sales and marketing relationship
  22. 22. Sales Team Collaboration Dashboard meetings to drive adoption and sharebest practices around team and individual performance
  23. 23. Weekly Sales Team Meetings Agency teams divided by platform Account teams: Brand and digital members KPI’s include:  Count of open opportunities this quarter and next quarter  Opportunities created this quarter and current and prior weeks  Meetings this quarter and 3 week totals  Contacts added this quarter and 3 week totals
  24. 24. Weekly Leadership callsCombined sales leaders both brand and digital team members Establish and monitor shared KPI’s Monthly exceptions report review
  25. 25. Success
  26. 26. Sales and Marketing Alignment Establish business processes for one on one interaction with client solutions marketing.
  27. 27. Sales and Marketing Alignment Establish business processes for one to many interaction with client solutions and vertical sales development teams
  28. 28. Sales and Marketing Alignment Create dashboards and begin weekly internal review of performance/behavioral metrics
  29. 29. Sales and Marketing Alignment Exploring Chatter as a way to facilitate sales/marketing collaboration and conversation around campaigns/marketing packages
  30. 30. Additional InformationTo take the online CRM adoption assessment you can visit To submit your organization for recognition in a Best Practice in a future publication, please visit
  31. 31. How Could Dreamforce Be Even Better? Tell Us! Every session survey you submit is a chance to win an iPad 2! Watch your inbox at the end of each day for an email from our survey partner, Alliance Tech. Click on the personalized link to be directed to the survey page for the sessions you attended.