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Success with Salesforce for Capital Markets

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Success with Salesforce for Capital Markets

  1. 1. Success With Salesforce for Capital Markets Dushyant Pandya, VP, Product Strategy Track: Financial Services
  2. 2. Safe Harbor Statement <ul><li>“ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements the achievement of which involves 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.  All statements other than statements of historical fact could be deemed forward-looking, including any projections of 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. </li></ul><ul><li>The risks and uncertainties referred to above include - but are not limited to - risks associated with the integration of Sendia Corporation’s technology, operations, infrastructure and personnel with ours; unexpected costs or delays incurred in integrating Sendia with, which could adversely affect our operating results and rate of growth; any unknown errors or limitations in the Sendia technology; any third party intellectual property claims arising from the Sendia technology; customer and partner acceptance and deployment of the AppExchange and AppExchange Mobile platforms; interruptions or delays in our service or our Web hosting; our new business model; breach of our security measures; possible fluctuations in our operating results and rate of growth; 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 CRM service; 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. </li></ul><ul><li>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, including our Form 10-K for the fiscal year ended January 31, 2006. These documents are available on the SEC Filings section of the Investor Information section of our website at . </li></ul><ul><li>Any unreleased services or features referenced in this or other 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 purchase decisions based upon features that are currently available., inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law. </li></ul>
  3. 3. Agenda <ul><li> focus in Financial Services </li></ul><ul><li>Corporate Banking – Shinsei Bank </li></ul><ul><li>Institutional Sales and Research </li></ul><ul><li>Q&A </li></ul>
  4. 4. Institutional Research Functions Mobile Applications Organize/Attend Industry Conferences Meet Company Sales Force, Traders, I-Bankers Meet Company Management Call Prospects Make Client Presentations Event Management Contact Management Tick Sheet
  5. 5. Institutional Sales Functions Research Portfolio Managers Hedge Funds Banks Prospect for New Clients Existing Clients Manage Region Buy-side Analysts Mobile Applications Contact Management Morning Calls Optimized Coverage
  6. 6. Corporate Banking Universe of Relationships EMEA <ul><li>Leverage value of global relationships </li></ul><ul><ul><li>Effective client coverage </li></ul></ul><ul><ul><li>Fewer silos - Team selling! </li></ul></ul><ul><ul><li>Power to relationship bankers </li></ul></ul>Corporate Finance Financial Advisory Service Capital Raising Asset Management US Japan Asia Verticals Product Groups Strategic Client Management Relationship Banking Securities / Capital Markets Client focuses
  7. 7. Scott Harper IBG Project Manager [email_address]
  8. 8. Shinsei Bank Overview <ul><li>History </li></ul><ul><ul><li>The Long-Term Credit Bank of Japan (LTCB), Japan’s premier growth engine </li></ul></ul><ul><ul><li>Renamed Shinsei Bank – the “re-born” bank, 2000 </li></ul></ul><ul><ul><li>Successful re-listing in February, 2004 </li></ul></ul><ul><li>Today </li></ul><ul><ul><li>$84 billion in assets </li></ul></ul><ul><ul><li>About 5,000 institutional clients </li></ul></ul><ul><ul><li>Clean Balance Sheet, well-capitalized </li></ul></ul>INDUSTRY: Banking EMPLOYEES: 2,100 GEOGRAPHY: Asia, Europe PRODUCT(S) USED: SFA USERS: 250+
  9. 9. Key Strategies <ul><li>New Initiatives: </li></ul><ul><ul><li>Product Specialists – Hybrid Bank </li></ul></ul><ul><ul><li>Diversified revenues </li></ul></ul><ul><ul><ul><li>Strategic Acquisitions </li></ul></ul></ul><ul><ul><ul><li>Retail Banking services </li></ul></ul></ul><ul><li>Core Values: </li></ul>Customer Focus Integrity Accountability Teamwork Community Customer Focus Integrity Accountability Teamwork Community
  10. 10. Key Challenges <ul><li>Business Challenges </li></ul><ul><ul><li>“ Organize around the Customer” </li></ul></ul><ul><ul><ul><li>Products and RMs co-working </li></ul></ul></ul><ul><ul><ul><li>Maintain deal confidentiality </li></ul></ul></ul><ul><ul><li>Transparent client picture </li></ul></ul><ul><ul><ul><li>RM Activity by Client </li></ul></ul></ul><ul><ul><ul><li>Pipeline Deals </li></ul></ul></ul><ul><li>Technology Challenges </li></ul><ul><ul><li>Legacy platform could not support this approach to our customers </li></ul></ul><ul><ul><li>Advanced info needs required new data capture methods </li></ul></ul><ul><li>Lost cross-sell opportunities </li></ul><ul><li>Imperfect customer service </li></ul><ul><li>Necessary info unavailable </li></ul>
  11. 11. Part of the Solution <ul><li>Simplified Access to Important Information </li></ul><ul><ul><li>Info sharing facilitates teamwork between RMs and Product groups </li></ul></ul><ul><ul><li>Management has transparent view into Activity and Deals </li></ul></ul><ul><li>Improved and Expanded Data Capture </li></ul><ul><ul><li>Fewer ad hoc reports in Excel </li></ul></ul><ul><ul><li>Information feeds other systems </li></ul></ul><ul><li>Products implemented : SFA </li></ul><ul><li>Users : 250+ </li></ul><ul><li>Training : Worldwide Training Program, Regular Refresher Courses, Targeted Topical Training Courses, and individual BU consultations </li></ul><ul><li>Business Units : Institutional Banking Group </li></ul><ul><li>Future Direction : Expanded Roll-out, AppExchange, New Uses </li></ul>DEPLOYMENT DETAILS
  12. 12. System Introduction <ul><li>Horizontal Information Sharing </li></ul><ul><ul><li>Team selling – Deals are owned by groups, not people </li></ul></ul><ul><ul><li>Co-working – RMs Groups work with Product Teams </li></ul></ul><ul><ul><li>Custom Tables – helpful both conceptually and practically </li></ul></ul><ul><ul><ul><li>Improved reporting functionality </li></ul></ul></ul><ul><ul><ul><li>Administrative ease </li></ul></ul></ul>
  13. 13. System Introduction <ul><li>Vertical Information Sharing </li></ul><ul><ul><li>Two-way Transparency with Dashboards </li></ul></ul><ul><ul><ul><li>Client activity (Events and Deals) </li></ul></ul></ul><ul><ul><ul><li>Support consistent, regular dialogue </li></ul></ul></ul><ul><ul><ul><li>Enable clean data </li></ul></ul></ul>
  14. 14. Driving Adoption <ul><li>Balance both technical and human aspects </li></ul><ul><ul><li>Technical </li></ul></ul><ul><ul><ul><li>Minimize Burden – Maximize Tools </li></ul></ul></ul><ul><ul><li>Human </li></ul></ul><ul><ul><ul><li>Take the time to listen to users, prototype and review </li></ul></ul></ul><ul><ul><ul><li>Comprehensive and Customized Training </li></ul></ul></ul><ul><ul><ul><li>Proactive “Administration” Team </li></ul></ul></ul><ul><li>Results </li></ul><ul><ul><li>Adoption up 65% </li></ul></ul><ul><ul><li>User Satisfaction up 120% </li></ul></ul>
  15. 15. Results <ul><li>Happy people – management, users, customers </li></ul><ul><li>Cultural shift facilitated </li></ul><ul><li>We’re lighter, faster, and more efficient </li></ul>We’re more organized around our customers and have a strong, well-used system that was easy to customize and initially implemented independent of IT support.
  16. 16. Key Success Factors <ul><li>Strong Executive Support </li></ul><ul><li>Organizational Fit </li></ul><ul><li>Kaizen – continual improvement </li></ul>改善
  17. 17. Peter Coleman Director of Research & Head of Equities [email_address]
  18. 18. ThinkEquity Partners <ul><li>Leading research-centric investment bank </li></ul><ul><li>Over $7.2 billion raised in 73 equity deals </li></ul><ul><li>Completed 21 IPOs, raising over $4.1 billion </li></ul><ul><li>Completed 22 secondary offerings, raising over $2.6 billion </li></ul><ul><li>Executed 30 PIPEs and Registered Direct Offerings, raising over $537 million </li></ul><ul><li>268 companies under coverage </li></ul><ul><li>5 Offices: San Francisco Headquarters, Minneapolis, New York, Boston and Chicago </li></ul>INDUSTRY: Financial Services EMPLOYEES: 200 GEOGRAPHY: USA PRODUCT(S) USED: for Financial Services # USERS: 100
  19. 19. Key Strategy <ul><li>Exclusive focus on the growth sectors of the global economy </li></ul><ul><li>Leverage research as our core value proposition </li></ul><ul><li>Cultivate higher level of client intimacy to drive revenues </li></ul><ul><li>Facilitate communication and productivity to deliver exceptional service </li></ul>
  20. 20. Key Challenges <ul><li>Business Challenge </li></ul><ul><ul><li>Lack of activity monitoring and detail visibility </li></ul></ul><ul><ul><li>Inefficient prioritization of accounts </li></ul></ul><ul><ul><li>Poor event management and lack of coordination across functional areas </li></ul></ul><ul><ul><li>Underutilized partner relationships </li></ul></ul><ul><li>Technology Challenge </li></ul><ul><ul><li>Extensive integration needs with disparate 3 rd -party systems </li></ul></ul><ul><ul><li>Poor support for next-generation productivity tools </li></ul></ul><ul><ul><li>Poor technology adoption </li></ul></ul><ul><li>Inability to monitor client value relative to revenue </li></ul><ul><li>Lack of focus on high-value clients </li></ul><ul><li>Inefficiencies </li></ul><ul><ul><li>Poor communication within and across teams </li></ul></ul><ul><ul><li>Lost productivity </li></ul></ul><ul><li>Poor client needs servicing </li></ul>
  21. 21. The Solution – Phase 1 <ul><li>Products implemented : for Financial Services </li></ul><ul><li># Users : 75 </li></ul><ul><li>Training : October 2005 </li></ul><ul><li>Business Units : Sales & Research, Wealth Management </li></ul>DEPLOYMENT DETAILS <ul><li>Sales & Research Team Rollout </li></ul><ul><ul><li>Account & Contact Management </li></ul></ul><ul><ul><li>Activity Management & Tracking </li></ul></ul><ul><li>Wealth Management Team Rollout </li></ul><ul><ul><li>Account & Contact Management </li></ul></ul><ul><ul><li>Activity Management & Tracking </li></ul></ul><ul><ul><li>Opportunity Tracking </li></ul></ul>
  22. 22. The Solution – Phase 2 <ul><li>Venture Services Team Rollout </li></ul><ul><ul><li>Account & Contact Management for Private Equity Firms and Limited Partners </li></ul></ul><ul><ul><li>Recording Funds, and the participation in them </li></ul></ul><ul><ul><li>Tracking Fund Distributions and the Tasks around them </li></ul></ul><ul><li>Products implemented : for Financial Services </li></ul><ul><li># Users : 5 </li></ul><ul><li>Training : October 2006 </li></ul><ul><li>Business Units : Venture Services </li></ul>DEPLOYMENT DETAILS
  23. 23. Demo of Venture Services
  24. 24. The Solution – Phase 2 (cont.) <ul><li>Optimized Event Tracking </li></ul><ul><ul><li>Manage Road Shows and give the team visibility into them </li></ul></ul><ul><ul><li>A process to see available event time slots and request them </li></ul></ul><ul><li>Products implemented : for Financial Services </li></ul><ul><li># Users : 100 </li></ul><ul><li>Training : October 2006 </li></ul><ul><li>Business Units : Research, Sales/Trading, Banking and Equity Capital Markets </li></ul>DEPLOYMENT DETAILS
  25. 25. Demo of Event Tracking
  26. 26. The Solution – Phase 2 (cont.) <ul><li>Optimized Call Tracking </li></ul><ul><ul><li>Dynamically search for daily call prospects </li></ul></ul><ul><ul><li>Streamlined way of record each call </li></ul></ul><ul><li>Products implemented : for Financial Services </li></ul><ul><li># Users : 100 </li></ul><ul><li>Training : October 2006 </li></ul><ul><li>Business Units : Research, Sales/Trading, Banking and Equity Capital Markets </li></ul>DEPLOYMENT DETAILS
  27. 27. Demo of Call Tracking
  28. 28. The Solution – Phase 2 (cont.) <ul><li>Integrate w/Research Distribution System </li></ul><ul><ul><li>Ability to record a contact’s distribution preferences in Salesforce, and have that updated in the BlueMatrix system </li></ul></ul><ul><li>Integrate w/Commissions System </li></ul><ul><ul><li>Visibility of running totals of Account-level commissions in Salesforce </li></ul></ul><ul><li>Products implemented : for Financial Services </li></ul><ul><li># Users : 75 </li></ul><ul><li>Training : October 2006 </li></ul><ul><li>Business Units : Sales and Trading, Research </li></ul>DEPLOYMENT DETAILS
  29. 29. How is Salesforce used? <ul><li>Quarterly reports are used for matching revenues opportunities and activity levels for better resource alignment </li></ul><ul><li>Prioritization of accounts is enhanced via 3rd-party integrations </li></ul><ul><li>Automated Call Lists improve productivity and reduce costs </li></ul><ul><li>Event Management & Marketing Calendar used to streamline processes </li></ul><ul><li>Improved communication between Research and Sales reduces inefficiencies and drives customer value </li></ul><ul><li>Call logging and history tracking aids compliance </li></ul>
  30. 30. Results <ul><li>What were the results? </li></ul><ul><ul><li>98% adoption rate within the organization </li></ul></ul><ul><ul><li>Eliminated time-consuming paper-based processes </li></ul></ul><ul><ul><li>Reduced inaccuracies and redundancies around customer touch-points </li></ul></ul><ul><ul><li>Compliance </li></ul></ul>
  31. 31. Key Success Factors <ul><li>Management buy-in and alignment with company strategy </li></ul><ul><li>Simple, easy to use interface drives high adoption rate </li></ul><ul><li>Customizability and rapid-deployment are key to implement and improve business processes and best-practices </li></ul>
  32. 32. Summary <ul><li>Customer centricity differentiates capital market firms </li></ul><ul><li>Improved communication between business units drives customer value </li></ul><ul><li>Easy access to relevant information drives adoption and activities </li></ul><ul><li>Integrated information drives systematic account prioritization </li></ul><ul><li>Customizability and rapid-deployment are key to implement and improve business processes and best-practices </li></ul>
  33. 33. Dushyant Pandya VP, Product Strategy Scott Harper IBG Project Manager Peter Coleman Director of Research & Head of Equities QUESTION & ANSWER SESSION
  34. 34. Don’t miss … <ul><li>Financial Services Expo </li></ul><ul><li>Open Throughout the Conference </li></ul><ul><ul><li>Meet the Experts </li></ul></ul><ul><ul><li>Hands-On Demos </li></ul></ul><ul><ul><li>Visit our Partners </li></ul></ul><ul><li>Birds of A Feather </li></ul><ul><li>Lunchtime 11:30 – 2:00pm, Tuesday </li></ul><ul><li>Lunch Area behind Financial Services Expo </li></ul><ul><ul><ul><li>Network with Peers </li></ul></ul></ul><ul><ul><ul><li>Discuss Industry News </li></ul></ul></ul><ul><ul><ul><li>Lunch and Learn </li></ul></ul></ul><ul><li>Meet the Financial Services Product Managers </li></ul><ul><li>Tuesday, 3:45 – 4:45, Meeting Room B, 2 nd Floor </li></ul><ul><ul><li>Ask questions </li></ul></ul><ul><ul><li>Provide feedback </li></ul></ul><ul><ul><li>Learn about our product & strategy. </li></ul></ul>
  35. 35. Session Feedback Let us know how we’re doing! <ul><li>Please score the session from 5 to 1 (5=excellent,1=needs improvement) on the following categories: </li></ul><ul><ul><li>Overall rating of the session </li></ul></ul><ul><ul><li>Quality of content </li></ul></ul><ul><ul><li>Strength of presentation delivery </li></ul></ul><ul><ul><li>Relevance of the session to your organization </li></ul></ul>Save time! Use your cell phone or mobile device to send Feedback via SMS/Text Messaging! Send a message to 26335 In the message body: Session 210, #### For example, “ Session 210, 5555 ” Session ID: 210 Session ID # Scores for 4 categories SMS Voting powered by: