Tearing Down Silos with Collaboration Tools Krissy Espindola, T-Mobile Director KM & Social Customer Support, and Christopher Morace, Jive Software Chief Strategy Officer, team up to present at the Seattle Evanta CIO Summit.

1. COME TOGETHER --
Tearing down silos with
collaboration tools
Christopher Morace
Chief Strategy Officer, Jive

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Our customers are +800 brands you know
TELECOMTECHNOLOGY FINANCIAL HEALTHCARE RETAIL OTHER

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Recognized by the leading analyst firms
Forrester Wave
for Enterprise
Social Platforms
August 2011
Gartner Magic
Quadrant for
Social
Software in
the Workplace
September 2012
Gartner Magic
Quadrant for
Social CRM
September 2012
Forrester Wave
for Community
Platforms
October 2010

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WHAT’S GOING ON?!

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The productivity treadmill

6. PROCESS

7. PROCESS
AUTOMATION

8. PROCESS
AUTOMATION
24 HR WORKDAY

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spent writing emails and
searching for information
28 hourseach week

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IS THERE A BETTER WAY?

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Technology to the Rescue?
“The Nexus of Forces is the
convergence and mutual
reinforcement of social,
mobility, cloud and
information patterns that
drive new business
scenarios.”
“The Nexus of Forces: Social, Mobile, Cloud and Information”
Gartner, June 14, 2012
?

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80% of Social Efforts Are Failing
“Predicts 2013: Social and Collaboration Go Deeper and Wider”
Gartner, November 28, 2012

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YOU CAN’T
START HERE.

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“51% feel more connected
to their organization’s
mission and goals”“50% can locate relevant
information and people
faster.”
“76% have more visibility into work happening in other
departments or locations.”
“79% are exposed to more
new ideas and innovations
in their organization.”SOFT
VALUE

15. IF YOU WANT THIS

16. START HERE

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FIND FOUNDATIONAL PILLARS
13%
revenue improvement
per sales rep
The Value Of Changing
The Way Sales Is Enabled
Jive Customer Results
Increase in Deal Size
Grow size of deals substantially using Jive by aligning
the right team and following a sales process.
• 86% of users said Jive helped them improve internal
communications
• 71% stated that Jive helped improve pitch/proposal quality.
23%
Reduction in On Boarding
Train and on board new reps faster on Jive, reducing
costs and enabling you to capture sales faster.
• 82% found Jive valuable at discovering best practices.
• 65% found it valuable at building a network.
Reduction of Sales Support Needs
Reduce sales support needs via better self-help from
reuse of existing knowledge and easier access to
tools and resources.
• 88% said Jive was valuable for accessing knowledge and
information
Overall Revenue Improvement of 8% to 13% per rep
In Addition
Reduce salesperson turnover by improving performance, lowering frustrations,
and creating better connectedness between employees.
5%
14%
SOURCE: Jive customer survey · Nov. 2012 · Completed by a Top 3 consulting firm.
EXAMPLE: Sales Enablement

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THE RECIPE FOR SUCCESS

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#1
START IN THE
RIGHT PLACE.

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. . . 32 proven ways to get started

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#2
PICK THE RIGHT
PLATFORM.

22. q Purpose Built for Your Use Case
q Ease of Integration into Your Systems
q Usability by Your Workers
q Analytics Showing Real Value
q Enterprise Readiness
(Scale, Security, Compliance, Localization)
q Industry Proven Leadership
q Referenceable Customers You’ve Heard Of
q Roadmap (Vision not Feature Backlog)
Things to Consider

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#3
BUILD A
BUSINESS CASE.

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Increase
in
revenue
Additional
revenue
from
new
employees
being
onboarded
faster
Previous
onboarding
time
(days) 90
*
Reduction
in
onboarding
time 7%
Additional
days
of
productivity 6
÷
360
days
in
a
year 2%
x
Annual
quota $2,000,000
Quota
achievement
for
days
saved $33,350
x
Number
of
new
reps
+
those
who
didn't
leave
from
previous
year 11 From
above
Increased
revenue
from
faster
onboarding $366,850
Additional
revenue
from
improved
sales
Current
revenue $100,000,000
x
Improvement
in
revenue 2%
Increased
revenue
from
improved
sales
effectiveness $1,560,000
Total
revenue
increase $1,926,850
1.9%
(of
revenue)
Outputs
Reduction
in
expense
Savings
from
lowered
sales
support
Number
of
sales
people 50 From
customer
input
x
Ratio
of
sales
support
to
sales
people 0.20
Number
of
sales
support
people 10
x
Reduction
in
sales
support
need 4% From
surveyed
impacts
Number
of
fewer
sales
support
needed 0.41
x
Cost/sales
support
FTE 100,000 From
benchmark
Savings
from
sales
support $40,600
Reduction
in
onboarding
from
lower
turnover
Previous
turnover
rate 20% From
benchmarks
x
Reduction
in
turnover
rate
(%) 0% From
surveyed
impacts
Reduction
in
turnover
rate 0% From
surveyed
impacts
x
Number
of
reps
(employees) 50 From
customer
inputs
Reduction
in
#
of
new
reps/yr. 0 Number
of
employees
*
(Previous
turnover
rate
-­‐
New
turnover
rate)
x
Old
onboarding
cost/rep $37,500 All
in
cost/FTE
(from
benchmarks)
/
onboarding
time
(from
benchmarks)
Savings
from
reduction
in
turnover
rate $0
Reduction
in
onboarding
costs
from
shorter
onboarding
Old
onboarding
cost/rep $37,500 From
benchmarks
(as
above)
x
Reduction
in
onboarding
time 7% From
surveyed
impacts
Reduction
in
onboarding
cost $2,501 Old
onboarding
cost/rep
*
reduction
in
onboarding
time
Number
of
current
reps 50
x
(1
+
Expected
annual
growth
rate) 10%
Number
of
reps
at
end
of
year 55
x
New
turnover
rate 20% From
above
Number
of
new
reps
onboarded 11
x
Reduction
in
onboarding
cost $2,501 From
above
Savings
from
reduction
in
onboarding
time $27,514
Total
cost
savings $68,114
0.1%
(of
revenue)
Sales
enablement
impact
Inputs
Customer
inputs: From
customer
Total
revenue 100,000,000
Quota 2,000,000
Number
of
sales
people 50
Expected
team
growth
(annual) 10%
From
benchmarks
(can
be
adjusted
based
on
customer
input) : Source/note
Sales
support
FTE
cost $100,000
McKinsey
expert
#
sales
support/sales
person 0.20 Highest
in
complex
solutions
(high
tech
sales
engineers,
sales
specialists,
etc.)
Sales
person
onboarding
time
to
full
productivitity
(days) 90 McKinsey
expert
Cost/sales
person/year $150,000
Including
commissions
Sales
person
turnover 20% McKinsey
expert;
where
there
is
high
growth,
higher
turnover
Surveyed
Impacts
(from
survey): Best
in-­‐class %
of
users
who
reported
benefit Effective
rate
Reduction
in
sales
support
time/expense 14% 29% 4%
Reduction
in
sales
person
onboarding
time 23% 29% 7%
Reduction
in
sales
person
turnover
rate 12% 0 0%
Increase
in
sales
effectiveness
(sales/yr.) 13% 12% 2%
Return
to
navigation
• Key Assumptions
• Proven Benchmarks
• Tailored to your Business
• Projected Expectations

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#3
UNDERSTAND THE
FROM > TO.

26. Where you are today
Lead sales
reps
Other sales
reps
Coach
Lead qualification Opportunity development Pitch, negotiate, close deal Capturing learnings
Coaching and
development
Understand
industry and past
customer
interactions
Provide input
from similar
experiences
Provide on-going coaching and
support
Prepare
solution and
quote
Content
manager
Matches
opportunity to
past case
examples
Update deal
info and
learnings
Develop product/
industry info
Revise pitch
info based on
experiences
Develop pitch
books
2
6

27. The pain in your current process
Lead sales
reps
Other sales
reps
Coach
Lead qualification Opportunity development Pitch, negotiate, close deal Capturing learnings
Coaching and
development
Understand
industry and past
customer
interactions
Provide input
from similar
experiences
Provide on-going coaching and
support
Prepare
solution and
quote
Content
manager
Matches
opportunity to
past case
examples
Update deal
info and
learnings
Develop product/
industry info
Revise pitch
info based on
experiences
Develop pitch
books
2
7
Sales
enablement
docs/tools hard
to find /
prioritize
Difficult to discuss
opportunities and ideas
across physical
boundaries
Coordinating on
solution pitch,
approvals,
negotiations can
be slow
Hard/slow to develop
across silos with
marketing and product
Difficult / time consuming to
capture learning to update
documentation, customer
profile, etc.
Hard/slow to
develop across
silos with sales ops
No strong feedback loop on
sales enablement
documents / info
Case history not
up to date, and
lots of color not
available in CRM
tool

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Addressing the pain
AfterBeforePain point
▪ Sales enablement content is developed collaboratively
online much faster with more cross-organizational input
▪ Developers of content can see in-line feedback as well as
ratings/popularity to revise/improve docs
▪ Sales enablement content and tools from
marketing and sales are developed in silos
and emailed around for input and approvals
▪ Difficult to get formal and informal feedback
on content
Developing
sales/ marketing
content across
silos
▪ Sales and marketing collateral is in Jive in an open forum
where it is constantly revised and commented on
▪ Ratings systems ensure that the best content rises to the
top, and that people get credit for their contributions,
increasing participation
▪ Sales collateral, reference material, etc. are
stored in emails or on intranets that are
hard to search and know what is most
relevant
Finding sales
enablement docs
▪ Proposals are developed online, supporting real-time
collaboration with sales engineers, experts, management
and others
▪ Ensures that proposals reflect the most recent company
templates, knowledge, and approach to be the most
effective.
▪ Proposals are developed in silos and
emailed around for input and approvals
▪ Best experts/input difficult to find and
coordinate with
Proposals
developed in
silos, hard to
align best
people/info
▪ Conversations around leads are captured to create rich
customer history, from lead to pitch to outcome
▪ Traditional CRM tools capture limited
information and sales people tend not to
keep updated
▪ Results from pitch and negotiation
oftentimes lost
Lead info limited/
not updated

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#4
THINK ABOUT
INTEGRATION.

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Go to Where Your Users Are Today
• SharePoint
• Office, Office 365
• Outlook
• Lync/OCS

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Agility for Where They’ll be Tomorrow
OpenSocial
OpenGraph

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#5
MEASURE
YOUR SUCCESS.

33. deal cycle
time
win rate
on-boarding
time
sales
increase
cost
sales support
need
30% 33%
50% 29%
€4-8
m
€1.5m
Improved sales efficiency and
effectiveness
Selling costs reduced by €1.5m
Leading to a net benefit of ~€10
“By every measure, we’ve become a much
more effective organization. It’s a real
transformation, and we couldn’t have done it
without Jive.”
Nicolas Jean-Jarry, Sales Director
Report & Communicate Real Value

35. Tearing Down Silos with
Collaboration Tools
Krissy Espindola, T-Mobile
Director KM & Social Customer Support

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Training
Policy & Procedure
Communications
Over 20 sites

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A vision of simplicity and
sharing information
between our employees
and customers
Idea
38

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39
Cloud content management
that incorporates the
collaborative aspects of
social business software
Solution

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Freedom in the cloud
40
Scalable
$ Lower overhead costs
Contractually guaranteed service

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Advantages of a social solution
41
Enables feedback loop
2 Makes sharing best practices quick and easy
3 Allows cross-team content collaboration and creation
1

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Enabling Feedback
42
155,803 tickets in 2010*
Voice tickets Discussions & comments
No visibility in what happens after
submitting tickets
86,559 total in 2012
Available for submitters, their
peers and cross-functional
teams to monitor & review
* For only one line of business
Average response time:
19 days
Average response time:
72 hours

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Making best practices easy to share
43

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Making best practices easy to share
44
Comments
Over 51K in 2012

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Making best practices easy to share
45
Discussion
Over 50% of
questions answered
by peers

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Making best practices easy to share
46
Ideas
43 projects launched
26 in the works

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Cross-team collaboration & content
creation
47
Reduced FTE by 67%
Saved $8M over 3 years
Real-time content creation
Resolving cross channel gaps

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comments
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