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Acknowledgments xxiAbout the Author xxiii Introduction xxv Executive Summary 1What Every CxO Needs to Know about Salesforce.com 1Why Are You Looking at an SFA or a CRM System? 3Keeping the Big Picture in Focus 6Your Role in Driving Project Approval 10Your Role Once the Project Is Under Way 16Your Role in the Adoption Cycle 25Your Role after Deployment: Using SFDC to Help Drive the Ship 30Essential Tools for the Executive 34 Part I: Planning and Implementation 37 Chapter 1: Planning Ahead 39Developing a Model of Your Customer Relationship 40Setting Goals at the Business Level 42Setting CRM Requirements: Who, Where, What, and Why 43Organizing and Publishing Project Documents 47Prioritizing Requirements 49When Requirements Should Bend 53Knowing Your Boundaries 54Making the Business Case 58Agile Project Metrics 75Avoiding the Big Bang Project 76Outsourcing 78Setting Executive Expectations 81Getting the Right Resources Committed 82 Chapter 2: Reports and Data 85The Executive View 86New Things You Need to Measure 89Scoping the System via Report Mock-Ups 93The Crux: Semantics 94Reports-Inside versus Outside 96Scoping the System via User Screen Design 99A Guided Tour of the SFDC Object Model 102What's in a Namespace? 108SFDC's Data Requirements 110Historical External Data 123The Days of Future Passed 123 Chapter 3: Preparing Your Data 127Getting the Lay of the Land 127Migrating Data from an Existing SFA or CRM System 129Migrating Data from Other Systems 140Your Big Weekend: Doing the Import 140There's Got to Be a Morning After: Deduping Records 142The Morning After the Morning After: Enriching Data 147The Ultimate Job Security 148Creating a Cost Model for Clean Data 151 Chapter 4: Implementation Strategy 153Big Bangs and Waterfalls 154The Agile Manifesto 155You Really Have to Plan: Agile Development Is Not Enough 157Wave Deployment 158What's in a Wave? 159Planning the Sequence of Waves: WaveMaps 161Collecting Resources for a Wave 168Starting the Wave 173As a Wave Takes Shape 176Dirty Little Secret: The Data Are Everything 178During the Wave: Real-Time Scheduling 179Kicked Out of a Wave 183Wave Endgame 183Deployment 184Getting Ready for the Next Wave 187Postimplementation Implementation 188 Part II: People, Politics, Products, and Process 193 Chapter 5: People and Organizational Readiness 195Using the SFA Maturity Model 196Part I: What Does Management Want to Achieve, and How Hard Will It Be? 197Part II: Is Your Organization Ready for Its Target Level? 205Part III: How Big Is the Gap? 213Understanding the Next Wave of Users 215User Training 218What User Readiness Means for Deployment 220Postdeployment User Frustration 221How Many Administrators Does It Take to Screw In a Light Bulb? 222 Chapter 6: Working the Politics 225It's Not Just Big Organizations 225Who's the Champion? 226Who Pays for the System Implementation? 231Who Will Own the System? 233Who Owns the Data Now? 236Dealing with Review Committees 242Identifying and Dealing with Opposition to the Project 243The Politics of System Adoption 244Identifying and Dealing with Adoption Problems 249Indoctrination 251The Politics of Restriction 252 Chapter 7: Products You Will Need 255Don't Overdo It 258First, Seek to Understand 259Next, Weigh Your Options 264Essential Toys: Featurettes 270Essential System Administrator Tools 272Essential Add-Ons for the Marketer 276Essential Features for Sales Management 278Essential Tools for Support 284Essential Extensions for Finance 287Essential Features for the Executive 289 Chapter 8: Optimizing Business Processes 291What Is a Business Process? 292How Do Business Processes Fit Together? 293Which Business Processes Do You Need to Think About? 296Analyzing Business Processes 306Example Business Process Analysis 311How Much Should Be Changed? 316Best Practices with Business Process Redesign 317Making the Changes 321After the Changes Are Made 322 Part III: Best Practices 325 Chapter 9: Best Practices for Sales 327Universal Best Practices 327People Buy from People 330Job One: Define and Document the Sales Model 332Sales Development Reps (SDRs) 335Inside Sales Reps 350Outside Sales Representatives 355Field Sales Engineers or Product Specialists 368Sales Management 369 Chapter 10: Best Practices in Marketing 397Marketing Organizations 397Lead Generation and Collection 401Campaign Management 412Lead Handling 418Lead Cultivation and Nurturing 430Lead Qualification and Conversion 431Partner Marketing 434Customer References 434Advertising and Messaging 437Public Relations 438Product Management/Product Marketing 440Marketing System Administrator 444Marketing Executives 447 Chapter 11: Best Practices in Customer Support 457Support Organizations and SFDC 457Universal Support Best Practices 459The Customer Order Support Center 471Order Expediting, Distribution, and Shipping 474Customer Help Desk 475Technical and Warranty Support 476Professional Services 482Service and Support Executives 485 Chapter 12: Best Practices in Finance and Legal 489Driving the Investment Decision 490Keeping Expectations Reasonable 493The Path to Project Success 494Accounting and Ongoing Operations 495Mergers, Integrations, and Divestitures 506Fundraising 507Legal 508Human Resources 511 Chapter 13: Best Practices in IT 513Level of IT Engagement 514Skills IT Will Need 518Planning for the Implementation 521Implementation 531Ongoing Usage 541 Index 557
David Taber is an internationally recognized IT marketing and management consultant with more than twenty-five years' experience, including twelve years at the VP level or above. His company, SalesLogistix, is a certified implementer of Salesforce.com solutions, with 100 clients in North America, Europe, and Asia. Taber also writes for CIO.com and has a library of more than one hundred fifty articles on Salesforce issues.
"Cloud computing is changing everything. David Taber has written the definitive guide to navigating this transformation. Every functional vice president should read this book in order to understand how to get maximum value from Salesforce.com, integrate social media into operations, maximize sales and profits, and become a truly customer-focused company."--Dave Kellogg, CEO, Host Analytics "David Taber maps out our dreams for SFA/CRM, its technical and adoption challenges, and real-world executive strategies for managing the organizational/political work of a Salesforce.com implementation. His guidance is masterful, and this book captures it." --Rich Mironov, CEO, Mironov Consulting "I have reread David Taber's Salesforce.com (R) Secrets of Success more than a few times now, and I open this book first when I start a new project. Somehow I always seem to find the perfect tips to save me time, strategies to deliver a better project, and anecdotes to make me look good in front of customers. "Salesforce.com (R) Secrets of Success is my go-to guide for accurately framing a problem, avoiding disaster, and explaining the best solution to my project sponsor. "Read this book, and benefit from David Taber's extensive experience with the Salesforce. com platform while you enjoy his intelligent and witty navigation through the politics and pitfalls of project delivery."--Dan Weiss, Senior Consultant, Appirio