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Acknowledgments xxi About the Author xxiii Introduction xxv Executive Summary 1 What Every CxO Needs to Know about Salesforce.com 1 Why Are You Looking at an SFA or a CRM System? 3 Keeping the Big Picture in Focus 6 Your Role in Driving Project Approval 10 Your Role Once the Project Is Under Way 16 Your Role in the Adoption Cycle 25 Your Role after Deployment: Using SFDC to Help Drive the Ship 30 Essential Tools for the Executive 34 Part I: Planning and Implementation 37 Chapter 1: Planning Ahead 39 Developing a Model of Your Customer Relationship 40 Setting Goals at the Business Level 42 Setting CRM Requirements: Who, Where, What, and Why 43 Organizing and Publishing Project Documents 47 Prioritizing Requirements 49 When Requirements Should Bend 53 Knowing Your Boundaries 54 Making the Business Case 58 Agile Project Metrics 75 Avoiding the Big Bang Project 76 Outsourcing 78 Setting Executive Expectations 81 Getting the Right Resources Committed 82 Chapter 2: Reports and Data 85 The Executive View 86 New Things You Need to Measure 89 Scoping the System via Report Mock-Ups 93 The Crux: Semantics 94 Reports-Inside versus Outside 96 Scoping the System via User Screen Design 99 A Guided Tour of the SFDC Object Model 102 What's in a Namespace? 108 SFDC's Data Requirements 110 Historical External Data 123 The Days of Future Passed 123 Chapter 3: Preparing Your Data 127 Getting the Lay of the Land 127 Migrating Data from an Existing SFA or CRM System 129 Migrating Data from Other Systems 140 Your Big Weekend: Doing the Import 140 There's Got to Be a Morning After: Deduping Records 142 The Morning After the Morning After: Enriching Data 147 The Ultimate Job Security 148 Creating a Cost Model for Clean Data 151 Chapter 4: Implementation Strategy 153 Big Bangs and Waterfalls 154 The Agile Manifesto 155 You Really Have to Plan: Agile Development Is Not Enough 157 Wave Deployment 158 What's in a Wave? 159 Planning the Sequence of Waves: WaveMaps 161 Collecting Resources for a Wave 168 Starting the Wave 173 As a Wave Takes Shape 176 Dirty Little Secret: The Data Are Everything 178 During the Wave: Real-Time Scheduling 179 Kicked Out of a Wave 183 Wave Endgame 183 Deployment 184 Getting Ready for the Next Wave 187 Postimplementation Implementation 188 Part II: People, Politics, Products, and Process 193 Chapter 5: People and Organizational Readiness 195 Using the SFA Maturity Model 196 Part I: What Does Management Want to Achieve, and How Hard Will It Be? 197 Part II: Is Your Organization Ready for Its Target Level? 205 Part III: How Big Is the Gap? 213 Understanding the Next Wave of Users 215 User Training 218 What User Readiness Means for Deployment 220 Postdeployment User Frustration 221 How Many Administrators Does It Take to Screw In a Light Bulb? 222 Chapter 6: Working the Politics 225 It's Not Just Big Organizations 225 Who's the Champion? 226 Who Pays for the System Implementation? 231 Who Will Own the System? 233 Who Owns the Data Now? 236 Dealing with Review Committees 242 Identifying and Dealing with Opposition to the Project 243 The Politics of System Adoption 244 Identifying and Dealing with Adoption Problems 249 Indoctrination 251 The Politics of Restriction 252 Chapter 7: Products You Will Need 255 Don't Overdo It 258 First, Seek to Understand 259 Next, Weigh Your Options 264 Essential Toys: Featurettes 270 Essential System Administrator Tools 272 Essential Add-Ons for the Marketer 276 Essential Features for Sales Management 278 Essential Tools for Support 284 Essential Extensions for Finance 287 Essential Features for the Executive 289 Chapter 8: Optimizing Business Processes 291 What Is a Business Process? 292 How Do Business Processes Fit Together? 293 Which Business Processes Do You Need to Think About? 296 Analyzing Business Processes 306 Example Business Process Analysis 311 How Much Should Be Changed? 316 Best Practices with Business Process Redesign 317 Making the Changes 321 After the Changes Are Made 322 Part III: Best Practices 325 Chapter 9: Best Practices for Sales 327 Universal Best Practices 327 People Buy from People 330 Job One: Define and Document the Sales Model 332 Sales Development Reps (SDRs) 335 Inside Sales Reps 350 Outside Sales Representatives 355 Field Sales Engineers or Product Specialists 368 Sales Management 369 Chapter 10: Best Practices in Marketing 397 Marketing Organizations 397 Lead Generation and Collection 401 Campaign Management 412 Lead Handling 418 Lead Cultivation and Nurturing 430 Lead Qualification and Conversion 431 Partner Marketing 434 Customer References 434 Advertising and Messaging 437 Public Relations 438 Product Management/Product Marketing 440 Marketing System Administrator 444 Marketing Executives 447 Chapter 11: Best Practices in Customer Support 457 Support Organizations and SFDC 457 Universal Support Best Practices 459 The Customer Order Support Center 471 Order Expediting, Distribution, and Shipping 474 Customer Help Desk 475 Technical and Warranty Support 476 Professional Services 482 Service and Support Executives 485 Chapter 12: Best Practices in Finance and Legal 489 Driving the Investment Decision 490 Keeping Expectations Reasonable 493 The Path to Project Success 494 Accounting and Ongoing Operations 495 Mergers, Integrations, and Divestitures 506 Fundraising 507 Legal 508 Human Resources 511 Chapter 13: Best Practices in IT 513 Level of IT Engagement 514 Skills IT Will Need 518 Planning for the Implementation 521 Implementation 531 Ongoing 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