what's the next evolution of customer service? esteban kolsky consigliere, thinkJar @ekolsky

Safe Harbor Safe 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 such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. 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 product or service availability, 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. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and 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 customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other presentations, 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 the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.

Place Customer or

Partner logo in white area of

slide, centered horizontally

esteban kolsky consigliere, thinkJar

the three truths of customer service in 2015+

2.  technology is less than 10 percent of investment a.  and continues to decrease b.  people and processes continue to increase

a.  operationalize customer service in end-to-end experiences

1.  customer service is no longer sustainable a.  costs continue to increase b.  technology cycles continue to accelerate c.  budgets are getting reallocated

3.  nothing is new, relatively speaking a.  we’ve been there, got the t-shirt, and we need to wear them

trend 1 – engagement as an outcome, not a goal

75% of brands don’t know what engagement is – but are measuring “it”

knowledge * trust

time (𝑒) = 𝑓

trend 2 – digital transformation is the paradigm shift

data knowledge content

infrastructure platform software

optimization

personalization autom

ation customer employee partner supplier

lega

cy a

pplic

atio

ns

lega

cy d

atab

ases

le

gacy

Saa

S a

nd in

tern

et legacy analytics

clou

d in

form

atio

n ex

perie

nce

public

mobile laptop / desktop

IoT

interfaces

first generation second generation

trend 3 – pervasive + ubiquitous = mobile by 2016 there will be more mobile devices that citizens in the US

by 2015 there will be more mobile devices that citizens in the world

third generation

technology 1 – Internet (of things, or of X) • Moore’s law •  IPv6 (pervasiveness and ubiquitousness)

• T$10-15 (GE), T$19 (Cisco), and more in potential “economic benefits”

• 16 billion sensors deployed in 2014

• 41 billion sensors expected by 2020

• Gartner recently labeled IoT as the “most hyped technology”

technology 2 – video in 2012, 23% of respondents wanted to try video (nil did)

in 2013, 68% of respondents want to try video (2% did)

in 2014, 89% of respondents want to try video (9% did)

technology 3 – data, metrics, and analytics

front line

department

leadership

experience analytics

collaborative analytics

end-to-end analytics

analytics

2010 2020 2015 2025

“one accurate measurement is worth a thousand expert opinions”

grace hopper

technology 4 – information (knowledge, content, data) no

ise

data

co

nten

t kn

owle

dge

insi

ghts

filter analyze

information

sign

al

structure

technology 5 – communities (groups, forums) in 2012 there were 5% doing communities, 15% knew what to do

in 2014 there are 25% doing communities, 20% know what to do

kum • ba • yah • ti • za • tion

lesson learned 1 – leverage, leverage, and leverage more • 61% of organizations investing in growing customer service are leveraging existing investments over five years old, versus 28% of investments less than five years

•  virtually all organizations have multi-channel deployed but only 25% have a fully integrated multi-channel deployment; 15% of them have single channels

•  social is seen as more favorable for customers among new channels; phone, email, chat are most used channels – and most invested

• 60% of organizations are trying to use just one application and 60% of organizations meet their ROI expectations after deployment (coincidence)

1.  it is not about number of channels, it is about connecting with customers 2.  omnichannel is not yet attainable, don’t make it your goal 3.  each channel has a particular best-case-scenario – find it, exploit it

lesson learned 2 – bae operationalize experiences • neither mobile nor social channels improve operational metrics •  vast majority has been doing social for 24+ months

–  results are not satisfactory, as expected

• 60% of organizations are struggling to achieve single interface –  training, churn, maintenance are biggest problems

• operationalization of customer experience goes on (COO, SVP Operations) –  started 2-3 years ago, currently 55%+

• deployments are still shying away from including customers (co-creation)

1.  focus on ALL experiences: customer experience, agent experience 2.  choose the right metrics for each channel and situation 3.  asking customers is being replaced by monitoring customers

lesson learned 3 – strategery makes happy user, customer •  social channels deliver more satisfaction than mobile channels • phone, email, twitter reported as highest satisfaction channels •  chat is rising, for certain situations •  customer satisfaction, statistically speaking, remains stagnant (~75%) • 65% of organizations started customer engagement initiatives • no correlation found, yet, between size of company and satisfaction • NPS is not an indicator of satisfaction, happiness, or loyalty

–  only works in correlated metrics, KPI tracking

1.  customer engagement is still ill-defined, it is an outcome – not a goal 2.  lifecycles and lifetime value is company-centric 3.  replace short-term goals with long-term outcomes

What's the Next Evolution of Customer Service? Esteban Kolsky Consiglieri, thinkJar @ekolsky

Show Flow Dreamforce 2104 Breakout Session Show Flow Template

    Notes Session Title 1:30pm session

Presentation Device:     Customer Speaker:

Salesforce Speakers:         Demo Device    

Demo Driver:    Deck Owner/Filename:    

    1:15 PM Doors open         1:30 PM Start         :01 Welcome and Intros                                                 :34 Q&A         :38 Wrap-up, Thank yous and Close         :40 Walking off Stage