Aen003 Rajaram 091707

Leveraging Approvals to the Fullest

Varadarajan Rajaram, salesforce.com

Gregg Vivolo, The New York Times Regional

Media Group

Admin III: Expanding into new areas

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Agenda

Salesforce Approvals Overview

Summer ‘07 - Flexible, sophisticated approvals

Customer cast studies

Q&A

Salesforce Approvals: Overview

Automate manual approval processes• Point and click designer

• Single, multi-step

• Hierarchical routing

• Ad-hoc routing

• Route to queues

Perform Actions• Email Alerts

• Tasks

• Field Updates

• Outbound Messages

Salesforce Approvals: Overview

Approve via email

• Blackberry

• iPhone

• Any email client including outlook

Agenda

Salesforce Approvals Overview

Summer ‘07 - Flexible, sophisticated approvals

Customer cast studies

Q&A

Summer ‘07: Flexible, Sophisticated Approvals

Campaigns under $25,000 need VP and

Finance department approvals and

campaigns over $25,000 need an

additional EVP approval

Before Summer ‘07

Create two approval

processes

• 2 Step process for campaigns

budgeted up to $25,000

• 3 step process for campaigns

more than $25,000

After Summer ‘07

Skip approval steps

• Configure steps which are

conditionally executed

Reduce number of processes

• Merge processes handling

exception steps into one


Campaigns under $25,000 need VP and

Finance department approvals and any

campaign over $25,000 or those which

exceed VP’s authority need an additional

EVP approval

Before Summer ‘07

Cannot route based on Approver’s authority

Cannot access Approver’s context

After Summer ‘07: Formulas in Approvals

Use Salesforce formula language

• All entry criteria

Approver context set for each step

• Access using “$User” variable

• Access custom field on User

object


Build sophisticated approval processes

• Use Salesforce formula language

Automatically traverse hierarchy based on authority

• Expense report approvals

• Discount approval process

Build flexible approval processes

• Use Skip approval step feature

• Reduce number of processes to manage

Gregg VivoloGroup CRM DirectorNew York Times Regional Media [email protected]

New York Times Regional Media Group

The New York Times Regional Media Group (A division of the NYTco.) Consists of 14 daily newspapers and several weekly and community magazines in five states.

• INDUSTRY: Printing and Publishing

• EMPLOYEES: 2800 RMG Division

• GEOGRAPHY: United States

• # USERS: 549

• PRODUCT(S) USED:

Salesforce Enterprise Edition

Case Study – Key Challenges

Business Challenges• Evolving business model – dictating centralization efforts• Centralization over a large geographic area• Local business rules and lack of standardization • Resistance to change• Difficult to audit

Technology Challenges• Legacy systems• Legacy architecture (Not built to maximize on centralization

efforts)• Standard business system but no standard on

set-up/implementation

Reduce duplication of key business office

functions throughout the NYT Regional Media

Group to improve profitability, improve efficiency

and increase customer service

Case Study – The Problem

Case Study – The Solution

How did we address these business office challenges?

Used Salesforce’s approval process workflow to automate the processing of Key business office functions:

Account Set-up (including credit if applicable) – workflow Order Entry - workflow Account Adjustments Requests – approval process workflow

In Development: Payments through Salesforce using a partner product Using tablet PC’s - credit application forms


•Search on the Account

•New Adjustment

•Pick the type of Adjustment

•Complete the form


•The A/E completes the form and saves

•Approval workflow based on business rules are then applied to the adjustment request


•Based on the amount of the adjustment and standard rules the adjustment is routed to either the center, direct manager, department head, Controller or Publisher for approval and processing

•The sales executive can track the progress of the adjustment at anytime view the status


•On the Managers Home Page they can view pending approvals.

•The Manager will receive an email informing them they have an adjustment to approve

•The approving manager can approve, reject or ask for additional information

•Once approved it is sent to the centralized financial center for processing

Case Study – The Results

What were the results?

• Reduction duplicated staff - 30 FTE’s (Full Time Employees)

• Cycle time improvements

• Reduced costs – (Paper, Forms, etc.)

• Additional sales executive time selling

• Improved auditability (Single data point, SAS 70 compliance)

• More standardization of processes and policies

Out of all the technology needed for this centralization project Salesforce was the only one that came through on time and worked as desired.

Vicki Hamilton Corporate Project Manager - NYTRMG

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Varadarajan Rajaram

Product Manager

Greg Vivolo

Marketing Manaer

QUESTION & ANSWER SESSION

salesforce.com

New York Times Regional Group

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