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Full session information and video available on successforce.com.
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High Tech Channel Management Best Practices
Speakers
Jeff Zobrist, Director Global Channel Operations, Siemens/UGS
Dushyant Pandya, VP Product Strategy, Salesforce.com
Track: High Tech Vertical
Safe Harbor Statement“Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements
the achievement of which involves risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the
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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 the integration of Sendia Corporation’s
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by law.
Channel sales are a significant part of revenue
Source: Gartner Research
Indirect SalesIndirect Sales70%70%
Direct SalesDirect Sales30%30%
Revenue Breakdown by ChannelFor High Tech, Manufacturing, & Consumer Goods
High Tech Channel Management Variations
Differing levels of channel focus by region
Different levels of collaboration by partner types
Partner participation and mind share
What Channel Challenges Are You Facing Today?
Channel Conflict?
Mind share?
Visibility?
Scale?
Adoption?
Do you know who your top performing partners are? Do you know why they are your top performers? ”“
Increase Channel Growth and Partner Success
Automate Recruitment
Market Sell Measure
View Every Metric
Improve Effectiveness
Generate Loyalty
Recruit
Sales Analytics
Forecasting
Dashboards
Data Quality Management
Partner Recruitment
Partner Account Management
Partner Training
Channel Plans
Lead Management
Partner Communications
Funds & Budgeting Management
Document Management
Deal Registration
Opportunity Management
Activity Management
Pricing Management
Workflow
Siemens PLM Software
Predecessor companies (SDRC & UGS) founded in 1960s 2001 - EDS purchased UGS & SDRC to become the #1 PLM
provider 2004 - Private Equity purchased UGS from EDS $2B 2007 - Siemens Acquired UGS $3.5B Leading provider of PLM software
>47,000 customers > 4.4M licenses
Creates and manages more than 40% of the world’s 3D data Strong Partner Ecosystem (>30% YoY revenue growth)
• INDUSTRY: Product lifecycle management software & services
• EMPLOYEES: 7,400
• REVENUE: $1.2B
• # USERS: 950 Internal / 1,300 Partners
• GEOGRAPHY: 62 Countries
February 2007
Confidential / © Siemens AG / Siemens Management Consulting 2007. All rights reserved
2391 A&D SPI 2010 02/07 – 070227 Intro Siemens for UGS v2.ppt
l
A Global Powerhouse in Electrical Engineering and Electronics
Total sales in billion USD, 2006 163Exchange rate of
EUR/USD: 1,32027JPY/USD: 0,008402
KRW/USD: 0,001091
115
93 92 9186
7770
6157
February 2007
Confidential / © Siemens AG / Siemens Management Consulting 2007. All rights reserved
2391 A&D SPI 2010 02/07 – 070227 Intro Siemens for UGS v2.ppt
Touching Lives Everywhere …
>$110 bln in revenue
4th largest employer in the world (largest foreign employer in the United States)
Employs more software engineers than Microsoft
75% of all company revenues come from new products (less than five years old)
3rd largest source of R&D investment in the United States
Produces more than ⅓ of all electricity in the US
Automation systems that help the U.S. Postal Service process 90 percent of the nation's mail
Equipment to generate more than one-third of the nation's electricity
Technologies in 50 percent of all cars on the nation's roads
One-third of North America's light rail vehicles
Processing of 164 million healthcare information transactions
Lighting technologies in 75 percent of all cars on the nation's (US) roads
Page 11 July 2007 Confidential / Copyright © Siemens AG 2007. All rights reserved UGS PLM Software
Unifying product design and productionfor greater Speed with Confidence…
SPEED (First to Market) Achieve concurrent disciplines by integrating product &
production Digitally analyze products &
production for agile processes
Re-use assets: knowledge, engineering, parts, manufacturing plans & resources
CONFIDENCE (Right to Market) Simulate and validate for predictable quality, cost and
compliance Close the loop between virtual & physical data for continuous
improvement Manage change predictably to ensure high quality throughout
the lifecycle
Why is PRM important to Siemens?
Partners are important to our growth, we have to integrate them
Tremendous value is created by partners Making it easier to do business increases mind
share
Partners are an extension of our workforce Another organization to manage Not a traditional reporting relationship
In order to improve productivity, you have to measure it
Need capacity and productivity metrics for partners
Key objective:Motivating and increasing the productivity of the 4,000-5,000 partner feet on the street who represent and sell for you but
don’t directly work for you
Key partner relationship challenges
Partners represent a significant amount of revenue and growth potential
Sales organization spread across many geographies and partner types Different sales processes – need to either support or unify the processes in the field
Differing levels of focus on indirect channel
Existing system was not flexible enough to support business Not global - customized zone by zone, which made it difficult to redesign
Did not support full partner sales integration
Reporting inadequate
Direct
Indirect
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Americas EMEA Asia
… and three geographic Sales areas with different focuses
0 200 400 600 800
SystemIntegrators
Tier 2Channel
ChannelSales
SoftwarePartners
…Large number of partners…
UGS’s partner solutions were complicated by…
PRM Objectives
Improve “Ease of Doing Business” with Partners Deal Registration, links into Partner Portal information from Opportunity, Single
source of information, ability to share account and opportunity information, etc.
Improve the effectiveness of our Global Channel Sales Team by leveraging a single platform
Remove the need for all the separate databases, spreadsheets, word documents, emails, and reports (now all on-line and associative)
Improve Communication Sharing (based on set-up) between Channel manager, channel partner, direct
sales Work and communicate in local language (only a few fields must be in English)
NEW – PRM functionality Fully integrate SFA Capability (Leads & Opportunities) with PRM Capability
(Partner Management)
Multi-Phase Roll Out Keep it simple – a tool for Channel Managers and Partners (90/10 Rule)
PRM is bigger than a Partner Sales Portal
SFA / CRM
Customer Accounts
Customer contacts
Opportunities
Leads
Dashboards
Reports
Activities & tasks
“Partner HR”
Partner accounts
Partner contacts
Leads Partner
recruitment
Contracts
Budgets
Channel plans
Certifications
Dashboards
Reports
Activities & tasks
Partner Portal
Leads
Opportunities
MDF budgets
Channel Plans
Activities & tasks
How Siemens looked at it …
SFDC PRM – Single Sales Tool for Channel Managers
SFDC PRM – Single Sales Tool for Channel Partners
Single sign on from existing partner portal
Create, accept, and manage leads
Deal / opportunity registration
Opportunity management
Direct integration from opportunity to sales/marketing materials and quote/order entry
MDF tracking (requests & claims)
Annual & Quarterly Business Planning
Export/update/import leads and opportunities (custom functionality)
Live Across the Globe in 100 Days: Key Steps
Timeline
Dec 2006: Selected salesforce.com
Jan 2007: Kicked off project
May 2007: Go-live in all geographies
3 week roll-out
1. Executive decision and buy in
Board, CEO, GSS EVP
2. Small global team formed
3. Global business process changes & definition
Moved from opportunity based system to account based system
4. salesforce.com customization
SFA/CRM and PRM field customization
Custom development
5. Integration to other systems
6. SFDC Localization
7. Data Migration
8. Hiring dedicated support staff
9. Training
UGS PRM – Lessons Learned
Power of Customization Ready, Fire, Aim – with a hosted application, it was easy to build the
system, get feedback, and then refine Keep it simple – stay focused on the end user Question the need and use of every field
Planning process Full support of executives, sales, IT Core team of 10 people, with 2-3 subject matter experts behind each Weekly meetings, with a 5 day kickoff: ensured alignment
Rollout Very fast rollout, with few surprises Easy to achieve wide adoption
Going Live is Only the Beginning
Study usage by users & partners – see who is getting value
User feedback to drive usefulness of tool
Leverage new Salesforce.com functionality as it becomes
available
How to make our users more productive
Fit new features & capabilities into day to day use of the tool
Weekly meetings to review functionality, problems,
enhancements
Data cleanup from migration
Jeff Zobrist
Director, Global Channel OperationsPLM Software
QUESTION & ANSWER SESSION
Customer Hall of Fame
Kerry Grimes, Vice President, Mid Market and Global Channel Sales says: “Jeff’s knowledge of our company and partner sales model, coupled with his fast acquired knowledge of SFDC, makes him the ultimate authority and “Go-to-Guy” when it comes to SFDC PRM/CRM. Regardless of the time or time zone Jeff was in during our global deployment – he was there for anyone, day or night, to insure our global rollout was a huge success for both our internal and partner users. Due to Jeff’s tireless efforts and endless energy we’ve had a very successful global rollout which is already delivering benefits.”
Jeff ZobristDirector, Global Channel OperationsPLM Software
What the fans are saying:
Famed Statistics:• 100 Day Global PRM Implementation• >400 Partners and 1,250 Partner users• Custom integration into existing systems and processes• Custom PRM tabs, objects, functionality
Don’t miss these Activities:
Visit our High Tech Expo16 Partner Solutions Software and High Tech DemosMeet 2000 High Tech AttendeesBirds of a Feather Industry
Luncheon: Tue 12:15Enjoy a Latte and Network in our
Industries Lounge