基本介紹
- 中文名稱：Salesforce.Com Secrets of Success
- 定價：214.00元
- 作者：Taber David
- 出版日期：2009-5
- ISBN：9780137140763
媒體推薦,作者簡介,目錄,
媒體推薦
Praise for Salesforce.com® Secrets of Success
“Salesforce.com is usually thought of as an SFA system, but it really needs to be thought of as a full-fledged CRM. For more than five years, I’ve headed up marketing teams trying to expand the power of SFDC for highly automated Internet customer interaction systems. Salesforce.com® Secrets of Success is required reading for the modern marketer, sales exec, or customer support professional.”
—Mark de Visser, CEO of Sonatype
“Salesforce.com® Secrets of Success is terrific because it gives guidance to every major executive, as well as tactical recommendations to the implementation team. Using this book’s methods ensures the high user adoption rate we achieved at Syneron. It also provides hundreds of tips that save time and money in the real world.”
—Doron Gerstel, CEO of Syneron Medical
“ Salesforce.com® Secrets of Success helps the busy executive figure out what to do—and not to do—when a Salesforce system is being built or extended. I appreciate the balance it provides, giving strategic guidance to the executive team and tactical tips to the implementers.”
—Dave Kellogg, CEO of Mark Logic
“Salesforce.com® Secrets of Success focuses on the business processes that surround SFDC—the things that people do to leverage the system and become more effective. Any organization going through internal change in sales, marketing, or other customer-facing teams needs to see and work on the big picture. This book helps them do just that.”
—Jon Lambert, CFO of Wombat Trading Systems division, New York Stock Exchange
“Mr. Taber takes a hard look at reality and CRM systems and finds the way to bridge the gap between the two using Salesforce.com. You are sure to succeed with your Salesforce.com initiative by reading this excellent book. This is the Salesforce.com ‘manual’ we were all looking for.”
—Joshua Meiri, Salesforce.com User Group Leader
“Salesforce.com® Secrets of Success combines Agile with Salesforce.com, the most widely used, hosted SFA system. Taber takes it one step further by telling product marketers and product managers how to use SFDC and the latest Agile tools to do their jobs better. A must-read.”
—Rich Mironov, CMO of Enthiosys
“Salesforce.com® Secrets of Success is the distillation of lessons learned at dozens of SFDC customers, and every lesson has been put in terms that people at every level of the organization can understand. I only wish this book had been out when we were building out our system—we could have saved endless meetings by simply following its best practices.”
—Daniel Moskowitz, CFO of Zend Technologies
“Salesforce.com® Secrets of Success is an invaluable guide for the executive wanting to get the most leverage from Salesforce.com. The book tells the executive what to ask for—and what not to ask for—to get the best revenue visibility and results from the team. We’ve been steadily expanding our SFDC system to make it into a full-fledged CRM, using the techniques from this book. This book is highly recommended for companies that want to grow their size and sales performance.”
—Dave Robbins, CEO of BigFix
“Salesforce.com® Secrets of Success is the first book to apply Agile methods to SFA/CRM systems development, and it breaks new ground for both the technologist and executive. At ThoughtWorks, we’ve been using Agile for years, and Taber’s Salesforce approaches really pay off.”
—Roy Singham, CEO of ThoughtWorks
“I have been waiting years for this book and never knew it! David Taber has written an excellent guide to the benefits and pitfalls of implementing SFDC and, in the process, provides insight and valuable information on successfully navigating through user groups, management, sales, marketing, and IT departments to get the best results.”
—Dan Weiss, Manager of Sales and Marketing Applications, Bell Microproducts
作者簡介
David Taber is an internationally recognized marketing and management consultant in the IT industry, with more than twenty-five years’ experience, including eight years at vice president or above.
Taber’s company, SalesLogistix, is a certified implementer of Salesforce.com solutions, with clients in the United States, Canada, Israel, and India. SalesLogistix created two widely used applications in Salesforce’s App Exchange. He has personally worked on dozens of Salesforce.com implementations, from early stage start-ups to larger companies such as Sun Microsystems and Symantec. His experience as a marketing VP–working with the sales organization, engineering, customer, support, finance, and corporate management–gives him unique insight into the habits and needs of the executive suite. Additionally, his background in IT makes it easy for him to work at both business and technical levels.
As an accomplished writer and speaker, Taber has created and delivered presentations to audiences in many countries and coaches CEOs on venture capital pitches. He has been a guest lecturer in marketing at the University of California and Carnegie Mellon University, and he taught the product marketing class at the University of California Berkeley extension.
目錄
Acknowledgments xix About the Author xxi
Acknowledgments xix
About the Author xxi
Introduction xxiii
The Promise of CRM xxiii
Achieving the Promise of CRM xxv
Do You Need an SFA System or a CRM System? xxvii
When Salesforce.com Is the Best Choice–and When It Isn’t xxix
How to Use This Book xxx
Executive Summary 1
What Every CxO Needs to Know About Salesforce.com 1
Why Are You Looking at an SFA/CRM System? 3
Keeping the Big Picture in Focus 4
Driving Toward Project Approval 6
Once the Project Is Under Way 12
Deployments and the Adoption Cycle 17
After Deployment: Using SFDC to Help Drive the Ship 23
Essential Tools for the Executive 27
Chapter 1: Planning Ahead 29
Getting to Business Value 29
Developing a Model of Your Customer Relationship 30
Setting Business Goals 32
Setting Requirements: Who, Where, What, and Why 32
Organizing and Publishing Project Documents 36
Prioritizing Requirements 37
When Requirements Should Bend 41
Knowing Your Boundaries 41
Making the Business Case 44
Quantifying the Return 49
Developing a Straw-Man Schedule 52
Avoiding the Big Bang Project 58
Outsourcing 60
Setting Executive Expectations 62
Getting the Right Resources Committed 64
Chapter 2: Reports and Data 67
For Users, Seeing Is Believing 67
Start with What You Have 68
Scoping the System via Report Mock-Ups 71
The Crux: Semantics 73
Reports–Inside Versus Outside 74
Scoping the System via User Screen Design 76
A Guided Tour of the SFDC Object Model 78
What’s in a Namespace? 82
SFDC’s Data Requirements 84
Historical External Data 94
Chapter 3: Preparing Your Data 97
Data Pollution 97
Getting the Lay of the Land 98
Migrating Data from an Existing SFA/CRM System 98
Migrating Data from Other Systems 108
Your Big Weekend: Doing the Import 109
The Morning After: Deduping Records 110
The Morning After the Morning After: Enriching Data 114
The Ultimate Job Security 116
Creating a Cost Model for Clean Data 118
Chapter 4: Implementation Strategy 119
Before You Begin 119
Big Bangs and Waterfalls 120
The Agile Manifesto 121
You Really Have to Plan: Agile Development Is Not Enough 123
Wave Deployment 124
What’s in a Wave? 125
Planning the Sequence of Waves: WaveMaps 126
Collecting Resources for a Wave 133
Starting the Wave 136
As a Wave Takes Shape 140
Dirty Little Secret: The Data Are Everything 142
During the Wave: Real-Time Scheduling 143
Kicked Out of a Wave 146
Wave Endgame 147
Deployment 148
Getting Ready for the Next Wave 151
Post-Implementation Implementation 152
Chapter 5: People and Organizational Readiness 155
Adoption Is Everything 155
Using the SFA Maturity Model 156
Part I: What Is Management Trying to Achieve, and
How Hard Will It Be? 157
Part II: Is Your Organization Ready for Its Target Level? 165
Part III: How Big Is the Gap? 173
Understanding the Next Wave of Users 174
User Training 177
What User Readiness Means for Deployment 179
Post-Deployment User Frustration 179
How Many Administrators Does It Take to Screw in a Light Bulb? 181
Chapter 6: Working the Politics 183
Technology Is Not the Problem 183
It’s Not Just Big Organizations 183
Who’s the Champion? 184
Who Pays for the System? 188
Who Will Own the System? 190
Who Owns the Data Now? 192
Dealing with Review Committees 197
Identifying and Dealing with Opposition to the Project 198
The Politics of System Adoption 200
Identifying and Dealing with Adoption Problems 204
Indoctrination 206
The Politics of Restriction 206
Chapter 7: Products You Will Need 209
SFDC Is a Platform, Not Just a Product 209
Don’t Overdo It 211
First, Seek to Understand 212
Next, Weigh Your Options 217
Essential Toys: Featurettes 221
Essential System Administrator Tools 223
Essential Add-Ons for the Marketer 226
Essential Features for Sales Management 229
Essential Tools for Support 234
Essential Extensions for Finance 236
Essential Features for the Executive 238
Chapter 8: Optimizing Business Processes 239
The Top-Down Perspective 239
What Is a Business Process? 240
How Do Business Processes Fit Together? 241
Identifying Which Business Processes You Need to Think About 242
Analyzing Business Processes 252
Example Business Process Analysis 256
How Much Should Be Changed? 261
Best Practices with Business Process Redesign 261
Making the Changes 265
After the Changes Are Made 266
Chapter 9: Best Practices for Sales 267
“Universal” Best Practices 267
Define and Document the Sales Model 270
Inside Sales 273
Sales Representatives 289
Field Sales Engineers or Product Specialists 301
Sales Management 302
Chapter 10: Best Practices in Marketing 325
Marketing Organizations 325
Lead Generation and Collection 326
Lead Generation Campaigns 334
Lead Handling 339
Lead Cultivation and Nurturing 351
Lead Qualification and Conversion 352
Partners 353
Customer References 353
Public Relations 356
Product Management/Product Marketing 357
Marketing System Administrator 360
Marketing Executives 362
Chapter 11: Best Practices in Customer Support 369
Support Organizations and SFDC 369
Universal Support Best Practices 371
The Customer Order Support Center 374
Order Expediting, Distribution, and Shipping 376
Technical and Warranty Support 377
The Customer Help Desk 381
Professional Services 382
Chapter 12: Best Practices in Finance and Legal 385
Driving the Investment Decision 385
Keeping Expectations Reasonable 388
The Path to Project Success 389
Accounting and Ongoing Operations 390
Mergers, Integrations, and Divestitures 399
Fundraising 400
Legal 401
Human Resources 402
Chapter 13: Best Practices in IT 405
Level of IT Engagement 405
Skills IT Will Need 408
Planning for the Implementation 409
Implementation 416
Ongoing Usage 421
Appendix A: Tools to Prioritize Requirements 431
Prioritizing Project Requirements 431
The Delphi Method 432
Prioritize via Investment 433
Weakest/Strongest Elimination 434
Popular Votes 437
Appendix B: Example Requirements Statements 439
Example Project Requirements: Smaller Company 439
Example Project Requirements: Larger Company 441
Index 447
