Salesforce.com Secrets of Success

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

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(R) 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(R) 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(R) 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