How to Build a World-Class Sales Culture Through Social CollaborationSales Professional

Walter Rogers, Baker CommunicationsDaria Frankiewicz, Dell, Inc.

Janet Lewis, USA Today

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Walter RogersPresident & CEO

FAILURE ISN’T FATAL

but failure to

CHANGEcould be…

Coach John Wooden 10 NCAA Titles

7 of them consecutive from 1967 to 1973

Most consecutive wins – 88, from 1971 to 1973

8 perfect PAC 8 conference seasons

WALTER ROGERS

InternalEmployees

Partners

Customers

Suppliers

Third PartyWorkforce

MobileEmployees

Best Practices

Enable Collaboration and

Support Tools

Focus on Sales Management

Deliver Effective Strategic and

Tactical Training

Include Non-sales-facing Functions

Automate Reports and Alerts

Integrate Sales and Marketing

Manage the Forward Pipeline

Separate the Prospecting

Cycle From The Sales Cycle

Map and Enable Your Customer’s

Buying Processes

Include Users the Design &

Deployment of the System

Gain Executive Leadership &

Sponsorship with KPIs

Daria Frankiewicz, Dell

Daria Frankiewicz

CRM Sales Enablement

• 13 years and in sales/sales management for

• 9 years working across the Public and Large Enterprise sectors.

• 4 years focused on Sales Effectiveness and Sales Process Re-Engineering, starting with theSalesforce.com deployment in the US for 3500 users.

• Developed the training & deployment plan for the North America rollout of salesforce.com.

Daria FrankiewiczCRM Sales Enablement

Our Purpose

Delivering technology solutions that enable people everywhere to grow and thrive

We make technology that works in service of our customers

We make the complex simple We make the powerful easy to use We drive out inefficiency We deliver superior long-term value

We give customersthe power to do more

Dell today

Salesforce @ Dell• Customer since 2006• 29,000 Sales and Marketing users• 150,000 Channel partner users• 80,000 Chatter-only users• Social Media Tools: Chatter, Ideas• 118 Custom objects• 108 Custom Report Types

“Technology has always been about enabling human potential.”

-Michael Dell

Chatter Changed the Game Our Strategy

– Secure active and vocal sales executive sponsorship

– Education in mass, however discuss and drive in small groups

– Focus on specific use cases, 1 or 2, not “all of them”

– Continual reinforcement at the top and front line sales maker level

Our Success – CEO’s leadership resulted in Executive Leadership Team interest

– Leveraged private groups and specific use-cases for reinforcement

– Best success when working directly with individual sales teams

– Chatter presence at Sales Kick Off and Worldwide Leadership summit

Initial communications from Michael Dell– Tweets during pilot “…this is awesome, will change the way we work…

– Yam during pilot: “…leaving Yammer today, see you on Chatter…”

Deploying Chatter at Dell

Communication Pre-Launch

2 Weeks before launch– Announcing “Chatter” a revolutionary new

way of communicating

– Launch Dates

– Links to www.salesforce.com/chatter/getstarted/

1 Week before launch– Chatter will change the way we do business

– Launch Dates

– Links to customized pre-recorded training

Friday before launch– Get ready for Chatter and Reminder that UI

will change

– Customized use-cases

– Links to customized pre-recorded training

Education & Training Recorded training (English, later dubbed in

Japanese)

Featured highlight on monthly salesforce.com HeroTalk adoption calls

30+ live webinars in 5 different languages

Added to new hire orientation

Public and Large Enterprise manager training

Chatter best practice stories added to monthly salesforce.com HeroTalk adoption call

Stopped communicating through Exchange groups

Additional recorded “Chatter-only” training in 7 languages

Front Line Sales Collaboration

Executive Sales Collaboration

Sales Support/Collaboration through Groups

What Dell Sales Makers Have to Say About How They Use Chatter…

16

Janet Lewis, USA TODAY

Janet Lewis is the Director of SalesDevelopment and a founder of USATODAY. Her primary responsibilitiesinclude developing and executing projectplans to boost sales team effectivenessand efficiency.

• She has more than 25 years of management level experience in sales and marketing with thecompany. For the past 2 years, she has been working on sales enablement with USA TODAY'sdeployment of salesforce.com and related CRM tools.

• Janet’s organizational role is to provide sales process integration plans to maximize efficienciesbetween departments and liaising between business users and the IT organization andbalancing requirements and resources to solve business problems.

• She has a Journalism degree with a minor in Marketing from the University of Maryland.

Janet LewisDirector

Sales Development

Bridging the Gap to Ensure Success

Opps Management vs. Activity Management No visibility into “why” No visibility into improving

sales process

All AboutUSA TODAY: Multi-platform news & information media company 5.4MM readers daily online and offline 9MM downloads across mobile devices Owned by Gannett Co., Inc. (NYSE: GCI)

USA TODAY and Salesforce Customer since 2009 190 sales and marketing users 70 custom objects Unique team selling approach

with complex shared account responsibilities

Collaboration is critical in selling environment Complex account shares (agency/client/digital) Different groups doing product/sales development Changing roles requires re-examination and re-alignment of sales and

marketing relationship

Changing Roles in a Multi-Platform Media World

Dashboard meetings to drive adoption and sharebest practices around team and individual performance

Sales Team Collaboration

Agency teams divided by platform Account teams: Brand and digital members KPI’s include:

Count of open opportunities this quarter and next quarter

Opportunities created this quarter and current and prior weeks

Meetings this quarter and 3 week totals Contacts added this quarter and 3 week totals

Weekly Sales Team Meetings

Weekly Leadership calls

Monthly exceptions report review

Combined sales leaders both brand and digital team members

Establish and monitor shared KPI’s

Success

Sales and Marketing Alignment

Establish business processes for one on one

interaction with client solutions marketing.

Sales and Marketing Alignment

Establish business processes for one to many

interaction with client solutions and vertical sales

development teams

Sales and Marketing Alignment

Create dashboards and begin weekly internal review of performance/behavioral metrics

Exploring Chatter as a way to facilitate sales/marketing collaboration and conversation

around campaigns/marketing packages

Sales and Marketing Alignment

Additional Information

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