WEBINAR Five Ways To Cut The Risk Of Going “All In” With Salesforce

2. WEBINARFive Ways To Cut The Risk Of Going “All In” With Salesforce Liz Herbert, Vice President, Principal Analyst Kate Leggett, Vice President, Principal Analyst John R. Rymer, Vice President, Principal Analyst April 7, 2017. Call in at 10:55 a.m. Eastern Time

4. Liz Herbert Vice president and principal analyst Liz focuses on the IT services industry, helping clients to navigate this fast-changing market and maximize the business value of their technology investments. As a principal analyst, Liz helps clients to understand the key dynamics in the enterprise application services market and to make smart technology sourcing decisions. Specific topics of focus include software-as-a-service (SaaS), SAP, and Oracle services as well as services for cloud and mobile. She has been a featured speaker at leading industry events such as SaaScon, Nasscom, Society of Information Managers, and World BPO Forum. She has been quoted in leading publications, including The Wall Street Journal, Fortune, The New York Times, and CIO Magazine. She has been featured as a technology expert on TV news segments, including Bloomberg TV and Boston-based NECN. She was named IIAR services analyst of the year in 2010.

5. Kate Leggett Vice president and principal analyst Kate leads Forrester’s customer relationship management (CRM) and customer service practice. She covers CRM and customer service strategies, maturity, benchmarking, governance, and ROI. She is an accomplished public speaker and frequently presents at industry events, such as CRM Evolution. She has been published in The Wall Street Journal, Forbes Magazine, and industry publications such as CRM Magazine, KM World, and destinationCRM.

6. John R. Rymer Vice president and principal analyst John leads Forrester’s application development and delivery (AD&D) coverage of cloud platforms, including Microsoft Windows Azure, Amazon Web Services, and Salesforce’s platform. He is a leading expert on enterprise middleware. Included in his coverage are the Java application servers from IBM, Red Hat JBoss, and Oracle as well as Microsoft’s .NET. He is the lead analyst on Forrester’s application development strategy, sourcing, and structure playbook. He is an authority on the enterprise strategies of IBM, Microsoft, and Oracle and contributes to Forrester’s coverage of low-code application platforms and business rules platforms.

7. The promise: a single platform for all things customer

8. Most start with the CRM app — and they love it Salesforce CRM Responsiveness Scale

9. Initial success spurs demands for more, more, more Salesforce CRM • “Orgs” • Customizations • Clouds • Apps Responsiveness Scale

10. The pain: Salesforce@scale dilemma Salesforce CRM Salesforce platform Responsiveness Scale

11. An example: large, public sector enterprise Salesforce CRM Salesforce platform • Seven orgs and 12,000 seats • Hundreds of customizations • Many apps One department Slow and expensive

12. The Salesforce@scale dilemma is self-inflicted • The customer: • Purchases products piecemeal, leading to isolated instances. • Bypasses technology management’s necessary expertise. • Rushes into customizations. • Creates a system of record without realizing it. • Adopts new Salesforce products too quickly. • Overlooks integration requirements. This is also a product of Salesforce becoming a much more strategic vendor in technology strategies to win, serve, and retain customers.

13. Five practices to avoid the Salesforce@scale dilemma

14. Five practices to avoid the Salesforce@scale dilemma • Determine Salesforce’s best fit (and fill gaps with partners). • Customer processes and tracking: Salesforce’s sweet spot • Customer data hubs and enterprise process coordination: require third-party software • Applications outside of a CRM model: approach with caution • Architect your platform, not just your solution. • Drive your “orgs” from a central perspective. • Create a core shared data model, and master data service. • Layer your architecture to preserve flex and security.

15. How many Salesforce orgs?

16. Start with baseline data to be shared by all apps Custom and external process flows External storage and management Independent and managed Custom objects and fields

17. Five practices to avoid the Salesforce@scale dilemma • Don’t go vanilla, but use Salesforce’s platforms wisely. • If a good AppExchange solution exists, prioritize it over custom development. • Establish your platform and developer roles. • Set up and communicate development processes and conventions. Business need Satisfied with standard Salesforce? Managed package Unmanaged package Customization No No No Yes Yes Yes

18. Five practices to avoid the Salesforce@scale dilemma • Acquire or develop in-house expertise. • Set up a formal Salesforce center of excellence. • Get your own experts. • Engage with integration partners, but own the overall architecture and pace. • Establish a change management program. • Establish governance policies upfront. • Establish a process to evaluate and implement new Salesforce services. • Migrate customizations to native features ASAP.

19. Know your Salesforce clouds

20. Salesforce@scale best practices in context

21. Our 2017 Salesforce Webinar series • Demystifying Salesforce’s Growing Portfolio Of Clouds (Feb. ’17) • “Five Ways To Cut The Risk Of Going ‘All In’ With Salesforce” • “Strategies For Negotiating Your Salesforce Deal” (June ’17)

22. Kate Leggett kleggett@forrester.com Twitter: @kateleggett Liz Herbert eherbert@forrester.com Twitter: @lizherbert John R. Rymer jrymer@forrester.com Twitter: @johnrrymer