Group 3B

Komal Modi-2012381 Makarand Joshi - 2012153 Nayan Sharma - 2012182

 Started in 1999 by Parker Harris, Dave Moellenhoff, Frank

Dominguez and Marc Benioff

Original product was to help the small companies to manage

their sales pipeline

Different from other CRM product- web centric design

compared to client server architecture. One model for all customer compared to one model per customer

 Process started from leads generated, leads become contact. Contact

become opportunities and negotiations become closed deals

Sales decisions were based on intuitions and vision. No historical

data was there to guide. They had no information about how long the sales cycle was, the average conversion rate. No measures to assess their marketing programs.
As data become available, its analysis was required to take decisions.

How to allocate marketing resources among the four marketing buckets: branding, lead generation, lead engagement and customer retention.
Kaiser Mulla-Feroze Product marketing manager: On the

marketing side, I would say the number one business problem for any VP of marketing is more accurate measurement of which campaigns are working and which one are not. Exhibit 5- Analysis of marketing efforts

From small business to large enterprise

By fall 2000, top management was debating whether to

maintain the focus on sales force automation or to move into CRM.

Competitors were going vertical. Also salesforce.com required

tools to understand the effectiveness of its marketing efforts. They decided to go horizontal, expanding into marketing, customer service and customer support.
Horizontal strategy proved successful, salesforce.com turned

its focus on larger enterprises. George Hu-Team edition product manager- analysis of their 2800 customers via several dimensions during a summer internship helped salesforce.com to clarify their options and define strategy.

 George

Hu data collection changed the deeply held assumptions about the market for salesforce.com. The market perception at the time was that salesforce.com product was only suitable for small and medium-sized companies. The data showed this was wrong. Employee size does not effect the likelihood of winning or losing business. Its the complexity of potential customer process. Client could be of any size if their process fit their product model.

To use technology beyond CRM and move towards back office

operations starting with customer billing

Challenges

Initial Stage of Sales Force Management

Positioning

Promotion
Sales decision making

Action Points
Position against something people know and understand
Promotion through free trials Barometer report issued every month tracking

Sales Force Management to CRM

Sales Force Challenges

Budget allocation
Expand Horizontally or Vertically? How to Segment?

Action Points
Use Sales force Automation Software
Technology to manage company's selling activities Lead Generation, Lead Qualification, Needs Identification,

Proposal Generation, Proposal Presentation, Handling Objections, Closing of Sales

From Exhibit 5 Profit made per won opportunity in lead generation: $ 4953 Profit made per won opportunity in lead engagement: $ 3577 Conversion rate in lead generation : 17.6% Conversion rate in lead engagement : 23.6%

Action Points

Expand Horizontally i.e. more on market, customer service & support to become more pragmatic Go a step ahead of competitors providing something different
Depending on number of user and usage This led to three different markets, each one with its own product, sales channel and marketing effort. Team Edition: small and medium teams Professional Edition: Entry level CRM teams. 360-degree customer view

Key Challenges
Scope of the product

Clarence So, VP of Product Marketing, SalesForce.com

Products have become popular but there is little ambiguity as to what our customers needs are.

Marc Benioff, Salesforce.com CEO

Decision to become what Microsoft is to desktop application in order to address all front end needs of the customers

Marc Benioff approached Clarence So to think through his vision starting with customer billing
How to define the scope of the product

Action Points
Scope of the product

Add and maintain record of available products Features of the New Product Add and maintain description of new products

Key Challenges
Market Segment

Marc Benioff approached Clarence So to think through his vision starting with customer billing
Which Market segment to approach first

Action Points
Market Segment

To serve both small, mid and large industries Target small number of users and then expanding the numbers Marketing Manager George:Segment product, sales and marketing strategies

3 different market segment product, sales channel, and marketing effort

Key Challenges
Integration of new product

Marc Benioff approached Clarence So to think through his vision starting with customer billing
How to integrate the new product into current product portfolio?

Action Points
Integration

Product Development Strategy Integration will help in maintaining customer database Detailed report can be extracted regarding the products and customers

Key Challenges
Path to be followed

Marc Benioff approached Clarence So to think through his vision starting with customer billing
Should they replicate the same path?

Action Points
Replication of Path

Define your product Analyze where your target market customers get their product information Social Media Marketing

THANKYOU