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Table of Contents

Acknowledgments xixAbout the Author xxi Introduction xxiiiThe Promise of CRM xxiiiAchieving the Promise of CRM xxvDo You Need an SFA System or a CRM System? xxviiWhen Is the Best Choice-and When It Isn't xxixHow to Use This Book xxx Executive Summary 1What Every CxO Needs to Know About 1Why Are You Looking at an SFA/CRM System? 3Keeping the Big Picture in Focus 4Driving Toward Project Approval 6Once the Project Is Under Way 12Deployments and the Adoption Cycle 17After Deployment: Using SFDC to Help Drive the Ship 23Essential Tools for the Executive 27 Chapter 1: Planning Ahead 29Getting to Business Value 29Developing a Model of Your Customer Relationship 30Setting Business Goals 32Setting Requirements: Who, Where, What, and Why 32Organizing and Publishing Project Documents 36Prioritizing Requirements 37When Requirements Should Bend 41Knowing Your Boundaries 41Making the Business Case 44Quantifying the Return 49Developing a Straw-Man Schedule 52Avoiding the Big Bang Project 58Outsourcing 60Setting Executive Expectations 62Getting the Right Resources Committed 64 Chapter 2: Reports and Data 67For Users, Seeing Is Believing 67Start with What You Have 68Scoping the System via Report Mock-Ups 71The Crux: Semantics 73Reports-Inside Versus Outside 74Scoping the System via User Screen Design 76A Guided Tour of the SFDC Object Model 78What's in a Namespace? 82SFDC's Data Requirements 84Historical External Data 94 Chapter 3: Preparing Your Data 97Data Pollution 97Getting the Lay of the Land 98Migrating Data from an Existing SFA/CRM System 98Migrating Data from Other Systems 108Your Big Weekend: Doing the Import 109The Morning After: Deduping Records 110The Morning After the Morning After: Enriching Data 114The Ultimate Job Security 116Creating a Cost Model for Clean Data 118 Chapter 4: Implementation Strategy 119Before You Begin 119Big Bangs and Waterfalls 120The Agile Manifesto 121You Really Have to Plan: Agile Development Is Not Enough 123Wave Deployment 124What's in a Wave? 125Planning the Sequence of Waves: WaveMaps 126Collecting Resources for a Wave 133Starting the Wave 136As a Wave Takes Shape 140Dirty Little Secret: The Data Are Everything 142During the Wave: Real-Time Scheduling 143Kicked Out of a Wave 146Wave Endgame 147Deployment 148Getting Ready for the Next Wave 151Post-Implementation Implementation 152 Chapter 5: People and Organizational Readiness 155Adoption Is Everything 155Using the SFA Maturity Model 156Part I: What Is Management Trying to Achieve, andHow Hard Will It Be? 157Part II: Is Your Organization Ready for Its Target Level? 165Part III: How Big Is the Gap? 173Understanding the Next Wave of Users 174User Training 177What User Readiness Means for Deployment 179Post-Deployment User Frustration 179How Many Administrators Does It Take to Screw in a Light Bulb? 181 Chapter 6: Working the Politics 183Technology Is Not the Problem 183It's Not Just Big Organizations 183Who's the Champion? 184Who Pays for the System? 188Who Will Own the System? 190Who Owns the Data Now? 192Dealing with Review Committees 197Identifying and Dealing with Opposition to the Project 198The Politics of System Adoption 200Identifying and Dealing with Adoption Problems 204Indoctrination 206The Politics of Restriction 206 Chapter 7: Products You Will Need 209SFDC Is a Platform, Not Just a Product 209Don't Overdo It 211First, Seek to Understand 212Next, Weigh Your Options 217Essential Toys: Featurettes 221Essential System Administrator Tools 223Essential Add-Ons for the Marketer 226Essential Features for Sales Management 229Essential Tools for Support 234Essential Extensions for Finance 236Essential Features for the Executive 238 Chapter 8: Optimizing Business Processes 239The Top-Down Perspective 239What Is a Business Process? 240How Do Business Processes Fit Together? 241Identifying Which Business Processes You Need to Think About 242Analyzing Business Processes 252Example Business Process Analysis 256How Much Should Be Changed? 261Best Practices with Business Process Redesign 261Making the Changes 265After the Changes Are Made 266 Chapter 9: Best Practices for Sales 267"Universal" Best Practices 267Define and Document the Sales Model 270Inside Sales 273Sales Representatives 289Field Sales Engineers or Product Specialists 301Sales Management 302 Chapter 10: Best Practices in Marketing 325Marketing Organizations 325Lead Generation and Collection 326Lead Generation Campaigns 334Lead Handling 339Lead Cultivation and Nurturing 351Lead Qualification and Conversion 352Partners 353Customer References 353Public Relations 356Product Management/Product Marketing 357Marketing System Administrator 360Marketing Executives 362 Chapter 11: Best Practices in Customer Support 369Support Organizations and SFDC 369Universal Support Best Practices 371The Customer Order Support Center 374Order Expediting, Distribution, and Shipping 376Technical and Warranty Support 377The Customer Help Desk 381Professional Services 382 Chapter 12: Best Practices in Finance and Legal 385Driving the Investment Decision 385Keeping Expectations Reasonable 388The Path to Project Success 389Accounting and Ongoing Operations 390Mergers, Integrations, and Divestitures 399Fundraising 400Legal 401Human Resources 402 Chapter 13: Best Practices in IT 405Level of IT Engagement 405Skills IT Will Need 408Planning for the Implementation 409Implementation 416Ongoing Usage 421 Appendix A: Tools to Prioritize Requirements 431Prioritizing Project Requirements 431The Delphi Method 432Prioritize via Investment 433Weakest/Strongest Elimination 434Popular Votes 437 Appendix B: Example Requirements Statements 439Example Project Requirements: Smaller Company 439Example Project Requirements: Larger Company 441 Index 447

About the Author

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 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 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.


Praise for (R) Secrets of Success " 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. (R) Secrets of Success is required reading for the modern marketer, sales exec, or customer support professional."-Mark de Visser, CEO of Sonatype " (R) 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 " (R) 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 " (R) 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 You are sure to succeed with your initiative by reading this excellent book. This is the `manual' we were all looking for."-Joshua Meiri, User Group Leader " (R) Secrets of Success combines Agile with, 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 " (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 " (R) Secrets of Success is an invaluable guide for the executive wanting to get the most leverage from 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 " (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

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