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1、Managing the Sales PipelineAgilent Restricted,October,2006,Page 1,Agilent TechnologiesOracle World 2006,Managing the Sales Pipeline in Real Time Electronic Measurement Group/Enterprise Programs OfficeAndy RobertsonBusiness Infrastructure ManagerOctober 25,2006,Managing the Sales PipelineAgilent Rest
2、ricted,October 2006,Page 2,Agilent Technologies,On Nov.1,1999,Agilent started operating as an independent company(spun out of Hewlett-Packard)Agilent Technologies is the worlds premier measurement company providing core analytical and electrical instruments to the life sciences,chemical analysis,com
3、munications,and electronics industries.The Company has two primary businesses:Electronic Measurement and Bio-Analytical Measurement.The Company currently has approximately 20,000 employees and serves customers in more than 110 countries.Agilent had revenue of$5.1B in fiscal year 2005.,Managing the S
4、ales PipelineAgilent Restricted,October 2006,Page 3,Communications/Electronics,Market Trends,Increased demand for high-bandwidth applications and servicesPressure to reduce cost and time to marketConvergence of technologies and functionalityIncreased system and device integration and miniaturization
5、Increased demand for mobile communicationsGrowing demand from communication service providers to efficiently and effectively manage the customer experience,Assurance Solutions Division(ASD),Managing the Sales PipelineAgilent Restricted,October 2006,Page 4,ASD Process/Infrastructure RoadmapIntroducti
6、on,Key ASD Infrastructure Objective:Manage the information systems portfolio and architecture to support the business model and key business/process improvement objectives of ASD within affordable financial constraintsKey challenges:ASD has a unique business model(software/services/support base)with
7、in the Agilent company frameworkAgilent enterprise level solutions did not support the ASD business model especially in customer facing areasAgilent level IT investment in 2006 was focused on company restructuring and on enterprise level support cost reduction ASD had very limited funds to spend on
8、developing the IT infrastructure to support the business model needs,Managing the Sales PipelineAgilent Restricted,October 2006,Page 5,Funnel/Forecast Tool for Agilents ASD BusinessProject Charter,Objective:Deploy a state-of-the-art CRM tool that provides ubiquitous access to real-time Funnel dataMa
9、rketing and Service/Support out of scopeTriggers:Multiple sales funnels existed(Product Division,Field,Business Dev etc)No drill-down detail available at WW level(just the regional numbers)Disparate categorization of the data(Sales stages,Product Lines,etc)No capability for analysis(to support more
10、detailed ROI,Planning,etc)Desire for a single leveraged Account/Contact databaseDesire for end-to-end understanding of Customer Engagement LifecycleFollow Deals from First Contact through Delivery&Support hand-off,Managing the Sales PipelineAgilent Restricted,October 2006,Page 6,Funnel/Forecast Tool
11、 for Agilents ASD Business Why Siebel CRM On Demand?,Requirement:Solution available now from low risk vendorRequirement:An affordable,low investment and quick/easy to deploy solution which can be extended in the future as requiredRequirement:A fully functional and flexible CRM solution which can be
12、configured to meet our selling model/process needsRequirement:Easy to use from a data entry perspective and flexible/powerful from a reporting/analytical perspective Requirement:A solution which can implemented with minimal involvement and engagement from Agilent IT(otherwise engaged)Requirement:A s
13、olution which conforms with Agilent level IT architecture and security guidelines for CRM applicationsRequirement:A solution which would leverage Agilent level IT strategy and take advantage of any existing supplier relationship,Managing the Sales PipelineAgilent Restricted,October 2006,Page 7,Funne
14、l/Forecast Tool for Agilents ASD Business Regional Involvement/Engagement,SponsorshipSales Force VP Executive SponsorAndy Robertson ASD Infrastructure MgrCore TeamGreg Ward CRM Operations,Project ManagerDistrict Sales Mgr Regional Champion USMajor Account Mgr Regional Champion USAccount Mgr Regional
15、 Champion LARDistrict Sales Mgr Regional Champion Europe Senior Account Mgr Regional Champion AsiaSales Admin Agilent Siebel AdminSales Admin II Backup Siebel AdminIT Engagement Agilent IT Project ManagerErin Wiesley Siebel Project ManagerAccount Mgr TesterAccount Mgr Tester,Regional Champion RolePa
16、rticipate in Design of tool ensuring look and feel meets Agilent End-User requirementsAct as an Advocate for their Regional NeedsEstablish conceptual use model in terms of Deal ManagementChampion the tool in-region and address any local concerns Aid in-region roll-out,Managing the Sales PipelineAgil
17、ent Restricted,October 2006,Page 8,Siebel CRM On Demand Components/Features,ASD uses Sales and Analysis ModulesIntegrated Lead,Funnel,Forecast,and Account ManagementActivity and Calendar ManagementEmbedded AnalyticsOutlook Sync and E-Mail IntegrationMobile ClientMS Excel and Word IntegrationEmbedded
18、 Best PracticesConfigurable to Agilent specifications,Managing the Sales PipelineAgilent Restricted,October 2006,Page 9,Siebel CRM On Demand Phased Approach,Phase 1:December 2005Funnel&Forecast tracking and roll upReporting/AnalyticsLimit to 130 Licenses(Systems Sales,Support Sales,Business Dev,Serv
19、ice&Support Mgt,Finance)Tune(Reports,Lay-out,etc)Phase 2:Next Phase pendingDeploy to rest of Field(Service&Support Orgs)Expand Team Selling Capability(all contribute to progression of deal)Strategic Deal Planning(Involvement of Delivery Teams)Further Tuning(Reports,Lay-out,etc),Managing the Sales Pi
20、pelineAgilent Restricted,October 2006,Page 10,Role,Tool:,Processes:,Siebel CRM On Demand Linking Processes and Roles,Siebel CRM On Demand,Account Managers,Sales Managers,Division Bus.Dev.,Pro Svcs/Support,Funnel/ForecastOppty/Account MgmtTeam Communication,Deal DetailsAutomated Roll-upReporting,“One
21、 Funnel”Deal DetailsReporting,FUTURE:Team SellingEngagement Lifecycle,Managing the Sales PipelineAgilent Restricted,October 2006,Page 11,Siebel CRM On Demand Key Process Outputs/Enablers by Role,Account Manager:Centralized,Current database of Contacts&Deals by AccountAccurate Data on Deals facilitat
22、ing Management Analysis&Division PlanningData Supporting Monthly ForecastSales Manager:Analysis of TerritoryReal-Time Response to Sales Needs An Adjusted Forecast,Committed and rolled-up on time.,Business Development:Analysis of Global MarketBest Deployment of ResourcesMarketing PlansSiebel Admin:Pr
23、oper visibility by UserTool Designed to meet WorkflowSuperb Reports,Managing the Sales PipelineAgilent Restricted,October 2006,Page 12,Siebel CRM On Demand Pipeline/Funnel Analysis,Managing the Sales PipelineAgilent Restricted,October 2006,Page 13,Sales Manager Ongoing:Area Reviews,Select“Reports”Ta
24、b,Drill Down by:ApplicationBusiness TeamCategoryAccount-Account Manager,Click on Desired Report Name,As DesiredModify Report:Using“Open Analysis”Sending request to Siebel Admin,Managing the Sales PipelineAgilent Restricted,October 2006,Page 14,Business/Sales DevelopmentOngoing:Business Planning,Sele
25、ct“Reports”Tab,Drill Down by:ApplicationBusiness TeamCategoryAccount-Account Manager,Click on Desired Report Name,As DesiredModify Report:Using“Open Analysis”Sending request to Siebel Admin,Managing the Sales PipelineAgilent Restricted,October 2006,Page 15,Deploying Siebel CRM On Demand at AgilentDi
26、rect Benefits Realized,Pre OnDemandManual funnel/forecast Excel based a lot of effortData is approx 1 week out of date by time it is published at WW levelNo consolidated Customer information databaseNo standardized WW sales model/process for the ASD sales forceNo information tracked on sales convers
27、ion/velocity/timelinesNo automated link to order performance feedback,Post OnDemandAutomated online entry of data removal of admin overheadData is approx 1 day old when published at WW levelConsolidated WW Customer information databaseOne standard WW sales model/process for the ASD sales forceReport
28、s available on sales conversion/velocity/timelinesAutomated link to our order performance database,Managing the Sales PipelineAgilent Restricted,October 2006,Page 16,Deploying Siebel CRM On Demand at AgilentKey Lessons Learned,Need to be very clear on scope and objectives.Be willing to keep it simpl
29、e for initial deployment integration can be valuable but it is also expensiveStrong senior management sponsorship and empowered project management is key to moving quickly through the deployment processRegional engagement and involvement in global configuration decision making pays back with interes
30、t in later phases(especially in user adoption)Deployment project management services from Siebel were very valuable in helping Agilent make decisions and in keeping Agilent true to objectives and timelineAppointing a strong systems administrator early in the project lifecycle can be very valuable in
31、 ensuring ongoing user engagement and conformanceOn Demand can provide a valuable learning experience and stepping stone for longer term strategic decisionsIt is possible to successfully deploy on tap applications with minimal investment in internal IT and conform with enterprise level architecture and security guidelines,Managing the Sales PipelineAgilent Restricted,October 2006,Page 17,Questions?,
