SharePoint goverance - The Art of the

Editor's Notes

1. PeopleRoles and responsibilitiesBusiness and technicalCreators and consumersTechnologyLet them know what the governance applies to. Ex: for the intranet, not the public facing site EX: web content only, not these standalone apps.PolicyLet them know what they can’t do.Where should certain activities take place?Where should they go to request change.ProcessCreate new spacesArchive informationAffect changePush info out to a user base.
2. What happens if we don’t have governance?
3. Because governance is RestrictionsI’m in charge and you’re notIn general, about as pleasant as being squashed by a housePeople don’t like being told what to do  quite often ignore the need for governance
4. This is what SharePoint should bePeople working together towards a common goal.Whatever SharePoint isPlatformProductPortalIt should help get us further than if we don’t use it.
5. Now that we have defined who we are, where we are, and what we cannot do, we need to think about providing ways to work in this environment.
6. That’s why we have it, right?Define the roles people play with regard to the system.Important to remember that governance is heavily about definition, and capturing what should be happening.
7. Objective: Communicate that people need a clearer view of their customers.Talking Points:We’ve talked about how salespeople don’t have enough time to sell—and while that’s true, we also need to focus on knowing your customers too. Having more time to sell is great—but when all is said and done, it doesn’t mean much if you don’t know who to sell to. That’s why it’s important to identify your most valuable customer and prospects.Did you know that a full 40 percent—that’s almost half—of sales executives rate sales analytics as one of the top needs of their organization?* That means a lot of companies don’t have a good view of who their customers are. And when you consider that companies that retain 5 percent more customers typically increase profitability by 25 percent or more*, the case for knowing your customers is clear.40% of Sales executives rate Sales Analytics as one of the top needs for their organization (User Survey Analysis: Business Intelligence, Worldwide 2007: Gartner)56% of CSOs indicated they want to improve their ability to farm additional revenue from existing customers (Sales Performance Optimization -2007 Survey Results & Analysis – CSO Insights)The benefits of knowing your customers has a measureable impact on your bottom line: A recent study indicates differences in data quality can amount to a 66 percent shift in revenue from customers (Lager 2009).Ask yourself two questions:Have we identified the most important customer segments?Are we targeting, expanding, and retaining the right accounts?Can we following the information from Lead to Cash?[CLICK BUILD]Here’s what Microsoft offers to help you answer these questions.360 degree customer visibility by roleCustomer analyticsAnalytics for targeted sellingOPTION #1: Stay on this slide & review points below, then transition to Pillar 2 (Optimize Selling Cycles)360 degree customer visibility by roleSingle view of interactions across systems – see all your accounts, cases and interactions in one placeUser defined experience (web, phone, PC) - Contextual delivery based on sales roleCustomer Analytics for Strategic Segmentation Gain insight into customer purchasing behaviorIdentify and group customers more likely to buyCapitalize on new market opportunitiesAlign sales resources based on customer/prospect segmentationPredictive Analytics for Targeted SellingPinpoint high probability deals for closingProactively identify up/cross-sell opportunitiesMaximize revenue potential of current accountsTransition:Once you have identified the right customer and opportunities, do you have the processes in place to handle the leads?OPTION #2 – Proceed to next slide to discuss blue bar text in greater detail.Transition:Let’s go into each of these in detail:*User Survey Analysis: Business Intelligence, Worldwide 2007: GartnerThompson, Ed, and Nelson, Scott D., “How to develop a CRM Strategy,” (Gartner Research, December 27, 2004). *Reichheld, Frederick, “The Loyalty Effect,” (Harvard Business School Press, 2001).Additional Sales Role Points:Sales ExecutiveShift sales resources to impact growthSegmenting customers to drive growthIdentify and capitalize on market changes and trendsSenior Sales ManagerSeamlessly track all interactions, communications, purchases and inquiriesGain full visibility into customer information and purchase historySegment and target high-value customersProactively pinpoint and tailor up-sell/cross-sell opportunitiesSales OperationsDeploy systems that integrate data across multiple systems to provide full view of customer informationEnsure adoption of CRM tools that enable the collection of quality customer information.Improve cross-sell/up-sell rates via timely and relevant customer dataKeep your pulse on customer satisfaction with full visibility into interactions across all departmentsAutomatically track key renewal and contracts dates and take proactive measures while you can still effect change
8. You are not giving your presentation to have another meeting. You are there to convey meaning.