The migration of the corporate world’s centre of gravity from ERP and transaction management towards CRM and customer experience management was evident at Salesforce.com’s 13th annual Dreamforce jamboree in San Francisco last week.

The carnival that eats San Francisco for a week, produced yet another impressive set of numbers:

  • 170,000 registered delegates (one fifth of the host city’s population)
  • 2600 speakers
  • 1600 sessions
  • 400 exhibitors
  • 10 million online viewers

With program sessions devoted to “wellness” and “inspirational leadership”, Dreamforce can be described as “the Burning Man festival but with everyone wearing clothes and talking all day about cloud computing”.

The core message was that companies must be committed to capturing, connecting and acting on customer data across the engagement spectrum with a dynamic, agile customer management platform.

SFDC is now the fourth largest software company in the world, after Microsoft, Oracle and SAP and is on track to become the first Software-as-a-Service subscription company to hit $US 10b in revenue.

None of the annual customer conferences organised by SFDC’s currently larger rivals _ Oracle’s OpenWorld, SAP’s SAPPHIRE Now, or Microsoft’s Convergence events _  go close to matching Dreamforce’s numbers. Customer management or what founder Mark Benioff describes as “customer success” is generating all the momentum and energy:

Put CRM at the centre of your business technology infrastructure V2

If your CRM _ meaning analytics, sales automation, marketing,  service, collaboration and mobility _ is not pivotal to your company, then you have a major structural deficiency.

This old-school configuration, with CRM disconnected, does not work:How do you deliver on customer experience V2

A strategic marketing executive with extensive experience delivering business results for Ansell Healthcare, Mercedes-Benz, consultancies and organisations in Australia, Asia and Europe. Leading-edge skills built around the fundamental principle that, in an era of rapid product and service commoditization, the customer experience matters and is a key driver of competitive advantage. Fully cognizant of the need to synchronize processes, business technology and people to ensure that brand promises are mirrored by reinforcing brand actions. Thrives in “can do”, values-driven organisations which are committed to consumer-focused innovation and making a difference by thinking strategically but acting pragmatically. An accomplished, collaborative business leader and communicator with excellent interpersonal and public speaking capabilities. Key strengths: • Building influence across the business • Harnessing emerging customer trends • Thriving on market and technology change • Differentiating the brand experience • Optimizing the marketing and media mix • Creating and nurturing high-performance teams and relationships Specialties Assets and transferable skills include leadership, strategy development, project management, technology utilization, business process improvement, performance metrics and public speaking. Email: mitchell_mackey@hotmail.com

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