Presented with
Oracle Sales Cloud
Improve Forecasting with a Global Deployment
Seshadri Viswanathan
Vice President - Information Technology
Dorf Ketal Chemicals
October 2nd, 2014
Nicholas Vautier
Product Manager
Oracle Sales Cloud
October 2nd, 2014
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Dorf Ketal Chemicals
• Dorf Ketal Chemicals, headquartered in Mumbai, is a global player in process chemicals
and additives for refineries, petrochemicals, fuels, lubricants and oilfield industries with
subsidiary offices in USA, Netherlands, Brazil, China, Bahrain and Singapore.
• Dorf Ketal is the industry’s fastest-growing provider of formulated specialty chemicals to
downstream hydrocarbon markets and the market leader in organometallic catalysts
and cross-linkers serving a broad range of applications and industries.
• The firm’s innovative chemistries are reflected in numerous patents and a corporate
vitality index of more than 35 percent. The company also made a string of acquisitions
globally to further consolidate its position. It is also one of the few companies in India
who have got the RESPONSIBLE CARE® ACCREDITATION
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IT@Dorf Ketal
• However, with Global success came a key challenge - the presence of multiple IT
(Information Technology) platforms internally across the globe. This hindered the
optimisation of company resources.
• Each geography had its own IT solutions for Mailing, ERP and CRM.
• Beginning of 2013, the company launched a global IT consolidation program - from
mailing to ERP to CRM.
• For ERP and CRM, the products were chosen from the Oracle Stable - Oracle EBS and
Oracle Fusion CRM.
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Sales Force@Dorf Ketal
• Dorf Ketal is a global sales and marketing organization focused on retaining existing
accounts and converting competitively held accounts. At the core of this mission is the
ability to share information across all time zones, communicate efficiently and
effectively while minimizing the distractions to sales time. To constantly beat low price
competitors we must be faster, better and smarter. Real time information is critical.
• There are around 100+ sales reps across the globe selling Products/Services offered by
Dorf Ketal.
• The business teams are located globally and often virtually. As such team members
work from remote sites there was a clear need to have a robust, scalable CRM which
will give the sales team the ability to have a virtual headquarter.
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CRM@Dorf Ketal
• Dorf Ketal had realized the need to capture the customer touch points digitally and had
hence invested in CRM across the businesses/geographies. Some were home grown
and the others were from various solutions offered in the market.
• Challenges faced
– Existing CRM systems did not scale and had user adoption issues.
– Ad hoc forecasting which was inaccurate and lacked insight to true sales pipeline.
– Manual sales activity tracking was ineffective in measuring the sales pipeline progress and coach
appropriately.
– Lack of mobile solution for sales reps.
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CRM@Dorf Ketal
• As part of the Global Consolidation exercise the need to have a common scalable CRM
arised.
• The purpose defined for such a CRM was
– To Improve Sales Efficiency and Effectiveness.
– To Maximize Sales Responsibility and Accountability on an Individual Basis
– To Support Our Commitment to “Measure Like You Mean It.”
• Fusion CRM became the ideal choice from an evaluation process done across the CRMs
available in the market.
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Oracle Fusion CRM @ Dorf Ketal
Fast & Easy for Improved User
Adoption
-
Customer Master
Lead Management
Opportunity Management
Forecasting
Oracle
Sales
Cloud
- Customer
- Orders
- Invoices
Purpose
• Streamline sales process for distributed sales force and create unified view to sales pipeline to better
predict quarterly revenue.
• To Improve Sales Efficiency and Effectiveness.
• To Maximize Sales Responsibility and Accountability on an Individual Basis
• To Support Our Commitment to “Measure Like You Mean It.”
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Oracle Fusion CRM @ Dorf Ketal
Process
 Provide enterprise visibility and reporting across all locations and divisions.
 Measure salesforce effectiveness through multiple KPIs including Activities, time to close, forecast
accuracy.
 Quicker response by fields reps to leads by providing access anywhere, anytime.
 Consolidation of leads to assigned accounts.
Payoff
 Improve lead tracking and unified response to customers.
 Increase win rate through better visibility and coaching.
 Enhance transparency from lead source through opportunity close.
 Increase forecast accuracy and reporting against KPIs.
 Improve user adoption and productivity using mobile, tablet and Microsoft Outlook integration.
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Oracle Fusion CRM – Key Differentiators
• Seamless two way Integration with Oracle EBS.
• Intuitive UI.
• Customisable Sales Processes.
• Inbuilt Analytics.
• Mobile Interface.
Last but not the least
• Microsoft Outlook Integration - This feature increases the sales person’s efficiency, Usability and
Adoption.
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Oracle Fusion CRM – Solutions to Challenges
One of the key issues faces by us at remote sites was poor connectivity, which initially
hindered the Sales team to record the Customer Touch Point data in CRM.
With the upgrade to version 7 which gave us a faster UI and Integration to Outlook, the
Sales team now has the flexibility to record the data if the connectivity is available or else,
record it in Microsoft Outlook, and at the next time Outlook goes online, the recorded data
gets synced to the Fusion CRM automatically.
The Outlook integration has also brought in a lot of transparency into the sales process as
any mail associated with the customer could be attached to the account by way of a few
clicks. Any person accessing the Customer account at any point of time also could access
this information which brings everybody onto the same page.
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Presented with
Oracle Sales Cloud
Improve Forecasting with a Global Deployment
Nicholas Vautier
Product Manager
Oracle Sales Cloud
October 2nd, 2014
Forecasts
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Safe Harbor Statement
The following is intended to outline our general product direction. It is intended for
information purposes only, and may not be incorporated into any contract. It is not a
commitment to deliver any material, code, or functionality, and should not be relied upon
in making purchasing decisions. The development, release, and timing of any features or
functionality described for Oracle’s products remains at the sole discretion of Oracle.
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Program Agenda
1
Forecasting Challenges
2
Improving Forecast Accuracy & Consistency
3
Sales Cloud: Forecasting
4
Demonstration
5
Roadmap
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Forecasting Drivers
Nearly all businesses
73%
…need more accurate
revenue forecasting
Accuracy
34%
28%
Insufficient knowledge
of prospects in sales
funnel
Unacceptable variance
in estimating revenue
for investors
Completeness
Consistency
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Forecasting Challenges
57%
1 in 2
Companies list insufficient
data as a barrier to a
complete forecasting
42%
Companies identify with
these impediments to
consistency:
Time taken to generate the sales forecast:
•Inconsistent execution
•Scattered information
48%
Companies list
overconfidence as a barrier
to an accurate forecasting
25%
< 1 week
1-2 weeks
27%
•Limited visibility
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3+ weeks
How…
Can I be confident with insufficient data?
• What if the sales situation changes?
• Can I get it approved?
• How quickly will it book?
• What about revenue recognition?
Less than half of forecasted sales opportunities actually result in a sales win (CBO Insights)
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Improving Forecast Accuracy
• Ensure pipeline is complete and consistent
– All deals for all reps located in a single source
– Formal definition of sales stage and likelihood to close
– Formal process to ensure the deals are entered, assessed, reviewed and updated
regularly
• Allow management to adjust for accuracy
– Adjust based on individual accuracy, conversion rates etc…
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Forecasting Consistently
• To improve forecast consistency, forecast more frequently
“Best in Class” forecast every 18.5 days vs every 41.7 days for “Laggards”
Aberdeen Group
Average Sales Cycle
13%
Forecast Frequency
14%
< 1 Month
1 - 3 Months
13%
25%
27%
4-6 Months
33%
27%
Weekly
7-9 Months
Monthly
> 9 Months
Quarterly
48%
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Problems with Existing Solutions
Spreadsheets
Reporting
Other
• Hours spent not selling
• Inability for managers to
adjust for accuracy
• Limited mobile access
• Lack of accountability
• Limited analytics
• Scattered information
• Inconsistent execution
• Limited extensibility
• Data inaccuracies
• Limited accountability
• Deals easily slip in/out
• No schedule
• Difficult to see trends
• Difficult to determine
individual accuracy
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It is 2014…
I thought we would have flying cars by now.
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Oracle Sales Cloud
Sales Reps are held accountable to
a forecast based off their
opportunities.
Forecasts
Sales managers commit to a
forecast which is based off their
reps opportunities. They can adjust
deals for accuracy.
Sales VPs adjust the forecast for
accuracy and consistency either at
the deal level or at a total forecast
level.
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Oracle Sales Cloud
Forecasts
• Define a forecast schedule to ensure consistent execution
• Narrow the forecast window to generate the forecast quickly
Jan
Start
Forecast
End
Forecast
Feb
Start
Forecast
End
Forecast
Q1 & Q2
Mar
Start
Forecast
End
Forecast
Apr
Start
Forecast
May
End
Forecast
Q2 & Q3
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22
Oracle Sales Cloud
Forecasts
• Accountability
• View a trend of the forecast over time
• View changes since the last forecast
• View a specific forecast from the past
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23
Oracle Sales Cloud
Forecast from Mobile
Forecast from Desktop
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Forecasting Release 9
Sales Managers
Forecast from Simple UI
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What do your users want?
47% of Sales Reps want to compare actuals to quota
42% of Sales Managers want to more easily identify
changes to the pipeline and forecast
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Demonstration
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Oracle Sales Cloud
Forecasts
Extend the application
Best Case/ Upside
Weighted Forecast
Revenue
Bookings
Margin
Other
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Oracle Sales Cloud
Custom definition of likelihood to close
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Oracle Sales Cloud
Custom Attributes
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Oracle Sales Cloud
Custom Attributes
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Oracle Sales Cloud
Matrix Rollups
Global
NAS
NAS Overlay
EMEA
EMEA Overlay
APAC
APAC Overlay
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Latin America
Latin America Overlay
Sales Cloud: Roadmap: Simple UI
Forecasts
Release 10
Release 11
Future
• Product roll-ups and
adjustments
• List management
• Unit Forecasting
• Delegation
• Detailed view of past
forecasts
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