IBM+我的差距：通過在整個企業(yè)范圍內(nèi)集成Salesforce+Cloud獲取更多價值

IBMInstituteforBusinessValue|ResearchInsights

Minethegaps

Extractingmorevaluebyintegrating

SalesforceCloudsacrosstheenterprise

HowIBM

canhelp

IBMhasalonghistorybothasacustomerofSalesforce

andasaproviderofsupportservicestoSalesforce

customers.Leveragingourextensiveteamsof

Salesforceconsultantsacrossindustriesandaround

theglobe,ourcustomersworktooptimizetheir

Salesforceinvestments.SalesforceConsultingServices

fromIBMhelpsclientstransformtheirbusinessesby

combiningthepowerofSalesforcewiththeright

strategy,design,integration,andtechnologytocreate

intelligentexperiences,driveinnovationatscale,and

capturegrowthopportunities.Wehelpclientsunlock

thenextwaveofvaluefromSalesforceandmaketheir

businessessmarter.Formoreinformation,pleasevisit

/consulting/salesforce

1

Organizationsthathave

integratedSalesforceClouds

reaped40%moreaverage

revenueperSalesforcelicensethanthosethathavenot.

Executive

summary

Breakfreefromtacticalsilos

bystrategicallyconnecting

SalesforceClouds.

OrganizationsthathaveintegratedSalesforceCloudsreaped40%moreaveragerevenueperSalesforce

licensethanthosethathavenot.

Createacycloneof

continuousimprovements.

CompaniesthatconnectmultipleSalesforceCloudsreportembeddingSalesforceincontinuousprocessimprovementcycles33xmorethancompaniesthatdonotintegrate.

Doubleyourtransformative

strategiesanddrivedifferentiation.

OrganizationsthatconnectSalesforceCloudsare

planning“broadlyinclusive”or“fullycomprehensive”enterprisetransformationsat2xtherateoftheir

counterpartsoperatinginsilos.

2

Certainorganizationsfindsignificantadditional

valueintheconnectivetissuebetweenSalesforce

Cloudsolutions.

3

TheSalesforceplatform:

Connectionispower

Salesforceisaforcetobereckonedwith.Oftenregardedasthe

number-onecustomerrelationshipmanagement(CRM)organizationintheworld,itsmarketsharewasalmostaquarter(24%)in2021—surpassingthatofitstopfourcompetitors,whichhadjust19%

combined.Morethan150,000customersworldwideusethe

Salesforceplatform.1Perhapsmostimportantly,Salesforce,withitslargeandgrowingarrayofsolutionclouds,iskeepingpacewithevolvingcustomerrequirementsthataddressrapidlychanging

marketdynamics.2

Salesforceisrenownedfortheperformanceofitscloud-basedsoftwaresolutions

forsales,marketing,commerce,analytics,digitalexperiences,industries,and

more.EachnewSalesforcesolutionhasbeenembracedbyamarketthatdemandspositivereturnsoneachpurchasedlicense.Butwehavefoundthatcertain

organizationsfindsignificantadditionalvalueintheconnectivetissuebetweenSalesforcecloudsolutions.

Salesforcecustomerscanlooktonatureforastrongexampleofthepowerof

connectingmultipleindividualSalesforcesolutions.Considerthis:thelargest

organismontheplanetisnotawhaleoranelephant;itisanaspengrove.Anaspengrove,onthefaceofit,appearstocontainmorethan20disparatetrees.Yetin

reality,anaspengroveisoneorganismthathasgrownfromasingleseedandsharesanundergroundrootsystem.3

4

OrganizationscanviewSalesforceinasimilarfashion.EachindividualSalesforceCloudaddsvaluetoits

users,thecompany,andtheecosystem.But

Salesforceapproachespeakpowerwhenthose

individualCloudsareconnected—sharinginsightsthatbothnourishtheindividualandsupportthecollective.

DoSalesforceusersembracethisconcept?Is

connectingSalesforceCloudsstandardpractice?

Howareorganizationsactuallyoptimizingtheir

Salesforceimplementations?Wesurveyedmorethan1,100organizationsacross11countriestofindout.

Twogroupsemergedfromourrespondents—

SalesforceSiloSpecialistsandEnterpriseConnectors.SalesforceSiloSpecialistsaretypicallyexploring

SalesforceplatformexpansionacrosstheenterprisebuthaveimplementedSalesforceinselectfunctionalareasinasiloedmanner.Theycomprisealmosthalf(46%)ofthesurveypopulation.Onaverage,they

use8.9SalesforceClouds,aboutthesameasourEnterpriseConnectors,whouse8.5SalesforceCloudsonaverage.

SalesforceEnterpriseConnectors,at12%of

respondents,isafractionofourlargerpopulation.WhiletheirnumberofSalesforceCloudsisalmostidenticaltoSiloSpecialists,EnterpriseConnectors

haveintegratedSalesforcesolutionsenterprise-wideandbenefitfromthevaluethatcomesalongwithmorenetworkedSalesforcecapabilities.4

ThesmallnumberofEnterpriseConnectorssits

instarkcontrasttotheirlarge-scaleresults.While

SiloSpecialistsachieve$2.6millionrevenueperSalesforcelicense,onaverage,Enterprise

Connectorshaveachieved40%higheraveragerevenueperSalesforcelicense.Inthecurrenteconomicenvironment,organizationswillalsoleverageSalesforcebestpracticesandprocessimprovementtodriveessentialandtimelycostreductions.Finally,EnterpriseConnectorssaytheyareplanning“broadlyinclusive”or“fully

comprehensive”enterprisetransformationsatalmosttwicetherateofSiloSpecialists.

Conversely,SiloSpecialists—thoseusersofmultipleSalesforceCloudsbutconnectorsofnone—couldwellbemissingoutonrevenuegainsandtransformationalopportunities.Wewillexplorethepotentialbenefits

thatresultfromconnectedSalesforceClouds,aswellasconcreteactionsthatwillhelpSiloSpecialists

evolveintoEnterpriseConnectors.(Notethat42%oforganizationsfellbetweenourtwoidentifiedgroups,displayingcharacteristicsofeachtovariousdegrees.See“Researchmethodology”sectiononpage23.)

Perspective

Twogroupsemergedfromourresearch

SalesforceSiloSpecialists

–46%ofthesurveypopulation

–TypicallyexploringSalesforceplatformexpansionacrosstheenterprise

–HaveimplementedSalesforceinselectfunctionalareasinasiloedmanner

–Onaverageuse8.9SalesforceClouds.

SalesforceEnterpriseConnectors

–12%ofrespondents

–HaveintegratedSalesforcesolutionsenterprise-wide

–BenefitfromthevaluethatcomesalongwithmorenetworkedSalesforcecapabilities

–Onaverageuse8.5SalesforceClouds.

5

SiloSpecialists—thoseusersofmultipleSalesforce

Cloudsbutconnectorsofnone—couldwellbemissingout

onrevenuegainsandtransformationalopportunities.

6

Configurableworkflowsandplatformintegrationhelpgrowrevenue

Let’sclarifyakeypoint:integratingSalesforceCloudsisnotcustomizing

SalesforceClouds.Salesforcehasinvestedconsiderabletimeandresources

initsconfigurableworkflows,intelligence,andautomation,craftingwidelyused“bestpractices”foritsbroadclientbase.5Totheextentpossible,theSalesforceplatformisintendedtobeusedasdesigned,withover-customizationresultinginunplannedandexpensiveobsolescence.6ButtheintegrationofSalesforce

Cloudsisanothermatterentirely(seePerspective,“Acriticaldifference”on

page7)—onethatintensifiesboththepowerandvalueofSalesforceinvestmentswhileoptimizingSalesforceplatformdesign.

Here’sanexample:oneglobalmedicaldevicecompanystruggledtoinfluencesalesinacriticalproductcategory.ThecompanywrestledwithdisjointeddatafrommultipleSalesforceClouds,makingitchallengingtocullhigh-value

customersfromavastarrayofdoctors’officesandhospitals.ThescattereddataalsohamperedtheaccuracyofROIestimates.

ThiscompanyhasintegratedbothadditionalenterpriseinformationsourcesandSalesforceClouddataintoSalesforceCRM.Thestrategyhashelpeditidentify

customerneedsinitstargetsegment,increasemarketingefficiency,supportintegratedROItracking,andunifydataacrossclouds.7

Let’sclarifyakeypoint:integratingSalesforceCloudsisnotcustomizingSalesforceClouds.

7

Perspective

Acriticaldifference—

integratingSalesforce

Cloudsversusintegrating

externaldatainto

SalesforceClouds

It’sconventionalwisdom:integrationiscriticaltoSalesforcesuccess.Salesforceexpertshavelongwarnedthatimmaturedataintegrationstrategiesoftenpreventcompaniesfromrealizingadditional

SalesforceCloudvalue.8Formanyorganizations,integratingdata

fromstandaloneenterprisesystems,rangingfromSAPERPto

Outlook,intoSalesforceCloudsisastandardandsuccessfulpractice.

DeployingmultipleSalesforceplatformsinsilosisalsocommon:witnessourSiloSpecialists,46%ofourrespondents.Theyadopt,onaverage,8.9separateSalesforceClouds.

Butanuntappedopportunity—oneadoptedbyalloftheEnterprise

Connectors—istheintegrationbetweenSalesforceCloudsthemselves.Accordingtoourresearch,it’sthisspecificpracticethatgenerates

impressiveresults.

8

Ourresearchreflectsthiscompany’sexperience:

themajorityofEnterpriseConnectorsextractplatforminsightstoforgedeepercustomerbondsand

translatecustomerneedsandinsightsintoaction.Onthefaceofit,rawdataisrawdata.Butthese

Connectorsareempoweredtousethatdatamore

creatively—spottingopportunities,uncovering

insights,andidentifyingunmetneeds(seeFigure1).Andcreativityisnotpassive:whencomparedto

SiloSpecialists,28%moreConnectorsthanSiloSpecialistsanticipateturningthoserevelatory

insightsintoaction.

FIGURE1

EnterpriseConnectors

areempoweredtouse

datamorecreatively

SalesforceEnterpriseConnectors

_____SalesforceSiloSpecialists

60%

39%

)

54%morelikelytoapplyAIto

generateinsights

39%morelikelytorevealnew

opportunities

59%

46%

28%morelikelytoidentifyunmetcustomerneeds

9

Andconsiderthis:EnterpriseConnectorsrealize40%morerevenueperSalesforcelicense(seeFigure2).

Fromatop-lineperspective,it’sourmostcompellingfinding.Inanefforttoestablishavirtuouscycle,this

enhancedreturnonSalesforceinvestmentscanbe

directedtowardothertransformationalefforts,whichpotentiallyincreasesrevenueoverall.

FIGURE2

EnterpriseConnectorsrealize40%higheraveragerevenueperSalesforcelicense

~$3.6M

~$2.6M

SalesforceEnterpriseConnectors

SalesforceSilo

Specialists

10

49%moreEnterpriseConnectorsthanSiloSpecialists

saytheyplanonaccessingSalesforcedatainrealtime.

11

Operationalintegrationhelpsreducecostsbyoptimizing

operationalimprovementsandprocessefficiencies

Yes,SalesforceisaCRMtool.ButintegratingSalesforceCloudsextendsthe

Salesforceinfluence,creatingawide-rangingoperationalimpactthattranscendsCRM.Integrationcreatesatransformationalfoundation,onethatidentifiesand

optimizesoperationalimprovementsacrosstheenterprise.

49%moreEnterpriseConnectorsthanSiloSpecialistssaytheyplanonaccessingSalesforcedatainrealtime.Salesforce’snewlyannouncedGeniesolutionhasthepotentialtomakethiseasierandmoreeffectivefororganizationshopingtobring

togetherreal-timedataacrossmultipleSalesforcesolutionareas.Forexample,apersonalizedofferonawebsitecouldchangeinstantlybasedontheopeningofa

marketingemail.9Andaccesstoreal-timedatabearsreal-timeresults:threeoutoffourConnectorsagreethatSalesforceimprovestheproductivityoftheirworkforce(seeFigure3).And,thisresearchwasconductedbeforethereleaseofGenie.

FIGURE3

3outof4EnterpriseConnectorsagree:

Salesforceimprovesworkforceproductivity

12

Ineffect,insightsareexponentiallymorepowerful

whenintegratedandleveragedacrossSalesforce

Clouds.Ourresearchuncoveredastunningbenefittointegration:EnterpriseConnectorssaytheyembed

Salesforceincontinuousprocessimprovement

cycles33xmorethanSiloSpecialists—helpingdrive

athrivingcontinuousimprovementcultureacrosstheirorganizations(seeFigure4).Executivesthatestablish

culturesofcontinuousimprovementcanpotentiallysettheorganizationonacourseforlong-termcost-reductioncyclesovertime,whichmaybeespeciallyimportantinthecurrenteconomicenvironment.

FIGURE4

33%

EnterpriseConnectorssaythey

embedSalesforceincontinuous

processimprovementcycles

33xmorethanSiloSpecialists

1%

SalesforceEnterpriseConnectors

Salesforce

Silo

Specialists

13

57%moreEnterpriseConnectorsagreethattransformationis

importanttopartners

ConnectingSalesforceCloudsalsospawnshealthypartnerecosystems.InrecentIBVresearch,64%ofrespondentssayitisimportantforthemtointegrate

businessecosystempartnersintotheircloud

workloads.10Tobenefitfromthegrowthofglobal

partnernetworksandhowthesenetworksdrive

revenuestreams,organizationsneedtodevelop

relevant,information-sharingrelationshipswith

suppliers,resellers,andserviceproviders.11

ConnectingSalesforceCloudsopensdoorstothose

linkagesbeyondtraditionalorganizationalboundaries.Forexample,aligningSales,Service,Marketing,and

ExperienceCloudscreatesknowledge,connection,andservicestopartners—aswellasdevelops

rewardingbrandexperiences.Organizationsthatprioritizepartnerrelationshipmanagementunlocknewvalueforallparties.12

EnterpriseConnectorsengageonthisbroaderplayingfield:77%agreethatenterprisetransformationis

importanttoecosystempartners,comparedtojust49%ofSiloSpecialists—a57%percentdifference

(seeFigure5).Inanincreasinglyinterwovenworld,

integrationimprovesintra-companyinteractionsandtransformationalexchangesformutualbenefit.

EnterpriseConnectorsalsoenjoythebenefitsof

ongoingcostreductions.Improvingprocess

efficienciesnotonlycreatesthepotentialtoreducelaborandotherdirectcosts,butalsobuildsacultureofcostawarenessinwhichemployeescontinueto

identifyfuturecostreductionopportunities.

FIGURE5

77%

49%

)

SalesforceEnterpriseConnectorsSalesforceSiloSpecialists

14

Casestudy

Connecting

SalesforceClouds

andtransforming

guestinteractionsto

createcompetitive

advantage13

Aglobalhospitalityandleisurecompanysoughttoconnectmultiple

brands,platforms,websites,andback-endsystemstoreduceinternalandexternalpointsoffriction.Itwasabletodeliveramoreunifiedguestexperienceby:

–Connectingmorethan143,000employeesthroughvariousSalesforceClouds

–Increasinguserengagementthroughenterprise-widepromotion,training,andactivationoftargetedemployeecommunities

–ProvidingacomprehensiveviewonguestinteractionsthroughServiceCloud

–DeployingperformancedashboardsandappswithAI-fueledinsights

–Improvingbrandreputationbyincorporatingcustomerrecognitioninallguestinteractionsandconstantawarenessofguestloyaltyacrossinternaldepartmentsandsystems

–Growingrevenueandenhancingcustomersatisfactionbyaggressivelysimplifying,streamlining,anddigitizingenterpriseprocesses.

15

ConnectingSalesforceCloudsopensdoorstothose

linkagesbeyondtraditionalorganizationalboundaries.

16

Enablingtransformation

throughstrategicSalesforceintegration

Bigideasthriveoninformation—inmanycasesmultiplesourcesofdatathat

interact,percolate,andincubate.ConnectedSalesforceCloudsopenthedoorstothosebigideas,accordingtomostEnterpriseConnectors.Fourinfive

EnterpriseConnectors(33%morethanSiloSpecialists)saytheycredit

Salesforcewithincreasingenterpriseinnovationandthreeinfive(37%more)agreethatSalesforcehelpsdiscovernewbusinessmodelsandnewthinking(seeFigure6).

Alongthoselines,andincontrasttoSiloSpecialists,40%moreEnterprise

Connectorssaytheyareplanningtransformationtostrengthentheirbrands,and31%morereportplanningtransformationtoincreasedifferentiation.

Themagichereisstraightforward.TheresultofSalesforcecloudintegrationislikeupdatingprescriptioneyeglasslenses:suddenly,boththeexecutiveviewoftheorganizationandthedetailsofabusinessbecomecrisper,clarified.CouplethatsharperperspectivewithmorerevenueperSalesforcelicense,andmore

efficientprocessestolowercosts,andtheresultispotent:notonlyclarityontransformationalopportunities,butthefinancialmuscletotacklethosegoals.

ConnectedSalesforceCloudsopenthedoorstobigideas,accordingtomostEnterpriseConnectors.

17

FIGURE6

33%moreexecutivesagreethatSalesforcecanincreaseenterpriseinnovation.

80%

60%

37%moreexecutivesagreethatSalesforcecanhelpdiscovernewbusinessmodelsandnewthinking.

63%

46%

_____SalesforceEnterpriseConnectorsSalesforceSiloSpecialists

18

EnterpriseConnectorsplan

comprehensivetransformationatalmosttwicetherate

ofSiloSpecialists

Exploringapathforward

ThatexplainshowEnterpriseConnectorsturntractionintoaction:they’re

planning“broadlyinclusive”or“fullycomprehensive”enterprisetransformationsatalmosttwicetherateoftheirSiloSpecialistcounterparts(seeFigure7).

Overall,connectingSalesforceCloudscreatesandexcavatesknowledgeandcanalsogeneratethefinancialmeansandcapabilitiestotransformthatknowledgeintoaction.Yetonly12%ofoverallrespondents—ourEnterpriseConnectors—

reportintegratingSalesforceClouds.Howcanthischange?Whatstrategiescanyourorganizationundertaketoexplorethislargelyuntappedopportunity?

FIGURE7

93%

49%

_____SalesforceEnterpriseConnectorsSalesforceSiloSpecialists

19

20

Actionguide

Enterpriseresultsaredrivenbycommittedowners.

Attheexecutivelevel,enterprisetransformation

requiresbothvisionandconsistency,whichiswhy

organizationsthatproducethemostlaudableresults

oftenpointtoasingleC-suitechampionwhois

responsiblefordefiningandexecutingtheenterprisetransformation.IntegrationoftheSalesforceCloudsacrosstheenterpriseshouldeitherbecontainedin

thelargerenterprisetransformationorownedbyanexecutivewhohastheseniorityandresourcesto

driveitsexecution.

Approachesforconnectingandintegrating

SalesforceCloudsarelikefingerprints:notwoareexactlyalike.Butwehaveidentifiedconstructive

commonalitiesthatapplyacrossorganizationsandindustries.Aswell,engaginganexternalpartner

thatiswellversedincross-SalesforceCloud

integrationsishighlybeneficial,giventhewealthofexperiencetheybringtothetable.

Initially,considerthefollowingsteps:

Buildacomprehensiveplatformintegrationstrategy

thatdrivestransformationalbenefits—advantages

yourcompetitorsmayalreadyenjoy.

–Definefinancialobjectives,strategicdirection,andreasonabletimelines.Beclearaboutmotivations

andexpectations.

–Designanintegratedprogram.Eachelement—

dataintegration,systemintegration,security

integration,andsoforth—deservesitsown

assessmentanduniqueplan.Andofcourse,theseplansmustbeintegrated.

–Preparetheorganizationtoexecute.Assign

leaders/ownersforeachelementanddefinelinesofauthorityandaccountability.Empowerteamstodevelopplansthataccomplishthismissionof

integratingwithoutbeingoverlyprescriptive.

OptimizeSalesforcetohear—andactupon—

insightfulmessages.

–ApplyAItoextractinsightsfromoverlookedcustomerdata.

–Blendoperationalandcustomerdatatodiscovercomplexbutunseenrelationships.

–Transformdataanalystsintoevangelistsbygivingthemtoolstovisualizeandshareinsights.

21

TransformcustomerexperiencebyempoweringtheSalesforceplatform—andtheteamsthat

useit.

–Encouragethecreativeapplicationofnewcustomerinsights.

–Promoteexperimentationinallaspectsofcustomerinteractionandshareresultstopromotegroup

learning.

–Rewardevenfailedattemptstodelightcustomers,aslongastheyaregroundedinsoundcustomer

insights.

Embraceprocessimprovementstrategicallytoimproveintelligentworkflows—andultimatelydifferentiatethecustomerexperience.

–DissolvetraditionalboundariesbetweenbusinessandITtofacilitateopencommunicationabout

potentialimprovements.

–Encourageleaderstobroadentheirenterprisetransformationobjectives.

–Enableexperimentationbycreatingspaceandtimetodevelopalternativesolutionstoexisting

operationalandcustomer-facingchallenges.

Implementbestpracticesforcoreandnon-coreprocesses.

–Recognizetheriskinprocesscustomization,

especiallyfornon-differentiatingactivities,andseektoperformnon-coreprocessesinproven,standardways.

–Rejectthestatusquoindoingbusinesswheneveramoreefficientalternativeisavailable,especiallywhenitharmonizesinteractionswithecosystempartners.

–ShuncostlySalesforcecustomizationsinfavorofpre-builtSalesforceconfigurationsthattakefulladvantageofoptimizedprocessesandbest

practices.

Pivotfrompointsolutionstocontinuous

transformation.

–Establishreasonableshort-andlong-term

transformationobjectiveswithoutgivingintotemptationstocreatenewprojects,programs,andteams.

–Defineprocessimprovementtargetsforeachdepartment.

–Makesureenterprisetransformationisaboutchangingtheorganizationalculture,notjustthetechnology.

Engage“bestinbreed”ecosystempartnersto

createdifferentiatedservicesforyourcustomers.

–Standardizeinterfaces,dataformats,andmetricswithinandbetweencloudsfromcompeting

platformstosurfacecustomerinnovationalreadyavailableinyourecosystem.

–Focusondevelopingintelligentworkflowsthat

facilitatevaluecreationthroughouttheecosystem.

–Extendintegrationeffortstoincludepartners

asmuchaspossibletofocusyourowninnovationondifferentiation.

22

About

theauthors

SaulJ.Berman,Ph.D.

SaulJ.Berman,Ph.D.,isVicePresidentandSenior

saul.berman@

PartnerforIBMConsultingandistheSalesforceGlobal

/in/saulberman

StrategyandPartnershipLeader.Hewaspreviously

theGlobalLeaderforDigitalBusinessStrategyand

forStrategy&Transformation.Hebuiltaforward-

thinkingworldwideteamofIBMconsultantsfocused

ondeliveringdigitalreinventionandbusinessvalue

throughthecombinationofstrategy,experience,design,

andtechnology.

Dr.BermanistheauthorofnumerousIBVpublications

inmediaandadvertisinganddigitaltransformation,as

wellasthebookNotforFree:RevenueStrategiesfora

NewWorld(HarvardBusinessReviewPress,2011).He

hasbeenafrequentspeakeronthesetopicsformajor

conferenceandcorporateevents.

AlJenkins

AlJenkinsistheManagingPartner,Salesforce

aujenkins@

ConsultingServices,IBMConsulting.Inthisrole,

/in/al-jenkins-537958

Alhasglobalresponsibilityforbusinessstrategy,

performance,gotomarket,clientdelivery,and

partnerships.Duringhis25-yearcareer,Alhas

guidedanumberoftheworld’smostrecognized

brandsthroughtheirdigitaltransformations,enabling

themtooperateattheintersectionoftechnology,

data,change,andexperience—allthewhile,driving

measurableoutcomesforthebusiness.

StevePeterson

steve.peterson@

/in/stevenjohnpeterson

StevePetersonisa20-yearveteranofthetraveland

transportationindustryandalongtimememberof

theIBMInstituteforBusinessValue.Inhismany

rolesatIBM,Stevehelpsclientsponderfuture

opportunities,prepareforongoingchallenges,and

leadthetransformationsthatcanreshapethefuture.

Researchmethodology

TheIBMInstituteforBusinessValue(IBV)

partneredwithOxfordEconomicstoconductan

executivesurveyinQ2andQ3of2022ontheuse

ofdigitalplatforms.Surveyrespondentshailfrom10industriesandrepresentabalancedmixof

functionalareas.22%ofrespondentsareCxOsandallofthemholdtitlesofdirectororhigherintheir

respectiveorganizations.Inadditiontoseniority,respondentsareknowledgeableabouttheir

organization’sfront-officeplatforms.Theinsights

inthisreportcomefromseniorleaderswho

understandboththepossibilitiesandrealities

oftransformation.

Thisreportexploresindetailthedifferences

betweenSalesforceEnterpriseConnectors(12%

ofrespondents)andSalesforceSiloSpecialists(46%).EnterpriseConnectorshaveimplementedSalesforcesolutionsenterprise-widewhereasSiloSpecialists

reportthattheyhavedeployedSalesforcein

functionalsilosandarecurrentlyexploringthe

possibilityofconnectingmultipleSalesforce

solutions.Theremaining42%ofrespondentswereevaluatedonallmeasuresreportedinthisstudy.

However,theirresponsesfellconsistentlybetweentheSalesforceSiloSpecialistsandSalesforce

EnterpriseConnectors,andwedidnotbreakthemoutintotheirowngroup.

OurresearchfoundthatEnterpriseConnectors

showed40%morerevenueperlicensethanSilo

Specialists.OurrespondentsindicatedhowmanySalesforcelicensestheirorganizationsheld,aswellastheirrevenue.Webenchmarkedthesenumbersagainstlargerorganizationstoconfirmthedataonnumbersoflicenseswasdirectionallycorrect.WedividedtheaveragerevenueforeachgroupbytheaveragenumberofSalesforcelicensestoarriveatthisresult.

1,159globalcross-industryrespondents

US213

France132

India122

China121

Canada120

Germany119

Japan113

UK98

Brazil71

Australia/NewZealand50

IndustriesselectedtomirrorSalesforcerevenue

Automotive130

Media126

Publicsector125

Financialservices

121

Transportationandhospitality

116

Retailandconsumergoods

115

Healthcareandlifesciences

110

Manufacturing109

Communications105

Energyandutilities102

Roledistribution

Director52%

Role

distribution

CxO

22%

Vice