Adopts Sales Force To Boost Sales

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Project – Tulip IT – Adopts Salesforce.com to Boost Sales
Project Synopsis
Tulip IT Services Ltd. – Adopts Salesforce to

Boost Sales
Project Synopsis checklist
Title of Project……………………………….……………………………………………………Page 5
Statement about Problem…………………………………………..…………………………Page 9
Objectives and Scope of Study………………………………………….………………….Page 11
Methodology……………………………………………………………….….………………….Page 15
Chaperisation scheme………………………………………………….…………….……….Page 21
Performa for Synopsis of Project …….……………………………….………………….Page 24
Guides Resume …………………………………………………………….…………………..Page 25
(This Project Synopsis is submitted in partial fulfillment of the requirement of Master
of Business Administration, Institute Of Management Technology Centre Distance
Learning, Ghaziabad)
Table of Contents
1. Title of the Project .......................................................................................5

2. Introductions ...............................................................................................5
2.1. Tulip IT: Corporate Profile ............................................................................5
2.2. Compro Technologies Pvt. Ltd. – Implementation for Salesforce.com ..............5
2.3. What is a CRM? ...........................................................................................6
2.3.1. CRM: The Challenge .....................................................................................6
2.3.2. Is this CRM a best fit for Tulip IT?.................................................................7
2.3.3. The Power of an Idea—Not the Power of Software.........................................7
3. Statement About the Problem .......................................................................9
4. Objectives and Scope of the Proposed Study ...............................................11
4.1. Objective of Proposed Study .......................................................................11
4.1.1. “Why CRM – On-Demand” .......................................................................... 11
4.1.2. “Why should Tulip IT use Salesforce.com”. .................................................. 11
4.1.2.1. To help Foster innovation and top-line growth. ............................................12
4.1.2.2. Improving the customer experience. ...........................................................12
4.1.2.3. To Re-Engineer customer-facing business processes. ...................................12
4.1.2.4. Boost productivity of customer-facing workers. ............................................12
4.1.2.5. Key benefits that we see for Tulip ............................................................... 12
4.1.3. CRM and SaaS ...........................................................................................13
4.2. Scope of the Proposed Study ......................................................................14
4.2.1. Understanding Salesforce.com Terminology................................................. 14
4.2.2. Understanding Salesforce.com Sales process ...............................................14
4.2.3. Mapping Salesforce.com process with Tulips Sales process. .......................... 14
4.2.4. Business Process Review Session ................................................................ 14

4.2.5. Tab by Tab understanding of the custom fields/ custom codes required ........14
4.2.6. Organizational Hierarchy followed at Tulip ................................................... 14
4.2.7. The Implementation process.......................................................................14
4.2.8. Designing a Solution Design Document .......................................................14
4.2.9. Releasing the application ............................................................................ 14
4.2.10. Training the End Users and Administrators .................................................. 14
5. Methodology..............................................................................................15
5.1. Salesforce Terminology ..............................................................................15
5.1.1. Leads ........................................................................................................15
5.1.1.1. Lead Capture .............................................................................................15
5.1.1.1.1. Auto Response...................................................................................15
5.1.1.1.2. Assignment........................................................................................ 15
5.1.1.1.3. Scoring..............................................................................................15
5.1.1.1.4. De-Duplication ...................................................................................15
5.1.1.1.5. Follow up ..........................................................................................15
5.1.1.1.6. Email Templates ................................................................................15
5.1.1.1.7. Lead Management .............................................................................15
5.1.1.2. Lead Qualification ...................................................................................... 15
5.1.1.3. Converting Leads ....................................................................................... 15
5.1.1.4. Developing and Archived Leads...................................................................16
5.1.2. Accounts ................................................................................................... 16
5.1.3. Contacts .................................................................................................... 16
5.1.3.1. Contact Role ..............................................................................................16
5.1.4. Opportunities .............................................................................................16
5.1.5. Contracts................................................................................................... 16
5.1.6. Assets .......................................................................................................16
5.1.7. Products .................................................................................................... 16
5.1.7.1. Product Family ...........................................................................................17
5.1.7.2. Price Book ................................................................................................. 17
5.1.8. Forecasting................................................................................................17
5.1.8.1. Forecast Category ...................................................................................... 17
5.1.9. Cases ........................................................................................................17
5.1.10. Solutions ................................................................................................... 17
5.2. Salesforce.com Process Map .......................................................................17
5.3. Mapping Salesforce.com Sales Process with Tulips Sales Process. .................18
5.4. BPR Session...............................................................................................18
5.5. Organizational Hierarchy followed at Tulip ................................................... 18

5.6. The Implementation process.......................................................................19
5.7. Designing the Solution Design Document .................................................... 19
5.8. Releasing the application ............................................................................ 19
5.9. Training the End Users and Administrators .................................................. 19
6. Questionnaire ............................................................................................20
7. Chapterisation Scheme ...............................................................................21
7.1. CRM Introduction ....................................................................................... 21
7.1.1. Short note on CRM’s...................................................................................21
7.1.2. What is CRM? ............................................................................................21
7.1.3. Why On-Demand?...................................................................................... 21
7.1.4. CRM Comparison sheet...............................................................................21
7.2. Tulip IT expectations from a CRM ............................................................... 21
7.2.1. Sales and Marketing Automation .................................................................22
7.2.2. Account Management.................................................................................22
7.2.3. Opportunity Management ........................................................................... 22
7.2.4. Forecasting................................................................................................22
7.2.5. Contract Management ................................................................................22
7.2.6. Support Automation ...................................................................................22
7.2.7. Customer Support ...................................................................................... 22
7.2.8. Case Management ..................................................................................... 22
7.2.9. Solution Management.................................................................................22
7.3. CRM Enhancements ...................................................................................22
7.4. CRM Roll-out Guide ....................................................................................22
7.4.1. Introduction to the Roll-Out Guide .............................................................. 23
7.4.2. Verifying your company information ............................................................23
7.4.3. Defining Organizational Hierarchy ............................................................... 23
7.4.4. Enter user information................................................................................23
7.4.5. Define organizational wide information sharing model ..................................23
7.4.6. Adding fields as per needs .......................................................................... 23
7.4.7. Designing email templates .......................................................................... 23
7.4.8. Importing company data ............................................................................ 23
7.4.9. End User and Administrator Training ...........................................................23
7.5. Conclusion ................................................................................................. 23
8. Proforma for Synopsis of Project Work ........................................................24
9. Guides Resume ..........................................................................................25
1. Title of the Project
“Tulip IT Services Ltd. – Adopts Salesforce to Boost Sales”
2. Introductions
This is an additional section added to this synopsis. Please note that I have added this
section going beyond the guidelines mentioned as I had to convey the following
points:
 The Company which was chosen to implement the solution

 The Company which implemented the solution
 The Solution that was implemented
This section has been added so as to provide a clear understanding of the solution
which I am trying to highlight.
2.1. Tulip IT: Corporate Profile

Tulip IT Services Ltd is a data telecom service and IT solutions provider that offers
innovative IP based infrastructural solutions to its customers. Tulip is India’s largest
MPLS VPN player and has been the front-runner in provisioning and managing multi
location wide area networks for various industry verticals.
Tulip is a public limited company and is listed on the Bombay Stock Exchange and
National Stock Exchange in India. The company has displayed robust growth since its
inception and its IPO has been ranked as one of the top four IPO's in India, since
2005, by CNBC. With revenues in excess of Rs 840 Crores (USD 210 Million) in the
financial year ending 31st March, 2007 and a market capitalization in excess of Rs.
2500 Crores (USD 610 Million as on 30th September 2007), Tulip is one of the largest
corporate in its domain.
Tulip has been ranked 79 amongst Business World's India's best performing mid-sized
companies in a report titled “Tomorrow's Giants”. The company is also ranked as
India's fourth largest network integrator by Voice & Data Magazine in their
Networking Masters Issue.
Tulip provides network integration (NI), corporate data connectivity (MPLS VPNs and
Internet) within and outside India, infrastructure management services and IT
consulting services to enterprises.
Being the largest MPLS VPN Service Provider in India, Tulip has innovatively deployed
a countrywide network using wireless on the last mile and has successfully bridged
the large digital divide that existed in rural connectivity in India. Tulip has further
strengthened its leadership position by offering end-to-end fiber connectivity to all
large metros of India.
The company also specializes in providing eGovernance infrastructure and has worked
on numerous projects for the Government of India's National eGovernance Plan.
Tulip, today, is the only service provider in its domain that provides customers with
end-to-end connectivity services include network integration, bandwidth as well as
managed services. This unique combination of services is what distinguishes Tulip
from its competitors.
2.2. Compro Technologies Pvt. Ltd. – Implementation for Salesforce.com

Compro's business strategy is focused on developing customized solutions for product
companies around the world. Our solutions are used directly in the areas of product
marketing, engineering, customer support and training. They also serve as the
foundation for broader strategic initiatives in e-business and organizational
development.
We build long term client relationships with close interaction at every level of
management to implement solutions that are customized to meet our client’s needs.
We use our experience and expertise to analyze the client's objectives and business
goals, then choose the correct methodology and an appropriate mix of technologies.
Compro's specialized team of engineers, software developers, technical content
specialists and graphic designers is based in New Delhi, India. Marketing and
customer support offices are located in the United States and the United Kingdom.
2.3. What is a CRM?
The simplest, broadest definition can be found in the name: CRM is a comprehensive
way to manage the relationship with your customers — including potential customers
— for long-lasting and mutual benefit. More specifically, modern CRM systems enable
you to capture information surrounding customer interactions and integrate it with
every customer-related function and data point.
The resulting information mosaic is then used to create and automate a variety of
processes that identify, and describe, valuable customers. Most important, these
processes help you personalize new and ongoing interactions to cost-effectively
acquire, stay close to, and retain these "good" customers.
The Questions that my Organization namely I face daily:
 Put another way, there are good customers and not-so-good

customers. Can you tell them apart?
 What will it take to keep the good ones good (or make them better)
— and how can you get more of them?
 Can you improve the not-so-good ones — and is it worth the effort?
 What can you do ensure 100 % customer satisfaction?
 How’s my company performing?
 Provide me all customer details in a minute on the board?
 How are my employees performing?
 What are your targets and how much money is each and every
employee generating?
 How much would be the companies’ income in the next financial

quarter?
 Why should the customer wait for a resolution for his problems?
Now if I apply these principles automatically, to my entire customer base and
prospect pool, as your business and the market evolve over time. That is CRM.
2.3.1. CRM: The Challenge
Good CRM isn't easy and the same applies to explaining the reason of me
choosing this as a project.
Changing a culture and entrenched ways of business takes top-to-bottom

determination. Existing processes must be scrutinized; even sound processes may
need to be overhauled to accommodate new CRM information.
Although software applications are used to gather and disseminate customer

information to all involved, make no mistake — CRM is more than technology. It's a
complete back-to-front company operation involving the executives that must support
it, the people that will implement it, and the technology that will make it work.
2.3.2. Is this CRM a best fit for Tulip IT?
CRM can mean increased customer loyalty and profitability. But that path involves
top-to-bottom buy-in; analysis and redesign of existing processes to accommodate
reams of new information; and implementation of whatever new technology is
required. Depending on the size of the company, this process can take a few weeks to
a year or more, and involve simple Web-based programs to multi-million dollar
installations.
2.3.3. The Power of an Idea—Not the Power of Software
The CRM I chose - Salesforce.com is the worldwide leader in on-demand customer

relationship management (CRM) services. More companies trust their vital customer
and sales data to salesforce.com than any other on-demand CRM company in the
world.
Why? Perhaps it's because they deliver integrated, completely customizable enterprise
applications for companies of all sizes. Or maybe it's because Salesforce is so easy to
learn and use, and thanks to the power of the on-demand Force.com platform, it can
be up and running in weeks or days—not the months or years required by traditional
client/server CRM software. Or it could be the unprecedented speed with which our
customers see real, tangible ROI. Or maybe it's because of our 100-percent
dedication to the success of our customers.
In fact, more than 41,000 companies worldwide depend on Salesforce to manage

their sales, marketing, customer service, and other critical business functions. We are
proud to be contributing to the success of companies of all sizes, in all industries,
around the globe including:
• Corporate Express
• Daiwa Securities
• Expedia Corporate Travel
• Dow Jones Newswires
• SunTrust Banks
• Kaiser Permanente
Salesforce.com was founded in 1999 by former Oracle executive Marc Benioff, who
pioneered the concept of delivering enterprise applications via a simple Web site.
Salesforce.com is constantly building on that legacy by improving and expanding our
award-winning suite of on-demand applications, our Force.com platform for extending
Salesforce, and our one-of-a-kind AppExchange directory of on-demand applications.
Salesforce.com has received considerable recognition in the industry, including:

• Technology of the Year (InfoWorld, 2004, 2005, 2006)
• Editors' Choice Award (PC Magazine, 2002, 2003, 2004)
• Visionary Award (SDForum, 2004)
• Best of the Web (Forbes, 2003)
• CRM Excellence Award (Customer Inter@ction Solutions, 2003, 2004, 2005, 2006)
• Top 100 Innovators Award (BusinessWeek, 2006)
• Innovation Award (AMR Research, 2005)
• CODIE Award for Best CRM (2002, 2003, 2004, 2005, 2006)
The growing list of global business partners dedicated to providing complementary products and
services to salesforce.com customers includes IBM, Microsoft, BEA Systems, Sun, TIBCO,
PricewaterhouseCoopers, Miller Heiman, and dozens more.
3. Statement About the Problem

Tulip IT has been expanding drastically since the past few years and so are their
revenue numbers which are targeted to reach USD 750 billion by June 2008.
As the company was growing, their employee strength was growing; the company
started facing issues in tracking sales. Below is a pictographical analysis of the
challenges that Tulip IT has faced, as discussed with the Leadership team @ Tulip.
Tulip IT Challenges
Tulip IT Impacts
4. Objectives and Scope of the Proposed Study
4.1. Objective of Proposed Study
I have chosen “Systems” as a Major subject in IMT. I work as a CRM consultant with
Compro Technologies Pvt. Ltd and here my role is to
 Understand and Analyse the issues faced by customers and on this case Tulip
 Solution the issues faced by the customer.
 Implement the solution for the customer.
 Train Tulips end users with the solution provided so as to increase adoption
rate
Based on the challenges mentioned in section 3 Compro had chosen Salesforce.com

as a CRM for Tulip IT. This was just not because we are the implementation partner
for Salesforce, but also for the fact that we had the following concepts clearly defined
as proofs to deliver success.
The Chaptersisation Scheme in topic number 7 has been designed keeping the
Objectives in mind and provide a complete analysis of the solution provided to the
objectives highlighted above.
4.1.1. “Why CRM – On-Demand”
Through 2008, customer service capabilities delivered in the SaaS model (or
applications on demand) will be the most prominent in the business-to-business
(B2B), low-volume call/contact center. Software providers that have targeted this
market, within whose definition the midsize enterprise also falls, must have an SaaS
model to compete as visionaries (see "Software as a Service for Contact Center CRM:
Limited but Promising"). For more-complex environments, SaaS is not yet an accepted
standard nor will it be during the next three years. In our evaluations, we point out
when we foresee a potential challenge for a product based on this qualification. By
2013, at least 75% of customer service centers will use a form of SaaS (0.7
Probability). Through 2011, fewer than 10% of organizations will select SaaS for
complex business process support (0.7 probability). Through 2008, SaaS offerings for
the contact center will not serve high-volume and high-complexity processes (0.8
probability). Weigh the benefits of the SaaS model (faster time to deploy and, hence,
time to benefit) against the rationale behind demonstrating a more specific total cost
of ownership (TCO) analysis.
The desktop tools to enhance agent capabilities augment the contact center agent
desktop. These vendors make key contributions to the customer service contact
center space. The complexity of managing the customer's intentions and expectations
in a cross-channel environment is straining the capabilities of core customer service
applications and making the use of these agent-knowledge-augmentation solutions a
critical feature in most contact centers.
What’s behind the growth curve? Findings from our surveys and interviews with
customer-oriented business and IT executives highlight the business needs spurring
continuing investment in CRM solutions. These include:
4.1.2. “Why should Tulip IT use Salesforce.com”.
To understand this we must read what CRM gurus have to say about the solution we
have offered to Tulip.
4.1.2.1. To help Foster innovation and top-line growth.
The survey of CEOs that I did had performed that driving growth and innovation are
critical concerns for chief executives.
Their top four priorities were:
1) Acquiring new customers (53% of those surveyed picked this as top priority);
2) Increasing customer loyalty and retention (49%);
3) Increasing revenue from current customers March 1, 2007 Trends 2007: Customer
Relationship Management by William Band with Sharyn Leaver and Mary Ann Rogan
Trends 2007: Customer Relationship Management 2 March 1, 2007 (49%);
4) Increasing customer service capabilities (39%). Revenue growth is achieved

through attracting new customers, selling more to customers, and retaining these
customers longer. Customer process improvement, supported by advanced business
technologies, is critical to achieving these objectives.
4.1.2.2. Improving the customer experience.
Customer-facing managers are taking a harder look at how new processes and
services affect the end customer experience. In a recent survey of senior executives
at 176 large firms in North America, we found that 60% felt that it was “critical” and
36% felt that it was “very important” to improve the customer experience.3 As
companies add more interfaces to their growing portfolios of products and services,
they are touching customers’ lives more every day — and creating a growing
opportunity to weave those touches into an overarching, branded customer
experience that sets them apart from the competition. CRM initiatives are being
refocused on creating experience-based differentiation: systematically integrating
experience as a feature within the design of products and services.
4.1.2.3. To Re-Engineer customer-facing business processes.
Forrester has long maintained that the successful selection, implementation, and
adoption of technology require a major emphasis on business processes. Customer
demand, market dynamics, and technology are driving CRM functionalities to more
easily integrate with the enterprise resource planning (ERP) and supply chain
management (SCM) functions. The result: better support for end-to-end business
processes, even those originating from customer-facing interactions.
4.1.2.4. Boost productivity of customer-facing workers.
Sales, customer service, and marketing executives want application user interface
(UI) and workflow designs that align with the working practices of day-to-day users.
This desire for more user-friendly applications is driving interest in CRM application
upgrades as vendors make better UIs available in new releases.
4.1.2.5. Key benefits that we see for Tulip

On the plus side, customers with successful CRM systems report higher profits; lower
costs to attract and retain customers; greater customer loyalty; and smoother, more
streamlined workflows. Specific benefits cited include:
 More timely and targeted customer services
 Increased per-customer revenues
 Greater cross-sell and up-sell success
 Trimmed sales cycles
 More-efficient call center operations

 Improved sales forecasting
 Fewer customer problems
 Better-informed marketing decisions
4.1.3. CRM and SaaS

Customer relationship management (CRM) and Software as a Service (SaaS) are now
a core element of enterprise competitive strategy and the same was needed by the
organization that I work for, and we nailed down the to the CRM which is available on
demand.
Organizations of all types are striving to improve their customer experience. Decisions
about new spending on CRM must take into account significant changes in the vendor
landscape. In 2007, important considerations driving customer-facing process
improvement include:
1) Getting more value out of CRM technology
2) Coping with the rise of Social Computing
3) Meeting increased demand for end user mobility
4) Making greater use of business process management-centric solutions
5) Resolving customer data management challenges; and
6) Adapting to global standards and service-oriented architecture (SOA).
Enterprise buyers should invest selectively in high-value upgrades, focus on customer-
process optimization, and demand vendor support to optimize existing CRM
infrastructures.
4.2. Scope of the Proposed Study
The scope of this project would entail detailing the following stages of the Project Life
Cycle (PLC). This is a 13 – 17 man day implementation cycle project including
Salesforce.com training.
The Project Life Cycle analysis sheet:
Task Task Description/Deliverables Approx Effort

No. Estimate
(Person-
days)
1. Project Kickoff Workshop 5.0 – 6.0
Requirements Study/Analysis
Solution Design Document
2. Application Configuration 5.0 – 7.0
Configuration of Objects, Fields

Layout Creation & Modifications
Data Migration
Post Configuration Review Session
3. Training 3.0 - 4.0
End User Training

Administrator Training
PLC Takeaways:
4.2.1. Understanding Salesforce.com Terminology
4.2.2. Understanding Salesforce.com Sales process
4.2.3. Mapping Salesforce.com process with Tulips Sales process.
4.2.4. Business Process Review Session
4.2.5. Tab by Tab understanding of the custom fields/ custom codes required
4.2.6. Organizational Hierarchy followed at Tulip
4.2.7. The Implementation process
4.2.8. Designing a Solution Design Document
4.2.9. Releasing the application
4.2.10. Training the End Users and Administrators

5. Methodology
This section will introduce us to the process which would be used to implement the
Salesforce.com for Tulip IT. This section has been designed in such a way that there
is a clear understanding of the
 Product Terminology
 Requirements from Tulip IT
 How these requirements were fulfilled by the solution.
 How was Tulip trained to use the solution to achieve success.
5.1. Salesforce Terminology
5.1.1. Leads
5.1.1.1. Lead Capture

To measure the success of a given campaign it’s important to have lead capture
mechanisms. Leads can always be entered manually by sales reps on the phone, but
it’s more effective if you can feed your sales team leads and reduce the data entry.
One way of doing this is by importing lead lists from an excel worksheet. Another is to
setup a web-to-lead form and post it on your website. This might be a contact me
request or a registration page to download a whitepaper. When a user submits their
information a lead is created inside Salesforce and routed to the correct sales rep
based upon business rules you set up.
The following would be encapsulated within this section:
5.1.1.1.1. Auto Response
5.1.1.1.2. Assignment
5.1.1.1.3. Scoring
5.1.1.1.4. De-Duplication
5.1.1.1.5. Follow up
5.1.1.1.6. Email Templates
5.1.1.1.7. Lead Management
5.1.1.2. Lead Qualification
You’ll want to devise a set of qualification questions which are required for a rep to
convert the lead. For example you might want to capture current situation, pains,
opportunity size, timeframe, budget, decision maker, and main competitor. This
information can be added as a call note to the activity history to ensure a smooth
hand-off to the tier two sales rep. Salesforce.com also offers a call scripting
application which allows you to create scripts using branched wizards and lead
scoring. This is especially helpful in training new reps or selling complex products.
5.1.1.3. Converting Leads
Once a lead is qualified it will be converted over into an opportunity with an

associated contact and account. In some cases the account will already exist, so the
rep simply appends the new opportunity. During the conversion process the rep will
usually re-assign it to a tier two sales rep who will manage it through the sales cycle.
While the new sales rep will receive an email notification, it’s a good idea to send a
hand-off email to the customer with contact information for their Account Executive.
5.1.1.4. Developing and Archived Leads
Before we move on to explain steps in the sales cycle, we should talk a little bit about
what happens to developing and archived leads. The lead status developing is used
for leads which have a follow-up task which extends beyond 30 days. For example the
prospect might say, “We aren’t quite ready yet, but give me a call back in 3 months.”
This keeps the ownership in the hands of the sales rep who owns the follow-up task.
For those opportunities which are archived, Marketing should come up with a
quarterly email campaign to maintain the relationship and re-new interest.
5.1.2. Accounts
Each sales organization will have their own sales methodology which can be mapped
to Salesforce. Some popular ones include Miller Heiman, Solution Selling, the Complex
Sale, and ValueVision. With each methodology you’ll have a set of sales stages and
actions which are to be performed. For example, your stages might be lead, needs
analysis, confirmed, objection handling, selected, negotiating, closed/won, closed/lost.
Each sales stage also has a probability associated with it which will help forecast
revenue.
When you win deal and bring on a new customer there should be a whole new set of
steps that kick off, and begin the account management process.
5.1.3. Contacts
Information stored about the individuals associated with your accounts.
5.1.3.1. Contact Role
The role that a contact plays in a specific account, contract, or opportunity, for
example Decision Maker, Evaluator. You can mark one contact as the "primary"
contact for the account, contract, or opportunity. A contact may have different roles
in various accounts, contract, or opportunities.
5.1.4. Opportunities
Information on specific sales and pending deals that you want to track.
5.1.5. Contracts
A written agreement defining the terms of doing business between two or more
parties.
5.1.6. Assets
A specific model or type of product that a customer owns. Depending on how your
organization uses assets, they can represent your products that the customer has
purchased and installed or your competitor’s products that the customer uses.
5.1.7. Products
Any item or service your organization sells. Products are defined within a price book,
and can be added to opportunities. Available in Professional, Enterprise, Unlimited,
and Developer Editions only.
5.1.7.1. Product Family

A picklist field on products that you can customize to categorize types of products.
5.1.7.2. Price Book

A list of products that your organization sells. Available in Professional, Enterprise,
Unlimited, and Developer Editions only.
5.1.8. Forecasting
Projections of sales based on the organization's fiscal year.
5.1.8.1. Forecast Category

Determines the category to which an opportunity is attributed in a forecast. The
default category setting for an opportunity is tied to its stage, as set in the Stage
Picklist. To update the Forecast Category for a particular opportunity, you must edit
that opportunity’s forecast.
5.1.9. Cases
Detailed description of a customer’s feedback, problem, or question. Used to track
and solve your customers’ issues.
5.1.10. Solutions
Detailed description of the resolution to a customer issue.
5.2. Salesforce.com Process Map
The below sales process workflow is nothing but a pictographically representation of

“How a typical CRM system should behave”.
This process map has been designed in Microsoft Power Point and then demonstrated
here as a picture due to the limitations of the project synopsis guidelines.
5.3. Mapping Salesforce.com Sales Process with Tulips Sales Process.

This needs to be prepared and would be provided post gathering the BPR session.
5.4. BPR Session

 This stage would include understanding the Sales process at Tulip.
 This will also include understanding of the custom fields that are required at
each and every screen of Salesforce.com.
5.5. Organizational Hierarchy followed at Tulip

This would be somewhat detailed as below
5.6. The Implementation process
5.7. Designing the Solution Design Document
5.8. Releasing the application
5.9. Training the End Users and Administrators

6. Questionnaire
This questionnaire would be used as a guide to the BPR session that would be carried
out at Tulip IT. This pertains to a typical CRM need. This should be answered keeping
in mind that a company is willing to adopt a CRM to automate their sales and support
process.
1. What do you understand by CRM?

__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
2. What do you understand by the “On-Demand” concept?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
3. Is the CRM you are choosing available “On Demand”?
Yes Details___________________________________________________
No Details ___________________________________________________
4. Does your company have a CRM? If yes please provide details/ If no please
answer question number 6
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
5. What are the pains that you are facing from the current CRM system?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
6. What are the expectations from the new CRM system?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
7. Please provide a short description of your organizations sales process?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
7. Chapterisation Scheme
The project that would be submitted would have five chapters providing an end to
end guide to how the CRM in picture would cater to the issues raised during the BPR
session held with Tulip IT.
It would cater to all the pros and cons of CRM’s and the reason for evaluating this
CRM’s as a vendor of choice for Tulip IT.
The project would deliver the following topics:
 CRM Introduction
 Tulip IT expectations from a CRM
 Implementation Statistics i.e. Tab by Tab analysis of fields required by Tulip.
 CRM Enhancements
 CRM Roll-Out guide
 Conclusion
7.1. CRM Introduction

This chapter would provide a short introduction of what CRM’s are and would be
divided on 3 basic chapters as mentioned below.
7.1.1. Short note on CRM’s
This chapter would be designed in such a way to provide an overall scenario of the
CRM world and the lateral shift of CRM’s from “Client-Server” to “On Demand”
7.1.2. What is CRM?
This chapter will have an elaborate description of a CRM system.
7.1.3. Why On-Demand?

This chapter will help us understand the concept of “On-Demand” and the success of
the same.
7.1.4. CRM Comparison sheet

This chapter will provide an in-depth analysis of the CRM systems available and a
excel comparison for the same.
7.2. Tulip IT expectations from a CRM

The chapter will have an in-depth analysis of the key expectations from a CRM system
as raised by Tulip. This can also act as a guide to choose a CRM and why my
organization chose a CRM. These requirements are as below and the details of which
would be included in the project that will be submitted.
7.2.1. Sales and Marketing Automation
7.2.2. Account Management
7.2.3. Opportunity Management
7.2.4. Forecasting
7.2.5. Contract Management
7.2.6. Support Automation
7.2.7. Customer Support
7.2.8. Case Management
7.2.9. Solution Management
7.3. CRM Enhancements

This chapter would highlight the fact that why should the CRM be limited to its own
world? The vibrant and growing community of CRM customers and developers are
keenly developing applications that can be shared and deployed within seconds
without compromising with existing CRM system. These could be everything from
expense management to purchasing to recruiting and thus getting in a concept of
enhancing CRM.
7.4. CRM Roll-out Guide
The CRM that we chose had a immediate need to be deployed and this chapter and
the chapters below would demonstrate the key deliverables that need to be taken
care of for a our quick and successful rollout the CRM. Each task includes
implementation information to help you understand how we built the CRM for our
organization effectively. This would be included in 9 different chapters as mentioned
below.
7.4.1. Introduction to the Roll-Out Guide
7.4.2. Verifying your company information
7.4.3. Defining Organizational Hierarchy
7.4.4. Enter user information
7.4.5. Define organizational wide information sharing model
7.4.6. Adding fields as per needs
7.4.7. Designing email templates
7.4.8. Importing company data
7.4.9. End User and Administrator Training
7.5. Conclusion
At the end of the project report we can mention why an organization would and
should use a CRM and the key benefits.
8. Proforma for Synopsis of Project Work
PROFORMA FOR SYNOPSIS OF PROJECT

WORK
Name: Abhay Kacker Enrol. No.: 52102716
Address for Correspondence :
7/255 Sunder Vihar, Paschim Vihar. New Delhi - 110087
Mobile No: +91-9811130402
Major area of specialization in which project work is to be undertaken
Systems
Questionnaire attached: Yes
Resume of Project Guide attached: Yes
Consent letter of Project Guide: Yes
Phone No. of Project Guide: 9811256800
Date of submission: February 04, 2008

9. Guides Resume
As per the guidelines please find below the resume of Mr. Jolly Naurla who has guided
and helped me design the below project. He also assisted me run this project within
our organization, without his approval this would not have been possible.
********************************************************************
Jolly Narula Mailing Address:

A-138, Hari Nagar
Technology Project Coordinator New Delhi 110 064, INDIA
Tel : +91-11-2512-9568
Date of Birth: December 29, 1969 Mobile: +91-98112-56800
Email: jolly.narula@gmail.com
PROFILE
Leveraging skills in architecting business solutions for large IT companies in regards

to their project requirement for different platform. My Profile highlights a key player
who is always keen in learning new technologies and participates in architecting,
developing, integrating and implementation of web-based eLearning solutions.
Current focus is on Salesforce.com CRM implementation, e-business and e-

learning solutions using Java, JavaScript, HTML, XML, JSP, ASP, SCORM, SQL and
other technologies.
TECHNICAL SKILLS
 Operating Systems : Windows Based OS

 Web Based Technologies : Struts, SCORM, JavaScript, Ajax,JSP, ASP,
XML, HTML
 Languages : Java, Visual Basic, C
 DBMS : SQL Server2000, Oracle8i, MS Access,
FoxPro, Dbase
 Web/Application Server : Macromedia JRun 4.0, Oracle Application
Server
 Tools : PL-SQL Developer, Borland Jbuilder,
Microsoft Visio, Visual Source Safe, MS Office (Word/Excel/PowerPoint),
Macromedia Dreamweaver/ Authorware, Adobe Photoshop
 CRM : Salesforce.com (**Authorized Consultant
for Salesforce.com)
CAREER SUMMARY
 Information technologies professional with extensive experience of over 17 years
in managing, designing, developing, delivering and validating complex systems
 Expertise in developing applications ranging from Intelligent Product Catalogs,
Order Workflow systems, Client-Server databases, Sizing tools for engineered
products companies to Interactive Training systems.
 Architected and developed an application “Time Management System”, a time
keeping recording system that is currently being used in the organization for
recording the Time entries and monthly statement generation.
PROFESSIONAL EXPERIENCE
Compro Services (I) Pvt Ltd, New Delhi, 1990 – Present
Compro is a Software Development Company specializing in applications for E-

Learning and engineered product clientele. It provides custom software solutions and
services to a number of US-based companies with worldwide operations. Compro
specializes in developing integrated web based solutions, which are supported by
flexible, database driven, and easy to maintain back-end architectures, with interfaces
to existing business systems
S. No Duration Designation
1 2003 – Present Technology Project Coordinator
2 2000 – 2003 Sr. Software Engineer
3 1995-2000 Software Engineer
4 1990-1995 Sr. Programmer
Technology - Project Coordinator, 2003- Present
Salesforce.com Projects
1. Project Name: Lead Look-Alike Finder, an AppExchange Application

Development
Client: Salesforce.com
Compro developed an application called “Lead Look-Alike Finder” for AppExchange

which helps in locating duplicate leads on the basis of selected data fields.
The application also provides the ability for the user to edit any duplicate lead by
opening the lead information detail page. The application is available on AppExchange
at the following URL:
http://www.salesforce.com/appexchange/detail_overview.jsp?id=a0330000003482gA
AA
My Role includes:
 Designing, Solutioning, Coding using the Salesforce.com API, Packaging and

finally submission for AppExchange.
Skill Set Used: JavaScript, HTML, AJAX with AppExchange API
2. Project Name: Data Loader Extraction tool using Salesforce

AppExchange APIs
Client: Salesforce.com
Developed a tool internally that works similarly to Data Loader tool of Salesforce.com;
for Compro Salesforce.com team. The concern regarding the Data Loader tool was
that it downloads the Salesforce.com Object (Table) once at a time. Incase any user
would like to download all the objects; that can be downloaded one by one.
The Tool that I developed overcomes this concern of downloading the object once at
a time and the user is given privileges to download the Salesforce.com objects
(Tables) based on the multiple selection of Salesforce.com objects.
This tool is purely a java-based client and supports extraction of Sales Force data
(Tables) using the AppExchange API. This can be deployed using JNLP and Java Web
Start on the Client side.
My Role includes:
 Designing, Coding, Testing and Implementation. Uses the API functionalities

provided by Salesforce.com for this.
Skill Set Used: Java Swings, AppExchange API, JNLP.
3. Salesforce.com Customization Implementation
As Compro is an implementation partner for Salesforce.com, I am specifically involved

in most of the solution implementation and customization that have been
implemented by Compro. My main role includes understanding the Business process
of the client requirements and then provides them the solution that can cater their
Sales business process. Few Customers for which we successfully implemented the
Salesforce.com customizations are:
 Dhamm Steels Services Pvt. Ltd.

 DSM Soft (P) Ltd.
 Kathrein India Pvt. Ltd.
 OmniTouch India Pvt Ltd.
 MedusInd Solutions
On the related note, also provided the two day training to “Daniel Measurments and
Control Inc.” with regards to Salesforce.com solution.
Responsibilities: BPR understanding, Documentation, Process Flow Analysis,

Requirements Definition, Detailed Solution Design involving Salesforce.com Solution
and End User Training.
E-Learning Projects
4. Project Name: GAL – Catalog
GAL Inc. is one of the leading manufactures of Lift & Elevator equipment in USA. It
controls majority of US door operator market.
GAL – Catalog is one the project that helps in searching efficiently the part
information for the part in GAL Configurator Database and ERP Database. T
My role includes:
 Managing the day to day activity with the Clients using email, teleconference
 Designing of Catalog Concepts and use of Spring Framework for
implementation
 Coding, Testing and Release activities (includes Uploading of code and Scripts
execution for Database updates at Production server).
Skill Set Used: Java, JSP, Spring, Ajax, Oracle 8i, and JRun 4.0.
5. Project Name : e-Courses SCORM Modules

Client: Cegos.com
My responsibilities for this project include the following:
Managing interaction with the Graphics team, ID Team and Content people to ensure
high quality products/ services and business growth & profitability.
Managing learning technology standards strategy and analyzed requirements and

priorities.
Providing technical support for content integration with the learning management
system (MOODLE in this case) to ensure conformance with SCORM, the de facto
standard for e-Learning content.
Developed expertise in the areas of content packaging, learning content APIs.
Developed prototypes, data models and technical documents for internal use and to
validate ideas in standards initiatives.
6. Project Name: SAM Office (Assessment and Training)

Client: Course Technology, A divison of Thomson Learning
Course Technology is one of the leading publishing house which teaches electronic
learning solutions to help students learn, and individuals expand their interest in
understanding current Microsoft Product (Office, Internet Explorer) technologies.
Two types of products which are marketed, one is SAM (Skill Assessment Manger)
and the other is TOM (Training Online manager). SAM is a Web-based software
application that measures users’ proficiency in the Microsoft Office 2003 applications
suite (Access, Excel, PowerPoint and Word), and Internet skills. AND TOM is a tool
that guides user to prepare him for the computer skills in a hands-on environment.
Role Includes:
 Managing the relationship with clients ensuring high quality products/ services
and business growth & profitability for the organization.
 As a Technology-Project Coordinator and key team lead participant,
understanding client requirements and provide support in developing the
application architecture.
 Developing the project plan, timeline, resource requirements though the
entire software development lifecycle.
 Provide support in building strong, dedicated teams with multiple skills.
 Managing the project team, imparting technical guidance and support.
 Providing assistance to the Project Management Group for interaction with
client over emails and tele-conference.
Skill Set Used: XML, ASP, Java Script, SqlServer, and IIS 4.0.
Sr. Software Engineer, 2000 – 2003
7. Project Name: Elevator Door Equipment

Client: GAL Inc., US
GAL Inc., US is one of the leading manufactures of Lift & Elevator equipment. It
controls majority of US door operator market.
GAL e-business suite contains the following products:

 Online Product Catalogue and Product Configurator
 Product Database and Estimates Management
 Order entry and tracking system
 Scheduler and Labeler.
Responsibilities:
 My contribution was involved in the design (database & object model) and
development of both server-side and client side components of the Product
Catalogue, configurator, estimates, and Product Database.
 Played a Team Lead role in the Database Design of the Product Database and
the design of the Configurator Framework
 Coding, Responsibility of coordinating the development efforts of the team.
 Testing and Release activities.
 Assisted the project Manager for interaction with client over emails and tele-
conference.
Skill Set Used: Java, JSP, JDBC, Java Script, Oracle 8i, and JRun 4.0.
Software Engineer, 1995 – 2000
8. Project Name: Southco Latches & Access Hardware, U.S.A

Client: SouthCo Inc., US
Southco is the leading manufacturers of access hardware and industrial specialty

fasteners in US with a global network spread across 15 countries. The project was a
multi-lingual web site for online selection of southoco products. At the time, the
product database accommodates 17,000 individual partnumbers and their respective
attributes in 7 different languages (French, German, Korean, Spanish, US English, UK
English, Italian).
The striking feature of the selector page was that it searches the database and
updates the available features in the page without refreshing the screen.
Responsibilities:
 I was involved in the design (Design of the Product Database) and

development of development of Selector, hierarchy, List and Detail pages.
 Advanced client-side scripting (JavaScript) is used in the site for the JS-Applet
communication, client cache and for querying & updating all the UIs used in
the screen from a single communication point.
 Coding, Responsibility of coordinating the development efforts of the team.
 Coordinating with project Team Lead/Manager for interaction with client over
emails and tele-conference.
Skill Set Used: Oracle, Oracle Application Server, PL/SQL, and Java.
9. Southco Latches & Access Hardware, U.S.A (MULTIMEDIA CD

CATALOGS)
Interactive Product Selection Guide (IPSG) Multimedia Catalog

Skill Set Used: Adobe Photoshop, Illustrator, Authoware 5.0, and MS Access 2.0
10. Anorad Product Catalog (MULTIMEDIA CD CATALOGS)

(A division of Rockwell Automation, USA)
Interactive Multimedia Catalog
Skill Set Used: Adobe Photoshop, Authoware 5.0, and MS Access 2.0
11. Time Management System

(Currently being used in our organization for recording everyone’s Time
tries and monthly statement)
Skill Set Used: Visual Basic 6.0, DAO, and MS Access 2.0
Sr. Programmer, 1990-1995
12. DLF Industries

Developed several automation application for DLF Industries and other Clients
Environment: Microsoft FoxPro 2.6.
13. Floppy Management System

Developed the system to keep track the number of floppies in an organization
Environment: Microsoft FoxPro 2.6.
EDUCATION
 Bachelor of Science, Delhi University, India.

 Certification in “Business Communication skills” for Effective Communication &
relationship building by British School of High Commission, New Delhi.
 Certificate in Building Enterprise Application using J2EE Technologies,
NIIT, New Delhi
 Certification in Computing, Indira Gandhi Open University, New Delhi.
 Higher Diploma in Computer Applications, APTECH Computer Education,
New Delhi.

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Project – Tulip IT – Adopts Salesforce.com to Boost Sales

Tulip IT Services Ltd. – Adopts Salesforce to

Project – Tulip IT – Adopts Salesforce.com to Boost Sales

Project Synopsis checklist

1. Title of the Project .......................................................................................5

Project – Tulip IT – Adopts Salesforce.com to Boost Sales

4.2.4. Business Process Review Session ................................................................ 14

Project – Tulip IT – Adopts Salesforce.com to Boost Sales

5.5. Organizational Hierarchy followed at Tulip ................................................... 18

Project – Tulip IT – Adopts Salesforce.com to Boost Sales

1. Title of the Project

“Tulip IT Services Ltd. – Adopts Salesforce to Boost Sales”

 The Company which was chosen to implement the solution

2.1. Tulip IT: Corporate Profile

2.2. Compro Technologies Pvt. Ltd. – Implementation for Salesforce.com

Project – Tulip IT – Adopts Salesforce.com to Boost Sales

2.3. What is a CRM?

The Questions that my Organization namely I face daily:

 Put another way, there are good customers and not-so-good

 What can you do ensure 100 % customer satisfaction?

 How’s my company performing?

 Provide me all customer details in a minute on the board?

 How are my employees performing?

 How much would be the companies’ income in the next financial

2.3.1. CRM: The Challenge

Project – Tulip IT – Adopts Salesforce.com to Boost Sales

Changing a culture and entrenched ways of business takes top-to-bottom

Although software applications are used to gather and disseminate customer

2.3.2. Is this CRM a best fit for Tulip IT?

2.3.3. The Power of an Idea—Not the Power of Software

The CRM I chose - Salesforce.com is the worldwide leader in on-demand customer

In fact, more than 41,000 companies worldwide depend on Salesforce to manage

Project – Tulip IT – Adopts Salesforce.com to Boost Sales

Salesforce.com has received considerable recognition in the industry, including:

Project – Tulip IT – Adopts Salesforce.com to Boost Sales

3. Statement About the Problem

Project – Tulip IT – Adopts Salesforce.com to Boost Sales

Project – Tulip IT – Adopts Salesforce.com to Boost Sales

4. Objectives and Scope of the Proposed Study

4.1. Objective of Proposed Study

 Solution the issues faced by the customer.

 Implement the solution for the customer.

Based on the challenges mentioned in section 3 Compro had chosen Salesforce.com

4.1.1. “Why CRM – On-Demand”

4.1.2. “Why should Tulip IT use Salesforce.com”.

Project – Tulip IT – Adopts Salesforce.com to Boost Sales

4.1.2.1. To help Foster innovation and top-line growth.

Their top four priorities were:

2) Increasing customer loyalty and retention (49%);

4) Increasing customer service capabilities (39%). Revenue growth is achieved

4.1.2.2. Improving the customer experience.

4.1.2.3. To Re-Engineer customer-facing business processes.

4.1.2.4. Boost productivity of customer-facing workers.

4.1.2.5. Key benefits that we see for Tulip

Project – Tulip IT – Adopts Salesforce.com to Boost Sales

 More-efficient call center operations

4.1.3. CRM and SaaS

Project – Tulip IT – Adopts Salesforce.com to Boost Sales

4.2. Scope of the Proposed Study

Task Task Description/Deliverables Approx Effort

Solution Design Document