Does Salesforce Get what they’ve Got with Radian6?

I was eagerly waiting for Paul Greenberg’s  thoughts on the latest Salesforce announcements from Cloudforce,  as his is most often the first & last voice I rely upon to tell it like it is when it comes to Salesforce and Radian6 as ‘the social platform to beat’. And I’m not disappointed – it was worth the wait. In his post ‘Salesforce & the Social Marketing Cloud: Round 1 Goes to…‘ Paul carefully dissects the positioning of Radian6 as a Marketing Cloud, delivering astute cautionary points on the pitfalls of pitching it this way. Good advice that I hope Salesforce will sit up and take note of.  As someone more interested in enterprise customer success than the buzz that fills the pipeline, Paul’s post highlights a bigger issue for Salesforce. They don’t get what they’ve got. Or if they do, they aren’t quite showing it in a way that will accelerate enterprise acceptance yet.

Like Paul, I think that while the Radian6 acquisition is one of the most significant moves that has long-term impact on the social business industry, I’m not yet convinced that SFDC has put the right team of strategists together to design truly persuasive value positioning of the suite for the enterprise.  In my opinion, Paul nailed it with this statement:

“Salesforce is underestimating the value or at least apparently underestimating the value of the Radian6 platform to its entire product suite and platform.”

Note the underline above – I couldn’t agree more heartily with that observation. I’ve said it before and I’ll say it again,  many vendors either don’t tell a story at all, or don’t tell the right story, and that gives me the vapors. It could be argued that Salesforce strategists are less aware of the true potential of what can be delivered than outsiders like us are. With what they now have to offer, there are better ways to tell compelling stories to the enterprise, but SFDC doesn’t seem to have the right type of enterprise suite strategists guiding a team of kickass engineering tacticians, as voices at levels in the organization’s hierarchy to drive development of clear, relatable, doable use cases.  Sure, SFDC is beginning to show touch points spanning the offerings, but only as touch points – not as part of process chains. With Radian6, plus other key acquisitions and integrations like the plan to ‘unlock the SAP core‘, the pieces are there to sell, but a different level of  ability is required to demonstrate and implement it all in a meaningful way for the enterprise.

Warning, Symptom – or is this a Clue?

Scanning career openings posted on three of the ‘top’ social platform vendor sites (aside from SFDC), doesn’t bode well for the customers or the VARs. Of fifty-five jobs posted by those vendors offering social collaboration solutions for businesses, only 4 of the jobs listed have any sort of business analysis consulting or enterprise software implementation experience as a requirement. That’s nothing short of blood-&-guts bad horror movie scary. You just know that the virgin is going to go in the room where the killer is, regardless of the foreshadowing.

(Queue up ominous Metallica sound track here – sleep with one eye open… )

Several other respected analyst/strategists like Esteban Kolsky are also questioning the logic behind positioning E20 suites using ‘social voices’ instead of, or in tandem with enterprise platform professionals delivering proven, vetted value.  Esteban recently shared a an episode of Cheers with me as an allegorical story highlighting one issue that is prevalent with vendors and customers both in their approach to hiring ‘social stars’ to lead the team. In this episode, Sam is asked to join the executive team at a corporation… but only so he could play on the baseball team.  He insists on being taken seriously and writes a report about something, only to be dismissed out of hand. His intended role was to garner exposure from sports fans and maybe go up to bat to hit one now and then — not to plan strategy for the company.

The same scenario is more common than not with many organisations who want to play the social business game. They hire and put people out front who can fill the seats with spectator butts, but those players can’t always deliver home runs, because they’ve never worked in strategic enterprise or management consulting.  I haven’t seen much yet by way of functional coaching and instruction on how to merge listening and new analytics into operations intelligently. If you can’t show me an end-to-end story from trade show through sales pipeline to order entry and delivery, then circle back on customer satisfaction at all points, then you don’t understand how the pieces all fit together for the enterprise to begin with. Can it be done with the SFDC suite and select integrations? Hell yes, it can.  But the resources with the knowledge to engineer that kind of story either aren’t on board yet, or aren’t being used to deliver ‘proof of concept’ examples for the enterprise, and they certainly aren’t evident as part of the positioning team.

Fortunately, Salesforce has put another key piece in play with automated workflow that can now be used to fill in the gaps in the stories.  The fact that SocialHub can be used for marketing isn’t the big news.

 The real SocialHub headline is: the fact that this workflow ensures that the right information gets to the right people in the organization

That means action and efficiencies for organizations. And if SFDC is really, really smart they’ll take this a step further and show the analytics that tell the story of what happened before, during and after each event that spawned the alert in the first place.  That is the real value they coulda, shoulda, woulda be pitching to the enterprise. This is the story that every demo should be showing:

Listen -> Alert -> Action -> Engage -> Analyse = Organizational Intelligence 

The Fix

Salesforce needs to build a core team of enterprise suite experts. These aren’t people who would give the demos or write the positioning messages, but are strategists who guide the direction of the positioning and make sure that sales & marketing have the right demos to present, and that professional services is ready to deliver on the promises that Benioff and the marketing team are extolling.  There are CRM experts, and listening/engagement gurus at hand, but as I said above, this team must be lead by enterprise suite strategists and analysts guiding a team of kickass engineering tacticians, responsible for these key deliverables:

  1. Touch point Maps: A clear map of what the touch points are spanning the various apps is invaluable for several purposes – it surfaces shared areas for use that folks might not otherwise recognize, and is important for setting standards for Professional Services delivery standards.
  2. SFDC and Radian6 Capability Maturity model: define and articulate the capabilities and competencies. Tool to categorize messaging, define best practices and design case studies.
  3. End-to-end Use Cases: And by use cases here, I mean whole process chain stories.  Great, so SocialHub can be used for marketing.  Now show us how we’ll use Salesforce and Radian6 to market to three different audiences (customers, partners and public) before, during, and after a product launch or conference – say something like Dreamforce? ;-P That’s a use case that can be used in whole and in snippet parts to show impact and outcomes to enterprises. All businesses are different, but every organization has events of one sort or another. Build the use cases around that basic premise.
  4. Detailed Implementation Plans: The plans need to be developed by tacticians that know how to break requirements down based on the needs of all the business units in enterprises – sales & marketing, support, delivery, HR and finance first to actually deliver a comprehensive, holistic solution suite.
  5. Coaching Guides:  Teaching the SFDC positioning, marketing, delivery, sales engineers, and the VARs not how to build it, but how to tell the story creatively and where to pause to show genuine insights of value to the customer.
That’s a sure path for Salesforce to start getting what they’ve got.

(And if Salesforce wants to get busy on this, they can always call me. I’d be happy to help.)

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