1、IBM Institute for Business Value The State of Salesforce 202324Who is creating more value from the Salesforce platform and how?Over the past year,Salesforces business solutions have continued to evolve to meet the needs of its 150,000 global customers.But to me,as the leader of IBMs global Salesforc

2、e business,the real power of Salesforce is the ecosystem providers,partners,and customers.Simply put:the value of Salesforce is more than the sum of its parts.We are proud to partner with Salesforce,helping to influence the direction of future innovations and deliver incredible value to our collecti

3、ve customers.As part of the consulting ecosystem,we welcome the opportunity to give back.The annual IBM State of Salesforce is chief among our contributions to the Salesforce community.IBM has a unique perspective as a top Salesforce customer,systems integrator,technology partner,and market research

4、er,and we highly value our special role in the ecosystem.Each year,and especially during more challenging times,State of Salesforce is our version of a thank-you note to the broader Salesforce ecosystem.Our world-class thought leadership think tank,the IBM Institute for Business Value,drove the rese

5、arch and insights youll find in this report.Its mission this year was straightforward:find and engage a broad cohort of Salesforce customers,focusing heavily on those that are trailblazing and reinventing through good times and bad.Then learn more about how they uncover value for their customers and

6、 their shareholders,year after year.What you will find inside is the result of a years worth of research,engaging 3,459 executives,to determine what the leading Salesforce customers are doing to deliver,not chase,enterprise value.So,our giveback to the Salesforce community this year is to illustrate

7、 what your business can do to emulate and eventually becomea Salesforce trailblazer.Of course,it all starts with generative AI.The power to augment human intelligence will soon become commonplace and an undisputed game changer in business.How to do it ethically and responsibly,but also profitably,is

8、 a challenge nearly every organization is grappling with right now.Leaders are also focusing on industry cloudsin a way others might not be.Data is taking center stagefrom consistency,to sharing,to silo-busting,to the hybrid architectures that allow all of the above to happen with more ease and agil

9、ity.This year,though,data entered a new level of optimization and sophistication as Salesforce launched new AI tools and Data Cloud.And lets not forget culture.A change-ready culture is more than just a catchphraseits something leaders are building.And among leading Salesforce users,those efforts ar

10、e paying off.Leaders in this space are seeing 40%higher revenue per Salesforce license.1 Thats in a world that hasnt stopped changing,hasnt slowed down,hasnt become less complex.That comfort with continuous change allows leaders to expand the way the platform is used,finding new methods to extract e

11、ven more value from Salesforce.IBM is proud to bring you these new insights,and I hope you use this report within your organizations to help make a business case for new forms of Salesforce-fueled innovation.As always,I invite your feedback and encourage you to engage with me and the rest of#teamibm

12、 on these insights.Foreword1Al JenkinsManaging PartnerSalesforce,IBM Consulting32Heres to trailblazing When economic times feel less than certain,as they do now,blazing a trail can be more challenging than usual.It takes a strong constitution to invest in the new and innovative when the tried-and-tr

13、ue seems like the safe option.Digital Darwinism,though,would dictate that the tried-and-true is never a safe route for long;it centers on the idea that only businesses that adapt to technological change survive.This theory holds true throughout a business but perhaps nowhere more than in the custome

14、r experience arena,where consumers expect experiences that are increasingly speedy,efficient,and cutting-edge.As Mark Wakelin,executive vice president of Global Professional Services for Salesforce,put it:“The speed of change has surpassed our individual capacity to keep up.Embracing new technologie

15、s like AI is essential for success and staying ahead.Rather than seeking stability,we must embrace the opposite and harness the power of data,AI,and real-time feedback loops to enhance our strategic decision-making.”2 5429%of organizationsAverage of 168 licensesAverage of 8.9 Salesforce cloudsOf the

16、 roughly 150,000 companies around the globe that rely on the Salesforce CRM platform,a select cohort of Salesforce customers are trailblazing and adapting through good times and badposting numbers that put them on top,year after year.Leaders 40%higher revenue per Salesforce license is a testament to

17、 their CRM and business savvy.While the“best”actions may change over time,these organizations trailblaze into the future,identifying the best course of action and adapting so they can deliver it in a variety of economic circumstances.The IBM Institute for Business Value(IBM IBV)conducted market rese

18、arch over the past year,including surveys of 3,459 Salesforce users,to determine not only what the leaders are doing differently,but also how other companies are using the Salesforce platform.The results from this analysis point clearly to a leading group,Pioneers,as well as several groups that reap

19、 value from the Salesforce platform but dont optimize their investments in it:the Prepared,the Prudent,and the Pensives.In short,Pioneers optimize value on all fronts.The Prepared experience bursts of value but because theyre not thinking across programsat an enterprise levelthey dont achieve more t

20、han those sporadic bursts.The Prudent are stuck in silos,so they limit the value they achieve.And Pensives are truly not getting their money out of the investments theyre making for a variety of reasons that well detail,but all are addressable with the right course of action.Comparisons among the gr

21、oups point to actions all enterprises can take to make the most of their Salesforce-related CRM efforts.“The best”deliver consistentlyWhere does my organization stand?The PensiveIs your organization chasing value but never really catching up?These organizations have not yet acted on generative AI or

22、 Salesforce industry solutions.They are waiting for innovation to happen,rather than creating it.Highly siloed and under-investing in change management,they are making no tangible progress on transformation.The PrudentIs your organization eager to explore but reluctant to commit?These organizations

23、are dabbling in Salesforce AI and industry solutions.Theyve connected a few clouds but are inconsistent with change management.They are lagging in innovation.The PreparedDoes your organization have an enterprise roadmap to continually optimize its Salesforce investments?These organizations have a de

24、fined AI strategy and have piloted a few use cases in isolation.They have invested in industry solutions and cloud integration to positive effect,are sometimes good at managing change,and are somewhat effective at innovation.The PioneersIs your organization poised to extend its competitive advantage

25、 by leveraging its Salesforce investments?These organizations have integrated multiple generative AI use cases and are looking to scale.Theyre leaders in using industry solutions,are highly integrated,and are keeping pace with Salesforce change and innovation.576Our research surfaces five key insigh

26、ts organizations can use to move from simply reaping value from the Salesforce platform to generating transformation value from itpotentially leading to higher ROI.Insight 1Shape the future of generative AIPage 8Insight 2Gain altitude with industry cloudsPage 18Insight 3Integrate data to dismantle s

27、ilosPage 26Insight 4Invest in a change-ready culturePage 34Insight 5Overcome enterprise inertia with innovationPage 40798Shape the future of generative AIInsight 1:How are top performers standing out?Standing up to unpredictability Pioneers face the same unpredictability as everyone else,but they do

28、nt let it become a barrier to the potential value of integrated generative AI.Experimenting Pioneers are forging ahead;they are experimenting with generative AI use cases to increase overall profitability.Developing solutions to support specific functionsMany Pioneers have big plans for the next two

29、 years in developing generative AI solutions to support their sales,IT,and service organizations.Moving beyond out-of-the-box capabilitiesMost Pioneers are looking beyond out-of-the-box generative AI capabilities to support their long-term goals.Investing like they mean itBudget allocations for gene

30、rative AI capabilities are expected to grow two to three times more in sales,service,and marketing functions.1110From boardrooms to product development team meetings,generative AI is the topic du jour the world over.It ranks high on CEO agendas,with 75%of CEOs believing competitive advantage will de

31、pend on who has the most advanced generative AI.3 Half(50%)are now integrating generative AI into products and services,while 43%are using generative AI to inform their strategic decisions.4 AI budgets are up Generative AI sales budgets are expected to triple by 2025,with marketing and service budge

32、ts expected to more than double.Given the inflow of funds,hitting“pause”is less likely for any organization.Given that many organizations,however,are still on a learning curve for predictive AI,generative AI presents an even more daunting set of challenges.Not since Moores Law have we seen a pace of

33、 change so exponential,which means that Salesforce users keeping pace with AI(in all its forms)is essential not only to keep up but to survive.Use cases focused on overall profitability Leading organizations have big plans for generative AI but are strategically focused,selective,and pragmatic about

34、 how they move forward.They arent settling for incremental gains.Instead,they are experimenting with use cases specifically to increase overall profitability and with an eye to freeing up their people for the higher-value,customer-focused tasks that can help drive it.Leaders are thinking outside of

35、the box Embracing the power of generative AI within the Salesforce platform has become easier with the introduction of generative AI versions of Einstein,Slack,and Tableau,all of which now fall within the scope of the Salesforce AI Cloud.But thats not enough for strategic Pioneers61%of them are look

36、ing beyond out-of-the-box generative AI capabilities to support their long-term goals.They want additional capabilities and more integration to gain clear competitive advantage.In short,Pioneers are more focused on using generative AI capabilities as a tool thats part of a larger strategy rather tha

37、n as a final product.of Pioneers are looking beyond out-of-the-box generative AI capabilities to support their long-term goals.61%In the even faster-paced customer environment of tomorrow,a compelling customer experience is essential to optimizing AIand AI is often essential to creating a compelling

38、 customer experience.Generative AI expands the scope of automation,particularly in administrative and service areas,as well as marketing.User-friendly interfaces such as chat or voice have lowered and,in some cases,eliminated the friction companies can experience during adoption.5 Pioneers connect g

39、enerative AI and topline revenue growth Pioneers recognize using generative AI solutions to generate customer value creates the most impact right now;as a result,they are more bullish on generative AI than Pensives,with 34%more Pioneers believing it will increase topline revenue growth.Pioneering le

40、aders are embracing generative AI to drive topline growth,such as customer service,sales,and marketinga bolder move than most Pensives,who are cautiously focused primarily on internal use cases.Pioneers also augment customer-facing operations with AI at a rate 134%higher than Pensives,with a strong

41、focus on using AI for middle-and back-office connections.External versus internal focus makes a differencePioneers augment customer-facing operations with AI 134%more than Pensives.Starting with AI versus adding AI By changing mindsets from“adding AI”to“starting with AI,”enterprises are creating hug

42、e transformations.In early 2023,we cited adding AI-first intelligent workflows as one of the“seven bets”every organization should make this year.6 Why?Because for years we have known that AI would transform business in most industries,but adoptionwhile acceleratingwas slow and expensive.Foundation m

43、odels have changed that;pre-trained AI can easily be used almost“out of the box”for automatable tasks,and its user-friendly interface makes it highly accessible for customers and employees.Think big:Beyond incremental gains111312Internal-facing operations Customer-facing operationsPioneers focus gen

44、erative AI more on customer functionsCase studyUsing AI to drive a reimagined customer experience Since 1966,Camping World has specialized in products and services for vehicle owners and campers.It has grown into the nations largest retailer of RVs and recreation camping products and services.7Follo

45、wing the COVID-19 pandemic,a surge in customers revealed some issues in the existing infrastructure of the companys contact centers.As the volume and traffic increased,gaps within agent management and response times became more prominent.When customers could not reach a human agent,their queries wen

46、t unnoticed,were pushed off until the next day when a rep could respond,or were accidentally dropped entirely.To address these issues,the retailer modernized its contact centers and invested in a new infrastructure to improve processes and workflow automation.AI augmentation of the call center along

47、 with flexibility to adapt new workflows resulted in great success for Camping Worlds service centers.“We were looking to create more free time for our agents to build meaningful and impactful conversations with our clients,”explains Saurabh Shah,chief digital officer and chief information officer f

48、or the company.“That meant removing noisy,quick,simple queries that could be answered faster with automation.”Of the 13,999 chat conversations for the retail area,only 6,000 needed to be transferred to a live agent.Customers now can switch from voice to SMS messaging when they are calling.In additio

49、n:Agent efficiency increased by 33%and wait times decreased to 33 seconds overall.AI and live agents can work simultaneously,with AI proactively collecting customer data while fielding web and SMS messaging,and live agents handling multiple simultaneous chats.Customer engagement increased 40%on all

50、platforms,and agent efficiency increased by 33%.Customer servicesSales and marketingOperationsIT servicesHuman resourcesFinancePioneersPensives50%37%37%27%47%36%49%55%29%33%30%35%Source:State of Salesforce 2023.Q:Within the next year,what percentage of your organizations workforce will be using gene

51、rative AI to augment their daily tasks?Q:In which areas is your organization already using generative AI?n=2,000Figure 113151412%11%10%9%8%7%6%5%4%3%2%1%0A better,stronger,faster workforce with generative AIMost Pioneers are looking beyond Salesforce to build and strengthen their generative AI capab

52、ilities,likely because 13%more expect targeted generative AI to provide a significant competitive advantage.Sales budgetMarketing budgetService budget4.6%Generative AI budgets are rapidly increasing20217.5%11.2%5.5%8.0%11.5%202320255.7%8.6%11.8%The introduction of generative AI brings workforce issu

53、es to the foreground;Pioneers see high potential in workforce augmentation.They expect nearly 15%of their workforce will be augmented with generative AI tools within the next year as more employees are trained and gain hands-on experience.While this impacts the way they use their Salesforce platform

54、,it goes beyond it.202120232025202120232025One size doesnt fit all:The benefits of an open approach Pioneers are working rapidly to prepare for broader generative AI deployment.With multiple methods to approach generative AI,Pioneers are strategically considering an open approachone that fuses eleme

55、nts of open-source and commercial platforms with proprietary modeling.But,to achieve true competitive advantage,they need to build out proprietary data further to stay ahead.They have a head-start on enterprise readiness with Salesforce data preparation but need to focus on untapped data sources to

56、keep that lead.Figure 2Source:Generative AI State of the Market.Q:For each of the following time periods,what percentage of each of the following budgets was,is,or will be allocated to building generative AI capabilities for Salesforce solutions?n=3001716Approach generative AI as a team sportExecuti

57、ves are under increasing pressure to do something about generative AI,rather than on generative AI;55%of stakeholders such as customers,boards of directors,investors,and more are urging CEOs to accelerate adoption of generative AI,according to our most recent CEO study.Pioneers are diving in head-fi

58、rst,using generative AI to secure competitive advantage,and are more likely to succeed when they empower teams with relevant skills building,tools training,and solution-sharing incentives to help the organization thrive with generative AI.Focus generative AI on high-priority workflowsDevelop a visio

59、n for how generative AI can have a holistic impact across the enterprise and devise an approach that establishes clear generative use cases for each business area.Resist the temptation to apply generative AI on an ad-hoc basis by selecting just a few use cases for each business domain.Then encourage

60、 innovation within that established high-priority focus area.Be pragmatic but dont settle for small-scale improvementsGenerative AI is worth the effort,but organizations that limit their ambition to process improvements that simply improve current processes are limiting the power of AI.Full-scale en

61、terprise-level AI,which has been around long before generative AI,has transfor-mational potential that extends well beyond current use cases and will last long after the generative AI hype cycle cools down.Realizing these more significant gains will take time,so set a reasonable pace and get started

62、.Generative AIAction guide:1918Gaining real-world experience Pioneers have figured out how to succeed with industry clouds81%more are using them well versus Pensives.Exploring the future nowWhile some Pioneers require more ecosystem support,they see the potential in industry clouds for their future7

63、4%more than Pensives.Expanding capabilitiesPioneers are honing in on customer experience with industry cloud capabilities56%more than Pensives.Keeping their eye on ROIPioneers achieve industry cloud ROI that is 1.5 times what Pensives achieve.Gain altitude with industry cloudsInsight 2:How are top p

64、erformers standing out?2120Among all the things that differentiate Pioneers from Pensives,industry Salesforce solutions could be the major growth driver that sets the first group exponentially apart.Each industry cluster we studied has at least a few organizations that fall into the Pioneer group,sh

65、owing that Salesforce industry solutions are no longer confined to just a few industries or sectors;successful take-up is happening across the board.Pioneers are trailblazing in all industriesPioneers use industry clouds as a growth driverChemicalsPetroleumEnergy and Utilities24%BankingInsuranceFina

66、ncial MarketsConsumer ProductsRetailManufacturingIndustrial ProductsElectronicsGovernmentTravel and TransportationProfessional ServicesAutomotive OEMAutomotive SuppliersTelecommunicationsMedia and EntertainmentHealthcareLife Sciences22%21%21%20%20%14%14%Salesforce industry clouds are the leading inv

67、estment Pioneers make 150%more than Pensives.21Pioneers comprise 14-24%of industriesFigure 3Source:State of Salesforce 2023.Q:Which industry best describes your organization?(Pioneers)n=3972322These Pioneers are deriving high ROI from Salesforce industry clouds,making these clouds the leading Salesf

68、orce investment Pioneers make(150%more than Pensives).On average,our research shows 81%more strategic Pioneers are using industry clouds well and 74%more see increased future potential in industry clouds through positive impact on their business.Why are industry clouds so impactful?Industry clouds a

69、llow Pioneers to accelerate how quickly they get to value,using more specific,customer-centric solutions tailored for their industry.They allow organizations to serve customers better without having to start from the ground up.Industry clouds are making the greatest impact in customer service and ec

70、ommerce,but over the next three years,enterprise leaders say they will either completely or significantly implement a wide range of industry-specific Salesforce solutions for customer-facing use cases.Industry-specific solution use is increasing in multiple organizational areasIts transformation del

71、ivered:34%35%33%45%32%49%36%50%36%52%38%31 newly designed customer service processesThe first implementation of an advisor solution utilizing Salesforces Energy&Utilities CloudIntegration across 7 applicationsA large energy and utilities organization with more than 5.7 million electricity customers

72、set out to improve its ability to support those customers.8 To do so,they replaced existing CRM systems and tools with Salesforce Industry Energy&Utilities,Service,and Sales Clouds.They provided a unified desktop,sourcing data from multiple systems.The utility took a prudent approach in this transfo

73、rmation,facilitating a designated data mapping workstream to define data requirements for the central data repository used to populate Salesforce.23Case studyRedesigning the customer experience in utilitiesPioneersPensivesCustomer serviceCustomer interactionMarketingSalesData managementPartner inter

74、action53%Figure 4Source:State of Salesforce 2023.Q:How likely are you to implement industry-specific Salesforce solutions over the next three years in the following areas?n=2,0002524Reimagine customer journeys Identify key points in your customers journey where industry cloud modules can make the mo

75、st impact.Focus on these areas.As a seamless customer experience becomes table stakes,establishing industry clouds can effortlessly meet customer needs,while quickly driving cost savings and speed to value.Define and track key performance indicators and adjust as necessary.Harness the right ecosyste

76、m partners Take advantage of the modular approach of industry clouds and grow your industry cloud ecosystem.Evaluate the ability of ecosystem partners to deliver additional value-adding capabilities.Consider which partners will enable a long-term,resilient partnership.Fortify security operationsMake

77、 security considerations a critical part of all cloud implementation efforts and strategic planning.Establish a strong foundation of security measures to enable ecosystem partners to share resources,expertise and information.Industry cloudsAction guide:2726Integrate data to dismantle silosInsight 3:

78、How are top performers standing out?Extracting insights from existing platform dataPioneers are able to:Reveal new opportunities 39%more than Pensives Identify unmet customer needs 28%moreBaking Salesforce into the business Pioneers embed Salesforce in a continuous process improvement cycleapproxima

79、tely 2.7 times more than Pensives.Use the platform for business model discoveryPioneers weave innovation into the transformation plan and use Salesforce to discover new business models37%more than Pensives.Generating higher returns per licensePioneers generate higher returns on Salesforce investment

80、s per license 40%more than Pensives.Create enterprise-wide transformationPioneers execute transfor-mation that brings change to the entire enterprise approximately two times more than Pensives.Insight 3:2928Organizations run better when everything works together.Integrating data across enterprise si

81、los helps optimize Salesforce platform value by creating a trusted single source of truth.Being able to connect data from virtually any system to generate real-time insights for personalized customer experiences is essential to creating the kind of value that is transfor-mational across the enterpri

82、se.Here again,Pioneers lead the way in integration,with 24%more of them taking active steps to eliminate silos and improve interoperabilityleading to better performance and access to better insights.Integrating multiple Salesforce clouds can lead to higher revenue per license,which generates even mo

83、re value from Salesforce investments.Previous research shows that only 12%of Salesforce users reported exploring Salesforce Cloud integration.Pioneers,however,are generating 40%higher revenue per license than Pensives,in part because of their integration efforts.Keep in mind that integrating Salesfo

84、rce clouds is not customizing Salesforce clouds.Salesforce has invested significantly in its configurable workflows,intelligence,and automation,crafting widely used best practices for a broad range of clients.But the integration of Salesforce clouds intensifies the power and value of Salesforce inve

85、stments while optimizing Salesforce platform design.The Pioneers are generating Using Salesforce to orchestrate business outcomesIntegration intensifies the power of your investmentOrganizations that connect multiple Salesforce platforms also have more comprehensive enterprise transformation plans,m

86、oving beyond silos to integrated action.Pioneers embed Salesforce in a continuous process improvement cycle33%more than Pensivesthat contributes to ongoing transformation.Its working because Pioneers are twice as likely as Pensives to execute transformation that brings change to the entire enterpris

87、e.Pioneers execute transformation that brings change to the entire enterprise 40%higherrevenue per license than Pensives,in part because of their integration efforts.33%1%PioneersPensives36%21%PioneersPensivesSalesforce is deeply integrated into core processesSalesforce is embedded in a continuous p

88、rocess improvement cycle2x morethan Pensives.Figure 5Source:Mine the Gaps 2022.Q:How do your organizations business processes support your digital platform?Q:How extensive will your enterprise transformation be by 2026?n=1,1593130CaixaBank is the leading financial group for retail banking in Spain.F

89、or CaixaBank,creating reliable and accessible digital channels for customers is a critical part of delivering a high standard of trust and compliance.9 As its customer base grew,the bank saw a large increase in support requests,and needed to build a system that could effectively scale and route inqu

90、iries.For example,prior to transformation efforts,CaixaBank had over 10 teams managing its contact center services and over 50 different customer support phone numbers.It knew that finding a way to unify its systems on a single platform would enhance both the customer and the agent experience.CaixaB

91、anks transformation needed to accomplish three things:efficiently manage the contact center,unify customer service channels,and unify its technology platformall with a focus on improving user experience for customers and agents.The bank incorporated AI,including agent-facing chatbots.These chatbots

92、offset basic inquiries,escalate to live agents when appropriate,and surface answers during customer interactions to reduce time to resolution.To improve back-office productivity,automated workflow processes create consistent customer journeys while reducing redundant workload for agents.Through unif

93、ication of Salesforce platforms and incorporation of IBM Watson AI,CaixaBank was able to consolidate 50-plus service numbers into one service number.It provides over two million answers to inquiries each month via IBM Watson.Integrating multiple Salesforce clouds leads to higher revenue per license,

94、which generates even more value from Salesforce investments.30Case studyDelivering for customers through platform integration3332Drain the moats separating organizational entitiesFacilitate transformation by setting a bold agenda and empowering operating units and teams to innovate toward common goa

95、ls.The Salesforce platform helps top performers achieve these ambitions by unleashing transformational potential hidden away in partner ecosystems,employees ideas,and unmet customer needs.Optimize processes while retaining differentiationSalesforce and its vast ecosystem work hard to provide and con

96、tinuously improve on best-practice processes so organizations should avoid the temptation to over-customize non-core processes.But by focusing employee energy on improving differentiated processes that add unique value,organizations can get even more value from their Salesforce investments.De-risk w

97、ith interoperable dataDevelop a comprehensive platform integration strategy to consolidate,understand,and act on meaningful insights.By joining operational,back-office,and customer data into a coherent core,organizations can leverage generative AI to help employees teamsfrom identifying improvements

98、 to experimenting with new solutions to reduce costs and increase customer satisfaction.IntegrationAction guide:3534Invest in a change-ready cultureMeasuring twice,cutting once Pioneers prioritize higher accuracy in measuring Salesforce ROI so they can adapt more quickly117%more than Pensives.Welcom

99、ing change in how they do what they doPioneers are more likely to adapt their business processes89%more than Pensives.Looking within for the new and innovativePioneers crowdsource innovation from within 38%more than Pensives.Making change their businessPioneers invest in change management41%more tha

100、n Pensives.Working across systems instead of within themPioneers make connections with other enterprise systems to improve interoperability24%more than Pensives.How are top performers standing out?Insight 4:3736 Pioneers are 59%more confident than Pensives that Salesforce will drive innovation,and t

101、hey back that belief up with action.They invest 41%more in change management and are 89%more willing to adapt business modification efforts.Why?Because Pioneers understand that simply implementing Salesforce is not enough.Without creating a culture of adaptability,resiliency,and innovationa culture

102、that embraces change on all levelstrue transformation cannot occur no matter how good the technology tool.Here,Pioneers have a secret weapon:effective change management.Pioneers invest more in change managementBesides hosting the GRAMMY Awards ceremony that recognizes top achievers in the music indu

103、stry,the Recording Academy is hard at work year-round ensuring the recording arts remain a thriving part of the worlds shared cultural heritage.10 As a member-based society of music professionals,the not-for-profit represents the voices of performers,songwriters,producers,engineers,and all music pro

104、fessionals.A call for modernizationEver since its founding in 1956,members have been the lifeblood of the Academy.But engaging these more than 22,000 membersincluding the Recording Academy;the Latin Recording Academy;and voting,nonvoting,student,lifetime,and online membersis a growing challenge in t

105、odays fast-paced digital environment.To better engage its members and attract new ones,the Recording Academy needed to modernize.To migrate its legacy CRM database to a cloud-based solution,the Academy turned to IBM.IBM Consulting is helping the Academy optimize its implementation of Salesforce Expe

106、rience Cloud and Salesforce Marketing Cloud platforms as part of the Academys overall digital transformation based on hybrid cloud and AI.Phase oneShortly after the Recording Academy embarked on its Salesforce journey this past year,the music organization realized it did not have enough time or suff

107、icient resources to unlock the full value of the Experience and Marketing platforms.In the first phase of engagement,IBM Consulting teams helped the Academy develop a roadmap focused on nominations,ticketing,and membership renewal journeys.With just weeks left to send out nominee email notifications

108、,IBM teams began conducting IBM Garage workshops with the Recording Academy that included mockups of what the journey might look like.Through this process,the Academy revamped its email journey in time for the 65th GRAMMY nominations.During this phase,IBM Consulting was able to help the Academy spee

109、d the development of Salesforce functionality using pre-built accelerators that saved 1,000 development hours and allowed the Recording Academy to customize the experience.Now from the moment a GRAMMY nominee receives their first email notification,theyre taken on an engaging and easy-to-follow jour

110、ney,where they can access all the exciting GRAMMY-related information such as events leading up to the ceremony and how to buy tickets.Where the marketing team previously handled all communications manually,now they can create an automated journey.Phase twoFor the Recording Academy,a critical part o

111、f this new journey includes retaining and recruiting members.With the previous legacy system,it was difficult for members and nonmembers to navigate renewals and signups through email journeys.Now nominees who are already members of the Academy can quickly access the renewal portal,and nominees who

112、are not members can easily sign up,through a fully automated process.“IBM is dramatically accelerating our digital transformation,enhancing the user experience of our members and bringing the GRAMMYs digital experience to life for music fans around the world,”said Panos Paney,president of the Record

113、ing Academy.Pioneers excel at change managementCrowdsourcing innovation from within is a cost-effective way to explore new ideas and ways of doing things.Pioneers do so 38%more than Pensives.Modernizing work so employees stay productive and connected now means embracing cross-cloud experiences and o

114、perations that make their work easier,faster,and more insightful.Salesforce technology becomes an engagement layer,facilitating connections and experiences for the network of employees,partners,and customerswhich leads to more innovation across the entire system.37Case studyModernizing the GRAMMY Aw

115、ards experience62%Pioneers44%PensivesMore Pioneers than Pensives say they have been effective at change management over the last 3 yearsFigure 6Source:State of Salesforce 2023.Q:How effective has your organization been at change management around Salesforce implementations since 2020?N=2,0003938De-r

116、isk with interoperable data systems The longer data exists in disparate systems,the greater the risk of low quality or inaccurate data and ineffective workflows.Maintaining high quality,interoperable data systems will accelerate organizations ability to respond to disruption and change.Crowdsource i

117、nnovation from within Unlock the innovation potential of Salesforce by giving employees more access and freedom to innovate with Salesforce data.Organizations that focus on how their employee experience is impacted by new Salesforce integrations can mitigate potential risks for the customer.Empower

118、and incentivize employees to do more with existing data and to identify new,value-adding integrations.Measurement is essential Accurate and frequent measurement is essential to assess current and future investments in Salesforce,particularly innovative investments.Prioritize ROI measurement and allo

119、w it to guide frequent assessments and decisions.Culture of innovationAction guide:4140Overcome enterprise inertia with innovationUsing hybrid architecturesPioneers are establishing flexible and robust foundations for enterprise transformation by employing hybrid architectures.How are top performers

120、 standing out?Investing in generative AIPioneers invest in technology enhancements like generative AI to provide a strong differentiation and competitive advantage 23%more than Pensives.Using the Salesforce platform to spur new ways of conducting businessPioneers have a clear and comprehensive view

121、of the future because they invest in innovation and strategic objectives that cross business silos82%of Pioneers believe Salesforce will drive innovation.Insight 5:4342Enterprises can fuel transformation using many inputs,but generative AI is among the most powerful at the moment.However,optimizing

122、value from generative AI ROIor any new technologyhinges on continual enterprise readiness.And enterprise readiness hinges on the agility to move in any one of a multitude of directions,with the ability to shift to another quickly and efficiently as circumstances change.This kind of agility comes fro

123、m a variety of sources but increasingly,in a digital world,it hinges on data.Data consistency,data sharing,and the hybrid architectures that fuel speed and adaptability are essential for agility in any large organization.Roughly 8 out of 10 Pioneers(82%)believe that Salesforce drives enterprise inno

124、vation,but they also recognize that innovation has the most revenue potential when data is consistently and widely shared.Pioneers have a clear,compre-hensive view of the future partly because they invest in innovation and strategic business objectives that cross business areas;theyve eliminated the

125、 silos that would prohibit the birds eye view.They are benefiting from their organiza-tions use of Salesforce 360,which bridges data consistency gaps across platforms and builds a more comprehensive view of customer needs,preferences,and desires.Innovation can soar with shared dataPioneers buy Sales

126、force for the best practices but then invest in differentiation.This is where open architectures bring value because they allow for that differentiation.Its about more than just the data and architectures,however.Its about how proactively organizations use the data insights and transformation power

127、Salesforce can fuel.Pioneers,for instance,use Salesforce to discover new business models 37%more than Pensives.It follows,then,that Pioneers are twice as likely as Pensives to execute transformation that brings change to the entire enterprise.Pioneers are creating a virtuous cycle in which they cont

128、inue to generate strong business results that help fund further technology investments and even greater future returns.Pioneers use Salesforce to discover new business models37%more than PensivesPioneers use strong results to invest in growthExpected return on Salesforce investments21%202140%35%30%2

129、5%20%15%10%5%0%27%35%2023202516%23%29%PioneersPensivesFigure 7Source:State of Salesforce 2023.Q:In total,across all Salesforce solutions your organization uses,what ROI from Salesforce do you expect for the next three years?4544Align technology to the business objectives,not the other way around Uni

130、fy business operations through data by using Salesforce tools to drive consistency in front-and back-office processes.Adapt open architecture that drives an open-source partner-enabled innovation model to create the foundation on which technology-led innovations can flourish.Fund enterprise transfor

131、mation with ongoing business successBusiness transformation demands multi-period commitment and directional consistency,even as new developments occur and even as enterprise priorities evolve.Continue to fuel transformation programs with deliberate investment.Build hybrid data models and exploit unt

132、apped data Data is often hidden between enterprise silos,within applications,and on the hard drives of enterprise managers.Bringing it into play contributes to the insights that fuel transformation.Readiness for transformationAction guide:4746Moving forward:Blazing a trailPioneers see the path forwa

133、rd as a value-filled journey.They ultimately want the transformational value of the Salesforce platform,but they optimize every opportunity to achieve incremental value along the way.Businesses are realizing that to achieve ongoing innovation and drive real value,they must approach optimizing their

134、Salesforce investments from multiple angles.Whether incorporating transformative technologies such as AI,integrating to dismantle silos,or any of the other actions our research shows leaders are taking,organizations have an array of choices for improving their Salesforce ROI.Blazing a trail isnt alw

135、ays easy,but our leaders show it doesnt have to be excessively difficult either.Capitalizing on the transformational value of the Salesforce platform can help your organization evolve toward the best customer,employee,and partner experiences.4948Research methodologyThe IBM Institute for Business Val

136、ue(IBV)partnered with Oxford Economics to conduct executive surveys between Q4 of 2022 and Q3 of 2023 on the use of Salesforce,extent of Salesforce integration,and overall approach to generative AI.The 3,459 respondents from 23 industries represent a balanced mix of functional areas from a wide rang

137、e of countries and regions(although the generative AI survey covered U.S.respondents only).All respondents hold titles of director or higher in their respective organizations and report being knowledgeable about their organiza-tions use of Salesforce solutions.This report explores in detail the diff

138、erences between the 584 Pioneers and 967 Pensives,representing 17%and 28%,respectively,of the total survey population.Pioneers have implemented Salesforce solutions enter-prise-wide,report having higher returns on their Salesforce investments relative to other IT investments in their organizations,a

139、nd are integrating multiple generative AI use cases.Pensives have deployed Salesforce in functional silos(and are just exploring the possibility of connecting multiple Salesforce solutions),tend to buy and deploy Salesforce on a point-to-point basis across the enterprise,and were not using generativ

140、e AI at the time of the survey.IBM Institute for Business ValueFor two decades,the IBM Institute for Business Value has served as the thought leadership think tank for IBM.What inspires us is producing research-backed,technology-informed strategic insights that help leaders make smarter business dec

141、isions.From our unique position at the intersection of business,technology,and society,we survey,interview,and engage with thousands of executives,consumers,and experts each year,synthesizing their perspectives into credible,inspiring,and actionable insights.To stay connected and informed,sign up to

142、 receive the IBM IBVs email newsletter at can also follow IBMIBV on Twitter or find us on LinkedIn at https:/ibm.co/ibv-linkedin.The right partner for a changing worldAt IBM,we collaborate with our clients,bringing together business insight,advanced research,and technology to give them a distinct ad

143、vantage in todays rapidly changing environment.Nisha is an experienced consultant and thought leader in digital product design and engineering.She specializes in Experience Strategy and has led complex,end-to-end user experience transformations for clients across multiple industries including consum

144、er goods,travel and transportation and pharmaceutical retail.She helps organizations transform their business by designing and delivering meaningful,digital experiences.Al J Jenkins is the Managing Partner,Salesforce Consulting Services,IBM Consulting.In this role,Al has global responsibility for bu

145、siness strategy,performance,go to market,client delivery,and partnerships.During his 25-year career,Al has guided a number of the worlds most recognized brands through their digital transformations,enabling them to operate at the inter-section of technology,data,change,and experienceall the while,dr

146、iving measurable outcomes for the business.Steve Peterson Peterson is a 20-year veteran of the travel and transpor-tation industry and a longtime member of the IBM Institute for Business Value.In his many roles at IBM,Steve helps clients ponder future opportunities,prepare for ongoing challenges,and

147、 lead the transformations that can reshape the future.Nisha Kohli the authors Copyright IBM Corporation 2023IBM Corporation New Orchard Road Armonk,NY 10504Produced in the United States of America|September 2023IBM,the IBM logo and are trademarks of International Business Machines Corp.,registered i

148、n many jurisdictions worldwide.Other product and service names might be trademarks of IBM or other companies.A current list of IBM trademarks is available on the web at“Copyright and trademark information”at: document is current as of the initial date of publication and may be changed by IBM at any

149、time.Not all offerings are available in every country in which IBM operates.THE INFORMATION IN THIS DOCUMENT IS PROVIDED“AS IS”WITHOUT ANY WARRANTY,EXPRESS OR IMPLIED,INCLUDING WITHOUT ANY WARRANTIES OF MERCHANTABILITY,FITNESS FOR A PARTICULAR PURPOSE AND ANY WARRANTY OR CONDITION OF NON-INFRINGEMEN

150、T.IBM products are warranted according to the terms and conditions of the agreements under which they are provided.This report is intended for general guidance only.It is not intended to be a substitute for detailed research or the exercise of professional judgment.IBM shall not be responsible for a

151、ny loss whatsoever sustained by any organization or person who relies on this publication.The data used in this report may be derived from third-party sources and IBM does not independently verify,validate or audit such data.The results from the use of such data are provided on an“as is”basis and IB

152、M makes no representations or warranties,express or implied.OM58E7WKUSEN-03Notes and sources1 All data in this report is from research from the IBM Institute for Business Value(IBV)and Oxford Economics,specifically executive surveys conducted between Q4 of 2022 and Q3 of 2023.See research methodolog

153、y for further detail.2 Wakelin,Mark.“AI Innovation Is Here to Stay:How to Keep Up.”The 360 Blog.Salesforce.July 19,2023.https:/ CEO decision-making in the age of AI.The Global C-suite Study Series:CEO report.IBM Institute for Business Value.2023.https:/ Ibid.5 Granger,John,Jesus Mantas,and Salima Li

154、n.Seven bets.IBM Institute for Business Value.May 2023.https:/ Ibid.7 AI-powered virtual assistant.”IBM.Accessed August 16,2023.https:/ 8 IBM client experience9“Creating reliable and accessible digital channels.”IBM.Accessed August 16,2023.https:/ the Recording Academy transformed the nominee and member experience with IBM Consulting.”IBM Blog.Accessed August 16,2023.https:/