PresentationUsers' ClubData qualityChoice of integratorEvolution of quotationsProject TendersSupport and training
The administration team is made up of three people: the Sales Engineer, the Functional Administrator and me as the Technical Administrator. Although I am the technical reference for the company, I have always had a functional perimeter to ensure continuity of activity on the CRM. I have always had a role as a project manager to identify user needs and, if necessary, transcribe them to our Salesforce integrator. My role in the MOA was mainly to supervise the Functional Administrator, a "junior" resource on the job.
In this context, I am in contact with all the users (sales representatives and sales assistants) and the central departments of the company that have a link with the commercial activity (the Commercial Performance Department, Marketing and the DAF).

Here are a few examples of achievements I have implemented over the years on the Salesforce MOA side:

  • Animation of the Users' Club
  • Data quality management
  • Selection and piloting of the new integrator (POC request for framework agreement management)
  • Development of the quotation module: identification of user needs, R&D, drafting of the expression of needs
  • Tender management
  • User support and training

Animation of the Users' Club

The Users' Club is the forum for exchanges between users and the administration team. The users were very quickly taken on board by the sales assistants

  • Setting the agenda for each meeting
  • Survey of availability and invitation to users
  • Preparation of presentation materials
  • Facilitation of the session
  • Drafting the minutes of the meeting

To see the presentation, click here ""
To see the RACI, click here ""
To see the report, click here ""
To see the result in the application, click here ""

Data quality is an important element in the life of an application. Among other things, it allows us to

  • To have a comprehensive history of activity on the recordings, and therefore to know how to approach future contacts,
  • Find and identify expected records correctly and quickly,
  • Avoiding duplicate records,
  • And of course to ensure that the data is correct.

I have set up two dashboards on the subject, accessible to all users, for :

  • Accounts, click here ""
  • Opportunities, click here ""

Selection and management of the new integrator

When I started working on Salesforce CRM in September 2013, OCEA Smart Building (OSB) had contracted with the integrator "Kerensen Consulting". I therefore started my activity by working with the consultants of this company. Following the acquisition of Kerensen by Salesforce, the teams of this integrator were incorporated into the internal teams of Salesforce and the service contracts were not renewed. It was therefore necessary to select a new integrator, a procedure that I initiated in agreement with the Sales Performance Department and then the company's management.

The selection was made in three stages: writing an expression of need for the development of a POC and two stages of consultation.

I wrote the expression of need on the management of framework agreements, necessary for the users of the CRM and within the framework of the global redesign of the OSB business I.S. The Commercial Performance Department (SPC) reviewed, amended and validated the document.
For the first stage of consultation we approached several integrators in conference call mode: Modis France, Devenson, Dimo Software, Altius Services.

Modis France and Devenson were short-listed for the second stage of the consultation with a first "face-to-face" meeting in OSB's Lyon offices.
The first meeting of this second stage consisted in presenting the company and the expression of need that I had written. We left two calendar weeks for the candidates to develop their response presented in person.
The presentations made by the two integrators enabled us to select Modis France, which better met the company's expectations.

The tests for the final production release were done in two stages: by the CRM administration team (the SPC and me) and then by a sample of users

Framework Agreement Management Project Expression of needs Test booklet

Since the selection of Modis France as a Salesforce integrator at OSB, I have been managing the activity of the people involved: monitoring the various interventions and renegotiating the service contract.

Evolution of the quotation module

The Quotation module used at OSB was developed by Kerensen Consulting at the end of 2014 and put into production in January 2015. It consists of the standard Salesforce elements (Quote, Product, Price Catalog objects) plus custom elements. The objective of the redesign of the Quote module is to make it easier for users to use.

Working in Research & Development mode, I chose the "Salesforce CPQ" module (formerly Steelbrick) now developed by Salesforce. Consult the product sheet by clicking here "".
My choice was validated by the General Management and the price of the CPQ licences was negotiated by my hierarchy directly with Salesforce.

The redesign work began in 2016 with the identification of user needs in the context of improving the editing of quotes. I then wrote the expression of need sent to Modis France.

To view the presentation of the benefits of CPQ click here "", the expression of need click here "" and the mock-up of the new quotation template click here "".

Tender management

OSB's target markets are condominiums, social landlords, local authorities and the service sector. In addition, the company has divided the national territory into five Regional Directorates (DR), each with its own sales team.
The General Manager of OSB, who is in charge of commercial development, has asked that all the quotes issued by the company be built directly into the CRM. Today, only those intended for condominiums are built in the CRM. In 2017, I initiated the analysis to redesign the creation of quotes for social landlords.
As Salesforce project manager, I first worked on building the project team for this subject: a sales assistant from each regional office, the functional administrator present at the time and myself. We had a workshop on the subject in 2017 following which I produced an analysis document. This document is an unfinished working document.
To consult the minutes of this workshop click here "", the analysis document click here "" and the costing matrix click here "".
During this workshop I asked the sales assistants present to each provide an example of a tender to which their team had responded in order to establish common characteristics.

The turnover of staff working on the CRM and the priorities defined by the company's management did not allow this project to be taken forward. All the elements are nevertheless available to resume work.

For reasons of confidentiality I do not collect the documents provided for the case studies here. The clients or prospects included in the case study are :

  • Ideha and OPH de Nancy for the Eastern Region
  • Lille Metropole for the North Region
  • Maine et Loir Habitat for DR GRAND-OUEST
  • The OPH of Toulon for the South-East Region
  • OPH de Villejuif for the IDF DR

User support and training

As with any IT tool, it is necessary to ensure follow-up to respond to current user requests (those that concern the day-to-day use of the application and not developments). It is also necessary to train users when they arrive or when there are changes.
The historical tool for requests is external to Salesforce, it is GLPI. Then I set up and opened the rights on the "Request" object.

As far as training is concerned, I have drawn up the training programme for new employees: the course material and the Powerpoint presentation.