How can total cost of ownership (TCO) be made better using Salesforce?

When evaluating the TCO of Salesforce's products (Sales,Marketing, Service, IoT Clouds, Pardot, etc), there are 3 main elements to always take into account: Acquisition Cost, Implementation Cost & Ongoing-Support/Maintenance Cost. In each element, there are areas where cost can be minimized/streamlined to increase the overall ROI of Salesforce's products. Aquisition Cost revolves around the SaaS Subcription/License cost that Salesforce charges your company. As a Salesforce Consulting & VAR Partner, our company always advises our clients to negotiate on the "sticker/retail" license prices. Depending on the size of our client's company/total number of user licenses needed, we use this as leverage to negotiate a cheaper per-user license cost. Furthermore, if our clients budget allocation for Salesforce licenses allow for multi-year commitments, we try to leverage this to also negotiate down on the license costs. Implementation Costs generally consist of the time cost of configuring, integrating and deploying Salesforce's products. Additionally, it’s also important to include the cost of training users on the new technology and have some sense for the impact of the change to productivity and efficiency. In almost every case in our experience, implementation of a new system causes a short-term dip in efficiency as users get used to working in the new environment (understanding that this dip is going to happen and planning how to help users transition through it is an important part of the Change Management process of a project). Depending on accounting interpretations much of the Implementation cost may be treated as a capital expense, and it is often the largest visible cost of a project, particularly when using external consultants, like our company R/CS, to do the implementation. The easiest way to minimize implementation costs is to thoroughly plan ahead of time and identify all the necessary stakeholders required in the implementation phase. Although often not highly visible in planning for CRM related initiatives, the ongoing cost of keeping the new system up and running in the long run, as well as in deploying new or additional functionality and (depending on the scenario) in scaling it to additional users. These costs include support contracts with external vendors or Salesforce itself, ongoing license costs and (occasionally) upgrade costs . The technology plan must be able to forecast these recurring costs based not just on current numbers, but also on the organization’s planned future state. For example, if a customer online community costs $1 per user per year with 5000 current users, but the organization plans to scale it to 100,000 users in five years, the cost will also scale, which can provide an unwelcome surprise from a budgeting perspective unless it’s been planned for from the outset. As much work as possible should be done to isolate known and projectable costs and build them into the overall organizational plan so that you know what you need to fund and when. Ideally, your investments will begin to give you economies of scale or other savings over time.

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When planning for a Salesforce implementation and creating your budget you’ll want to consider the total cost of ownership (TCO). Figuring this out will help your team determine not only budget for your Salesforce project, but also the short-term and long-term costs of the project.https://www.rubixmarketresearch.com/

When planning for a Salesforce implementation and creating your budget you’ll want to consider the total cost of ownership (TCO). Figuring this out will help your team determine not only budget for your Salesforce project, but also the short-term and long-term costs of the project. https://www.sevenmentor.com/salesforce-training-in-pune.php

All - The TNG team has written several articles on this topic here: https://www.thenegotiator.guru/learninghub.html. Feel free to take a look and let me know if you have any specific questions. Thanks, Dan

Have to look very closely at the soft costs, i.e. many different systems holding big data, less time producing reports as long as the reports are what the requestors are asking for - this is super important. There are too many instances when an upper level manager asks for a report that can easily be pulled from SF.com but the rep is stuck having to pull it - that is not a good use of the application. Also custom mobile apps that shorten reporting time, anything that frees up a rep to concentrate on moving the deal along, closing, deepening relationships has a price and needs to be considered. Sales people do not like to do reports nor data input we want to sell, that is what we do and what we should be doing.

TCO with regards to Salesforce comes down to utilizing the tool and getting full buy-in from all potential users. If its "sold" as a must do tracking tool alone, the Team will not use it as its designed.

The biggest impact I've seen with our clients on justifying the TCO is making sure that all the teams are aligned on processes. As leads flow through from Marketing to Sales to Operations have all of the variables been identified and a solution developed? If Salesforce becomes a fancy rolodex then there is no way to justify the cost. If Leads, Customer, Partners are constantly in alignment with who is responsible for them at that stage and communications continue then the value is definitely there.

It really comes down to how effective you are use SF and Pardot/Marketing Cloud. If you you use SF and fail to incorporate Sales Process, Lead Capture/Flow and Automated Marketing then it will end up in the cost center. If you're using it for Service Cloud you can also still calculate operational savings. Bottom line is it should be driving increased ROI and that's how you drive TOC down.

TCO can be reduced by hiring the right salesforce admin so that the data which is entered inside the CRM is maintained and used to the fullest