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Extentia for Salesforce

As a registered Salesforce ISV Partner, Extentia has extensive experience in business solutions that require automation on the Salesforce platform.

Why Work With Us?

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  • We have expertise in Salesforce for development of out-of-the-box and highly customizable applications. We implement end-to-end business processes on force.com platform to help companies run effectively. Our capabilities also extend to studying legacy systems and providing the best solutions on force.com
  • We use Salesforce to improve customer engagement and customer relations, and integrate it with other systems and domains such as finance, accounting, HR, asset management, capital management and business intelligence
  • We offer enterprise mobility to keep up and ahead of trends by building custom native or HTML5-based apps, guaranteeing complete compatibility
  • We always ensure our optimum level of performance and maximum efficiency
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Binu Moothedan – Salesforce Specialist

Binu Moothedan“The Extentia Salesforce team offers strategic, turn-key solutions coupled with a great customer success management team. We offer our clients a single point of contact with complete accountability.”

Our Salesforce Team

  • At our growing Salesforce Development Center of Excellence, we proactively understand, use and challenge Salesforce
  • Together with app prototyping, we carry out our projects using agile methodology with Scrum planning to reduce development cost and time to market
  • Our highly skilled release management team is experienced in multiple sandbox deployment and sandbox restoration using various tools
  • Our dedicated quality analysis team makes sure we develop Salesforce applications of the highest quality
  • To keep customers satisfied, our highly specialized Salesforce team always collaborates with the skilled custom-application developers, business process analysts, release managers, architects, Salesforce administrators and integration specialists

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Extentia Knows Salesforce

  • We overcome the limitations of Salesforce with innovative ideas, leveraging our wide knowledge of various platforms
  • To achieve business objectives, we also employ various tools such as DBAmp, Dell Boomi, Google Maps, Amazon Web Service, PeopleSoft, DocuSign, Conga Composer and SSIS
  • We are up to date with the latest offerings by and happenings in Salesforce. We make use of the Salesforce communities, Salesforce1 platform and Admin A mobile apps, chatter announcements, enhanced case feed features, Salesforce file sync and mobile push, Visualforce remote objects, Visualforce HTML5 support, API updates, flexible API limits, canvas updates and Apex updates
  • Our R&D team constantly experiments on every new feature of Salesforce to measure its utility and usability, be it a pilot, enhanced, new or beta feature

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“The world of sales is changing rapidly and technology is driving these changes. Sales managers and teams everywhere are using social, mobile, big data, and cloud services to change the way they do business.”

- Salesforce.com

Other Benefits from Extentia:

Extentia has a dedicated team to build applications on the Salesforce cloud computing platform called the Salesforce1 Platform. This is a platform designed to create and implement applications for the social enterprise. You will be free to focus on building applications alone with no servers to purchase.

It facilitates the creation of social and mobile applications for a range of uses – including reporting, search, business processes – will work on a reliable and secure system that scales as needed, and has automatic backup for data.

Extentia is a Registered Salesforce ISV Partner, and our team offers a wide range of Salesforce Integration services. We provide strategy, migration, custom development, integration, and ongoing management services across the cloud adoption life cycle. No matter the requirement, Extentia’s teams can work flexibly to reinforce your existing Salesforce endeavors.

Working with Extentia Gives you Access to Extensive Salesforce.com Expertise Including:

  • Implementation of most Salesforce product offerings – Sales Cloud, Service Cloud, Marketing Cloud, Salesforce1 Platform and Salesforce Chatter
  • A complete team with diverse skills – regular, on-demand access to a rich consulting skill set
  • Business process analysts
  • Custom application developers
  • Change management professionals and trainers

To schedule a consultation, write to us at sf-inquiry@extentia.com or use the inquiry form above.

In the News

  • August 22, 2014
    Experts have been quick to tell us that technology changes everything—that Sales 2.0 is an entirely new way of working. And I was one of the first to scream: “No, no, no!” Social media, marketing automation, the cloud, and other technological innovations have transformed the way we work, but not how we sell. At the end of the day, sales is still about people buying from people. Technology has certainly changed how we gather information about prospects. It’s also changed how they gather information about our companies and what they expect from salespeople. And let’s face it: If you’re not active on social media, you’re not in business. However, our smartest, tried-and-true business-development, lead-generation, deal-closing tool is and has always been ourselves. And that’s not going to change anytime soon—if ever. Relationships Rule in Sales The digital world, as great as it is, threatens our personal connections. The next time you’re in a restaurant or even at a business meeting, notice how many people can’t take their eyes off their mobile devices long enough to focus on the people in front of them. And that’s a problem, especially for salespeople, whose career success is determined by the ability to build relationships. Whether your business is ultrahigh tech or low tech, your customers buy from you because they like and trust you—or because someone they like and trust has referred you. For relationships that actually drive business, you’ll have to stop typing and start talking. Keep Technology in Its Place Technology certainly has an important role to play in sales. There are hundreds of great applications that help us organize our sales processes and work more efficiently—from CRM, to marketing automation, to social-selling tools. Social media can be a particularly valuable sales tool, but it is not—as many would like to believe—the end-all, be-all for salespeople. It’s a great place to start conversations, ask questions, and showcase your expertise. Use it to research prospects so you can have richer dialogues—online and off. But don’t use it to toot your company’s horn or pester people with your sales pitch. People do business with people they genuinely like—not with your puffery and not with your company. It’s our job as salespeople to make connections. And those connections are cemented with in-person meetings or phone calls, not status updates. So put down the mouse, step away from the computer, and actually talk to the clients, prospects, and referral sources who can make or break your quota. It doesn’t matter whether you take your car, catch a flight, hop a bus, or pick up the phone. Just make the effort to connect. You’ll be glad you did. About the Author: Joanne Black is America’s leading authority on referral selling—the only business-development strategy proven to convert prospects into clients more than 50 percent of the time. She is a member of the National Speakers Association and author of NO MORE COLD CALLING™: The Breakthrough System That Will Leave Your Competition in the Dust and Pick Up the Damn Phone!: How People, Not Technology, Seal the Deal. To learn more, visit www.NoMoreColdCalling.com. You can also follow Joanne on Google+ or Twitter @ReferralSales, or connect on LinkedIn and Facebook.     Learn how salesforce.com can transform your sales by visiting our website or downloading the free e-book below. 
  • August 22, 2014
    If the internet is the great equalizer with regard to sales, then what is the role of sales and the salesperson? The role—and the real value of the salesperson—is to disrupt conventional thinking.  The salesperson who merely shares with the customer information the customer can gather on her own from the web is no better than a newspaper in today’s world. A newspaper contains information, not unlike the type of information the reader could find on the internet. But unlike the internet, the newspaper contains only static (non-changing) information. If “static information” describes what your salespeople offer, then you have to question their ability to influence the customer. The number of customers relying upon salespeople is decreasing, due to how many are now buying from the internet. In light of this, it is vital that salespeople bring greater value to the equation. The real power of sales emerges when a salesperson is a disruptive thinker—and uses this to impact the customer. It’s your objective to be the one to disrupt the customer’s thinking. At the core of disruptive thinking are questions and your level of confidence to challenge the status quo. Business is cyclical, and each time a business cycles, processes change, new markets emerge, and existing ones fade away. Our role as salespeople is to be the one to help customers understand this, regardless if we sell in a B2B or B2C environment. Our ability to disrupt a customer’s thinking begins when we create a level of confidence in the customer’s mind. To do this, we have to demonstrate sales leadership. Again, this is done best by being able to communicate with the customer in a manner that gets them thinking. Customers have options. The level of competition has never been greater, and the only thing certain is the number of options and the level of competition is only going to increase. If this is the case, then all the more reason you need to be seen as a “disruptive.”    When you challenge conventional thinking, you now have the ability to earn a seat at the customer’s table. If the customer doesn’t want you because of the way you challenge and practice disruptive thinking, then they are most likely a customer you don’t want. Why? Because the customer who is not willing to be challenged and explore new levels of thinking is a price-focused customer. Someone who is price-focused is only going to buy from you based on price, and as soon as someone else comes along with a better price, they will leave you.  This makes disruptive thinking such a valuable process to you as a salesperson, because it allows you to not be sucked into the world of price-oriented customers. They will reject you before you reject them. To me, that alone makes disruptive thinking worth it. There is nothing more valuable than your own time, so not having to spend it on price-oriented customers is a real gift. At the core of disruptive thinking is asking questions that challenge the norm. If you’re a salesperson, what are the 5 questions you can ask a customer that will get the two of you thinking about broader possibilities? If you’re a sales manager, what are the 5 questions your salespeople should be asking?   Your goal with disruptive thinking is to first be seen by the customer as an irreplaceable source of knowledge and insight. Second, you need to uncover new business opportunities the customer has yet to realize.  About the Author: Mark Hunter, “The Sales Hunter,” is author of High-Profit Selling: Win the Sale Without Compromising on Price. He is a sales expert who speaks to thousands each year on how to increase their sales profitability. He was named one of the Top 50 Influencers in Sales by Top Sales World.  To receive a free weekly sales tip and read his Sales Motivation Blog, visit www.TheSalesHunter.com. You can also follow him on Twitter, on Facebook and on LinkedIn.     Salesforce.com has been named Forbes' most innovative company three years in a row. Learn what's behind our disruptive thinking by visiting our website or downloading the free e-book below.
  • August 22, 2014
    B2B sales people often resemble and sell like the Energizer Bunny. They’re rarely nasty or point fingers, as often the fault rests less with them than with their environment. Their companies, through their front-line managers, wind them up and off they go, bouncing from one opportunity to the next. This is reinforced weekly or monthly in opportunity review meetings—the familiar check-in of "what you got, what are you going to close, and hurry up,” only to be outdone by the month-end frenzy of the close-close-close ritual. This constant focus on the "finish" prevents many salespeople from stopping to perform an important and overlooked activity: planning. Planning is a core component of successful selling, including long-term, mid-term, and especially near-term planning. The best and most consistently successful B2B salespeople master one key skill: the ability to effectively allocate their time to high-value activities. Sales success lies not in time management—time already comes managed—but in prioritization. It’s essential for salespeople to understand which activities are high-value, allocate time to those activities, and then stick to their plan. When I ask salespeople I work with to name their highest-value activities, they list the usual suspects: prospecting, selling, account management, research, admin, and so on. Less than 10 percent include planning as a high-value activity. As a result, they don’t commit time to it, and then they try to execute without a plan. We have all seen reps creating an account plan at the start of the year. A few will review and update the plan, but most let it sit on a shelf through the year and then update it the following January. It is important to accept that planning is an ongoing process, not an occasional event, and as such should be almost a daily activity. There are, of course, different degrees of planning. It needn’t be a deep dive every time; instead the plan should fit the circumstance. I recommend having three levels or types of planning. First, there’s annual planning. In addition to the expected elements, strategic and tactical, it should include specific times to review and update the plan and related actions dictated by events. Mid-term planning is equal parts tactical and strategic, but clearly skewed to execution. Based on the length and intricacy/density of your sale, this could be a monthly, quarterly or (in highly transactional environments) a bi-weekly exercise. The goal is to ensure you have set aside enough time to complete all of the things you need to win; and to ensure resources are in place when needed. The third type of planning is the most frequently overlooked, and also among the most crucial to success: daily planning. Take a few minutes to step back and ensure that you are ready for tomorrow. Lining up leads for the next day helps you maximize your prospecting time. Daily planning also helps you adjust your calendar to maximize the 9-5 customer-facing time, ensure the proper resources are in place, and take care that your big plan for winning is not undermined. If you start with a solid and dynamic plan, you can increase your odds of winning before you start the sale. About the Author:  Tibor Shanto is a principal at Renbor Sales Solutions Inc. He is an award winning author, speaker, and B2B sales execution specialist. Tibor can be reached at tibor.shanto@sellbetter.ca or +1 416 822-7781. Follow him on Twitter at @TiborShanto.     Visit salesforce.com for more tips for winning sales every single time, or download the free e-book.
  • August 22, 2014
    “They’re driving me crazy!” aren’t the words you’d expect to hear from a sales manager of a high-performing team. As any experienced sales manager knows, top salespeople are essential to a company’s success because they bring in the bulk of the sales. It’s not surprising that many companies make it a priority to prevent their most successful salespeople from being poached by headhunters.    Yet, these high performers can also present some challenges because they often act as lone wolves and sometimes require kid-glove treatment. One of the things sales managers can do to earn their high performers’ loyalty is to help them sell even more. Since they are typically results-driven, this gives them a reason to stay.  How can a company support its top salespeople to get even better while also addressing the issues they pose?  Part of the solution lies in coaching, but with a difference. Traditional coaching methods often don’t work with high performers which can cause sales managers and high performers to avoid coaching. The result is their coaching relationship can dwindle and, in many cases, cease. Beware of this as it becomes a fertile environment for headhunters.  Getting the most from your high-performing salespeople while being cognizant of their challenges is a three-part process:  1. Better understand your high-performing salespeople High performers are usually quick thinkers. This may seem to be great for engaging sales conversations, but it comes at a cost. Because high performers think quickly, their fast brains limit their ability to adapt their communications to others who may not think as fast as they do. The result is holes in their communication—they may think that a prospect “got it” when in fact the prospect didn’t. Misunderstandings created by this dynamic can create a ripe environment for unsatisfied clients, and as a consequence, you and your customer service team may spend a lot of time cleaning up the fallout left by your perpetrating high performing salespeople. How do you work with these potential challenges? 2. Coach your top performers in a different way The secret is to stop focusing your coaching on the behaviors of your top performers. Instead, focus your coaching on the thinking behind those behaviors. Set your sights on being the catalyst of your salespeople’s thinking. An improvement in their sales behaviors will naturally follow, which will result in their improved sales. This way you coach to their strength of being quick thinkers. As their sales coach, your role is to not to try to do the thinking for them. Instead, your sales coaching role is to improve your salespeople’s thinking. They’ll then apply their new and improved thinking to their sales conversations.  How do you provide them with feedback so they can improve? 3. Give your top performers the “right” feedback Most people like to receive accolades. Yet, positive feedback isn’t what we want to hear all the time. There is a place where positive feedback is helpful when coaching top performers and there’s a place where positive feedback can be unproductive.  When salespeople try new sales approaches, they usually appreciate and desire positive feedback.   But once team members develop a level of skill or mastery in a particular area, research indicates that they want “negative” feedback. They want to know what they did that didn’t work and figure out how to do it even better next time.  Knowing when to provide positive or “negative” feedback is essential when it comes to coaching your top salespeople. Reality is: You really don’t know when or with whom to use positive or negative feedback. It can be a crapshoot. The best way to go about it is to ask each of your top performers how they prefer their feedback—and then get feedback on your feedback so you know if what you are doing is working for them.   Recognize that trust is the key for making your feedback and coaching sessions fruitful. Without it, you turn your attempts at coaching your high performing salespeople into a power struggle that will make the headhunters’ job a lot easier. When you are looking to retain your top performers, focus on understanding them better, coaching their thinking and providing them the “right” kind of feedback. This way you’ll keep the recruiters at bay. About the Author: Peri Shawn is the award-winning author of Sell More with Sales Coaching. For your two chapters, go to www.CoachingandSalesInstitute.com           Motivate your sales team with salesforce.com, and download our free e-book below.
  • August 22, 2014
    Consider the following: A 26-year-old woman (let’s call her Stephanie) has zeroed in on this season’s “Out of Africa” look for a new work outfit, so she goes to a Ralph Lauren store and tries on a pair of white riding pants and a striped poncho. Stephanie’s not sure if she can pull it of —she’s only 5’ 3”—so she steps out of the dressing room, strikes a pose in front of something called a Magic Mirror, and does a slow twirl. The Magic Mirror captures the action and renders it into a 15-second video. She reviews the video, types, “Does this cape make me look like a walking circus tent? And what color/kind of blouse would go with it?” then clicks a big, red Help Me button. Within seconds, the phones and tablets of 196 women and 4 men receive an alert. These aren’t Stephanie’s friends, because her friends are too nice. In fact, Stephanie has never met any of these people, although most share with her the same body type, age range and fashion sensibilities. Most important, she knows from experience that they’ll be brutally honest. About 30 of the 200 are available to respond to Stephanie’s Help Me. They review the video, and give it a five point rating, from double-thumbs up to double-thumbs down. Seven of them go on to write some comments and suggest blouse options. The responses come back to Stephanie within 10 minutes of her HelpMe—time she uses to try on other items. She decides to go ahead with the purchase, and then goes off to look for the right blouse. Later, she’ll jot thank you notes to the more thoughtful of her unseen advisors. Sounds great, doesn’t it? The point is that the very question, “Does this make me look fat?” is social in both its nature and approach. And we know that any sales associate in a store or a friend to whom we send a selfie is going to tell us we look wonderful no matter what we have on. When it comes to fashion advice, let’s face it: we don’t want friends, we want answers—and we want them fast. And the question really isn’t, “How do I look?” It’s “How do I get The Look?” The Tata Group is bringing the Magic Mirror to life, using its JamVee technology atop Salesforce Communities. Salesforce Communities is an enabling community platform that, when adopted by industry thought leaders, is giving life to all kinds of new and creative services. And the word has gotten out. At Salesforce1 Paris, we saw how Louis Vuitton, L’Oreal, and Yves Rocher are moving in their own directions that are just as game-changing. If you are a Chief Believer like I am, then you will measure the success of Retail Communities by how many goods are sold through them. McKinsey agrees by putting a half-trillion dollar value on business-to-consumer social selling. If you disagree…let’s just say I wouldn’t turn my back on any 5’ 3” woman wearing a new pair of riding pants. Learn more about how Tata Group is using Salesforce Communities by attending our Aug. 27 webinar, Tata Reimagines Connected Retail Through Communities. Click here to register now.
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