Strategic Account Planning Jason Garoutte, salesforce.com Gary Hanna, salesforce.com Anthony Forbes-Roberts, Carlson Companies Track: Million Dollar Producer

Safe Harbor Statement “ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements including but not limited to statements concerning the potential market for our existing service offerings and future offerings. All of our forward looking statements involve risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results could differ materially from the results expressed or implied by the forward-looking statements we make. The risks and uncertainties referred to above include - but are not limited to - risks associated with possible fluctuations in our operating results and cash flows, rate of growth and anticipated revenue run rate, errors, interruptions or delays in our service or our Web hosting, our new business model, our history of operating losses, the possibility that we will not remain profitable, breach of our security measures, the emerging market in which we operate, our relatively limited operating history, our ability to hire, retain and motivate our employees and manage our growth, competition, our ability to continue to release and gain customer acceptance of new and improved versions of our service, customer and partner acceptance of the AppExchange, successful customer deployment and utilization of our services, unanticipated changes in our effective tax rate, fluctuations in the number of shares outstanding, the price of such shares, foreign currency exchange rates and interest rates. Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time. These documents are available on the SEC Filings section of the Investor Information section of our website at www.salesforce.com/investor . Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law.

“ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements including but not limited to statements concerning the potential market for our existing service offerings and future offerings. All of our forward looking statements involve risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results could differ materially from the results expressed or implied by the forward-looking statements we make.

The risks and uncertainties referred to above include - but are not limited to - risks associated with possible fluctuations in our operating results and cash flows, rate of growth and anticipated revenue run rate, errors, interruptions or delays in our service or our Web hosting, our new business model, our history of operating losses, the possibility that we will not remain profitable, breach of our security measures, the emerging market in which we operate, our relatively limited operating history, our ability to hire, retain and motivate our employees and manage our growth, competition, our ability to continue to release and gain customer acceptance of new and improved versions of our service, customer and partner acceptance of the AppExchange, successful customer deployment and utilization of our services, unanticipated changes in our effective tax rate, fluctuations in the number of shares outstanding, the price of such shares, foreign currency exchange rates and interest rates.

Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time. These documents are available on the SEC Filings section of the Investor Information section of our website at www.salesforce.com/investor . Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law.

Session Goals Learn how to define strategic accounts Discuss why they deserve special focus See how to manage these special accounts using Salesforce Gary Hanna – strategy at salesforce.com Jason Garoutte – demo of our custom app Anton Forbes-Roberts – Carlson’s custom app

Learn how to define strategic accounts

Discuss why they deserve special focus

See how to manage these special accounts using Salesforce

Gary Hanna – strategy at salesforce.com

Jason Garoutte – demo of our custom app

Anton Forbes-Roberts – Carlson’s custom app

Gary Hanna Senior Vice President, North American Field Sales Salesforce.com [email_address]

Areas Where We Needed to Improve Deal-focused rather than account focused Only thinking 2-3 months out Shying away from elephant hunting Coordinating across a corporate family

Deal-focused rather than account focused

Only thinking 2-3 months out

Shying away from elephant hunting

Coordinating across a corporate family

When You Drive Somewhere New…

Strategic Account Planning Speak a common language Identify accounts with most potential Quantify the “whitespace” Document the customer’s business issues Share our plan internally

Speak a common language

Identify accounts with most potential

Quantify the “whitespace”

Document the customer’s business issues

Share our plan internally

The Old Way of Account Planning Inconsistent No common language PowerPoint, Word, Excel , napkins Version control problems No way to track “Instead, let’s drink our own champagne.”

Inconsistent

No common language

PowerPoint, Word, Excel , napkins

Version control problems

No way to track

“Instead, let’s drink our own champagne.”

Sales, strategy, product, and marketing all play part. For us, strategic is a Bellwether reference In a target industry With seat potential above X Involve managers in selection First We Had to Define “Strategic”

Sales, strategy, product, and marketing all play part.

For us, strategic is a

Bellwether reference

In a target industry

With seat potential above X

Involve managers in selection

Sales Reps Had to See the Benefit Build pipeline more quickly Increase close rates Coordinate with the team Communicate quickly with manager

Build pipeline more quickly

Increase close rates

Coordinate with the team

Communicate quickly with manager

Keep it Simple Few fields Few related lists No redundancy – most information still kept at Account level

Few fields

Few related lists

No redundancy – most information still kept at Account level

When is it Done? 3 Answers in 3 Minutes Treasure Keys Map What is the potential? What are keys to unlocking? How will we get there?

The Treasure: Potential Salesforce Users

The Keys: Any Number of Business Issues

The Map: Background and Overall Strategy

The Map: High-Level Tasks & Activities

Expect What You Inspect Not Started Under Construction Ready For Inspection Approved Stages for Each Account Plan

Dashboard Tracks Our Progress

Now We Measure Progress Against Plan Goals Weekly regional meetings Monthly executive meetings – key accounts scheduled for discussion Did the rep go where they said they would? Or did they drive off a cliff?

Weekly regional meetings

Monthly executive meetings – key accounts scheduled for discussion

Did the rep go where they said they would?

Results 200 account plans created so far Tracked in dashboard Proactive executive review of top accounts Real test is our pipeline in these accounts Ask me again in one year “ It’s great that we got this out of PowerPoint. There’s no question this is going to help me sell.” -- Financial services rep, Northeast region

200 account plans created so far

Tracked in dashboard

Proactive executive review of top accounts

Real test is our pipeline in these accounts

Ask me again in one year

Jason Garoutte Vice President, Field Operations [email_address]

Appexchange as a Starting Place

How We Deployed to 150 reps in 90 Days Started with executive sponsorship Solicited ideas from reps Focus groups and guinea pigs Built prototype in 2 days! Operations did the set-up Lots of training Set expectations with deadlines and dashboard

Started with executive sponsorship

Solicited ideas from reps

Focus groups and guinea pigs

Built prototype in 2 days!

Operations did the set-up

Lots of training

Set expectations with deadlines and dashboard

DEMO

Some hidden slides follow (in case no internet during presentation)

Related Lists

Many Accounts under Each Plan Current Licenses / Potential Licenses = Penetration At-Risk Indicator

Current Licenses / Potential Licenses = Penetration

At-Risk Indicator

How do I complete Business Issues? Anyone who has access to Account Plan tab can add or edit Business Issues.

A Trick for Increasing Visibility

A Tool for Better Account Research

A Tool for Building Org Charts

Tips for Printing an Account Plan Printable view Dynamic assembly (e.g. Savo, Dreamfactory)

Printable view

Dynamic assembly (e.g. Savo, Dreamfactory)

Anthony Forbes-Roberts Enterprise Sales CRM Manager CARLSON COMPANIES INC. [email_address]

Global leader in the marketing, travel, and hospitality industries Ranked among largest privately held corporations in the USA Based in Minneapolis, Minnesota Carlson-related brands and services employ 170,000 people in 150 countries and territories. Currently 1400 users in 5 operating groups (OGs) on a single EE org Additional 30 users on PE in a small APAC business unit Target Accounts include Fortune 1000-type businesses, potential franchisees, travel agencies, and consumers. Enterprise focus on large B2B customers – ‘SAM’ Potential relationships for more than one OG Cross- and up-sell opportunities generate long term success and high commissions

Global leader in the marketing, travel, and hospitality industries

Ranked among largest privately held corporations in the USA

Based in Minneapolis, Minnesota

Carlson-related brands and services employ 170,000 people in 150 countries

and territories.

Currently 1400 users in 5 operating groups (OGs) on a single EE org

Additional 30 users on PE in a small APAC business unit

Target Accounts include Fortune 1000-type businesses, potential franchisees,

travel agencies, and consumers.

Enterprise focus on large B2B customers – ‘SAM’

Potential relationships for more than one OG

Cross- and up-sell opportunities generate long term success and high

commissions

Carlson’s Strategic Account Management Strategic Account Management, better known as “SAM,” is designed to build better and deeper customer relationships . SAM is the process that promotes a unified sales effort across Carlson to make us more effective at influencing our clients. In doing so, we bring in more revenue than we could acting as independent operating groups. The SAM team consists of sales leaders from across Carlson Our wins are gained through: Growing revenue in our named strategic accounts Executing enterprise sales opportunities SAM is about teamwork across the Enterprise

Strategic Account Management, better known as “SAM,” is designed to build better and deeper customer relationships .

SAM is the process that promotes a unified sales effort across Carlson to make us more effective at influencing our clients.

In doing so, we bring in more revenue than we could acting as independent operating groups.

The SAM team consists of sales leaders from across Carlson

Our wins are gained through:

Growing revenue in our named strategic accounts

Executing enterprise sales opportunities

Selecting SAM Accounts In general, SAM Accounts have the following characteristics: Fortune 500 Large employee basis Large global footprint Financially healthy Carlson category spend (balance of trade) SAM team re-evaluates accounts annually to ensure we have the right portfolio to maximize revenue SAM Account Portfolio Data

In general, SAM Accounts have the following characteristics:

Fortune 500

Large employee basis

Large global footprint

Financially healthy

Carlson category spend (balance of trade)

SAM team re-evaluates accounts annually to ensure we have the right portfolio to maximize revenue

Enabling SAM Success Process and technology drive collaboration Common interests, values, incentives Collaboration Common processes & language: Sales stages (SU – P1) Opportunity values (Gross Sales/Net Revenue) Account naming (common using Dun & Bradstreet) Communication Common global B2B technology platform (SFDC) Visibility Enablers Success Factors

Common interests, values, incentives

Common processes & language:

Sales stages (SU – P1)

Opportunity values (Gross

Sales/Net Revenue)

Account naming (common using

Dun & Bradstreet)

Common global B2B technology platform (SFDC)

Enabling global account collaboration Current totals and targets defined Each SAM Account has a record in SFDC D & B match populates key global parent account info Scorecard measures define account status ‘Click-through’ to all Accounts, Contacts, and Opportunities across Carlson

Institutionalizing Common Processes and Language Common stage nomenclature Common Opportunity values VOC incorporated into stage process

Identifying Individual SAM Opportunities The SAM section is near the bottom 2. Check the SAM box and 3. Add a Net Revenue figure 4. Type the name of your SAM team lead 1. Once you have determined the Opportunity is a SAM one, click the ‘EDIT’ button

Tracking SAM Performance Net Revenue the key foundational metric

Managing SAM Performance to Goal ‘ Red, yellow, and green’ traffic light format shows us pipeline coverage by individual Pipeline performance tracked by region, business unit, and SAM member Where we need to go Where we are What is our nominal and weighted pipeline value Whether we will meet our goal

Achieving the right results SAM Net Revenue Increased by 40% over 2006 On track to exceed 2007 goal by 22% Growth Increased # of SAM accounts by 30% in 2007 Revenue from SAM accounts increased 51% over 2006 Best Practices First single source of cross-unit B2B account info in Carlson’s history SAM pipeline management principles the Carlson ‘standard’ Focus on revenue; key fields drive tool simplicity

SAM Net Revenue

Increased by 40% over 2006

On track to exceed 2007 goal by 22%

Growth

Increased # of SAM accounts by 30% in 2007

Revenue from SAM accounts increased 51% over 2006

Best Practices

First single source of cross-unit B2B account info in Carlson’s history

SAM pipeline management principles the Carlson ‘standard’

Focus on revenue; key fields drive tool simplicity

Advice Be customer-driven Be easy to buy from and sell for Build only what you need Be as simple as possible Don’t give up

Be customer-driven

Be easy to buy from and sell for

Build only what you need

Be as simple as possible

Don’t give up

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Please score the session from 5 to 1 (5=excellent,1=needs improvement) in the following categories:

Overall rating of the session

Quality of content

Strength of presentation delivery

Relevance of the session to your organization

Additionally, please score each individual speaker on:

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Anthony Forbes-Roberts CRM Enterprise Manager Gary Hanna SVP North America Field Sales Jason Garoutte VP, Field Operations QUESTION & ANSWER SESSION Carlson Companies salesforce.com salesforce.com