S O P008 Versace 091907

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S O P008 Versace 091907

  1. 1. How Salesforce.com Uses Salesforce to Manage Our Pipeline and Forecast Track: Sales: Operations and Performance Brett Queener, SVP, WW Business Operations Brian Millham, SVP Corporate Sales Roque Versace, RVP Corporate Sales
  2. 2. 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.
  3. 3. Brett Queener Salesforce.com’s Forecast Process
  4. 4. How salesforce.com manages pipeline We set targets by source: EBRs, Alliances, Marketing, Sales reps And track performance in the app
  5. 5. Using historical trends this gives us one forecast view
  6. 6. Sales managers also submit weekly their experienced viewpoint Forecast submission (COB) Pres. of Sales review CEO with CEO Pres. Fridays Thursdays SVPs/EVPs/GMs AVPs Wednesdays RVPs Tuesdays AEs Mondays
  7. 7. Conventions ensure consistency in override submissions  “Commit” answers “How much ACV will you book this month?”  Includes all deals in “Commit” and “Closed” forecast categories and some reasonable amount in “Best Case”  “Best Case” answers “How much ACV could you book this month, if everything worked in your favor?”  Includes everything in “Commit”, “Closed” and “Best Case” forecast categories
  8. 8. We compare manager overrides to opportunity roll-up And check pipeline coverage against historical close rates Coverage = Open / (Commit – Closed)
  9. 9. Big Deal reviews further validate Enterprise pipeline and forecasts
  10. 10. Simulations offer one more forecasting perspective
  11. 11. We triangulate forecasts into a final prediction Operations  Pipeline by source  Historical close rates Sales Simulations  Override  Historical trends Submissions by stage  Manager  close rates personality  close dates  Pipeline coverage  amounts  Big deal reviews
  12. 12. Brian Millham Corporate Sales US Forecasting Process
  13. 13. Corporate Sales Operations Include  Year-over-Year Changes & Planning  Coverage Model  Triangulating the Forecast Numbers  Sales becomes a More Strategic Arm of the Business
  14. 14. Year-over-Year Changes & Planning  40% Year-over-Year Growth (where do the heads go?)  New Segmentation by employee size  SE Specialization
  15. 15. Coverage Model  Geography  Employee Size  Product Line  Vertical
  16. 16. Triangulating the Forecast Numbers  Historical Productivity by Account Exec  Account Execs Commit and Best Case  “By the Numbers”
  17. 17. Sales becomes a More Strategic Arm of the Business  How well are new products gaining traction?  How is the pricing of new products being received?  How are customers implementing the solution?  What products selling in what segments / industries?  What are the competitors by segment?
  18. 18. Regional (Line Manager) View  How Am I tracking to Corporate Goals?  What do I need to track for my team?  Line Managers Need to be Enabled.  Don’t have the resources  Need to adjust quickly
  19. 19. Session Feedback Let us know how we’re doing! 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: Overall delivery of session We strive to improve, thank you for filling out our survey.

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