White Space Analysis
(Upsell/Cross-Sell)
Sales I: Pipeline Basics
Phil Barker Chief Adoption Officer, Salesforce.com
Susan St. Ledger SVP High Tech Vertical Markets,
Salesforce.com
Douglas Burt MedImpact Healthcare Systems, Inc.
John Lieto CT Corp

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,
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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 Overview
 Phil: Up-sell/Cross-sell strategies
 Doug: How MedImpact is doing it
 John: How CT Corp is doing it
 Susan: Moderate Q&A and Summary

Up-sell/Cross-sell Strategies
 When purchased

Know Existing Prices paid, discount thresholds
Products Purchased  Current benefits received
 Competitive pressures
 Marketing campaigns - promotions
Target  Reports – by product, industry,
Candidate Customers renewal dates
 Call scripting - Training
 Opportunity tracking - sales activities
 Customize inputs and validations
Manage Sales Pipeline
 Capture best practices
 Executive awareness
Drive Collaboration  Product line management feedback
and Reporting
 Marketing feedback
 Training improvements

MedImpact Healthcare Systems, Inc.
Douglas Burt
Sr. Multimedia Designer
doug.burt@medimpact.com

All About MedImpact
MedImpact Healthcare Systems, Inc., based in San Diego, California, was
founded in 1989. The company currently serves 27 million members nationwide
with clients that include Fortune 500 corporations, unions, managed care
organizations, large employers, insurance carriers, third-party administrators, as
well as local, state and federal employee programs. MedImpact bases its
success on delivering innovative products and services designed to lower overall
client cost while increasing member satisfaction and quality of care.
• INDUSTRY: Healthcare Technology
• EMPLOYEES: 650
• GEOGRAPHY: United States
• # USERS: 545
• PRODUCT(S) USED: SFA, Service & Support,
3 downloaded AppExchange applications

Key Business Goals
 Summary of Objectives
• Increase Client Product Up-sell Rate
• Develop Consistent Product Education
• Improve RFP to Best and Final Success Rate
• Automate Pipeline Reporting

Business Process Opportunities
 Business Needs
• New Sales and Up-sell of Revenue Generating
Products and Services
• Internal Training on Current and New Products and Services
• Accurate Reportable Request For Proposal (RFP) Analysis
• Accurate Pipeline of Opportunities
 Technology Needs
• Centralized Access to Product Information
• Team Collaboration on Client Services
• Automated and Reportable RFP Metrics
• Automated Pipeline

Product Up-sell Story (Current Install Base)
Need Salesforce
 New Sales and Current Client  Custom Object to
Up-sell of Core Products Display Product Info
and Services  Custom Area in Opportunity
 Internal Training on Current,  Team Competition Tracking
Updated and New Products  Leader Dashboard
and Services
 Team Collaboration
 High Visibility to Motivate

Sample Screen Shot

Product Campaign – Results
 What were the results?
 Several million increase
 Strong success in driving increased up-sell
sales over last year
 Improved Client Satisfaction Rate (right product, right
client, right time)
 Enhance Service Excellence delivery to clients
• Product Revenue Goals exceeded

RFP Analyzer Story (New Sales)
Need Salesforce
• Built a New Custom Object
 Focus on High-Value Sales
Opportunities with the Related to Opportunity
Best Probability to Win • Custom Object
 Set Metrics to Help Us Calculated Fields
Make Our Bid Decision • Final Rating Determined
 RFP Analyzer Review Bid Process
in Strategic
Assessment Meeting

RFP Analyzer – Results
 What were the results?
 Quick Adoption
 Reduced Fields Directly in the Opportunity Screen
 Better analysis
 No double entry
 Collaboration increased
 More focus on high value activities

Sales Pipeline Story (Prospective Clients)
Need Salesforce
 Replace Excel Tracking  Built Formula Fields
 Increase User Adoption  Reduced Existing Fields
and Data Entry Time
 Increased Pipeline Visibility
 New Dashboards with
 Easy Access to Reporting
Senior Leadership Visibility
• Enhanced
Opportunity Screen

Sample Screen Shot

Sales Pipeline – Results
 What were the results?
 Automated process with minimal impact on training
and transitioning
 Reportable and Visible to Leadership
 Accountability
 Better Accuracy
 One step closer to using Forecasting

Imagine it. Learn it. Use it.
 How to apply what you’ve learned when
you get home
• Train, Motivate and Track in Salesforce
• Sales content management
• Use Calculated Fields and Pick List to do the
calculations and analysis for you on the fly
• If Forecasting is more than what you need (or can
handle), simply build on to your existing objects to get
the data you need

White Space Analysis
(Upsell/Cross-Sell)
Sales I: Pipeline Basics
John Lieto Senior Manager of
Operations Support, CT Corp
John.Lieto@wolterskluwer.com

All About CT
CT, a Wolters Kluwer business, provides intelligent software and service solutions that
empower legal professionals to more effectively manage dynamic information, speed
workflows and make critical decisions. CT offers a comprehensive suite of solutions to
help corporations and Law firms remain compliant with State and Local governments.
Its parent company, Wolters Kluwer, is a leading multinational publisher and
information services company based in Amsterdam with operations across North
America, Europe, and Asia Pacific. CT is part of Wolters Kluwer Corporate Legal
Services
• INDUSTRY: Legal service and software
• EMPLOYEES: 19,500
• GEOGRAPHY: Global
• # USERS: 265 in CT and another 300 in other divisions
• PRODUCT(S) USED: Integration to 2 systems (Arrow/One World)

Key Challenges
 Business Challenges
 No consistency of process in measuring prospects, or the velocity of new business -
where is our business coming from?
 No activity management or standards – who is working hard or hardly working?
 SF.Com system had too many variable fields – poor reporting 30% compliance
 No strategy to mine our own data for cross/up sell opportunities- low fruit
 Technology Challenges
• Integration between systems and resolving conflicts in data
• Paying compensation correctly and timely – largest cause for turnover
• Selling Challenges
• Understanding our many products, features and services and how they fit into our
existing customer base – telling our complete story
• Correct price tier discount applied to account on new transactions
• Letting the competition in the door with an related product that we also sell! – giving
them a reason to call our accounts

What is Add On Selling Anyway?
 Definition: Selling services and products which are
related to services and products customers already
subscribe to.
 A way of maximizing the dialogue you have with a client
 Now, in layman’s terms please!
 Using a consultative approach to offer options to our
customers.
 Leverage account knowledge to sell more services and
products
 How does this translate to our business?
 Customers place a high value on our knowledge.
 They expect us to proactively suggest appropriate solutions
in anticipation of their needs.

Why Become More Effective At Add-On Selling?
 Changing landscape within the industry
 There is a shift away from traditional service delivery, the distinction
between customer service and sales is fading.
• When customers call, their requests for services or billing info must be
handled on demand with out passing customer to other departments
 Every customer contact must be viewed as a revenue opportunity.
I don’t care who you are or what department just give me what I need!
Bad things Can happen to Good Vendors
 I did not know you did that!
 Why didn’t you tell me I needed that!
 Why didn’t you tell me you guys also sell that?

What We Did First
 FIXED our sales management process
• Set expectations at all levels – Execs on down
• Accountability to 100% compliance – SF is a condition of employment
• Inspect and track all the good and the bad customer contacts
• Communicate results
 Customized SF to fit the needs of our business
• Dependant pick lists, validation rules
• Very little ad-hoc typing – all pull downs
 Rolled out SF to sales, product support, service, marketing, and
finance
• Everybody using the same data for strategy and driving results
• Data is consistent and a 360 degree view of customer
• Results are facts not anecdotes – hard data backing up customer complaints, justified
or not

What we emphasized
 Warm Selling
 Sell to accounts that use one or more of our services
or products
 Hot Selling
 Utilize account knowledge (Data mining) to
recommend products that should be purchased
 Reference Selling
 Name dropping, using a reference to start new
relationship or expand existing relationship

What We Did Next
 Better organized opportunities and Accounts
 Coded Representation Customers/Transactional customer
designation
 Identified highest valued customers
 Looked at total spend (On-Demand and Rep) vs. current
transaction for correct pricing/discounting
 Simplified data entry
 Quick fix to difficult configuration issues with software products
 Use SF as an easy way to configure complex systems –
dependant pick lists show the way
 Focus on new business from existing accounts
 Looked for “like” selling opportunities in the closed/win accounts
 Changed marketing strategy to sell more to current customers
 Refined and distributed our reports to reflect current and new business
opportunities

Sales Stages Track the Velocity
 S0 = Suspect – no traction with the products
 S1 = Beginning conversations some interest but
may not be the right people engaged
 S3 = Talking to the decision makers, assessment of
opportunity
 S4 = Demo, proposal and configuration
 S5 = Contract negotiation
 S6 = WIN

What The Results Told Us
 One of our software products took 284 days to sell on
average
 At the current rate, we would never make the plan if each sale
took almost a year
 Everybody was sure it was stage 4 - demo that was the
longest part of the sales process
 SF reports showed us it was really Stage 5 - contract
negotiation that took the longest!
 Changed the contract to a click through and cut sales cycles
average from 284 to 93 days!!

Critical Success Factors
100% compliance – consequences = Condition of employment
All levels using the system – reps, managers, senior staff
Monthly reporting – pushed out and Published! Dashboards
posted!
Platform for processes
Plan & Reviews/TBRs
Customer strategy meetings
Territory planning
Competitive ALERT presence
Reporting (orders, losses, prospects)
Accountability – All levels
Ongoing Training for reps and managers

Account Screen example

Revenue Numbers Imported From ERP System

Opportunity Entry Example

Dependent Pick List Showing Valid Service Types

Dependent Pick List Showing Valid Product Types

Validation Rule Example

Dashboard Example

White Space Analysis
(Upsell/Cross-Sell)
Sales I: Pipeline Basics
Susan St. Ledger, SVP High Tech Vertical Markets,
salesforce.com

Q&A

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