8. The strategy / execution gap
High
95%
50%
of employees
donāt understand
of the average
their companyās
employeeās time
strategicon non-
is spent goals
productive work
Corporate StrBalanced Scorecard: Norton/Kaplan
ategy Board: Measures that Matter
Low
9. Challenges in cultivating top talent
71%
86%
of employees say
that when they do
of the workforce
a good job, their
is disengaged
performance is
not rewarded
Watson Wyatt: Work USA Study
10. Challenges in workforce optimization
84% of large
global companies
say they are not
using their
workforce to their
full potential
12. Old Model SaaS
Big upfront costs including Lower cost, paid as value
Purchase ongoing maintenance is received
Implementation Slow and expensive via Fast time to value
significant IT resources
& Upgrades
SuccessFactors Owns
Risk Customer Owns Risk
Risk
Customer success as
Incentives Maximize upfront deal size
evidenced by renewals
15. At IPO Today
Users 3.0M +
4.7M
Customers 1,400 +
2,700+
Countries 156 +
180
Industries 56 +
60
Languages 18
31
16. Cumulative Customers
2,700+
100+
30
8
1
Leading
financial
services Leading
company retailer
One of the
worldās largest
retailers Award-winning
retail bank
Leading
financial
services
company
>300,000 users
>50,000 users
>25,000 users
>10,000 users
>3 users
19. Large, Greenfield Market Opportunity
Performance & Talent Estimated Potential
Management Market Opportunity
Enterprise
130mm * $35 = $4.6bn
27,500 Institutions > 2,500 Employees*
SMB
150mm * $75 = $11.3bn
89% Greenfield 9mm Institutions > 3 Employees*
Market Opportunity
$15.9bn
Source: Bersin & Associates, 2007 Note: Assumes ~80% of employees are in addressable market
Source: Dun & Bradstreet /Hoovers*, U.S. Census Bureau
(http://www.census.gov/epcd/www/smallbus.html)
20. Our five year strategy
2003 2008
Geographies 100% - North America
19% - EMEA, APAC, LATM
81% - North America
Markets 5% - Mid Market
47% - SMB, Channels, Intl.
95% - NA Enterprise 53% - NA Enterprise
Products 7% - Other Modules
40% - Performance and
Goals
93% - Performance and Goals 60% - Other Modules
21. Industry consensus that we lead the pack
TM
IDC MarketScape: Worldwide Integrated Talent Forrester Wave
Management 2008 Vendor Analysis Report Integrated Performance and Compensation Solutions
21
36. āExecutionā ā a CEOās biggest concern
Rank Change Jul. to Oct. ā08
1 Excellence in Execution +9.4%
Consistent Execution of Strategy
2 by Top Management +5.1%
Speed, Flexibility, Adaptability to
3 Change
+22.1%
Source: The Conference Board ā CEO Challenge 2008
37. SuccessFactors customers are executing
fasterā¦and better
Source: SuccessFactors customer survey by a top 3 management consulting Firm
38. And, the pay-off is biggest for customers
with a strategic focus
Strategic vs. Tactical = 5X Impact on Productivity
Source: SuccessFactors customer survey by a top 3 management consulting Firm
40. SuccessFactors is key to strategy execution
CEO
Global Head
CFO COO CIO CTO
of Sales
Performance management key to engaged
Getting everyone aligned, winning
Improved business performance
Retaining the best people
$14.2 billion āFor us to win a critical ābusiness has doubled in theengagement strategy.
ā(This is) during these toughperformance driverā mustaligns your
āSuccessFactors absolutely helps us drive ourwe as it set clear
āRetention of new recruits economic times year and a half
Global consumer
Global distributor of
global leader objectives Allied Building withbeen using SuccessFactorsā the overall
personal performance see how their goals fold into
Employees can easily and leadership required tobusiness unit,
that for objectives has the overall goals of your create a
packaged goods
electronic parts
200 locations stronger, fasterobjectivesTextronOura wholeā¦ā Management process
functional area and Clark. company.ā
strategic Kimberly of the as Performance
is a critical part of this goal.ā āReilly, Chief FinancialāOfficer,Campbell, Chairman & CEO
ā Brian Philip Gallagher, SVPLewis Allied Building Products
& Global President Technology
ā Tom Falk, CEO
