Best Practices For Re-Energizing Your Rollout Kevin Rosen, salesforce.com Erica Stowe, R.L. Polk & Co. Jessica White, eSpeed Track: Enterprise Edition Advanced Admins

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“ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements the achievement of which involves 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. All statements other than statements of historical fact could be deemed forward-looking, including any projections of subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services.

The risks and uncertainties referred to above include - but are not limited to - risks associated with the integration of Sendia Corporation’s technology, operations, infrastructure and personnel with ours; unexpected costs or delays incurred in integrating Sendia with salesforce.com, which could adversely affect our operating results and rate of growth; any unknown errors or limitations in the Sendia technology; any third party intellectual property claims arising from the Sendia technology; customer and partner acceptance and deployment of the AppExchange and AppExchange Mobile platforms; interruptions or delays in our service or our Web hosting; our new business model; breach of our security measures; possible fluctuations in our operating results and rate of growth; 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 CRM service; 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, including our Form 10-K for the fiscal year ended January 31, 2006. These documents are available on the SEC Filings section of the Investor Information section of our website at www.salesforce.com/investor .

Any unreleased services or features referenced in this or other press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law.

Agenda Ensuring long-term success with Salesforce – What are the challenges? What are the best practices to be considered? Learn how two of our customers engineered long-term success within their organizations? Erica Stowe, R. L. Polk & Co. Jessica White, eSpeed

Ensuring long-term success with Salesforce – What are the challenges?

What are the best practices to be considered?

Learn how two of our customers engineered long-term success within their organizations?

Erica Stowe, R. L. Polk & Co.

Jessica White, eSpeed

The Challenges How do you… Maximize the value your business derives from Salesforce year after year? Re-engineer Salesforce to maintain relevancy with your business goals? Ensure Salesforce continues to be a powerful productivity tool for your users?

How do you…

Maximize the value your business derives from Salesforce year after year?

Re-engineer Salesforce to maintain relevancy with your business goals?

Ensure Salesforce continues to be a powerful productivity tool for your users?

The Solution 5 Key Best Practices For Re-Energizing Your Rollout Identify the need for change Build consensus for change Manage the change Secure executive sponsorship Drive user adoption – What’s In It For Me?

5 Key Best Practices For Re-Energizing Your Rollout

Identify the need for change

Build consensus for change

Manage the change

Secure executive sponsorship

Drive user adoption – What’s In It For Me?

Best Practice In Action… Erica Stowe - CRM Process Manager, R. L. Polk & Co. Addressed challenges related to forecasting accuracy & visibility Results included significant gains in user productivity, management visibility, and strategic planning Jessica White – VP, Process, eSpeed Focused on challenges associated with lack of process definition and inter-departmental integration Results included higher user adoption, improved data quality, and more accurate management reporting

Erica Stowe - CRM Process Manager, R. L. Polk & Co.

Addressed challenges related to forecasting accuracy & visibility

Results included significant gains in user productivity, management visibility, and strategic planning

Jessica White – VP, Process, eSpeed

Focused on challenges associated with lack of process definition and inter-departmental integration

Results included higher user adoption, improved data quality, and more accurate management reporting

Erica Stowe CRM Process Manager R.L. Polk & Co. [email_address]

Company Introduction Automotive data and market intelligence Markets include manufacturers, aftermarket, dealers, government, insurance and research firms In business over 130 years Salesforce.com users since January 2000 Global CRM rollout INDUSTRY: Automotive EMPLOYEES: 1,300 GEOGRAPHY: Global PRODUCT(S) USED: SFA, Service & Support, Marketing, 13 Custom Objects, 1 downloaded AppExchange application # USERS: 400

Automotive data and market intelligence

Markets include manufacturers, aftermarket, dealers, government, insurance and research firms

In business over 130 years

Salesforce.com users since January 2000

Global CRM rollout

Key Challenges Business Challenge Salespeople had deals in their “back pockets” Multiple versions of forecasts Lack of data regarding the mix of business being sold Little management information on the why we lost deals Poor visibility into pipeline Forecasting process was slow and inaccurate No standardized sales process Time consuming forecasting process

Business Challenge

Salespeople had deals in their “back pockets”

Multiple versions of forecasts

Lack of data regarding the mix of business being sold

Little management information on the why we lost deals

Poor visibility into pipeline

Forecasting process was slow and inaccurate

No standardized sales process

Time consuming forecasting process

The Solution How did we address the challenges? Recovered from a rocky start – secured executive sponsorship on need for change Built consensus for change, which led to adoption of the ‘Polk Systematic Sales Process’ Ensured adherence to business process through delivery of practical and direct training Drove user adoption by insisting that “if it’s not in salesforce.com it does not exist…” Built cross-functional consensus by extending deployment to Finance users Used new Winter 06 features to drive value (ie. deployed Dependent Picklists to capture Loss Reasons) Products & Schedules Customizable forecasting Dashboards 160 Sales people trained DEPLOYMENT DETAILS

How did we address the challenges?

Recovered from a rocky start – secured executive sponsorship on need for change

Built consensus for change, which led to adoption of the ‘Polk Systematic Sales Process’

Ensured adherence to business process through delivery of practical and direct training

Drove user adoption by insisting that “if it’s not in salesforce.com it does not exist…”

Built cross-functional consensus by extending deployment to Finance users

Used new Winter 06 features to drive value (ie. deployed Dependent Picklists to capture Loss Reasons)

Products & Schedules

Customizable forecasting

Dashboards

160 Sales people trained

Results What were the results? Improved forecast turnaround time from 1 week to real-time Increased sales pipeline visibility from 60% to 95% Reduced incentive payout reconciliation by 25% Drove increased user productivity Increased ability to manage processes Opportunity Management Customer Care Increased management visibility into competitive losses 90% user login

What were the results?

Improved forecast turnaround time from 1 week to real-time

Increased sales pipeline visibility from 60% to 95%

Reduced incentive payout reconciliation by 25%

Drove increased user productivity

Increased ability to manage processes

Opportunity Management

Customer Care

Increased management visibility into competitive losses

90% user login

Dashboard Examples

JESSICA WHITE Vice President, Process Manager [email_address]

Company Introduction Template Leading electronic trading platform and technology provider for the global capital markets Subsidiary of Cantor Fitzgerald Sales reps in North America, Europe, Australia and Asia Service & Support in North America and Europe INDUSTRY: Financial Services EMPLOYEES: 400 GEOGRAPHY: Global PRODUCT(S) USED: SFA, Service & Support, Marketing, 1 downloaded AppExchange application in Sandbox, 7 active Custom Objects # USERS: 150

Leading electronic trading platform and technology provider for the global capital markets

Subsidiary of Cantor Fitzgerald

Sales reps in North America, Europe, Australia and Asia

Service & Support in North America and Europe

Case Study Template – Key Challenges Business Challenge Lack of defined business process Weak lead generation No “one-view” No departmental integration Technology Challenge Integration between systems Poor initial CRM roll-out High Costs Reduced usage Inefficiency Low customer service

Business Challenge

Lack of defined business process

Weak lead generation

No “one-view”

No departmental integration

Technology Challenge

Integration between systems

Poor initial CRM roll-out

High Costs

Reduced usage

Inefficiency

Low customer service

Case Study Template – The Solution How did we address the challenges? Identified the need for change End-user buy-in obtained through involvement in understanding of business process Management and implementation of refined Business Process Senior Management championship Blend of Carrot and Stick methodologies for driving end-user adoption Refined configuration Streamlined & automated processes Redesign of integration Data consolidation and removal of redundancy Training 5 Business Units involved Ongoing improvements – driven by the business DEPLOYMENT DETAILS

How did we address the challenges?

Identified the need for change

End-user buy-in obtained through involvement in understanding of business process

Management and implementation of refined Business Process

Senior Management championship

Blend of Carrot and Stick methodologies for driving end-user adoption

Refined configuration

Streamlined & automated processes

Redesign of integration

Data consolidation and removal of redundancy

Training

5 Business Units involved

Ongoing improvements – driven by the business

Case Study Template – Results What were the results? Can now report on business metrics Login rates in problem departments have improved to 67% Cycle time improvements due to departmental integration Increased Management Visibility User-friendliness increased by removing redundant and duplicate data (5700 accounts down to 1500) Data Completeness has improved to 61% Higher (internal & external) customer satisfaction Interest and buy-in from other divisions

What were the results?

Can now report on business metrics

Login rates in problem departments have improved to 67%

Cycle time improvements due to departmental integration

Increased Management Visibility

User-friendliness increased by removing redundant and duplicate data (5700 accounts down to 1500)

Data Completeness has improved to 61%

Higher (internal & external) customer satisfaction

Interest and buy-in from other divisions

Dashboard Component - Examples Support Dashboards Adoption – Appexchange

Dashboard Component - Examples Sales Rep Dashboards Management Dashboards

Summary Common Challenge How do we ensure long-term success? Best Practices Identify the need for change Build consensus for change Manage the change Secure executive sponsorship Drive user adoption – What’s In It For Me?

Common Challenge

How do we ensure long-term success?

Best Practices

Identify the need for change

Build consensus for change

Manage the change

Secure executive sponsorship

Drive user adoption – What’s In It For Me?

Kevin Rosen Manager, Customer Success Erica Stowe CRM Process Manager Jessica White Vice President, Process Manager QUESTION & ANSWER SESSION

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