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Competitive Intelligence Best Practices

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Competitive Intelligence Best Practices Competitive Intelligence Best Practices Presentation Transcript

  • Competitive Intelligence Best Practices Matt Bennetti, salesforce.com Cathy Bensink, Tandberg
  • Safe Harbor Statement
    • “ 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.
  • Matt Bennetti Senior Product Marketing Manager [email_address]
  • Agenda
    • Salesforce.com: Overview of Competitive Intelligence Best Practices
      • Why? Where? When? How? What?
    • Tandberg: Improving Competitive Win Rates Using Salesforce.com
    • Closing
  • Why Track Competitive Information?
    • Understand key strengths and weaknesses in your product or service
    • Understand where to focus training resources and create support tools
    • Improve Sales Effectiveness
    • Improve Marketing Effectiveness
    • Take market share away from competitors
  • Where do I track Competitive Information?
    • Opportunity Level
      • Custom Fields: Primary Competitor, Reason For Loss, Current Competitive Status
  • When do I Track Competitive Information?
    • During the Deal
      • Alert managers to “at risk” deals
      • Deliver timely competitive Information to sales
      • Keep competitive intel up to date
      • Create FUD about competitors in the mind of prospects
    • After the Deal
      • Identify successful sales strategies
      • Required fields to track reasons for loss
      • Evaluate competitive trends/win rates
  • How Can I Make Competitive Intel Available?
    • Scale: Empower Sales to research competitors
    • Docs tab enables security on sensitive information
  • How Do I Improve Competitive Visibility?
    • Dashboards and reports: improve strategic insight
    • Identify pipeline trends
    • Find key wins and losses for review
  • What Benefits Will I Get?
    • Track wins against competitors and share effective sales tactics globally
    • Examine losses and share product/service deficiencies to improve company competitiveness
    • Track win rates versus individual competitors and pipeline presence to identify trends and make strategic decisions
    • Track sales performance versus competitors and train more effectively
  • Recommendations
    • Start simple, with clearly defined goals
    • Embed competitive strategy into sales methodology
    • Analyze wins and losses
    • Deliver strategic feedback to the line of business
      • Sales
      • Product Management/Engineering
      • Marketing
    • From our roots as a Norwegian radio factory and a pioneer of videoconferencing technology, TANDBERG is now a global leader in the communication industry.
    • Videoconferencing is part of a $4-5 billion dollar real-time collaboration market that includes audio, video, and web conferencing products and services.
    • TANDBERG’s current market share for Endpoints Globally is 37%
    Tandberg – Video Conference Leaders
    • Key Salesforce.com Statistics:
    • 400 Users Globally
    • Enterprise Edition
    • Started in May 2002 in the Americas – 2003 Asia Pacific & 2004 EMEA
    • Operate as 3 separate theaters
  • Business Challenge
    • Increase Tandberg’s Market Share
    • Attack Competitor Dominated Accounts
    • Improve Our Strategic Selling Processes
    • Extract Best Practices from our Wins
    • Deeper Pipeline Analysis
  • 1. Attack Our Competition’s Accounts
    • Solution: Cornerstone Territory Planning
    • Formalize territory planning process by targeting companies with + $500 Million Dollars a year in sales
    • Account Managers Vote on 30 accounts they are not working on, and answer basic sales profiling questions
    • Profiling information drives sales strategy, planning, and tracking
    Profile Information worksheet includes competitive information
  • 2. Improve our Strategic Selling Process
    • Solution: Imbed Sales Strategy In Salesforce.com
    • Account Managers focus 10 of the 30 “Cornerstone” choices in SFDC
      • Hoovers data services to help with Account research
      • Strategic Account planning with Sales Management
      • Targeted Marketing Campaigns
    • Implemented Sales training, coaching and methodology
    • Customize account page layout to reflect sales methodology
    Competitive information tracked on the Account detail
  • 3. Extract Best Practices from Wins
    • Solution: Marketing Reference Database Custom Object
      • Why did the customer choose Tandberg?
      • What product is purchased?
      • Who was the competition?
      • Deal Size, Vertical Market, Application, Partner
      • Length of time to close the deal
      • References:
  • 4. Deeper Pipeline Analysis
    • Win/Loss Analysis
    • Where is our “sweet spot” for wins? (i.e. number of employees, annual revenue)
    • Where can we improve?
    • Top 100 Accounts that make up verticals where we are strong
    • Review pipeline to determine deals we are working on and how to move them up through the pipeline.
    • Future marketing investments – where should we be spending marketing dollars?
  • Recommendations
    • Integrate competitive strategy with selling methodology
    • Involve sales teams in targeting process
    • Join multiple department forces to attack the competition
    • Competitive data valuable for marketing teams to determine success rates
    • Deliver Timely sales collateral:
      • Market references, white papers, references available via views
    • Formalized process for territory planning
  • Next Steps
    • Integrate Hoover’s (D&B) directly into salesforce.com
    • Investment to be made to purchase Partner Portal
    • Begin to report not only on AOP and cornerstone completion – but how many wins will result because of it.
    • Plan our investments for our future around what we discovered in this process
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