Creating a Mobile Strategy Laura Fay – AppExchange Mobile, salesforce.com Leahanne Merritt - PHH Arval Kevin Hall - Standard & Poor’s Sheryl Kingston - Yankee Group Track: Sales Operations

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.

“ 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.

KEVIN HALL STANDARD & POOR’S LEAHANNE MERRITT PHH Arval SHERYL KINGSTONE YANKEE GROUP Featured Speakers

Business Web Users Are Increasingly Mobile The Time is Right for Mobile Applications: Broadband Wireless Networks… Versatile Devices… Faster Processors…. Gartner Inc., “Mobile Data Services, North America, 1999-2006” Nearly 2/3 of the US workforce will be mobile in 2008 25% of the global workforce will be mobile by 2009 IDC Corporation Source: Worldwide Mobile Worker Population Forecast and Analysis 2005-2009 (IDC #34124)

The Time is Right for Mobile Applications:

Broadband Wireless Networks…

Versatile Devices…

Faster Processors….

Gartner Inc., “Mobile Data Services, North America, 1999-2006”

The Case for Mobile Increases visibility Short sales cycles More timely information Productivity 7x24 selling Information at the point of impact Access to real-time content Customer satisfaction Customer retention/ loyalty Mobile Users Management Partner collaboration in the field Increased adoption Process improvement Data quality

Increases visibility

Short sales cycles

More timely information

Productivity

7x24 selling

Information at the point of impact

Access to real-time content

Customer satisfaction

Customer retention/ loyalty

Partner collaboration in the field

Increased adoption

Process improvement

Data quality

Key Considerations Wireless knowledge and maturity Life cycle mgmt Sales Industry Executives IT Admin Support Wireless industry maturity Vendor offerings Sales process maturity Executive sponsorship Internal policies Timeframes Budgets Education Support for the end users

Wireless knowledge and maturity

Life cycle mgmt

Wireless industry maturity

Vendor offerings

Sales process maturity

Executive sponsorship

Internal policies

Timeframes

Budgets

Education

Support for the end users

Methods for Mobile Deployments Value Pilot programs Security User training User compliance Education Adapting mobile solution to business Phased approach “ Show me the money” Success measurements Engaging the stakeholders Key use cases Configuration Mobile Admin Key Business Process Expert IT Contact Project Team Approaches to Consider

Security

User training

User compliance

Adapting mobile solution to business

“ Show me the money”

Key use cases

Leahanne Merritt Manager, CRM PHH Arval, a PHH Corporation Company [email_address]

PHH Arval Leading fleet management company North American sales force Global business Partners in Mexico, Japan, Europe, Africa INDUSTRY: Transportation EMPLOYEES: 1,300 GEOGRAPHY: International PRODUCT(S) USED: Unlimited Edition, AppExchange Mobile, 20 Custom Tabs # USERS: 310; Live for 2.5 years; 90% adoption rate in 1 st 90 days

Leading fleet management company

North American sales force

Global business

Partners in Mexico, Japan, Europe, Africa

Creating a Mobile Strategy – The Challenges Business Challenge Sales and service teams are mobile by nature Incented on face-time Lack of efficiency Leads to inconsistent approach Lack of buy-in to traditional desktop application Breakdown in core business processes Technology Challenge Off-line capabilities BlackBerry upgrades New BB – must train on the device as well as the application Resulting Situation Data quality issues Garbage in – Garbage out Frustrated users Weekend warriors Bare-minimum entry

Business Challenge

Sales and service teams are mobile by nature

Incented on face-time

Lack of efficiency

Leads to inconsistent approach

Lack of buy-in to traditional desktop application

Breakdown in core business processes

Technology Challenge

Off-line capabilities

BlackBerry upgrades

New BB – must train on the device as well as the application

Resulting Situation

Data quality issues

Garbage in – Garbage out

Frustrated users

Weekend warriors

Bare-minimum entry

Creating a Mobile Strategy – The Solution Business Process Analysis What do the users need to get their job done? Reality versus perception Device limitations Manage Data-Creep Once our users have some access they want access to all data Sell the Solution Off-line capabilities On-going Improvements Review and assess

Business Process Analysis

What do the users need to get their job done?

Reality versus perception

Device limitations

Manage Data-Creep

Once our users have some access they want access to all data

Sell the Solution

Off-line capabilities

On-going Improvements

Review and assess

Creating a Mobile Strategy – Key Findings What were the key findings/discoveries? Real-time versus “When I get time” data Internal Market Segment Improvements 3 separate business units Calling on same companies Increased Customer Satisfaction Internal and External All segments telling the same story

What were the key findings/discoveries?

Real-time versus “When I get time” data

Internal Market Segment Improvements

3 separate business units

Calling on same companies

Increased Customer Satisfaction

Internal and External

All segments telling the same story

Creating a Mobile Strategy – Recommendation What worked Created user specific profiles (12 total) Users – sales, service, finance Management – sales and service Marketing to follow Senior leadership and CEO Subset of 20 custom objects Recommendations Users must be trained on web applications prior to BB roll-out Small pilot group Simple how-to For BB Use and AppExchange Mobile Set expectations upfront Mobile device is NOT a mini-pc IT support

What worked

Created user specific profiles (12 total)

Users – sales, service, finance

Management – sales and service

Marketing to follow

Senior leadership and CEO

Subset of 20 custom objects

Recommendations

Users must be trained on web applications prior to BB roll-out

Small pilot group

Simple how-to

For BB Use and AppExchange Mobile

Set expectations upfront

Mobile device is NOT a mini-pc

IT support

Kevin M. Hall Director, Client Information Systems [email_address]

Company Introduction Template The Financial Services Division of The McGraw-Hill Companies Since its founding in 1860, Standard & Poor's has grown from a small investment guide publisher to become an integral part of the world's financial infrastructure. Operate in 21 countries with 7,500 employees A leading source of: --Credit Ratings --Indices --Equity Research --Data Services --Risk Solutions --Funds --Portfolio Advisory Services The global source for financial market intelligence INDUSTRY: Financial Services EMPLOYEES: 7,500 GEOGRAPHY: Global PRODUCT(S) USED: Sales - LIVE, Marketing & Service - Yr End 2006 # USERS: 450 – Today 750 – Yr End

The Financial Services Division of The McGraw-Hill Companies

Since its founding in 1860, Standard & Poor's has grown from a small investment guide publisher to become an integral part of the world's financial infrastructure.

Operate in 21 countries with 7,500 employees

A leading source of:

--Credit Ratings

--Indices

--Equity Research

--Data Services

--Risk Solutions

--Funds

--Portfolio Advisory Services

The global source for financial market intelligence

Standard & Poor’s Approach Thought about Salesforce and mobile at the same time Data available through many channels was a natural (Offline, Online, Outlook, Mobile) Just knew it was necessary!!

Thought about Salesforce and mobile at the same time

Data available through many channels was a natural (Offline, Online, Outlook, Mobile)

Just knew it was necessary!!

Implementing a Mobile Strategy – The Challenges & Solutions Business Challenge New to CRM New to Treo No Owners for Accounts Technology Challenge Avoid confusion of Salesforce vs Treo vs AppExchange Mobile Migration from various devices to Treo Resources Solution Delayed Mobile Deployment 3 Weeks after Desktop Mobile Profiles built on Opportunities and Activities Used AppExchange Mobile and Bluewolf Group PSO Sales – Opportunity Mgmt 200 licenses Integration points Training US & Europe Ongoing improvements DEPLOYMENT DETAILS

Business Challenge

New to CRM

New to Treo

No Owners for Accounts

Technology Challenge

Avoid confusion of Salesforce vs Treo vs AppExchange Mobile

Migration from various devices to Treo

Resources

Solution

Delayed Mobile Deployment 3 Weeks after Desktop

Mobile Profiles built on Opportunities and Activities

Used AppExchange Mobile and Bluewolf Group PSO

Sales – Opportunity Mgmt

200 licenses

Integration points

Training

US & Europe

Ongoing improvements

Data Integration Hub Creation Implementation Timeline BAU, Mini Projects & Enhancements Sales Project 2005 2006 Data Integration Hub Enhancements Mktg Project – Phase I Mktg Project – Phase II Client Services Project Mobile – P1 Mobile – P2 Mobile – P3 Jan - Jun Jul - Dec Jan - Jun Jul - Dec

Implementing a Mobile Strategy – Recommendation Key Findings and Discoveries: Don’t try and do too much Dedicate resources for configuration, training and support Pilot with a small but representative cross-section CRM via Mobile = Bleeding edge technology for large firms Would I do it the same way again? No – separate CRM vs Mobile CRM by 6 – 18 months

Key Findings and Discoveries:

Don’t try and do too much

Dedicate resources for configuration, training and support

Pilot with a small but representative cross-section

CRM via Mobile = Bleeding edge technology for large firms

Would I do it the same way again?

No – separate CRM vs Mobile CRM by 6 – 18 months

Sheryl Kingstone Director [email_address]

Customer Centricity The ability of a business to be customer-centric (to consistently engage, influence and learn from its install base) directly correlates to its overall shareholder value

The ability of a business to be customer-centric (to consistently engage, influence and learn from its install base) directly correlates to its overall shareholder value

Top 2006 Sales Executive Objectives

The Ultimate Goal Is Sales Velocity The rate at which sales opportunities are moved through the sales cycle based on the efficiency of the sales process and effectiveness of the sales force. Efficiency Effectiveness Sales Process Measurable Results

The rate at which sales opportunities are moved through the sales cycle based on the efficiency of the sales process and effectiveness of the sales force.

Bottom Line Requirements for Mobile Service Delivery Enabling Customer-Facing Employees Many organizations are now beginning to bring the benefits of automation to the mobile customer facing employees such as sales and field service. Mobile Requirements Business Process Driven - Mobile applications must provide a business process framework that allows organizations to automate their best practices via the enabling technology – not force fit their process to match an application. Deliver Seamless Integration - Mobile applications must leverage data and business processes that span multiple systems, and expose its data and business processes, where appropriate, to multiple systems as well.

Enabling Customer-Facing Employees

Many organizations are now beginning to bring the benefits of automation to the mobile customer facing employees such as sales and field service.

Mobile Requirements

Business Process Driven - Mobile applications must provide a business process framework that allows organizations to automate their best practices via the enabling technology – not force fit their process to match an application.

Deliver Seamless Integration - Mobile applications must leverage data and business processes that span multiple systems, and expose its data and business processes, where appropriate, to multiple systems as well.

Real-time requirements during the sales process Beyond Email Pre-sales Funnel Management Plan Lead Qualify Real-time Requirements Lead Acceptance, Location-Based Services Prospect History Accounts, Contacts, Email, Calendar, Tasks, To Do’s, SMS Messaging (Mobile Office) Execution Present Face to Face Propose Real-time Requirements Data interactivity to other corporate systems (Pricing, Order, inventory), Collaboration, Case access, Automated call logging to CRM/SFA Inventory/Pricing Order Entry Post Sales Accounts Receivable Product Delivery Order Status Real-time Requirements Account Management Cross Sell Account History Real-time Requirements Guidance, Cross Sell Open Cases

Business Case for Mobility Will Evolve, but Need To Shift Purchase Decisions Technology and Process Alignment Business Value Expectations Reduce Costs Improve Operational Efficiency Integrate Disparate Functional Systems Enhance Customer Loyalty Provide Differentiated Customer Service Streamline Service Delivery Capabilities Increase Revenues Launch New Services to Attract New Customers Leverage Up-Sell / Cross-Sell Opportunities Realized SFA Value Low User Adoption Misplaced Expectations Decisions To Implement Mobile SFA Today Decisions To Implement Mobile SFA in The Future

Creating the Case Day in the Life Potential Improvement KPI Sales Preparation Reduce daily preparation time to spend more time in territory Reduce Administration Sales Administration Average number of hours to respond to customer requests/Sales Inquiries Field Force Response Time Travel Time Assume no improvement N/A Other Administration Reduce daily general admin time to spend more time in territory Reduce Sales Cycle Waiting Reduce dead time to include more productive tasks Reduce Administration Selling Improve sales call/potential add call/increase knowledge for customer upsell Increase Win Rate Stakeholder Customer Experience Increase sales volumes through better customer satisfaction and retention. Increase Contract Value Sales Experience Increase User Adoption and Improve Sales Effectiveness Increase Profitability Management Experience Increase Visibility to Sales Management Increase Revenue

Simplicity Solutions Simple Automation to Improve Efficiency and Capture Insight Auto-prompt field that asks field reps if they would like to capture information about the customer their about to phone of email Filling out form takes 20 seconds versus hours or days to return to office Move from Browse to Semi-Connected Driven by Competitive Pressure Browsing data via Palm Treo was disastrous even to get customer number Implemented push for new information Immediate notification of leads and calls to support team Faster response time reduced sales cycle by several days Executives ability to follow up on support calls demonstrated responsiveness and increased contract renewal rates Automatic log of calls eliminates manual update of records

Simple Automation to Improve Efficiency and Capture Insight

Auto-prompt field that asks field reps if they would like to capture information about the customer their about to phone of email

Filling out form takes 20 seconds versus hours or days to return to office

Move from Browse to Semi-Connected Driven by Competitive Pressure

Browsing data via Palm Treo was disastrous even to get customer number

Implemented push for new information

Immediate notification of leads and calls to support team

Faster response time reduced sales cycle by several days

Executives ability to follow up on support calls demonstrated responsiveness and increased contract renewal rates

Automatic log of calls eliminates manual update of records

Real Integration Access Critical Enterprise Information Improved Management Direction and Collaboration Provide real-time access to YTD sales, Broker info, Product data, customer data for Wholesaler Community Streamline administration and collaboration Moved from stockpiling paper-based notes for end of week to real time insight on field activities to improve management Inside sales team conduct less admin and more sales lead processing Improved Process Boosts Productivity of Mobile Sales People and Management Insight Better access to real time information Improve collaboration with internal teams Less paperwork Faster reporting cycles Improved forecasting through better visibility Improved insight on hot products

Access Critical Enterprise Information Improved Management Direction and Collaboration

Provide real-time access to YTD sales, Broker info, Product data, customer data for Wholesaler Community

Streamline administration and collaboration

Moved from stockpiling paper-based notes for end of week to real time insight on field activities to improve management

Inside sales team conduct less admin and more sales lead processing

Improved Process Boosts Productivity of Mobile Sales People and Management Insight

Better access to real time information

Improve collaboration with internal teams

Less paperwork

Faster reporting cycles

Improved forecasting through better visibility

Improved insight on hot products

Shared Processes and Insight Improve Marketing and sales effectiveness Manual, paper-based tracking inhibited insight on marketing programs and sales activities—delays up to 6-8 weeks, plus on 40% follow through occurred New solution of semi-connectivity and improved process 98% adoption rate 30% increase in sales efficiency Improved insight allows for pattern faster mgt insight on inventory, promotions and make immediate adjustments for new opportunities

Improve Marketing and sales effectiveness

Manual, paper-based tracking inhibited insight on marketing programs and sales activities—delays up to 6-8 weeks, plus on 40% follow through occurred

New solution of semi-connectivity and improved process

98% adoption rate

30% increase in sales efficiency

Improved insight allows for pattern faster mgt insight on inventory, promotions and make immediate adjustments for new opportunities

Formulating a Process Toward Mobility Business process dictates mobility requirements Information dictates application requirements Application infrastructure needs to transform

Business process dictates mobility requirements

Information dictates application requirements

Application infrastructure needs to transform

Enterprise Mobility Stumbling Blocks “ Seven Sins” of Mobile Deployments Failing to consider that mobile devices are different Taking an ad hoc management approach Not providing for device flexibility Failing to future proof Letting costs and challenges spiral out of control Not putting end users first Failing to provide adequate security Source: The Yankee Group 2006 Transatlantic Wireless Business Survey – U.S. Large Businesses

“ Seven Sins” of Mobile Deployments

Failing to consider that mobile devices are different

Taking an ad hoc management approach

Not providing for device flexibility

Failing to future proof

Letting costs and challenges spiral out of control

Not putting end users first

Failing to provide adequate security

KEVIN HALL STANDARD & POOR’S LEAHANNE MERRITT PHH CORPORATION SHERYL KINGSTONE YANKEE GROUP LAURA FAY VP PRODUCT MANAGEMENT APPEXCHANGE MOBILE Panel Moderated By:

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