Presentation by Mike Jortberg, Carlos Vigil, Ignacio Giraldo and Paul Leary about wine, beer and spirits sales using Salesforce software.

1. Consumer Goods Session:
Beer, Wine and Spirits
Focus on Distribution, Tuesday, 4pm
Moderator:
Mike Jortberg

2. Safe Harbor
Safe harbor statement under the Private Securities Litigation Reform Act of 1995:
This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of
the assumptions proves incorrect, the results of salesforce.com, inc. 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 product or service
availability, 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 andcustomer contracts or use of
our services.
The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service,
new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or
delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and
acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and
manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization
and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our
annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and
others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site.
Any unreleased services or features referenced in this or other presentations, 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 the 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.

3. Mike Jortberg
Director, Salesforce Services
Consumer Goods
Field Sales
Mobility
Chicago, IL
mjortberg@Salesforce.com
(847) 962-3321

4. Spirits, Wine and Beer
Carlos Vigil, Southern Wine and Spirits (9 yrs)
•SWS, VP Inside Sales and Direct Marketing(5 yrs)
•SWS, Director of Strategy and Business Development (4 yrs)
•McKinsey, Consultant (3 yrs)
•Schiff Hardin, Attorney (6 yrs)
Paul Leary, Bespoke Collection (9 yrs)
•Bespoke Collection, President (9 yrs)
•Duckhorn Wine Company, VP Marketing (7 yrs)
•Tra Vigne – Real Restaurant Group , General Manager (3 yrs)
Ignacio Geraldo, SABMiller (1 yr)
• SABMiller, VP Sales, Latin America (1 yr)
• Diageo, General Manager, Chile, Peru, Ecuador, Bolivia (6 yrs)
• MiCash, EVP (3 yrs)
• Todo1 Services, VP Business Products (1 yr)

5. 3-Tier Distribution
Business Challenge
Streamlining marketing, selling and support within each tier
Solving communication gaps and
data sharing challenges between tiers

6. Ignacio Giraldo
Vice President Sales
SABMiller LATAM
Miami, FL
Ignacio.Giraldo@bav.sabmiller.com

7. About the Company
SABMiller
South African multinational brewing and beverage company
headquartered in London, England. It is the world's second-largest
brewer measured by revenues (after the Belgian-Brazilian Anheuser-
Busch InBev) and is also a major bottler of Coca-Cola.
Our Brands include Fosters, Grolsch, Miller Brewing Company, Peroni
Nastro Azzurro, & Pilsner Urquell.
We have operations in 75 countries across Africa, Asia, Australia,
Europe, North America and South America and sells around 21 billion
litres of lager per year.

8. Business Challenges
Highly fragmented and complex market (E.g. Colombia )
16
Brands
Human Capital 2500 +

9. Business Challenges
Our Market – Pure Diversity
Increase quality and dedicate
time at POS
Provide appropriate tools
to enable execution at POS
Build strong capabilities
Improve efficiency in the
back-end process

10. Salesforce Footprint/Solutions
Force.com , Classic and Chatter are the Retail Execution Foundation
40 + Custom Objects
800+ Mobile Users
90 + Backend Users
6 Administrators
40 + CS Agents
120 + Resolutors
30 CS Superviros
1 Administrator
400 + Users
20 + Communities
1000 + Pictures/day
500 + Feeds Updates

11. System Screenshots
Planning, Execution/Registration and Monitoring are the 4 main pillars

12. System Screenshots
Execution/Registration
• Communication with distribution and sales.
• Pictures registered with GPS and time
• Training and documentation viewing.
Estándar Flow for Negotiations
and Surveys

13. Business Results
SalesForce.com in the New Sales Service Model

14. Business Results
Some Facts
 Effective tracking of commitments has let us in the current year:
• Increase “fridge effectiveness” by 2% .
• Increase Discount effectiveness by 25,6% .
• Increase Credit effectiveness by 12,4.%.

15. Business Results
Some numbers
# Completed Tasks

16. Business Results
Some numbers
LAE*

17. Business Results
Some numbers
Availability*

18. Business Results
Some numbers
ROS*

19. Business Results
Some numbers
Programmed vs Visited Customers

20. Lessons Learned
It is not about the tool……
• Change management is a key area in the implementation
• Adopt rather than adapt
• People, people…………….. People

21. Carlos Vigil
Vice President – Inside Sales & Direct
Marketing
Southern Wine & Spirits
Miami, FL
cvigil@southernwine.com
(305) 905-0719

22. Today’s wine & spirits distributors bear little resemblance to
the models of the past
•We form long-term
partnerships based on
trust, added value &
transparency
• Our business partners
are no less demanding
(customers and
suppliers have
consolidated and use
their leverage liberally)
• Consumers know more
than ever, meaning
markets change
dynamically & frequently

23. About the Company
• Worlds largest wine & spirits
distributor
• Privately held, founded in 1968
• 14,000 employees
• Facilities in in 35 markets
– ~ 9,000,000 sq ft2
• 1,900 delivery vehicles
• 175,000 customers
– 37% off-premise
– 63% on-premise
• 100 million cases shipped

24. Business Challenges
Complex Geography, Suppliers and Product Mix
• History of acquisition / State control and independence
•Control vs Open States
•Union labor
•Two customers
̶ Buyers
̶ Suppliers
•Dedicated selling divisions for certain suppliers
• National Accounts want consistent execution across states
Evolving Role of Sales Rep
•Merchandising + Order Taking + Relationship Management

25. Salesforce Footprint/Solutions
Inside Sales, Field Sales Pilot
• 14 markets with new sales channel Inside Sales
– Bottom 5% of net sales
– ~125 users with CTI, call planning & logging manage 300-400 active accounts each
– Extensive intra- and cross-State collaboration
– Re-staffing to build more consultative beverage experts vs order taking
• 2 markets with Salesforce1 app pilot
– South Florida & San Diego
– Crafting new role definitions to better match technical solutions
• From transactional “Order Taker” to relationship “Order Maker”
• Introduced powerful analytics – top selling products in market, likely to re-order

26. With respect to Inside Sales, without the right technology
partner, we would surely fail
Enormous
needs-based
diversity customers
Pressure to
perform
net sales
Need efficiency
customers
per Rep
Decentralized
teams
Need
consistency
The fundamentals of Inside
Sales always apply . . .
. . . But we could not solve our idiosyncratic
challenges without the right technology
partner

27. Inside Sales

28. Inside Sales

29. Salesforce helps us to drive to performance insight
Salesforce helps us to drive
further insight by linking activities
to sales results
• “Ah ha” moments for managing
simply and effectively
• Complete transparency for any
level of employee
• Design competition into the right
metrics

30. Field Sales Pilot
SALES
EFFECTIVENESS
SALES
EFFICIENCY
STAKEHOLDER
REACTION
Improved
Top Line
Revenue
Improved
Supplier
Execu on
Produc vity
Gains
Customer
Sa sfac on
Sales Rep
Sa sfac on
Business
Impact
SF1 Mobile
Capabili es
Business
Metrics
Business
Value
Leading
Indicators
• Increase Net Sales
• Shorten Sales Time
• Increase Upsell
• Increase Cross-Sell
• Increase Quota
A ainment
• Increase Account
Coverage
• Decrease in non-selling
ac vi es
• Increase Customer
Loyalty
• Increase Sales Rep
Loyalty
• Facilitated Teamwork
• Net Sales Growth
• Avg Sales/Order
• Avg # SKUs/acct
• Avg $/case
• % A ainment
overall
• % A ainment per
supplier
• # Accts Visited
• Avg dura on of Acct
visit
• % day spent non-selling
ac vi es
• Avg customer survey
ra ng overall & by
category
• Avg. sales rep survey
ra ng overall & by
category
• Account Records
• Account Analy cs
• Product Search
• Account Plans
• NSM Integra on
• Cha er Collabora on
• Route Plans
• Weekly Visits
• Account Analy cs
• Account Plans
• Cha er Collabora on
• No fica ons
• Contacts
• Cha er Publisher
• All func onality
• Avg # opps
discussed per visit
• Avg # Acct Plan
fields fil
l
e d
• Avg # quota
products in Acct
plans
• Derivate trend of
accts visited &
dura on
• Deriva ve trend
• Avg # fields
populated
• Deriva ve trend of
survey
37

31. Field Sales

32. Field Sales

33. Business Results
Schedule visit Complete visit
Agenda for current
& next visit
Selling
Division # Actives % Scheduled Visits % Visits Completed % Visits with Agenda
CA 2,542 84% 62% 56%
PWS 1,033 81% 63% 57%
SWS 1,509 87% 61% 56%
FL 1,885 59% 37% 46%
CWS 682 86% 35% 52%
SWS 1,203 44% 38% 42%
Total 4,427 74% 51% 52%
Compared to Inside Sales CRM adoption, BevOne adoption is ahead of schedule
CA involved DMs as trainers and leads, & FL used trainers and sales rep champions

34. We are observing ~30% improvement in sales process
efficiency after 2 months of BevOne usage
Total
-34%
25.3
35.2
50.7
Post-Visit
13.5
11.8
7.8
-31%
-34%
-26%
Direct Selling
18.7
Pre-Plan
8.9
Baseline
2-Month Pilot
Direct Selling
19.0
18.5
Pre-Plan
8.1
14.7
12.0
-11%
-3%
-45%
Post-Visit
10.7
We are seeing efficiency gains (~30%) in all stages
of the sales process . . .
. . . While simultaneously reducing the variability of
the efficiency across the Pilot Users
Average time spent by Pilot Users,
Ride With Observations, in Minutes
Standard Deviation, Ride With
Observations, in Minutes
BevOne Ride With Observations; n=111

35. Observations
• What is the role of the rep of the future?
– Do we all agree?
– Can we all agree?
– Union implications
• What technical tools do they need?
– To take orders?
• Topaz Orders & Invoices
– To make more orders?
• Relationship Management, Analytical Insights, Planning, Collateral
– To be more efficient?
• Collaboration

36. Lessons Learned
It is not all about the technical tool
• Change management is a key area in the implementation
– Do reps really understand the new expectations?
– How do managers reinforce this?
• Develop super users
– Control group vs. Joe User vs. Super user
– Invest in making super users pays off
• Major impact on every metric: revenue, profit, volume

37. Paul L. Leary
Bespoke Collection
President

38. About the Company
The Bespoke Collection — A portfolio of artisanal brands and experiences.
• Founded in 2003 in the Napa Valley
• Tracking to $15M in Revenue for CY2014
• 45 Employees
• Manufacturer/wholesaler/retailer
• Curated selection of boutique wines, one-of-a-kind objets d'art, and unique lifestyle
experiences in Napa Valley, Argentina and beyond.
• Key strategic initiatives
• Membership growth
• National account development
• Create loyalty in all channels through differentiated programs

39. Salesforce Footprint/Solutions
Bespoke Collection’s Current platform
• Salesforce.com Sales Cloud
• Exact Target Email Marketing for all brands and channels
• Data.com for customer prospecting
• Custom Objects throughout system to create a dynamic Contact profile
• Ability to transact in the system instead of external POS
• API integrations between POS, online cart, Industry compliance software and
shipping/logistics vendors

40. Wholesale Wine Channel
Its all in the data…
• Utilize Nielson BDN
data to understand
your accounts as well
as your distribution
partners
– By Account to create
loyalty
– By Product to
understand trending

41. Business Challenges
Creating a Dynamic
Profile all Team
Members can
Comprehend
• Develop Key Info.
Field
• Create a benefits
program to reward
loyalty

42. Business Challenges – Understanding your Client…
Creating a Dynamic
Profile all Team
Members can
Comprehend
• Quick Sales History
View

43. Business Results
Top Line Revenue and Membership growth
Period Over Period Revenue Growth Period over Period Active Members

44. Lessons Learned
• Higher Recency, Frequency with key clients –
– 40% YoY membership growth
– 80/20 rule of revenue of client and partner revenue
• Ensure entire team knows who our best client is every day –
– A Service company that just happens to sell premium products
– Welcome Back vs. Welcome to…in the retail setting
• Less need to use pricing as a loyalty tool –
– Focus on quality of product and experience
– 35% YoY sales revenue growth with long runway

46. Questions
•How has legal regulations made your go-to-market strategy
different than other consumer goods companies?
•How has technology helped you overcome the special
restrictions put on your industry?
•Where do you see the market going in the next three years?