The document discusses how manufacturers can effectively manage partner relationships amid challenges posed by COVID-19, emphasizing the importance of digital transformation, data integration, and streamlined processes. Key insights include the need for a unified platform that enhances collaboration, efficiency, and adaptability, as seen in case studies demonstrating significant ROI and operational improvements. The document also outlines future trends and inquiries from manufacturing leaders on optimizing channel investments and the impact of the pandemic on digital initiatives.

1. HOW MANUFACTURERS CAN NAVIGATE COVID-19
Accelerating Partner Management

2. 2
Meet Our Panel
Moderator:
Jen Thompson, Salesforce
Marketing ManageratPerficient
Featured Speaker:
Eric Dukart,NationalSales
Executive atPerficient
Featured Speaker:
Tony Kratovil,VP ofManufacturing
Go-To-MarketSalesforce Industries
W ELCO M E

3. Industry Trends + Challenges
EricDukart, National SalesExecutive atPerficient

4. 4
In Today’s Complex Market,
Manufacturers Need to…
UnifyPlatformsand Tools,
Overcoming SilosandLegacySystems
DigitallyEnhance
Productswith IoT
Gaina 360 CustomerViewwith
AutomatedData + Insights
Digitize Operationsand
Streamline PartnerManagement
Enable the Next Generation
Workforce
AlignMarketing,Sales,
Operations+ Distribution

5. 5
PROVEN RESULTS
POWERED BY COMMUNITY CLOUD & OUR STRATEGICAPPROACH TO PRM
FEAT UR ED IN FO R R ES T ER S T UDY
114% ROI and $3.8 million
in benefitswithin 3years
$1million saved in internal
development
40% reduction in service
calls
Increased marketing
budget efficiencyvalued at
$2,772,628
Increased qualityof leads,
gaining $587,519 in
revenue
Payback < 3 months
ForresterTEI StudyforManufacturing

6. Real-World Examples
A Look Inside: COVID-19,Case Studies&More

7. 77
Challenges in the Wake of COVID-19
CommonIssuesfor Manufacturers
• Sales forecasting
• Disruptionstodistribution
networks
• Stabilizing operations
• Digitalstrategy
DigitalTransformationatLarge
Some challengesare uniquetothe
pandemicrightnow,butthe need for
digitaltransformationhasbeenthere
for a long time– nowit justcan’t be
putoff any longer.

8. Making It Easier to Do Business
Replaced the Legacy
Portal
Partner Community
Experience
Warranty Systems
Challenge+ opportunity
Witha complexdealernetwork,thiswelding leaderwasfacing akey
challenge: inefficienciesinitswarrantysystem. Thiswas costing time,
money,and most importantly,impacting the overall experience for
partnersand customers.
SolutionHighlights
- Builtapartnercommunitywitha comprehensive warrantysystem
- Developedaneasy,intuitive claiminterface
- Addedfeatureslike knowledge articles,communitydiscussions
ZingTreeintegrationforseamlesstrouble-shooting andmore
Key Benefits
- Increasedvisibilityintowarrantymetricsand customerdata,
creating more efficiencyandfasterproductreplacement
- Savedtime and money
- Improvedcustomerand partnerexperiences
A GLOBA L WELD ING MA NUFACTURER

9. 9
Partner Management
Cultivating OwnershipandResponsibilitywith
ChannelPartners
Integratedproductregistrationand
serial numberlookup
Partner collaboration for knowledge
sharing and callcenter deflection

10. 10
Service History
Partner collaboration,improvedexperience, and
access to applications
Real-time productlookupby
descriptionorserial number
Complete service history and product
ownership

11. 11
Warranty Claim
Management
Increase productivitybystreamlining service
collaboration
Connectedproduct,customerand
partnerdata
Consolidated replacementparts and
automated workflows

12. Industry Solutions
TonyKratovil,VPof Manufacturing Go-To-Market
Salesforce Industries

13. 13
Manufacturing Cloud
Deliver predictabilityandtransparency
across your ecosystem
VP of ManufacturingGo-To-Market
SalesforceIndustries
Tony Kratovil

14. 14
Forward-Looking Statement
StatementunderthePrivate Securities Litigation ReformActof1995:
This presentation containsforward-lookingstatementsabout the company’s financial andoperating results, whichmayincludeexpected GAAPand non-GAAPfinancialand other operating and non-
operating results, including revenue, net income, dilutedearnings pershare, operatingcash flowgrowth, operating margin improvement, expectedrevenuegrowth, expected currentremaining
performance obligation growth, expected tax rates, theone-timeaccountingnon-cash chargethat was incurred in connectionwith theSalesforce.org combination; stock-basedcompensation
expenses, amortization ofpurchased intangibles, sharesoutstanding, marketgrowth and sustainabilitygoals. Theachievement orsuccessofthematters covered by suchforward-lookingstatements
involves risks, uncertainties andassumptions. If anysuchrisksoruncertainties materializeorif anyof theassumptionsproveincorrect, the company’s resultscoulddiffermateriallyfrom theresults
expressedorimplied bytheforward-lookingstatements we make.
The risks and uncertaintiesreferred to above include --but are not limitedto -- risksassociatedwith the effectofgeneral economic andmarket conditions; the impact of geopolitical events;theimpact
of foreign currencyexchangerateand interest ratefluctuations on ourresults;ourbusinessstrategyand ourplan to build our business, including ourstrategy to be theleadingproviderof enterprise
cloud computing applicationsand platforms;the pace of change andinnovation in enterprisecloudcomputing services; theseasonal natureofoursales cycles; thecompetitive nature of themarket in
which we participate;ourinternational expansion strategy;thedemandson ourpersonnel andinfrastructure resultingfrom significantgrowthin ourcustomerbaseandoperations, including asa
result of acquisitions;ourserviceperformanceand security, including theresources and costsrequired to avoidunanticipateddowntimeandprevent, detect andremediatepotential security breaches;
the expenses associated withnew datacenters and third-party infrastructureproviders;additional data center capacity; real estate and officefacilities space; ouroperating results andcash flows; new
services and product features, including anyefforts to expandourservicesbeyondtheCRMmarket; ourstrategyofacquiring ormaking investmentsincomplementarybusinesses, jointventures,
services, technologies andintellectual propertyrights; theperformanceandfairvalueofourinvestmentsincomplementarybusinessesthroughourstrategic investment portfolio;ourabilityto realize
the benefits fromstrategic partnerships, joint venturesand investments; theimpact of futuregains orlossesfromourstrategic investmentportfolio, including gains orlosses fromoverall market
conditionsthatmayaffect thepubliclytraded companieswithin the company's strategic investment portfolio;ourabilityto executeourbusinessplans;ourabilityto successfullyintegrateacquired
businessesand technologies, including delays related to the integration ofTableau dueto regulatoryreview bytheUnited KingdomCompetition andMarkets Authority;ourabilitytocontinueto grow
unearned revenueand remainingperformanceobligation; ourabilityto protect ourintellectual propertyrights; ourabilityto develop ourbrands; ourreliance on third-party hardware, software and
platform providers; ourdependencyon the development andmaintenance of theinfrastructure ofthe Internet; the
effect of evolvingdomestic and foreign governmentregulations, includingthose related to the provision ofserviceson theInternet, thoserelated to accessing theInternet, and thoseaddressingdata
privacy, cross-borderdatatransfers and import and export controls;the valuation ofourdeferredtax assets andthereleaseof related valuationallowances; thepotentialavailability ofadditional tax
assets in thefuture; theimpact of newaccountingpronouncementsand tax laws; uncertaintiesaffectingourabilitytoestimateourtax
rate; the impact of expensingstockoptions and otherequityawards;thesufficiencyof ourcapital resources;factors related to ouroutstanding debt, revolvingcredit facility, term loan andloan
associated with50Fremont;compliance with ourdebt covenants and leaseobligations;current andpotential litigationinvolvingus;and theimpactofclimate change.
Furtherinformation onthese andotherfactors that could affectthecompany’s financialresults is includedin thereportson Forms10-K, 10-Qand 8-K and inotherfilingsitmakes withtheSecurities
and ExchangeCommissionfromtime to time. Thesedocumentsare availableontheSECFilingssectionoftheInvestorInformationsectionofthecompany’s website at www.salesforce.com/investor.
Salesforce.com, inc. assumesnoobligation anddoesnotintend toupdatetheseforward-looking statements, exceptas requiredbylaw.

15. 15
What Are We Hearing from
Manufacturing Customers?
How can I equip my teams tomeetchanging
customerneeds?
How can I improveagility and collaboration
across myecosystem aswelooktothe future
andprepare for recovery?
How doI get insight intodemand and
determinethe rightstaffing andsupplies
needed for production?
HenrikEhrnrooth
KONE Corporation
Tony Gondick
Kawasaki Engines

16. 16
Accurately forecast customer demand
Enable virtual collaborationanddrive alignmentacross
product,operations,and sales teamsto respond to the
urgentneedsofyour ecosystem
Enable real-time partner collaboration
Manage salesagreementsandimprove orderschedule,
forecast,and demandvisibilitywithinputsfromcustomers
and partners
Surface criticalbusiness insights withEinsteinAnalytics
Leverage actionable businessinsightstounderstand
customerdemand,fulfillmentprioritization,andorders
The world’s #1 CRM, reimagined for manufacturing
Manufacturing Cloud

17. 17
Account
Teams
Customers &
Partners
Operations
Teams
Enabling Visibility Across Teams Is a Challenge
Disparate teamsandsystemsmake accurate demandplanning difficult

18. 18
Improved Visibility Has Significant Business Impact
Forecasting Customer
Revenue & Volumes
Reduced costs and overtime hours
Tracking & Managing
Sales Agreements
Improved revenue realization
Key AccountManagement
Improved NPS/CSAT and wallet-share
Collaborating withDirect&
Indirect Sales Channels
Lower operating risk and improved pricing optimization
Providing OperationsVisibility
Increased business agility and lower order
consolidation effort
Analyzing Customer,Product,
Territory & ChannelPerformance
Improved inventory managementand forecast
accuracy
Account Teams
Executives | Account Manager| CustomerSupport

19. 19
Manage SalesAgreementLifecycle
Unify the run-rate business with sales agreements inside
the CRM,from inceptionthrough renewal
Easily Capture SalesAgreementMetrics
Define time-phased agreementmetrics using custom, and
standard metricslike planned quantities, actual orders,
and price
Track AccountPerformance
Capture order information fromthe ERP or Order
Management to manage compliance and renewals
Drive Account Transparency with Sales Agreements
Alignsalesandoperationsthroughgreater visibilityintoyour run-rate business

20. 20
Improve predictabilitywithunifiedforecastsacrossnew andrun-rate business
Surface Insights with Account-Based Forecasting
Create a Unified Sales Forecast
Capture a holisticforecast with predictedvolumes
and revenue streams across new and run-rate
business
Leverage Account TeamInsights
Collaborate with product, operations and sales
teams to developmore accurate forecasts
Easily Develop Forecasts
Use formula builderand advanced custom metrics
to generate forecasts that reflectthe complexityof
your business

21. 21
Extend Manufacturing Cloud to Your Channel Partners
Builda Communityof Collaboration
Extend sales agreementcollaboration to channel partners
and customers to streamline account management
Provide Forecast Visibility toPartners
Surface independent demand through the sales agreement
Create a Shared360-Degree View
Quicklyenable collaboration around agreements,leads, and
opportunities with an out-of-the-box template
Accelerate planning withtransparent, digitalcollaboration
CommunityCloud forManufacturing requires an additional license

22. 22

23. 23
Manufacturing Cloud Roadmap Themes
Business Planning Ecosystem Management
Key Account Management
Order FulfillmentVisibility
TargetSetting
Account Planning
VisitPlanning
Partner Incentives and Loyalty
Rebate Management
Pricing & Promotion Management
Dealer & Distributor Onboarding
Addressing your businesschallengeswithcontinuousinnovation

24. Any Questions?
Please share themin thequestionsbox.

25. 25
What macrotrends do you see that
manufacturers will have to respond to
in the next few years?
Tony Kratovil
VP of Manufacturing Go-To-Market
Salesforce Industries
T R ENDING Q UES T IO NS : W HAT O UR EXPER T S AR E HEAR ING

26. 26
Eric Dukart
NationalSales Executive at
Perficient
How are manufacturers going to
change how they look at optimizing
channel investments?
T R ENDING Q UES T IO NS : W HAT O UR EXPER T S AR E HEAR ING

27. 27
How does this pandemic situation
influence manufacturers’ prioritization of
digital initiatives?
Tony Kratovil
VP of Manufacturing Go-To-Market
Salesforce Industries
T R ENDING Q UES T IO NS : W HAT O UR EXPER T S AR E HEAR ING

28. 28
Q & A
Tony Kratovil
VP of Manufacturing Go-To-Market
Salesforce Industries
Eric Dukart
NationalSales Executive
at Perficient

29. How to Learn More
More Tools& ResourcesforYou

30. 30
More Tools & Resources
[Forrester Study] The Total EconomicImpactof Working
withPerficient in theManufacturing Industry
Availableto download free at perficient.com
Manufacturing CloudOverview
[Video]Manufacturing CloudDemo
Manufacturing CloudDataSheet
• Perficient.com/Insights
• Perficient.com/Contact
• YouTube.com/Perficient
• Facebook.com/Perficient
• Twitter.com/Perficient
• Blogs.Perficient.com

31. Thank you for joining us!