Regardless of what has worked in the past, the unintended consequences of both technology advancement and buyer behavior is wreaking havoc on sales organizations. Whether you have a small sales force or a highly complex go to market strategy, there is no avoiding the reality that how we sell has forever changed. Tiffani will challenge conventional thinking, pushing sales to a more customer driven mindset and away from an internal productivity and performance based management style and outline what she thinks the modern sales force will look like in the future.

1. Building High Performing Sales
Organizations
Tiffani Bova
Global, Customer Growth & Innovation Evangelist
tbova@salesforce.com
@Tiffani_Bova
in/tiffanibova
Purposeful Selling Can Change the Game

2. Forward Looking Statements
​ 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 and customer 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. Innovation Drives New Experiences
Personalized
Shopping
Share
Health Data
Transportation
On Demand
Automatic
Updates
Building Competitive Advantage

4. Redefining Innovation
BA
Company-Centric Innovation
Inside – Out
Slow
Closed Process
No Customer Input
A
B
Customer-Centric Innovation
Outside - In
Agile
Transparent
Collaborative with Customers

5. Customer
Brand Centric
Company
Brand Centric

6. The Unintended
Consequence of
Innovation?
The Customer has
Become More
Disruptive

7. We’ve Entered the Connected, Digital World
And now the customer is in control
​ Cloud: Scale, performance,
and real-time access
​ Social: New places to meet
our customers
​ Mobile: Always-on, always-
connected experiences
​ Data Science: Relevant and
personalized interactions
​ IoT: Connected sensors,
beacons, devices, and apps

8. While many companies have been admiring the
opportunities digital brings, they have been focused
on ‘doing things better’ when getting dramatic
results comes from 'doing things differently'

9. The Continuous Experience
Reinvent Sales Processes to Accelerate your Customers Success

10. Customer Experience is?
Productivity
Advocacy
Innovation
Marketing
Customer
Service
Improved
Collaboration
New
Capabilities
Sales
Customer
Insights
Business
GrowthCustomer
Satisfaction
Competitive
Advantage

11. Customer Experience Builds Advocacy
“In two years, 90% of companies expect to compete almost entirely
on the basis of customer experience up from 36% two years ago.”
– Laura McLellan, Gartner, quoted in Ad Age Sept. 2014
“…we’re not in the basketball
business. We’re in the business of
creating unique experiences.”
- Mark Cuban
“Do what you do so well that they
will want to see it again and bring
their friends.”
- Walt Disney

12. Customer Experience Leaders Outperform the Market
8-Year Stock Performance of Customer Experience Leaders vs. Laggards vs. S&P 500
(2007-2014)
CumulativeTotalReturn
120%
100%
80%
60%
40%
20%
0%
107.5%
Customer
Experience
Leaders
72.3%
S&P 500
Index 27.6%
Customer
Experience
Laggards
Source: © 2015 Watermark Consulting

13. Exhibit 1
People Most Often Consult Friends and Family Before Making a Purchase
13%
13%
10%
50%Friends and family
39%Company websites
35%Blogs and forums
Social media
TV
Newspapers
and magazines
Radio
Percentage of people
consulting each source
before purchasing1
Sources: IntelliSurvey of more than 227,000 customers in Canada, France, Germany, Italy, Japan, Spain, the UK, and the U.S. in 2015; BCG analysis.
1The average of all countries and sectors covered in the survey; multiple answers were possible.
People are about
more likely to consult friends and
family than newspapers, magazines,
television and social media
3%
4X-5X

14. Exhibit 2
Advocates Are Less Likely to Leave Than Critics, and They Spend More
Sources: IntelliSurvey of more than 227,000 customers in Canada, France, Germany, Italy, Japan, Spain, the UK, and the U.S. in 2015; BCG analysis.
1Customers who are willing to leave a company, are actively looking for better offers, or are already switching brands.
2Any product that a customer purchased in addition to the original product.
5
36
3
39
43
36
5
4
Strong advocates Strong Critics
Churn rate of advocates and critics (%)1
Additional products purchased by strong advocates
vs. strong critics (%)2
19
30
74
255
Mobile telecom
Retail banking
Car insurance
Health insurance

15. Sales Disruption
Sales Will Need to Become More Flexible

16. ​ The “2015 State of Sales” survey asked more than 2,300 global sales leaders about their priorities, challenges, metrics,
and strategies for the year. Here’s a quick look at the current state of sales.
The Reality for Sales Leaders
Customer connections take priority. This suggests sales leaders view growing a base
of loyal, connected customers — rather than “one and done” deals — as instrumental to
sustained success.
Top 3 Sales Objectives
Growth matters most. Increasing revenue, powered by an expanding customer base,
outranks margin optimization as a measure of success.
Top 3 Sales Success Metrics
Acquire new customers
Amount of new revenue
Grow the value of existing customers
Number of new customers
Create deeper customer relationships
Amount of recurring revenue
80%
57%
46%
35%
55%
56%
Top 3 Sales Challenges
Sophisticated customers pervade the
market. Sales teams have long felt the pinch
of heightened competition and price wars,
but the rapid rise of customer sophistication
brings new complications as teams strive to
stay connected in real time.
See increased market competition
Find customers seeking the
lowest price possible
See customers’ needs have
grown more sophisticated
58%
55%
47%

17. Process Driven
​ Metrics drive behavior
​ Numbers game
​ Volume trumps value
​ Results proportionate
​ Pipeline is king
​ Short term focus
​ Roles defined
​ Results based
​ Lead to Advocacy
​ Contextual
​ Connected
​ More art than science
​
Productivity Driven Sales Driven Customer Driven
​ Defined steps
​ Unnatural behavior
​ Maximizes tools
​ More Science than art
Sales Leaders Must Make a Decision – Rigor or Flexibility

18. Context is Everything
​ The Future of Selling Will be Contextual
§ Understand a customers requirement
§ What is their starting point
§ What are the buying dynamics (Internal & External)
§ Are there any industry regulations driving the decision
§ Is there a solutions match
Not all Customer Engagements are Created Equal

19. Getting It Done
• This is not about selling products it is about selling change
• Sales must facilitate the customers thought and decision process
• You must lead the change
• Establish a customer-centric culture
• Get the right resources for the right customers
• Start from the ‘outside-in’
• This is not about avoiding performance metrics
• This is about promoting how you can improve your customers
business in meaningful ways
• You must build the right skills and infrastructure
• Sustain and Support the change from the first mile to the last mile

20. In the future
….customer driven
sales organizations
Will completely reset
value and meaningful
engagement with
customers

21. thank y u
Tiffani Bova
Global, Customer Growth & Innovation
Evangelist
tbova@salesforce.com
@Tiffani_Bova
in/tiffanibova