The document discusses improving collaboration between business and IT teams when implementing a new CRM system at Procter & Gamble Professional. It emphasizes starting with leadership alignment on goals, breaking down functional silos, focusing on business value through a phased approach, and strong project management to drive adoption. Key lessons include defining a clear business purpose, establishing guiding principles, and measuring success based on value delivered to the business.

1. Working Better Together Paul Edmondson, Procter & Gamble Professional Dave Ziegler, Procter & Gamble Professional Improving Business and IT Collaboration Executive: C-Level Strategy

2. Safe Harbor Statement “ Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements including but not limited to statements concerning the potential market for our existing service offerings and future offerings. All of our forward looking statements involve 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. The risks and uncertainties referred to above include - but are not limited to - risks associated with possible fluctuations in our operating results and cash flows, rate of growth and anticipated revenue run rate, errors, interruptions or delays in our service or our Web hosting, our new business model, our history of operating losses, the possibility that we will not remain profitable, breach of our security measures, 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 service, customer and partner acceptance of the AppExchange, successful customer deployment and utilization of our services, 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. These documents are available on the SEC Filings section of the Investor Information section of our website at www.salesforce.com /investor . Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law.

3. Paul Edmondson Associate Director – Customer Business Development [email_address] Dave Ziegler P&G Professional Global IDS (Information and Decision Solutions) Manager [email_address]

4. INDUSTRY : Hospitality and Consumer Products EMPLOYEES : 135,000 GEOGRAPHY : Global (80 Countries) Three billion times a day, P&G brands touch the lives of people around the world. The company has one of the strongest portfolios of trusted, quality, leadership brands P&G Professional’s Mission is to Improve the Live of the Worlds Consumers when they are away from Home.

5. # Licensed Salesforce USERS : 310 in North America and the UK 24x7 Premier Support Force.com Sandbox AppExchange PRODUCTS USED : Call Scripting, Data Quality, Ready Coach, SXIP Audit, Org View, Adoption Dashboards, Feedback Tab How Procter & Gamble Professional is using Salesforce

6. Why We Were Successful Identified the need for leadership to align and define a clear business purpose Gained Alignment on Strategy: Threw out functional boundaries Established a Crawl, Walk, Run approach Focused on value creation. Helped to shape project focus

7. Leadership Alignment and Clear Business Purpose Business Opportunity Reinvent CRM Capabilities to: TRANSFORM OUR BUSINESS… Business process transformation New business insights GROW OUR CAPABILITY Joint Value Creation Affirming the “who, what and how” of our sales and REACH OUR FINANCIAL GOALS. Fuel our sales growth to achieve our goals Increased ROI measures Technology Opportunity Reinvent Technology Capabilities to: Reduce complexity of the system to improve support and adoption Improve End User experience to drive adoption Improve reliability……to improve adoption Offline capability (Always Connected)

8. Our Approach – Not a Technology Project! Its about Business Transformation CRM Business Transformation Vision Aligning common objectives Endorsement & Funding Leadership Sales (End Users) Information Technology Project Management Technology Expertise Innovation Best Practices Business Process Training Driving Adoption

9. Principles To Success Start with top management support and alignment Develop a consistent, clear objective Focus with the ultimate end in mind Do not attempt to create the “ultimate, one-time” tool Keep It Simple! Minimize customization Focus on the right customer (Sales) Evaluate your culture and change if necessary

10. Culture Change Former CRM Approach: “ This is a ‘GO headquarter-based’ tool.” “ This is a tool I use only for reporting sales.” “ This is a tool I use for tracking sales.” “ I use this tool only when I have to, and it impedes my productivity.” New CRM Approach: “ InTouch is field-based .” “ I use InTouch to guide my sales process before, during and after a call .” “ InTouch allows me to analyze current customers and determine how to expand their business .” “ I choose to use InTouch daily because it dramatically increases my efficiency and integrates seamlessly with my business processes .”

11. Change Management Have Fun and Reinforce the Vision and Value to the Users Road Shows/Sales Meetings Electronic Holiday Card Enroll the Managers On Line Prework Halloween Candy Gram

12. Summary – Alignment of Leadership and Defining a Clear Business Purpose Project was established as an Organizational Change Business Transformation Project NOT an IT project Must start and be driven from “The Top” In order to drive adoption (success), the project focus must: Support Work Processes Enable the End User

13. Threw Out Functional Boundaries Sales people- put on systems hats Realistic expectations of the System – and their role in improving it Good customer data Complete Fields IT and Marketing people thinking like sales people Ensuring there is USEFUL functionality built in Integration with other systems (equipment ordering) Useful links (Maps, Price Lists) Not too many required fields

14. Enabled by Salesforce – Powered by the User Expand Share At customer Who do I sell What do I sell Proposition Improvement How do I sell Reward & Recognition Retention PGP InTouch

15. Project Guiding Principles Win with Sales First With the rest of the organization in mind! Keep it Simple LEARN from past mistakes!!!! Customized for business Needs Balance between delivering value and simplicity Data interfaces Roadmap for Functionality Salesforce.com - “10 Common CRM Mistakes””

16. Package Selection Speed and Reliability Ability to “grow” into the technology Engage as a Business Partner Economical (Delivers the right value)

17. Summary – Align on Strategy: Throw Out Functional Boundaries Break down functional boundaries. Gain mutual understanding of organizational needs and objectives Support Work Processes Understand what didn’t work in the past and WHY Set Project Guiding Principles and STICK WITH THEM Ensure your technology vendor is a business partner in this effort Make this fun!

18. Crawl, Walk and Run Crawling – Adoption Drivers Basic Technical Configuration New Laptops (3-4 yrs old) Aircards for Connectivity Basic Business Requirements Value Added Business Services Leverage tool to improve current work process (e.g. POS ordering for Coffee Program)

19. Don’t Run Before You Walk! IT reigned in the Sales/Marketing Teams “ Don’t Boil the Ocean” – set expectations in advance Ensure Work process is in place Everyone in the Business wants a 360 ° View of the customer Great- are YOU ready!

20. Business Leadership Buy In Objectives: Build confidence “ Opt in” model Business Process Reviews Deep dive on Business Needs Diagonal Slice of the Sales Organization Participate Salesforce.com and IT Participation Leadership “Buy In” Alpha and Beta Tester Group Ensured Business needs were translated Influencers to begin Culture Change

21. Top Deliverable for Launch + Roadmap Deliver functionality based on design requirements Captured Future ideas Feedback Tab (650 items!) 90% complete

22. Top Deliverable for Launch + Roadmap Captured Future ideas Roadmap Items (Quarterly Plans)

23. Summary – Importance of Establishing Crawl, Walk, Run Focus on driving adoption Crawl, Walk, Run Business Value Don’t try to solve all your problems at once Don’t “Boil The Ocean” Build confidence of leadership by enrolling them in the process Deliver against the requirements

24. Focus on Value Creation. Help Shape Project Focus Common Scorecard for Business and IT – Measuring the Value of the Project Increase in Sales Dollars Lead Conversion Process Opportunity Measurements Productivity Savings Anecdotal stories on efficiency improvements Cost Avoidance Reduction in expenses (reduced faxing, connectivity…) Adoption How often are people using the system and what are they doing?

25. Project Management Clear Missions Pre Launch T- 4 months Post Launch 0-6 months (Crawl) Re-Launch 6-12 months (Start to walk) Team members fully engaged Communication Channels open Within team External to team (Management/Users)

26. Summary – Focus on Value Creation Shape Project Focus Define Success Metrics and Communicate the Value! Approach initiative as one large project team, working toward a shared goal of business success Allow each organization to own the work in their area of expertise Strong Project Management

27. Session Summary – 4 Key Take Aways Leadership must Align and Define a Clear Business Purpose Align on Strategy: Throw out functional boundaries Establish a Crawl, Walk, Run Approach Focus on value creation. Shape project focus

28. Working Better Together Q&A Improving Business and IT Collaboration

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30. Working Better Together Paul Edmondson, Procter & Gamble Professional Dave Ziegler, Procter & Gamble Professional Improving Business and IT Collaboration Executive: C-Level Strategy