The document discusses an agenda for a sales ROI benchmarking track at a conference. It includes a safe harbor statement, outlines the agenda which will discuss ROI case studies from SunTrust Bank and Bennett's Business Systems, and provides contact information for the presenters. Key metrics for an ROI model are identified such as satisfied customers, leads, deals closed, and case resolution rates. The document also discusses how Salesforce can help improve these metrics.

1. Sales ROI Benchmarking Al Falcione, salesforce.com Rick Davis, SunTrust Wes Benwick, Bennett’s Business Systems Track: Sales Executive Track

2. 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.

3. Agenda Sales ROI Overview SunTrust ROI Case Study Bennett’s Business Systems ROI Case Study Q&A Al Falcione Salesforce.com Rick Davis SunTrust Wes Benwick Bennett’s Business Systems All

4. Al Falcione Director, Product Marketing Salesforce.com [email_address]

5. What is ROI? Return on Investment (ROI) Benefit - Cost = Revenue or Net Profit Total Cost of Ownership Payback Period (months) Total Cost Benefit (per month) Internal Rate Return (5 year) Benefit - Cost Cost (over 5 years) NPV (months) Benefit - Cost (discounted)

6. Use ROI for Everything Initial Purchase ROI for budgeting TCO for software comparison Renewal Ongoing ROI Org Consolidation ROI of single customer view, integrated forecasting Mobile ROI for productivity AppExchange Applications Lower TCO with fewer platforms Higher ROI with improved data sharing, productivity, better decisions Upgrade ROI for workflow, APIs, campaigns, etc Sandbox Sarbanes-Oxley Compliance TCO vs. Development Environment Buy

7. A Process for Measuring ROI 1. Develop CRM Goals Baseline Existing Performance 4. Map Salesforce to Metrics 5. Cross Organizational Buy-in 7. Identify TCO 6. Map Improvements to Financial Results 8. Calculate the Hard Dollar ROI Identify Metrics Source: Adapted from “Building a Business Case for CRM,” Gartner, 2006.

8. Key Metrics for ROI Model Satisfied Customers Leads Deals Customers Close Rate Cases Resolution Rate Case Rate Conversion Rate Sales Service & Support Marketing

9. Mapping Salesforce to Key Metrics Higher Forecast Accuracy Forecasting Reporting Forecast Accuracy % Establish High Forecast Accuracy Visibility 5-10% improvement in conversion rates Lead Routing, Queues Reporting Web-to-Lead Lead Conversion Rate Lead Volume Improve Lead Quality and Conversion Rate Lead Management 2-5 hours per week per rep Automated Reporting Collaboration/ Team Selling Single Source of Customer Data Mobile Hours per Week Volume Sales Activities Convert Unproductive Sales Time to Selling Time Reporting Sharing Data Manual Process Sales Productivity (Time) 2-5% higher close rate Customize for Your Methodology Workflow/Alerts Reporting Close Rates Win Rates Up-Sell/Cross-sell Referral Rates Establish Consistency of Best Practices in Sales Process Sales Effectiveness Typical Improvement %* How Salesforce Helps (examples) Typical Metrics Goal

10. Rick Davis Senior Vice President and Manager, Commercial Information Services SunTrust [email_address]

11. SunTrust Bank Profile Seventh Largest Bank in US 1,700 branches $179 billion in assets, $122 billion in deposit Serves 5 million households 550,000 business clients INDUSTRY: Banking EMPLOYEES: 35,000 GEOGRAPHY: Southeast US PRODUCT(S) USED: SFA, Service & Support # USERS: 2700

12. Key Strategy and Business Objectives Strategy Big bank capabilities delivered through local relationship managers Deliver products through client’s financial life-cycle Local responsiveness Execution: Relationship Management Model Business Objectives Maximize Wallet Share Faster Customer Acquisition

13. Key Challenges Business Challenge Lack of focus on high value activities Lack of sales visibility Inconsistent relationship planning Inconsistent cross-LOB partnership Technology Challenge Lack of platform infrastructure and single-view applications Poor support of business processes and best-practices Rising IT costs and ownership issues 22 back-end systems Poor customer service Inefficient use of selling time Lost cross-sell opportunities Poor execution resulting from lack of detail visibility

14. Solution: Drive Consistent Sales Process Sales Teams 1 2 3 Call Planner Senior Management on Key Accounts How is Salesforce used? Streamlined call, pipeline and forecast management across product lines Comprehensive and targeted campaigns Reduced ramp-up time for new RMs 66% reduction in meeting time

15. Solution: Cross LOB Partnership: 360 Degrees Referral tracking Different profiles for different LOBs How is Salesforce used? Single org, open sharing model Using Opportunities to track Referrals Opportunity profile can help RM gauge opportunities for cross LOB referral

16. Improvement in Referral Participation Salesforce helped by: Enabling Relationship Managers to share client information Identify new opportunities Improvements from Salesforce: Loans: 5% Treasury Management: 7% Corporate Finance: 21% Personal Wealth Management: 31%

17. Improvement in Sales Activities to Identify More Opportunities Salesforce helped by: Identifying more opportunities for salespeople Providing more complete client information Net Improvement 8% improvement per year 14,000 more sales opportunities in 2006 $7,000,000 in additional revenue per year Calls per Salesperson per month Sales Activities Improvement with Salesforce 8% CAGR

18. Improvement in Lead Relationships Salesforce helped by: Better client information Improved follow-up and action steps Strong pipeline management

19. ROI from Salesforce ROI on Salesforce (2 years) 997% NPV on Salesforce (2 years) $2 Million Revenue ($US) 18% CAGR SunTrust Revenue

20. Key Success Factors Management buy-in Aligned with strategic objectives Ability to support cross-LOB business processes and best-practices Customization and configuration capabilities towards rapid deployment Ease of use drives high adoption rate

21. Wes Benwick President & CEO Bennett’s Business Systems [email_address]

22. Bennett’s Business Systems Overview Office Equipment Dealer, Software Integrator, Custom Application Development 12 Sales Reps, 2 Managers 4 Specialists 1 Developer/Administrator > 6,000 Current Customers 4,200 Assets under contract 10-12% Market Share in N. FL INDUSTRY: Office Equipment REVENUES : 10-12 Million/Year EMPLOYEES: 75 GEOGRAPHY: North Florida # USERS: 25

23. ROI Targets and Problem Areas Need More “Selling Time” Each Rep avg. 8-10 hours / week of internal “data mining” Lower Sales Rep Turnover 2 Years ago, 75% Turnover Rate in Sales Sales Pipeline Growth No database of opportunities prior to Salesforce.com “ Neglected” Accounts & Customer Intelligence No system to account for customer activity levels When reps left, they took their “customer knowledge” as well

24. ROI Goals and Results Increasing Sales Revenue Improving Sales Rep Tenure/Turnover Decreasing Neglected Accounts Accounts with a “Last Activity Date” older than 90 days Began using Salesforce.com 12 Month Trailing Sales Revenue 1999 Today 6 Million 4 Million Total Days of Sales Employment by Month 1994 Today 25,000 15,000 Began using Salesforce.com

25. SFA Solution for Driving Positive Return Building Blocks for Continuous Success Made it easier to get data concerning our customer’s assets and histories In Return, we hold our sales department accountable for providing account intelligence in real time Make a deliberate effort to find new data and processes to integrate with 100% Adoption

26. Positive ROI for Bennett’s Sales Organization 5+ additional “selling hours” / week Average Hourly Wage * 5 hours/week * # of reps Average Sales GP / hour * 5 hours/week * # of reps 45% Improvement in Sales Tenure 25% of Avg Sales Comp + 25% Avg Sales Rep Benefits 25% Increased Sales Revenue and GP Lost Opportunity Intelligence $5.8 Million Today $15 Million in 5 years $65K/year savings At 30% Closing Rate, 1.5 Million in potential $300K Avg Increase Sales GP/Year $78,000/year In labor savings $177,000/year In Sales GP

27. Positive ROI for Bennett’s Sales Organization 5+ additional “selling hours” / week Average Hourly Wage * 5 hours/week * # of reps Average Sales GP / hour * 5 hours/week * # of reps 45% Improvement in Sales Tenure 25% of Avg Sales Comp + 25% Avg Sales Rep Benefits 25% Increased Sales Revenue and GP Lost Opportunity Intelligence $5.8 Million Today $15 Million in 5 years $177,000/year In Sales GP $65K/year savings At 30% Closing Rate, 1.5 Million in potential $300K Avg Increase Sales GP/Year $78,000/year In labor savings

28. Positive ROI for Bennett’s Sales Organization 5+ additional “selling hours” / week Average Hourly Wage * 5 hours/week * # of reps Average Sales GP / hour * 5 hours/week * # of reps 45% Improvement in Sales Tenure 25% of Avg Sales Comp + 25% Avg Sales Rep Benefits 25% Increased Sales Revenue and GP Lost Opportunity Intelligence $5.8 Million Today $15 Million in 5 years This leads to increased Sales GP, It is more of a Potential ROI $65K/year savings At 30% Closing Rate, 1.5 Million in potential $300K Avg Increase Sales GP/Year $78,000/year In labor savings $177,000/year In Sales GP

29. Positive ROI for Bennett’s Sales Organization 5+ additional “selling hours” / week Average Hourly Wage * 5 hours/week * # of reps Average Sales GP / hour * 5 hours/week * # of reps 45% Improvement in Sales Tenure 25% of Avg Sales Comp + 25% Avg Sales Rep Benefits 25% Increased Sales Revenue and GP Lost Opportunity Intelligence $5.8 Million Today $15 Million in 5 years Offsets cost of a Developer/Admin This leads to increased Sales GP, It is more of a Potential ROI $65K/year savings At 30% Closing Rate, 1.5 Million in potential $300K Avg Increase Sales GP/Year $78,000/year In labor savings $177,000/year In Sales GP

30. Positive ROI for Bennett’s Sales Organization 5+ additional “selling hours” / week Average Hourly Wage * 5 hours/week * # of reps Average Sales GP / hour * 5 hours/week * # of reps 45% Improvement in Sales Tenure 25% of Avg Sales Comp + 25% Avg Sales Rep Benefits 25% Increased Sales Revenue and GP Lost Opportunity Intelligence $5.8 Million Today $15 Million in 5 years Offsets cost of a Developer/Admin Future growth of Sales Revenue & GP will come from here $270,000 This leads to increased Sales GP, It is more of a Potential ROI $65K/year savings At 30% Closing Rate, 1.5 Million in potential $78,000/year In labor savings $177,000/year In Sales GP $300K Avg Increase Sales GP/Year $78,000/year In labor savings $177,000/year In Sales GP - $30,000 (Annual User Lic.)

31. Positive ROI for Bennett’s Sales Organization 5+ additional “selling hours” / week Average Hourly Wage * 5 hours/week * # of reps Average Sales GP / hour * 5 hours/week * # of reps 45% Improvement in Sales Tenure 25% of Avg Sales Comp + 25% Avg Sales Rep Benefits 25% Increased Sales Revenue and GP Lost Opportunity Intelligence $5.8 Million Today $15 Million in 5 years Offsets cost of a Developer/Admin Future growth of Sales Revenue & GP will come from here $270,000 900% ROI for FY2005 This leads to increased Sales GP, It is more of a Potential ROI $65K/year savings At 30% Closing Rate, 1.5 Million in potential $78,000/year In labor savings $177,000/year In Sales GP $300K Avg Increase Sales GP/Year $78,000/year In labor savings $177,000/year In Sales GP - $30,000 (Annual User Lic.)

32. Ongoing Measurement Pipeline and Forecast Management More Inventory Turns = More Cash = Less Interest Daily “Best Case” Snapshot $250K $255K $260K $250K

33. Ongoing Measurement Pipeline and Forecast Management More Inventory Turns = More Cash = Less Interest Potential ROI of $100K per year if we can increase inventory turns by forecasting inventory better. Daily “Best Case” Snapshot

34. Ongoing Success Applying workflow concepts to our sales process Automatically scheduled account reviews/visits Better Leads Management Raising the bar Lower neglected account levels, tighten the criteria Increase level account intelligence Integration with Order Entry / Inventory Management Bringing Service / Accounting on board Show Up + Follow Up = Sales Go Up Adoption + Decreased Turnover

35. Al Falcione Director, Product Marketing Rick Davis SPEAKER TITLE HERE Wes Benwick CEO QUESTION & ANSWER SESSION COMPANY NAME/LOGO COMPANY NAME/LOGO

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