1368202042463 FutureofSalesWebinarMay2013 Share v2

7/23/2019 1368202042463 FutureofSalesWebinarMay2013 Share v2

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New Best Practices for Sale

#grow


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Safe Harbor

Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forwarthat involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions prresults of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking stat

statements other than statements of historical fact could be deemed forward-looking, including any projections of subearnings, revenues, or other financial items and any statements regarding strategies or plans of management for futustatements of belief, any statements concerning new, planned, or upgraded services or technology developments anor use of our services.

The risks and uncertainties referred to above include but are not limited to risks associated with developing and dfunctionality for our service, our new business model, our past operating losses, possible fluctuations in our operatinggrowth, interruptions or delays in our Web hosting, breach of our security measures, risks associated with possible macquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, r

our employees and manage our growth, new releases of our service and successful customer deployment, our limitenon-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potentaffect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscdocument and others 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 press releases or public statements are not currently avbe delivered on time or at all. Customers who purchase our services should make the purchase decisions based uponcurrently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking


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Todays Presenters

Brent AdamsonManaging Director,

CEB@brentadamson

Daryl GanasDirector, Sales Operations

HP@dganas


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Agenda

The Future of Sales

Growing with the Challenger Sale

The Future of Sales at HP

Q&A


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Brent AdamsonManaging Director, CEB


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THE CHALLENGER SDriving Growth by Taking Control of the C

Conversation

www.thechallengersale.com/salesforce


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Reluctant Customers

TheGood

The

Bad

Customers timehorizons extended

1

Custto

3

Contact turnoverstabilized

2

Price pressure

still significant

5

Customer

spending still

down

4

2013 The Corporate Executive Board Company. All Rights Reserved. www.thechallengersale.com/salesforce


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Reluctant Customers

The

Ugly

Consensus

requirements

expanding

6

Increased demand

for customization

8

Customers push

risk onto

suppliers

7

Customers using

consultants to

drive purchase

9



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Key Drivers of Customer Loyalty

Company and Brand Impact Product and Service Delivery Value-to-Price Ratio Sales Experience

Company and Brand Impact

Contribu

tiontoCustomerLo

yalty

53%

9%

19%

19%

Drivers of Custo

Rep offers

perspectiv

Rep helps

alternative

Rep helps

potential la

Rep educ

issues and

Supplier is

Supplier h

support ac

organizati


Product and ServiceDelivery

SalesExperience

Value-to-Price Ratio


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Potential Drivers of High Performance

Sample Attributes Tested

Attitudes

Desire to SeekIssue Resolution

Willingness to Risk

Disapproval

Accessibility

Goal Motivation

Outcome FocusAttachment to the

Company

Curiosity

Discretionary Effort

Skills/Behaviors

Business Acumen

Customer Needs

Assessment

Communication

Use of Internal

Resources

Negotiation Relationship

Management

Solutions Selling

Teamwork

Activities

Sales ProcessAdherence

Evaluation of

Opportunities

Preparation

Lead Generation

Administration

Kno

In

P



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Always goes the extramile

Doesnt give up easily

Self-motivated

Interested in feedback

and development

Always has a differentview of the world

Understands the

customers business

Loves to debate

Pushes the customer

Reliably responds

Ensures that all

problems are solved

Detail oriented

Follows owninstincts

Self-assured

Independent

Buildadvo

Gene

to he

Gets

every

Hard Worker Challenger Relatio

Lone Wolf Problem Solver

The 5 Profiles of Sales Professionals



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Challenger Reps Are Most Likely to Win

22%

14%

17%

12%

The Hard Worker The Problem Solver

23%

15%

39%

25%

The Challenger The Lone Wolf

PercentageofPopulation

Percentage o

Percentage o


The Challenger The Lone Wolf The Hard Worker The Problem Solver


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The Challenger Fingerprint

Challenger Rep Behaviors

Build Constructive Tension

Tailor

Take

Control

Teach

Offers unique perspective

Two-way communication skills

Knows customer value drivers

Can ID economic drivers

Is comfortable discussing money

Can pressure the customer



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Portrait of the New High Performer

Teach for

Differentiation

Take

Control

Tailor for

Resonance

The Challenger Rep 2013 The Corporate Executive Board Company. All Rights Reserved. www.thechallengersale.com/salesforce


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To Learn More

www.thechallengersale.com/salesforce

Sales Rep Skills | Sales Manager Coaching | Message Development |Selection & Assessment | Opportunity Management

@CEB_Challenger

2013 The Corporate Executive Board Company. All Ri ghts Reserved. www.thechallengersale.com/salesforce


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Daryl GanasDirector of Sales Operations, HP


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Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

HP Sales ProcessTransformation


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HP Sales Process Transformation Vision

Drive improved customer experience,

sales productivity and management visibility

Quote toCash

SalesCompensation

ServiceSuppo

Marketing

HP Sales Platform(Global, Standardized Processes)CRM

Customers

Partner

s

Online Sales Reps

PRM

FinancialClaims

Sales

Business Intelligence & Analytics


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Sales Process Transformation Roadmap Year 1

ExecutinJune

Establishing the ProgramJan May 12

Making the DecisionJuly Dec 11

The Journey

The Focus

1) Sales Productivity 2) Sales Process Alignment 3) New S

The Path to Success

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

Jan '12:

Program Start

May '12:

Release 1 -

Wave A

Aug '12

Release 1:

Wave B

Sept '12:

Release 2:

Wave A

Deployment W

User Ramp Plan


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Adoption

Key to Success = Executive Engagement & Adop


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% of Reps Satisfied with Platform

41

52 53

63

73 7477

7 7 6

21

117

10

0

20

40

60

80

100

Integration with

Other Tools

Reporting Time to Fill Data

Fields

Sales Tracking Ease of

Use

User

Friendly

Speed

Salesforce.com

Legacy system

Success Measures & Results

"As a manager, Salesforce.com has b

breakthrough. Its reporting ability ha

time and gives a much better view on

to focus on.

-

UK&I Country Sales Manager


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Sales Process Transformation Roadmap Year 2

CommunitiesValue Selling,

Portfolio TrainingFirst-line Sales Manage

Dashboard

Account &

Territory

Planning

Lead

Management

& Deal

Registration

Opportunity

Mgmt

Pipeline Mgmt &

Forecasting

My

Sales

Comp

Renewals &

Support

Order

Management

& Fulfillment

Bid

Management

Configuration

Pricing,

Quote

(CPQ)

CoreSalesProcesses Quote to Order

Sales Cockpit powered by Salesforce.com

The Focus

1) Complete SalesCockpit

2) PartnerTransformation

3) IntegSales C


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Ensure executive sponsorship & engagement

Align on a common vision & business objectives

Focus on Sales Rep at the Center, user feedback

Target quick wins, rapid iteration, quarterly releases

Joint business & IT teams One team

Manage the Change focus on adoption

Seize opportunity to streamline business processes

Track results to ensure realization of business value

Critical Success Factors

COMMUNICATE, COMMUNICATE, COMMUNICATE


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Documents

1368202042463 FutureofSalesWebinarMay2013 Share v2