Seed & Grow: How to Realize ROI in Multi-division Rollouts

Penny O’Rourke,

Director of Business Services, SurfControl plc

Gary Pepera,

Senior Vice President, Corporate Banking, Citizens Bank

Doug Timmel,

Director of Industry Solutions, Bluewolf

Exec: C-Level Strategy

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.

Objective of this Panelist Discussion

To: Share the success of Multi-division rollouts, with

their unique challenges, unique solutions and the

resulting ROI.

By: Panelist presentations and Q&A

Benefit: Leverage lessons learned to help your

implementation, adoption and ROI.

About Bluewolf

1000 + Successful Customer. Leading Salesforce.com Consulting Firm

Only firm who Guarantees Success. Results focus.

Vertical Focus: Financial Srvc, Media, High Tech/Manufacturing, Pharma, Non-profit

Dupont, DowJones, ADP, Citizen Bank, United Way, Fox Interactive Media, International Papers

About Air Products

• INDUSTRY: Gases, chemicals and equipment

• EMPLOYEES: 20,000+

• GEOGRAPHY: Global

• # USERS: 1500+, 30 countries, 11 currencies, English and Spanish

• PRODUCT(S) USED: Salesforce SFA & Marketing, integration to SAP, and

custom applications for technical product development.

Air Products is a manufacturer of industrial gases, chemicals and equipment serving markets in high technology, healthcare, food, government, and process industries.

Unique Challenges at Air Products

Business Challenges

• Introduction of GLOBAL SAP broke visibility to customer data

• Many disparate “CRM” systems

• No central repository of customer information

• Businesses all saying they are “different”– what is best practice?

• No defined sales processes, no way to forecast success

Technology Challenges

• Integration between systems

• “Who” owns the IT budget to decide What to Choose?

A Unique Solution

How did we address these challenges?

• One person responsible for budget for all businesses

• ONE sales process defined for entire company

• Defined Business Rules and METRICs

• Carefully designed dashboards – as a start point

• Salesforce used for everyone with VERY TIGHT SCOPE and Simplest possible user interface.

• Fewer business unique screens

• Easier data transfer

• Single measure of success: Adoption Rates!!!

Air Products ROI - What were the results?

• Greatly reduced cost of maintaining multiple legacy and home grown systems along with “service” fees. More than break even by itself.

• Sales Cycle time visibility and comparison resulted in an improved contract process and response to customers. Closed contracts faster resulting in improved cash flow.

• With customer information in one place, reduced administrative time 10%, and time wasted by sales and by sales assistants

• Much faster turnaround on customer requests for technical work – by employing workflow and approval processes. Higher customer loyalty

• Reduced time on new replacement hires due to centralized data

• Focus by executives on sales call frequency increased revenue by 30% in Europe.

Sales Cycle Time – by Business Unit

Penny O’Rourke

Director of Business Servicespenny.orourke@surfcontrol.com

All About SurfControl• INDUSTRY: IT

• EMPLOYEES: 600+

• GEOGRAPHY: Global

• # USERS: 413

• PRODUCT(S) USED: Salesforce SFA,

Marketing & Call Center, Clicktools,

ExactTarget, OneSource – Account

Intelligence, Service Entitlements, Call

Scripting, CTI Integration

600+ employeesGlobal Focus

85 employeesEMEA Focus

Unique Challenges

Company integration EMEA “Crunch Point”

• Same prospects, customers and partners

User apathy Traditional IT approach – several false starts Bespoke and disparate systems with many dependencies Bad data

No ownership Multiple historic migrations Too many different systems – No consolidation

Resistance to change “If it ain’t broke don’t fix it” Different sales methodologies Future business benefits of Salesforce not appreciated

Approach

CEO Sponsorship

• Focus on solving business pain points Global visibility of forecasting Measuring ROI on marketing campaigns Information consolidation Catalyst for implementing Global Best Practice – Not just a CRM rollout!

Minimise integration requirements Focus on getting Salesforce out and used quickly Sign-off by Executive Management Team & “sold” to the whole company

Rapid Deployment Methodology Requirements workshops with senior management Configure, Train, Deploy, Respond Delivery partners

Results & Benefits

Global deployment to Sales, Marketing and Tech Support in 10 months

Global visibility of forecasting 300 man hours saved each week – (150 x $50 x 52 = $780,000 pa)

Measurement of ROI on marketing campaigns More effective Marketing

• E.g. UK campaign resulted in a 9:1 ROI on closed won

• Business information consolidation – one repository for all

• Better tracking of leads into sales

24/7 follow-the-sun support

Real time reporting

Rationalised business processes 10% increase in sales with less staff in first quarter of use

Reduced demand on IT staff

Leveraging the power of the Salesforce platform

Survey ResultsSalesforce really helps me in the following areas:

73% POSITIVE

IMPACT

SurfControl Senior Manager comment

Overall, CRM4SRF is one of the most successful projects

completed in the last 2 years at SurfControl, in terms of

execution and speed. It was done thoughtfully and with the

company's best interests in mind.

Salesforce

Implementation

Gary PeperaSenior Vice PresidentCorporate Banking

About Citizens Bank

Citizens Financial Group, Inc. is a $161 billion commercial bank holding company

Headquartered in Providence, R.I., with 1,600 branches, 3100 ATMs and 25,000

employees

Operates in 13-states across the New England and MidWest regions as Citizens Bank and Charter One Bank and has non-branch retail/commercial offices in approximately 40 states

Citizens is the eighth-largest commercial banking company in the United States

ranked by deposits

Citizens Financial Group is a subsidiary of the Royal Bank of Scotland

Objective and Challenges

Objective: To implement Salesforce for Citizens Commercial Banking franchise (approximately 1300 users).

Challenges: Migrate three legacy systems (approximately 300,000 records) Establish standardized sales reporting and activity tracking across

13 states Establish cross sell referral process across various business lines Train 1300 users Timeline = 4 months to complete project Managing expectations of Users and Management

What was Unique About Rollout?

No standardized contact management/sales reporting tool

Users were spread across 13 states and various business

lines

Implementation schedule pared down to 4 months to meet

January 1, 2007 rollout

Year-end/Holiday Challenges

Executive Management Support (“System of Record”)

Why Was Rollout Successful?

Implementation partner = Bluewolf Group

Marketing/Communication = kept users informed

Executive Management commitment

Planning Sessions across footprint

Implementation help lines = email/conf calls/SEU

Post-implementation Training/Follow-up

Return On Investment (ROI) Provide Management with transparency to proactively manage

activities

(“Can’t Manage What You Can’t Track”)

Ability for Relationship Managers to effectively manage relationships

(Key Accounts, Products/Services, Marketing)

“System of Record” that can be easily modified without extensive programming

Session FeedbackLet us know how we’re doing!

Please score the session from 5 to 1 (5=excellent,1=needs improvement) in the following categories:

Overall rating of the session Quality of content Strength of presentation delivery Relevance of the session to your organization

We strive to improve, thank you for filling out our survey.

Additionally, please score each individual speaker on: Overall delivery of session