DRIVING SUCCESS IN THE CLOUD

Chris AtwoodSenior Account ExecutiveSalesforce.com Foundation

Joseph DevineAccount ExecutiveSalesforce.com Foundation

Safe HarborSafe 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.

Salesforce.com Foundation UpdateIsabel KellyInternational DirectorSalesforce.com Foundation

Deliver social impact by using salesforce.com’s people &

technology & reinvesting our resources.

Create the social social enterprise; using our technology

and ability to collaborate to accelerate solutions to

society’s challenges

Growing our philanthropy

1%Time

Equity

Product

Foundation teamAustralia, France, India, Ireland, Japan, Singapore, UK, US, (next the Netherlands)

Time6 volunteer days per employee a year;2012: 8,000 employees will give 100,000 volunteer hours

Grants2012: $6m granting around employee volunteering, healthy communities & nonprofit/education use of Salesforce

Product 15,000 global nonprofits in 105 countries use donated & discount product

Critical mass in Argentina, Australia, France, Germany, India, Ireland, Israel, Japan, Netherlands, New Zealand, Singapore, South Africa, UK, USA

Focus on increased success of donated & discounted customers; CFL & partner & grantee strategy.

discount

Nonprofit & Education

%

cycle of sustainabilit

y

Helen Tamaki Social Innovation Traineeship

Programs Across the World

Why Social is Important for Nonprofit Organisations and Universities

David KeeneVP Marketing, UKsalesforce.com

2011: Year of Social Revolution2011: Year of Social Revolution

Social Revolution: Social Networking Surpasses Email

Social Users

Email Users

2007 2008 2009 2010 2011

1.9 billionsocial users

Source: Comscore, June 2011

Social Revolution: Social Eats the Web

2007 2008 2009 2010 2011

Social Network UsageRest of the Web Usage

8 hoursper monthon social media

Source: Comscore, “Top 10 Need-to-Knows About Social Networking and Where It’s Headed” December 2011

Social Revolution: Facebook is the New Homepage

Jun 2010Dec 2010

Jun 2011Dec 2011

Fortune 100 Facebook GrowthFortune 100 Web Growth

123% growth

Sources: Wildfire Social Media Monitor, Compete.com, Wedtrends “The Effect of Social Networks and the Mobile Web on Website Traffic”

Social Revolution: High Return for Social Enterprise

Social Enterprise Benefits

Source: McKinsey & Company, “The rise of the networked enterprise, Web 2.0 finds its payday.” December 2010

2013E

20072008

20092010

20112012E

2006

1.8 billionmobile devices by 2014

2014E

TabletsSmartphonesLaptopsDesktop

Social Revolution: Next Generation Devices Changing How We Access the Web

Source: Gartner Research, Smartphone, Tablet, and PC Forecast, December 2011

Social Revolution: Products Now Connected to Social Networks

3.5 BillionNetworked Products

1.8 BillionNetworked Computers

Total of 5.3 Billion Connected Devices2014

Source: IDC Predictions: 2012 competing for 2020. December 2011

But the social revolution has created a social divide.But the social revolution has created a social divide.

The Social Divide – Customers and Companies

What about your company?

Your customers and employees are social.

How does your enterprise bridge the social divide?How does your enterprise bridge the social divide?

Delight Your Employees and Customers in a Whole New Way

Employee Social Network

Customer Social Network

Social Profile

MarketCollaborateCollaborate

Work

Extend Sell

Service

THANK YOUTHANK YOU

Welcome to Radian6Russell NewmanSenior Account Executive

@radianruss

in/russellnewman1984

Market Leadership

Technology Innovation

Customer Success

2,500+ Customers

50% of Fortune 100 150+ Million Sources

Twitter “Firehose”

17 Languages

Social Hub

Mobile Access

REST API

“One of the founding principles of Dell is really about listening and learning from our customers and being able to take that feedback and improve.”

Michael Dell,Chairman & CEO

Radian6 is the World’s Leader in Social Marketing

Customer Success Across Every Major Metric

Source: Radian6 Customer Relationship Survey conducted December 2011, by an independent third-party,  MarketTools Inc., on 800+ customers randomly selected.  

Great article on…

Love the new…

Having a problem with…

Looking for recs...

Hiring a CTO…

Cool video…

Product review…

Your Customers Share More than Ever Before

What about your company?

Your customers and employees are social.

The Social Divide – Customers and Companies

Even the Best Brands Have Had Social Media Casualties

That’s Created a Fundamental Shift in Marketing

Traditional Marketing

Interruption Marketing

Company controls brand perception

Trust company messages

Eyeballs and ears

Centralized presence (www)

Buy a list of names to email

Social Marketing

Invitation Marketing

Community shapes brand perception

Trust Friend Recommendations

Hearts and Minds

Distributed presence

Social Listening & Engagement

Social is Disrupting the Enterprise

Service

Recruiting

Sales

R&D

Marketing

ExecutivesImproved brand perception

Build customer loyalty

Drive sales

Deliver customer service

Develop better products

Recruit top talent

Transform Your Business with Radian6

Listen

Analyze

Engage

Automate & Scale

Service

Visualize

Summarize

Mobile

Listen to Customers on Millions of Social ChannelsAnalysis Dashboard

Over 150 million sources

Full Twitter “Firehose”

17 Languages

Analyze Social Customer Insights Social Insights

Demographics

Social Insights

Segmentation

Campaign Management

In-flight Targeting

Insights Partners:

Engage with Customers On Their Terms, In Real Time Engagement Console

Build Loyalty & Community

Delight Customers with Social Service

Build Pipeline

Social Workflow

Automatically Route Posts to the Right People:

•Executives

•Marketing

•Sales

•Service

•R&D

•Recruiting

Automate & Scale Social Across the Enterprise Social Hub

Service

Recruiting

Sales

R&D

Marketing

Executives

Service

Delight Customers with Social Customer ServiceRadian6 for the Service Cloud

Automate Case and Contact Creation

Resolve Cases On Any Social Channel

Pre-built Knowledge for Common Questions

Marketing

Visualize Social Trends and DataREST API

Social Media Command Centers

Dynamic Visualization of Social Data

Real-time Monitoring

Radian6 Command Centers:

At-a-glance Barometer of Social SuccessSummary Dashboard

Social Metrics & KPIs

Share of Voice

Share of Conversation

Key Influencers

Trending Topics

Take Social MobileiPhone App

Free iPhone app

Engage on the go

Keep your finger on the pulse of your brand at all times

Customer Examples

Brand Awareness, Leads and Service

American Red Cross Uses Radian6 to Share Relief Information

Premier emergency response organization

Listens to thousands of conversations in Social Media Command Center

Disseminates critical information via social channels in the first 24 hours following disaster

Monitors social media activity to ensure information is accurate & up to date

Volunteers from previous disasters engage with advice

We quickly learned that people are talking about the Red Cross every single day, and not always how we expected them to.

“”

Wendy HarmanSocial Media Manager

Raise Awareness, Share Info & Connect with Donors

Tracks 22,000+ conversations / day

Monitors in 11 languages

Generated sales through Social Media

Dell Generates Pipeline with a Radian6 Command Center

Global industrial giant with purely B2B base

Tracks all social media marketing through Radian6

Found positive ROI from social media efforts

Brand Awareness, Leads and Service

Caterpillar Tracks B2B Social Media ROI with Radian6

Winter storm shut down Heathrow Airport

Proactively trained employees to provide social customer service prior to storm

Used Radian6 to respond in real-time to thousands of customers

Passengers turned to Twitter feed for latest updates

Air Canada Delivers Superior Service Using Radian6

ING Direct Canada Builds Community with Radian6

Piloted new chequing account, gathering feedback through social channels

Launched THRiVE chequing account with nationwide social media campaign

Attracted 40,000+ active THRiVE users

Blog posts were viewed 53,000+ times

Reached an audience of 3.6M users with #thrivetastic

Created a social media “war room” at CES

Objectives: monitor event buzz, brand awareness, customer reaction to product launches

Reduced costs of customer acquisition and retention

Cut inefficient marketing efforts

Event & Product Launch Monitoring

AMD Builds Social Media War Room to Track Buzz at CES

Gatorade Mission Control

Engaging athletes on social media

7% increase in sales

250% traffic increase in product education

Gatorade Joins Customer Conversations with Radian6

20 000 mentions a day: insurance, banking and investment

Social customer service across brands

Improved marketing and campaign performance with Radian6

Social lead generation for credit and investment products.

TD Scales Social Listening and Engagement with Radian6

Needed a way to manage 20+ brand Facebook pages and Twitter handles

Engage with consumers in real-time and measure the pulse of their brands

When loyal fans follow @TWIZZLERS, Hershey’s says “thanks” with notes and merchandise

When consumers were looking for a specialty product, the World’s Largest REESE’S Peanut Butter Cups, Hershey’s answered and the response went viral

Hershey’s Tastes Sweet Success with Social Media

Launched Phenom, a flavored coconut water, with a multi-pronged social strategy

Used a specific hashtag to drive conversation, and targeted key influencers in health and fitness

Discovered immediate customer feedback and insight to improve flavors and uncover new markets

Built a community of 500K Facebook fans and 80K Twitter followers

GNC Uses Real-time Feedback to Make Better Products

Best Practices and Lessons Learned from Large Salesforce Implementations

John JacksonCRS Tech Lead – Alzheimers Society

Phil ShoesmithHead of Infrastructure – Alzheimers Society

Liliana OsorioCustomer Success ManagerSalesforce.com

Agenda

Key elements for a successful implementation– Methodology for success

– Standards

Key Elements of Success

Technology& Data

Processes

Sponsorship& Governance

BusinessMeasures

Vision andStrategy

Adoption

Roadmap

Vision & StrategyWhy is this important?

Defines the project purpose

Builds commitment

Provides the objectives by which success will be

measured

Aligns resources

Business MeasuresHow do we track our progress?

Define KPIs• Pick limited set of metrics• Tie each metric to an objective

Operationalize • Identify salesforce.com

capabilities• Build, configure and deploy

application

Vision &Strategy

Vision & Strategy • Identify program vision• Define strategy to achieve• Develop objectives to ensure

progress

Validate• Audit data to create credibility• Empower managers to change

behavior and business process based upon reports/dashboards results

Validate

ProcessesWhat critical business processes are we trying to manage?

Sponsorship & GovernanceHow do we provide oversight and guidance for our program?

LeadershipBusiness

Change Management

Tech

nolo

gy &

Dat

a

Arch

itect

ure

Process MapsMetrics StrategiesBusiness Capabilities Map

End User EducationEnd User AdoptionStakeholder Assessment

Data Strategy & ArchitectureImplementation PlanRelease Management Strategy

Access Controls

Data

ERP

Data Quality

Integration

Data Migration

Enterprise Intelligence

Integration

Data Architecture

Data

Data Governance

Technology & DataIn what areas of the technology do I need to focus?

Data Security

Data Visibility

Innovation

Cloud Apps

Client/Server Apps

RoadmapHow do I continue to drive value?

Engage your User community

Stay abreast of new release functionality

Align your roadmap with your program Vision & Strategy

Educate and train!

AdoptionHow do I continue to drive utilization?

CommunicationVisibility

Innovation Education

Regardless of Strategy – Standards are necessary

Architecture standards– Naming standards

– When to use record types, page layouts, etc.

– Security & record sharing model

– Reporting & Dashboard templates

– Integration standards

Testing standards – Get a sandbox!

Training standards – Get a sandbox!

Data Quality standards

Release management

CoE participation

Salesforce Client Recording System Dev & Deployment

________________________________________________________________________________________

alzheimers.org.uk

Development Strategy

• Pre-existing system with 400 users, 80 of which are providing live services to our existing service users• Change freeze on the Production environment• New development carried out in a Developer Sandbox• Intention to at end of the development phase merge the environments

________________________________________________________________________________________

alzheimers.org.uk

Development Overview

________________________________________________________________________________________

alzheimers.org.uk

DA CRS(Production)

CRS ProtoSANDBOX

CRS(Production)

Sandbox to ‘Go Live’ Structure…CRS ProtoDevelopment sandbox used to create the new environment

UATUsed for Unit and UAT testing

Full SandboxPurchased to confirm the migration process prior to go live

________________________________________________________________________________________

alzheimers.org.uk

CRS ProtoSANDBOX

UAT Sandbox FULL Sandbox Production

What went well?

Rapid DevelopmentThe project team was able to get started right away out of the box, developing from the existing DA CRS creating the new multi service CRS

ApexMade moderate use of Apex for custom modules, e.g. handling event and creating relationships.

App ExchangeApp Exchange provided excellent postcode integration allowing us to develop new features eg integrated postcode lookup right away.

________________________________________________________________________________________

alzheimers.org.uk

Initial Deployment PlanDeployment time19 Days effort was originally estimated

System DeploymentUnderstood to be relatively straightforward and achievable with approximately 5 days effort.

Data MigrationUnderstood to be more complex but still achievable with only a few more days effort.

________________________________________________________________________________________

alzheimers.org.uk

Time Scales...

________________________________________________________________________________________

alzheimers.org.uk

PRODUC-TION

UAT

FULL Sandbox

2. Refresh (Effort 0 Days)

3. Deployment (Effort 2 Days)

1. Transformation (Effort 5 Days)4. D

ata (Effo

rt 5 D

ays)

Reasons for OverrunSub tasks not fully understoodThe effort involved in creating a repeatable process for the deployment was substantial.

Config DeploymentGreatly complicated by the number of manual steps required. Meta Data components worked through Changesets / Eclipse perfectly but system setting, drop down menus etc all remained un migrated and needed manual intervention

Data MigrationVastly more complex than first though – extensive Q&A required between the dev team and migration specialist.

________________________________________________________________________________________

alzheimers.org.uk

Migration, Plan BRe-estimate Effort RequiredOur partners were asked to re-estimate the effort required to move from UAT Sandbox to FULL Sandbox to prove the deployment method and then to run the deployment for real.

Extra Time26 days of additional effort have been identified over 2 months for a safe tried and tested deployment to go ahead.

________________________________________________________________________________________

alzheimers.org.uk

Lessons LearntFlexible ProductMany of the areas of development we thought would be difficult and complex to implement were actually straightforward.

Scope for the first round of deployment could potentially have been increased.

Do not under estimate deployment and Migration tasksMerging one Salesforce system into another is a complex affair and needs to planned well as there are many manual steps.

________________________________________________________________________________________

alzheimers.org.uk

Thank you

________________________________________________________________________________________

alzheimers.org.uk

Salesforce.com Business Update and Q&A

Alistair WildmanSenior Vice President, UK Country Headsalesforce.com

Our Mission: Cloud Computing Driver, Catalyst, and Evangelist

Enterprise Cloud Computing

1960sMainframe

1980sClient/Server

Today

First Cloud Company to Reach $2B Annual Revenue (FY12)

56 Billion Transactionsper Quarter

$3 BillionExpected Annual Revenue Run Rate for FY13

#1World’s Most Innovative Companies

#27World’s Best Places to Work

8,000+Employees

Delight Your Employees and Customers in a Whole New Way

Employee Social Network

Customer Social Network

Social Profile

MarketCollaborateCollaborate

Work

Extend Sell

Service