Full session information and video available on successforce.com.

1. How Salesforce.com Uses Salesforce to
Manage Our Pipeline and Forecast
Track: Sales: Operations and Performance
Brett Queener, SVP, WW Business Operations
Brian Millham, SVP Corporate Sales
Roque Versace, RVP Corporate Sales

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. Brett Queener
Salesforce.com’s Forecast Process

4. How salesforce.com manages pipeline
We set targets by source:
EBRs, Alliances, Marketing, Sales reps
And track performance in the app

5. Using historical trends this gives us one forecast view

6. Sales managers also submit weekly their experienced
viewpoint
Forecast
submission (COB)
Pres. of Sales review
CEO
with CEO
Pres. Fridays
Thursdays
SVPs/EVPs/GMs
AVPs Wednesdays
RVPs Tuesdays
AEs Mondays

7. Conventions ensure consistency in override submissions
 “Commit” answers “How much ACV will you book this
month?”
 Includes all deals in “Commit” and “Closed” forecast categories
and some reasonable amount in “Best Case”
 “Best Case” answers “How much ACV could you book this
month, if everything worked in your favor?”
 Includes everything in “Commit”, “Closed” and “Best Case”
forecast categories

8. We compare manager overrides to opportunity roll-up
And check pipeline coverage against historical close rates
Coverage = Open / (Commit – Closed)

9. Big Deal reviews further validate Enterprise pipeline and
forecasts

10. Simulations offer one more forecasting perspective

11. We triangulate forecasts into a final prediction
Operations
 Pipeline by source
 Historical close
rates
Sales Simulations
 Override  Historical trends
Submissions by stage
 Manager  close rates
personality
 close dates
 Pipeline coverage
 amounts
 Big deal reviews

12. Brian Millham
Corporate Sales US Forecasting Process

13. Corporate Sales Operations Include
 Year-over-Year Changes & Planning
 Coverage Model
 Triangulating the Forecast Numbers
 Sales becomes a More Strategic Arm of the Business

14. Year-over-Year Changes & Planning
 40% Year-over-Year Growth (where do the heads go?)
 New Segmentation by employee size
 SE Specialization

15. Coverage Model
 Geography
 Employee Size
 Product Line
 Vertical

16. Triangulating the Forecast Numbers
 Historical Productivity by Account Exec
 Account Execs Commit and Best Case
 “By the Numbers”

17. Sales becomes a More Strategic Arm of the Business
 How well are new products gaining traction?
 How is the pricing of new products being received?
 How are customers implementing the solution?
 What products selling in what segments / industries?
 What are the competitors by segment?

18. Regional (Line Manager) View
 How Am I tracking to Corporate Goals?
 What do I need to track for my team?
 Line Managers Need to be Enabled.
 Don’t have the resources
 Need to adjust quickly

19. Session Feedback
Let 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
Additionally, please score each individual speaker on:
Overall delivery of session
We strive to improve, thank you for filling out our survey.