Strategic Planning_DF13_Final

Strategic PlanningStrategic PlanningHow to Define a Vision and Roadmap to Maximize Your ROI

Heather Wintermantel, Salesforce.com, Director, Customer Success

Daryl Ganas, HP, Senior Director, Sales Process & Capabilities, Sales Operations

Marc Madenwald, Adobe, Director, Sales Process & Productivity

Bobby Brill, Salesforce.com, Senior Cloud Success Technologist

Safe Harbor

Safe 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.

Objectives & Introductions

Session Objectives Define: What is strategic planning? Why does it matter?

Discuss experiences and challenges of implementing a strategic planning framework.

Highlight critical success factors for ensuring your strategic planning framework delivers

business value and maximizes ROI.

Introductions Heather Wintermantel, Salesforce.com, Director, Customer Success

Daryl Ganas, HP, Senior Director, Sales Process & Capabilities, Sales Operations

Marc Madenwald, Adobe, Director, Sales Process & Productivity

Bobby Brill, Salesforce.com, Senior Cloud Success Technologist

What is Strategic Planning?

An organization’s process of defining its strategy or direction over

a period of time and making decisions on allocating its resources

to pursue this strategy. Key components include:

• Vision & Strategy

• Roadmap

• Plan

• Results

• Governance

How to Execute a Strategic Planning Process?

Define Vision & StrategyStrategic Objectives

Program GoalsSuccess Measures – Business

Objectives, Value Drivers, KPIs & Metrics

Build Roadmap

Process Map

CapabilitiesThemes & Scenarios

Develop Plan

Release Plan

Sizing, Capacity & % Mix

Measure Results

Adoption

Realization of Business Value

GovernanceDemand Management, Portfolio & Project Prioritization

Why does Strategic Planning Matter?

Key Benefits:

1. Provides focus for the organization

2. Communicates & reinforces alignment to strategic goals and objectives

across the organization

3. Ensures the most effective use of resources (budget & resource

capacity) by focusing on key priorities

4. Solves major business challenges in the organization

5. Increases realization of business value, I.e. Sales productivity, revenue

generation, increased efficiency and effectiveness

The Journey of Two Companies

Accelerate

“Run the Business”

Best in Class

Foundation

Automate & Enable

Expansion

“Strategic Program”

Y2

Y1

Y3

Y4

Y5

Daryl GanasDaryl Ganas

Senior Director

Sales Process & Capabilities, Sales Operations

Senior Director

Sales Process & Capabilities, Sales Operations

HP Sales Transformation – Journey

...building the Sales Transformation Future• Powering the Sales Transformation at HP• Simple and predictable HP buying

experience across all customers and channels

• Timely and relevant information• Unrivaled customer experience

regardless of entry point

Effective quota planning and performance

reporting

Sales Comp

Lead to Order

Business intelligence with relevant and timely insights

Sales Process

Sales and Partners integrated via the Unison Platform

Globalize on standardized

platforms

Order to

Cash

Business Intelligence & Analytics

Efficient integrated

sales experience

The Journey…

Sales Transformation – Vision

Drive improved customer experience, sales productivity and management visibility

Quote to Cash

Sales Compensation

Service &Support

Marketing

HP Sales Platform(Global, Standardized Processes)CRM

Customers

Partners

Online Sales Reps

PRM

FinancialClaims

Sales

Business Intelligence & Analytics

Sales Transformation Roadmap – Year 1The Results

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

The Success

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

4,127

6,909

14,003

16,310

24,200

35,000

Deployment Wave

User Ramp Plan – SFDC

The Results

1) Complete Sales Cockpit 2) Partner Transformation 3) Integrate Quoting & Sales Compensation

CommunitiesValue Selling, Portfolio Training First-line Sales Manager’s Dashboard

Account & Territory Planning

Lead Mgmt & Deal Registration

Opportunity Mgmt

Pipeline Mgmt & Forecasting

My Sales Comp

Renewals & Support

Order Mgmt&

FulfillmentBid Mgmt

Conf, Price, Quote(CPQ)

Core Sales Processes Quote to Order

Sales Cockpit powered by Salesforce.com

Sales Transformation Roadmap – Year 2

Strategic Planning Governance Model

Shift to Strategic Planning & Platform Governance• Driven by Business Vision

• Focus on Value Drivers / Benefits

• Analyze current capability maturity level against desired end state

• Prioritize capabilities based upon BG input

• Working more closely with SFDC to develop a longer term roadmap

Platform Governance• Demand Management &

AppExchange Process

• Shift to Governance 2.0

Solution Delivery Deployment,

Business Readiness, & MoC

Key Sub-Streams − Deployment Planning &

Execution− Business Readiness & MoC− Comms & Stakeholder

Engagement− Training

Business Processes,

Capabilities, & CRP

Execution

User Acceptance

Testing

Architecture, Data, &

Integration

Platform Development & SI Testing

Strategic Planning & Governance

Reporting

SFDC CoE Operations

Strategic Planning – 3 Core Components

Vision

Roadmap

AdvancedPlanning

Release PlanningCapacity & Skill PlanningRelease Themes/Mix (%)

Process & Technology MapCapabilities ListSolution MapRoadmap – 1 yr, 2 yr, 3 yr

Vision StatementStrategic ObjectivesProgram Goals, Objectives & Business Priorities & ValueSuccess Measures

Gov

erna

nce,

Dem

and

Man

agem

ent &

Prio

ritiza

tion

Drive Adoption & Measure Realization of Business

Value

BG Interviews

Capability Maturity Analysis

SPT Vision Objectives

Individual Workstream Roadmaps

(MDCP, Partner, Q2C,

etc.)

Value Drivers Benefit Focused

Roadmap

Marketing HP Vision

Strategic Planning Inputs

Prioritization Framework

Criteria Decision Criteria DescriptionCritical to keep the business running

Is this capability necessary to keep the business running?

Strategic Fit Does this capability fit our business strategy or fulfill a strategic objective?

Benefit to the customer

/partner/sales experience

Does this capability improve the customer/partner/sales experience?

ROI (cost/benefit) How positive is the return on investment?

Shared Capability Does this capability benefit multiple BUs?

Time to value

How quickly can the capability be delivered to drive benefits?

Driving from opportunity to close more quickly

Readiness to adopt and deploy

How ready are we to start on the work stream planning?

Is MoC strategy clear?

Can regions handle speed of capability implementation?

Strategic Alignment

Benefits

Speed

Readiness

Sales Transformation – What’s Next?Outcomes and Innovations…

Process Workflows

Multi-BG Opportunities

“Gamification”Leaderboards & Sales Rep performance

Expand Platform HP on HP

Mobility• “Powered by

HP”

“ALM” – Application Lifecycle Mgmt• E2E Testing

across all capabilities

HP IDOL• Deriving customer

insights through accessing and understanding all your Data

Strong Customer Connections

Assess and Leverage customer buying behavior

Social Enterprise

Global Opportunities

Marc MadenwaldMarc Madenwald

Director

Sales Process & Productivity

Director

Sales Process & Productivity

Adobe’s Advantage

MONETIZEMEASURE

19

MAKE

MANAGE

Adobe’s Vision & RoadmapPhase 1 PRM

July, 2010Phase 1 Sales

July, 2011Phase 3 Sales

Monthly Thru FY13Phase 2 SalesJanuary, 2012

Focus• Partner Enrollment & Leveling• Deal Registration Program

Enterprise Lead to Order (ELO) ProgramAdobe Partner Connection

Focus• Drive Active Use & Adoption• Establish Governance Model• Managing Project Prioritization• Cross-Functional Execution &

Coordination

FocusSingle, scalable, CRM system to support all enterprise products/customers w/end-to-end process• Optimize Marketing Spend• Consolidate lead and opportunity management• Improve Enterprise Customer Purchase Experience• Improve Sales Productivity• Increase Back Office Efficiency

ELO Maintenance

Plan & Results – The Adoption Challenge

FY13: Run the Business

• Go to Market Enhancements

• Quote to Cash Business Transformation

• Territory Planning & Assignment

• Compensation Crediting

ST

ICK

(top

-dow

n)C

AR

RO

T(u

ser-

focu

sed)

• General Enhancements Track

• Collaboration (Chatter)

• Usability Improvements

• Process Improvements

• Mobility Solutions

• Management Insights

• Sales Ops Enablement

• Incentivize Behaviors (gamification)

Corporate Mandate: Enterprise Lead to Order (ELO)

User Value Focus: Get Productive

Governance Model & Guiding Principles

Customer Experience

Sales Productivity

Back Office Efficiency

Weekly

IT Release

Mtgs

Guiding Principles

Project Intake, Prioritization, & Tracking

Demand Management – Pipeline & Execution

24

Define Strategy & Top Level Capabilities

Identify capability gaps and sub-capabilities

Define processes and business requirements

ImplementManage Change &

EnableEvaluate, Improve,

& Close

Management

What & Why How Who Results

Concept

• Business case • Business & financial

model• GTM strategy alignment• Acquisitions• Why this is important?

Discovery

• Capabilities:• People• Process• Technology•IT or Vendor Solution•Gaps

Define & Design

• Document current processes

• Define short & long term target state

Development

• Delivery roadmap• Project plan• Detailed requirements• Use cases / user stories• Process design

Delivery

• Change mgmt impact• Training plan, content

& communications• Support plan &

execution• Documentation /

guides

Evaluate Results

• Track and monitor KPIs

• Measurement• Retrospectives• Optimization cycle

Business Process ManagementBusiness Architecture

Sales Ops PMO BCM / Field Enablement

IT

Daryl Ganas

Senior DirectorSales Operations

Sales Process & Capabilities

Heather Wintermantel

DirectorCustomer Success

Marc Madenwald

DirectorSales Operations

Bobby Brill

Senior Cloud Success Technologist

Critical Success Factors

1. Define a strategic planning & governance process

2. Develop process & technology roadmap

3. Define business capabilities and maturity targets

4. Prioritize capabilities based on business value

5. Determine release plan based on capacity & % mix

6. Connect vision to results by tracking KPIs/Metrics

7. Analyze ROI to drive future prioritization of capabilities