Working Better Together

Paul Edmondson, Procter & Gamble ProfessionalDave Ziegler, Procter & Gamble Professional

Improving Business and IT Collaboration

Executive: 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.

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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.

Paul EdmondsonAssociate Director – Customer Business Development

Edmondson.pm@pg.com

Dave ZieglerP&G Professional Global IDS (Information and Decision Solutions) ManagerZiegler.dr@pg.com

• INDUSTRY: Hospitality and Consumer Products

• EMPLOYEES: 135,000

• GEOGRAPHY: Global (80 Countries)

Three billion times a day, P&G brands touch the lives of people around the world. The company has one of the strongest portfolios of trusted, quality, leadership brands

P&G Professional’s Mission is to Improve the Live of the Worlds Consumers when they are away from Home.

• # Licensed Salesforce USERS: 310 in North America and the UK

• 24x7 Premier Support

• Force.com Sandbox

• AppExchange PRODUCTS USED: • Call Scripting, Data Quality, Ready Coach, SXIP Audit, Org View, Adoption

Dashboards, Feedback Tab

How Procter & Gamble Professional is using Salesforce

Why We Were Successful

Identified the need for leadership

to align and define a clear

business purpose

Gained Alignment on Strategy: Threw out functional

boundaries

Established a Crawl, Walk, Run approach

Focused on value creation. Helped to shape project focus

Leadership Alignment and Clear Business Purpose

Business Opportunity• Reinvent CRM Capabilities to:

• TRANSFORM OUR BUSINESS…» Business process transformation» New business insights

• GROW OUR CAPABILITY » Joint Value Creation» Affirming the “who, what and how” of our sales

• and REACH OUR FINANCIAL GOALS. » Fuel our sales growth to achieve our goals» Increased ROI measures

Technology Opportunity Reinvent Technology Capabilities to:

• Reduce complexity of the system to improve support and adoption• Improve End User experience to drive adoption• Improve reliability……to improve adoption• Offline capability (Always Connected)

Our Approach – Not a Technology Project! Its about Business Transformation

CRM Business

Transformation

• Vision

• Aligning common objectives

• Endorsement & Funding

Leadership

Sales

(End Users)Information Technology

• Project Management

• Technology Expertise

• Innovation

• Best Practices

• Business Process

• Training

• Driving Adoption

Principles To Success

Start with top management support and alignment

Develop a consistent, clear objective

Focus with the ultimate end in mind

Do not attempt to create the “ultimate, one-time” tool

Keep It Simple! Minimize customization

Focus on the right customer (Sales)

Evaluate your culture and change if necessary

Culture Change

Former CRM Approach:

“This is a ‘GO headquarter-based’ tool.”

“This is a tool I use only for reporting sales.”

“This is a tool I use for tracking sales.”

“I use this tool only when I have to, and it impedes my productivity.”

New CRM Approach:

“InTouch is field-based.”

“I use InTouch to guide my sales process before, during and after a call.”

“InTouch allows me to analyze current customers and determine how to expand their business.”

“I choose to use InTouch daily because it dramatically increases my efficiency and integrates seamlessly with my business processes.”

Change Management

Have Fun and Reinforce

the Vision and Value to the

Users Road Shows/Sales Meetings

Electronic Holiday Card

Enroll the Managers

On Line Prework

Halloween Candy Gram

Summary – Alignment of Leadership and Defining a Clear Business Purpose

Project was established as an Organizational Change

Business Transformation Project

NOT an IT project

Must start and be driven from “The Top”

In order to drive adoption (success), the project focus must:

Support Work Processes

Enable the End User

Threw Out Functional Boundaries

Sales people- put on systems hats Realistic expectations of the System – and their role in

improving it • Good customer data

• Complete Fields

IT and Marketing people thinking like sales people Ensuring there is USEFUL functionality built in

• Integration with other systems (equipment ordering)

• Useful links (Maps, Price Lists)

• Not too many required fields

Enabled by Salesforce – Powered by the User

Expand ShareAt customer

Who do I sell

What do I sellProposition Improvement

How do I sell

Reward &Recognition

Retention

PGPInTouch

Project Guiding Principles

Win with Sales First With the rest of the organization in mind!

Keep it Simple LEARN from past mistakes!!!! Customized for business Needs Balance between delivering value and simplicity Data interfaces

Roadmap for Functionality

Salesforce.com - “10 Common CRM Mistakes””

Package Selection

Speed and Reliability

Ability to “grow” into the technology

Engage as a Business Partner

Economical (Delivers the right value)

Summary – Align on Strategy: Throw Out Functional Boundaries

Break down functional boundaries. Gain mutual

understanding of organizational needs and objectives

Support Work Processes

Understand what didn’t work in the past and WHY

Set Project Guiding Principles and STICK WITH THEM

Ensure your technology vendor is a business partner in this

effort

Make this fun!

Crawl, Walk and Run

Crawling – Adoption Drivers

Basic Technical Configuration

• New Laptops (3-4 yrs old)

• Aircards for Connectivity

Basic Business Requirements

Value Added Business Services

• Leverage tool to improve current work process (e.g. POS ordering

for Coffee Program)

Don’t Run Before You Walk!

IT reigned in the Sales/Marketing Teams

“Don’t Boil the Ocean” – set expectations in advance

• Ensure Work process is in place

Everyone in the Business wants a 360° View of the customer

• Great- are YOU ready!

Business Leadership Buy In

Objectives: Build confidence “Opt in” model

Business Process Reviews Deep dive on Business Needs Diagonal Slice of the Sales Organization Participate Salesforce.com and IT Participation Leadership “Buy In”

Alpha and Beta Tester Group Ensured Business needs were translated Influencers to begin Culture Change

Top Deliverable for Launch + Roadmap

Deliver functionality based on design requirements

Captured Future ideas

Feedback Tab (650 items!) 90% complete

Top Deliverable for Launch + Roadmap

Captured Future ideas

Roadmap Items (Quarterly Plans)

Summary – Importance of Establishing Crawl, Walk, Run

Focus on driving adoption

Crawl, Walk, Run

Business Value

Don’t try to solve all your problems at once

Don’t “Boil The Ocean”

Build confidence of leadership by enrolling them in the

process

Deliver against the requirements

Focus on Value Creation. Help Shape Project Focus

Common Scorecard for Business and IT – Measuring the

Value of the Project

Increase in Sales Dollars

• Lead Conversion Process

• Opportunity Measurements

Productivity Savings

• Anecdotal stories on efficiency improvements

Cost Avoidance

• Reduction in expenses (reduced faxing, connectivity…)

Adoption

• How often are people using the system and what are they doing?

Project Management

Clear Missions

Pre Launch T- 4 months

Post Launch 0-6 months

(Crawl)

Re-Launch 6-12 months

(Start to walk)

Team members fully engaged

Communication Channels open Within team

External to team (Management/Users)

Summary – Focus on Value Creation

Shape Project Focus

Define Success Metrics and Communicate the Value!

Approach initiative as one large project team, working toward

a shared goal of business success

Allow each organization to own the work in their area of

expertise

Strong Project Management

Session Summary – 4 Key Take Aways

1. Leadership must Align and Define

a Clear Business Purpose

2. Align on Strategy: Throw out functional boundaries

3. Establish a Crawl, Walk, Run Approach

4. Focus on value creation. Shape project focus

Working Better Together

Q&A

Improving Business and IT Collaboration

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Working Better Together

Paul Edmondson, Procter & Gamble ProfessionalDave Ziegler, Procter & Gamble Professional

Improving Business and IT Collaboration

Executive: C-Level Strategy