Here are some key things to include in your Sales Kit: - Executive overview presentation - Highlights your company, product, value proposition - Product demo video - Showcases key features and functionality - Data sheets - Detailed product information for different personas - Case studies - Examples of customers successfully using your product - Pricing guide - Clearly outlines your pricing models and options - FAQs - Addresses common questions that may come up in sales conversations - Social media guide - Recommendations for engaging prospects online - Email templates - Boilerplate text for outreach at different stages - Objection handling guide - Prepares reps for common concerns that may be raised The goal is to equip your sales team

1. APP Academy
Sales
@partnerforce

2. 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 intellectual property and other litigation, risks associated with 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 10Q for the most recent fiscal quarter ended July 31, 2012. This 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.

3. Instructors
Michelle Paitich
ISV Business Development
AppExchange Partner Program
John Richter
ISV Success Team
AppExchange Partner Program

4. Virtual Classroom Success!
Benefits
Pre-Work
Live Event
Post-Work
Discussion
Question Panel
Parking Lot
Quick Polls
Vote Early & Often
Real-time Feedback
Stay Focused
Stay Engaged
Stay on Time
Resources
APP Academy (Online) – http://p.force.com/appacademy
APP Academy (Virtual Classroom) – http://p.force.com/virtual
Partner Portal (Sales Resources) – http://p.force.com/sales

5. Quick Poll
Have you gotten to First Report?
Yes
No
What is First Report?

6. Session Goals
•
Discover your tools & optimize your ISV Business Org
•
Learn insider tips for working with your ISV AE
•
Build a sales team that rocks!
•
Manage your business processes through automation
•
Developer a powerful Sales Kit
•
Understand the sales cycle and formulate your own strategy
•
Align your sales and marketing teams into one SUPER-TEAM
•
Plan for Customer Success and work with our direct channel
•
Drive your team to First Report and beyond!

7. APP Academy: Sales (VC)
Preparing for Success
Driving Success
Introduction (Using Your Tools)
Sales Strategy
Working with your ISV AE
Understanding the Sales Cycle
Building a Killer Sales Team
Driving to First Report
Sales & Marketing Alignment
Getting to Yes! (Objection Handling)
Building a Sales Kit
Customer Success Plan
Managing Leads
Selling with Salesforce (Direct Channel)
Break
Putting It All Together

8. Introduction (Tools)

9. Introduction
•
Top 5 Areas of Focus
•
Leveraging Salesforce Resources
•
Salesforce.com Brand
•
SUCCESS Methodology
•
Accelerator
•
Salesforce1
•
AppExchange Marketing Program (AMP)
•
Sales Resource Page (portal)
•
ISV Business Org

10. Top 5 Areas of Focus – ONLY 2
#1 - What is preventing you from getting to market?
#2 - What is preventing you from selling more?

11. #1 in Cloud Computing and CRM
#1
World’s #1
CRM
Cloud
Computing
Innovation
2011
2012
2013
Market
Leader
Enterprise,
MidMarket, SMB &
Sales Force
Automation

12. Salesforce.com SUCCESS methodology
S
Start with Discovery
U
Users Sell for You
C
Compelling Demos
C
Connect the Dots
E
Experience Events
S
Sell High and Through
S
Show Them the Money

13. The Accelerator Review helps partners grow
• Tools, resources, best practices, metrics, mentorship
• Scale faster
• Exceed revenue goals
• Greater brand awareness
• Better program alignment
Because when our partners succeed, we succeed!

14. The
ccelerator Program provides a success framework

15. Build, Market and Sell Next Generation Customer Apps
AppExchange Apps:
ISVs
Dropbox
ServiceMax
Concur
Evernote
Box
FinancialForce
eVariant
DocuSign
Xactly
More

16. Learn More About Salesforce1
 Salesforce1 Keynote & Sessions
 Developer Site
 Developer Guide
 Admin Guide
 App Guidelines (UX)
 Customer Resources
http://p.force.com/salesforce1

17. AppExchange Marketing Program (AMP)
What is the timing on FY15Q1 AMP?
• Spring ‘14 Prospectus Now Available!
• Jan 2014: Sales start
• Feb–April 2014: Q1 Program
Do you qualify for AMP?
• Revenue sharing (ISV/OEM)
• Average of 4+ star reviews
• Minimum # of reviews depends on package level
Watch the replay. View the prospectus. Fill out the interest form.
http://p.force.com/AMP

18. Partner Portal – Sales Resources
 Accelerate Program
 Selling Like Salesforce
 Deep Dive Recordings
 Sales Kit Resources
 Objection Handling
 Strategic Tools
 Sales FAQ
http://p.force.com/sales

19. APP Lifecycle Diagram
Build
Plan
Sell
Distribute
Support
Partner website
Developer Org(s)
Sign up
• Partner Portal Access
• APP Academy
• @partnerforce
• Recording Training (LMS)
• Support (Create a Case)
Test Org(s)
Trialforce Management Org
Packaging Org
Business Review (AE)
Security
Review ($)
Final Contract Review (AE)
In the Build phase:
4. Build & Test your app
5. Upload Managed Package
6. pass Security Review
In the Distribute phase:
7.Setup TMO - trials, demos, branding
8. AppExchange Listing(s)
9. Order Management
Technical Review (TE)
In the Plan phase:
1. Join Program
2. Access free resources
3. APP Academy (training)
ISV Business Org
Operations Review
FREE
TRIAL
• Leads
• Licenses (LMA)
• Order Management
AMP ($)
Accelerator
Review
In the Sell phase:
10. Manage Leads
11. Licenses (LMA)
12. Opportunities
• Campaigns
• Opportunities
• Support
Premium
Support ($)
In the Support phase:
13. Manage Cases
14. Subscriber Console
15. Manage Renewals

20. APP Lifecycle Diagram
Plan
Build
Distribute
Sell
Support
ISV Business Org
• Leads
• Licenses (LMA)
• Order Management
AMP ($)
Accelerator
Review
In the Sell phase:
10. Manage Leads
11. Licenses (LMA)
12. Opportunities
• Campaigns
• Opportunities
• Support

21. What Is (Should Be) In Your ISV Business Org?
Leads
Campaigns
Licenses (LMA)
ISV Business Org
(Sales Cloud)
Orders (COA)
Analytics
:: Red Hot News
:: Customer Stories
:: DupeCatcher
:: Linkforce
:: Salesforce CRM Dashboards
:: Service Cloud ($)
:: ExactTarget Marketing Cloud ($)
Cases
Tip: It’s a good idea to have a Certified
Administrator on your staff.
Subscriber Support (LMA)

22. Optimizing Your ISV Business Org (Best Practices)
•
Get Ready to Sell (setting up COA, LMA, TMO)
•
Start with 2 free EE licenses
•
Buying additional licenses (how does it work?)
•
Who should use the ISV Biz Org (everyone!)
•
Using Chatter, Reports, Dashboards
•
Certified Admin can help you optimize your CRM
•
Free apps (Dream Team, Lead Duping, etc.)
•
Manage Your Business from your SmartPhone

23. ASK Yourself. . .
1. Are you making the most of your resources?
2. Have you been through Accelerator?
3. What’s in your ISV Business Org?
4. Do you have a Certified Admin?
5. Are you managing your business from your phone?
Introduction

24. Working with your ISV AE

25. Working With Your ISV AE
•
How to find your AE
•
First point of contact
•
How/when to engage
•
Set yourself up for success
•
Share your pipeline early and often
•
Share status of deals
•
Set up a cadence call to review business and technology initiatives

26. Working With Your ISV AE - Sales Lifecycle
QUALIFY
ASSESS
STAGE 1
30–60 Days
STAGE 2
30–60 Days
 Discovery
 Onboarding
 Tech. Review
 Pricing
 Term Sheet
CONTRACT
STAGE 3
30–60 Days
BUILD
STAGE 4
0–90 Days
 Deal Package
 Security Review
 Deal Approval
 AppEx listing
 Signed Contract  Final GTM Plan
 GTM Plan
 First Report
 Accelerator Call 1
IN MARKET
STAGE 5
30–60 Days
 ISV Biz Org
 Ops Review
 First Order
 Accelerator Call 2
FIRST
REPORT
STAGE 5
Ongoing
 Sales Enablement
 Roadmap
 Business Dev
 EBC’s

27. Engaging with your AE
•
How to find your AE
•
•
They find you!
•
•
Register as a partner here: http://www.salesforce.com/partners/join/
Log a ticket in the Partner Portal if it’s been a while
How/when to engage
•
The more you communicate, the more your AE can enable you
•
Throughout the entire APP lifecycle
•
GTM strategy
•
Ongoing pipeline review
•
Large deals with Salesforce customers

28. ASK Yourself. . .
1. Who is your ISV AE?
2. Have you worked on a Go-To-Market Plan?
3. When is the last time you met with your AE?
4. What introductions has your AE made for you?
5. When was/is your First Report?
6. Are my AE and I setting each other up for success?
Working With Your ISV AE

29. Building a Killer Sales Team

30. Enterprise
Sales
Top
2000
Account
Families
Re
la
tio
n
sh
ip
Salesforce.com coverage model
r
Ve
CMRL
–
Named
CMRL
–
GEO
MM
100
-­‐
~3,500
employees
tic
Tra
ns
a
cti
on
al
al
SMB
ESB
Desk
&
Do
<
100
Employees

31. Sales – Your Core Team
1. Marketing Lead
- positioning, messaging
2. VP of Sales
- strategy, management, compensation
3. Inside Rep
- qualifies incoming leads
4. Account Executive
- closer
5. Sales Engineer
- custom demos, problem solver
6. Enterprise Business Rep (Outside)
- BD, prospecting, no cold calls
7. Customer Success Manager
- manage renewals

32. Sales Reps
1. Inbound Reps
- qualifies incoming leads
2. Outbound Reps (EBR)
- BD, prospecting, no cold calls
3. Account Executive
- pipeline mgmt., closers
4. Customer Success Manager
- manage renewals
*Adapted from ‘Predictable Revenue’ by Aaron Ross &Marylou Tyler (2011). All rights reserved.
: When 1 persons role includes 20% of another role, it is time to hire a new person

33. Read ‘Predictable Revenue’
by Aaron Ross & Marylou Tyler
 Cold Calling 2.0
 Prospecting Best Practices
 Sales Best Practices
 Lead Generation and “Seeds, Nets, & Spears”
 7 Mistakes CEOs and Sales VPs Make
 Sales Machine Fundamentals
 Cultivating Your Talent
 Leadership & Management
www.predictablerevenue.com/book

34. August 28, 2009 –
Founded Saber Solutions
May 2012 –
Hired and Built out
Marketing
December 1, 2011 – first
App is released
2009
2010
September 2009 –
Became a Force.com
Reseller
2011
May 2013 –Participated in
Accelerator Program
2012
September 2012 –
Hired/Built out Inside Sales
April 2013 –
Hired EVP of Sales
January 4, 2010 –
Hired first employee
EXAMPLE:
Sept/Oct 2013 –
Hired 2nd Outside
Enterprise Rep
July 2012Hired VP of Inside
Sales
2013
2014
FY2014 –
Budgeted at 45 Employees
-$500K in hard Marketing $

35. ASK Yourself. . .
1. Do you have both inbound and outbound roles?
2. Do you have clear lead conversion criteria?
3. Who is building your customer demos?
4. Is your EBR paired with your Inside Rep?
5. Do you have a license renewal call down report?
Watch “Driving Sales Success” on the Partner Sales page
Building a Killer Sales Team

36. Sales & Marketing Alignment

37. Create Sales & Marketing Success

38. How We Align Marketing & Sales
Clear Communications
About Marketing
Regular Calls
Shared
Goals

39. Sales & Marketing Alignment
• No & Marketing Alignment
Sales silos
•
Marketing should attend weekly sales meetings
•
Routinely review lead gen strategy with sales and modify
•
Test, Test, Test
•
Incorporate feedback from sales to drive higher quality leads
•
Conduct targeted marketing to reach specific audiences
•
Make sure sales team is aware of promotions, campaigns, etc.
Watch “Mastering the Direct Sales Model” on the Partner Sales page

40. ASK Yourself. . .
1. Do your sales reps know what Campaigns are
running right now?
2. Does your marketing manager attend weekly sales
meetings?
3. Are you capturing feedback on the quality of
incoming leads (in terms of conversion)?
4. Is Marketing making adjustments based on this
feedback?
Sales & Marketing Alignment

41. Building a Sales Kit

42. What goes in your Sales Kit?
•
First Call Deck (including Cloud, Platform, & Product slides)
•
Data Sheet (Tear Sheet)
•
Overview and Demo Videos
•
Email Templates
•
Social Strategy and Website (lead gen form)
•
Thought leadership (content curation)
•
Price Sheet & competitive information
•
Common objections list (cloud, platform, your product)
•
FAQs

43. Quick
Poll
How good is your Sales Kit?
Our Sales Team has a centralized resource system
We have a few of these resources, but not all
We’ve got a First Call Deck (sort of?!)
We need a Sales Kit?

44. ASK Yourself. . .
1. Who is responsible your Sales Kit content?
2. You need your current First Call Deck, where is it?
3. Can your reps name every major competitor, along with
strengths & weaknesses of each?
4. Could you send me a link to your video demo right now?
5. What resources position you as a thought leader?
Building a Sales Kit

45. Managing Leads

46. Managing Leads (Filling the Funnel)
•
Sell like Salesforce: SRs and EBRs
•
LMA – Hot lead process from AppExchange
•
Lead Gen Strategy
•
Clear criteria for qualifying leads (queue)
•
Touch points (within 24 hours, free trial expiration)
•
When/how to demo (custom demo with SE)
•
Lead sources (website, AppExchange, social, networking)
•
Target List to share with their ISV AE

47. Sales Development at Salesforce.com: Two Roles
Sales Representative (SR)
Enterprise Business Rep (EBR)
• Handle inbound leads
• Aligned with Account Executives
• Qualify opportunities
• Generate net new opportunities
• Face of salesforce.com
• Training ground for future EBRs
• Training ground for future AEs
• Maximize what is in Salesforce

48. SR Success Begins with Investment in Human Capital
Recruiting
Onboarding
Coaching/Training

49. ~170 SRs will follow up on over 300,000 leads this year
Sales Representatives
Lead Drivers
 Online Marketing
 Email
 3rd Party Lead Gen Programs
 1-800-NO-SOFTWARE
Offers
 Free Trial / Demo / Events
Account Executives

50. Lead Distribution
Leads distributed through Round Robin Lead Router
• US East and West routers
• Lead “Sprinkler” distributes Leads equitably to Reps
• Avoid territory equity issues–“Your territory is better than mine”
• Manage campaigns more effectively
50

51. “First Face to the Customer” Drives Our SR Model
•
24 hour turn-around SLA on leads
•
Create a lead for every response & first SR to
“touch” (reach out to) a prospect owns the lead
•
Five to ten activities before archiving
•
Lead Statuses used to manage interactions
• Open – Working – Converted or Archived
•
Once Archived, the lead continues to be touched through
the Marketing Nurture drip campaign
51

52. Rules of Engagement (ROE) Are SR Law
• If existing Opportunity, pass to AE
• If AE “touch” last 30 days, pass to AE
• If EBR “touch” last 90 days, pass to EBR
• If SR “touch” last 30 days, pass to SR
If none of the above apply
WORK THE LEAD
52

53. SRs are “Politely Persistent” in their Follow-up
Day 1
Email &
Phone
Call
Day 3
Day 10
Day 17
Email &
Phone
Call
Day 30+
Email &
Phone
Call
Email &
Phone
Call
- Thank you for
your interest
- Voicemail followup
- Voicemail followup
- Voicemail
follow-up
- Voicemail followup
- Voicemail followup
- Initial point of
contact to
understand your
business
- When should we
connect for a call?
- What is a
convenient time to
discuss possible
cost effective ways
to utilize our
service?
- Provide a specific
time for a call
- Are you still
evaluating?
- Unsure if we can
do business; would
like to discuss if our
service is in-line with
your business needs.
- Don’t want to
disturb you or fill up
your inbox
unnecessarily
- Assume that you
are no longer
evaluating our
services
- Attempt to
arrange call
Email &
Phone
Call
Day 24
Marketing
Nurture
- If still interested,
let me know

54. SRs Use Lead Status Values to Manage Leads
Is a “Lead”
Not a “Lead”
• Open
• Bad Data
• Working
• Personal Interest
• Archived – No Interest
• Partner Interest
• Archived – Future Interest
• Existing Contact – Current Oppty
• Archived – Non Responsive
• Existing Contact – Recent Activity
• Qualified – 1-14
• Existing Contact – No Opportunity
• Qualified – 15-50
• Qualified – >50
54

55. Dashboards Help SRs Understand How they Stack Up
55

56. SR Team Managers Drive Behaviors with Dashboards
56

57. We Use Dashboards to Manage Accountability

58. Our Ultimate Deliverables – Quality Pipe and Revenue
58

59. SR Success – People, Process, Accountability
Recruiting and Training: Find the right people and invest in their success
Rules of Engagement: The Law that rules “SR Nation”
Process: Focus on the right leads, efficient and prioritized follow-up
Layered Questions: Tell me more about that …
Measured Accountability: Dashboard-driven culture
Co-opetition: Stack-ranked, be a good teammate, share best practices
59

60. The “EBR Machine” Defined
We are the HUNTERS!
• Dedicated resource for developing territories, flooding pipeline
• 110 EBRs covering North America
• EBR to AE ratios  ~1:3 to ~1:5
• Average tenure = ~12-16 months
• Career development role
“My EBR has TREMENDOUSLY contributed to my
success as an AE - I achieved 148% quota for the
fiscal year” - Account Executive
60

61. Effective Territory Plans Combine Information and Strategy
Information
Strategy
Customer/Prospect Mix
Identify Quota/Pipeline Gaps
Top Industries
Identify Target Accounts
Customer Whitespace
Develop Prospecting Strategy
Historical Performance
Drive Marketing Programs
Identify Growth Industries
Define Team Goals – AE / EBR
Premeditated Outbound Prospecting

62. Four Habits of Highly Effective AE/EBR Teams
1. AE identifies and communicates top accounts for EBR prospecting
2. Schedule weekly calls to review activity and account strategy
3. AE and EBR input all activities in the App
4. EBRs are part of the sales team
62

63. EBR Comp – Balanced Incentives
• Revenue Quota (Quality):
 Monthly revenue quota
 Payout % on closed deals EBR sourced
 Lift applied to emerging products
Quantity vs. Quality
• Leads Quota (Quantity):
 Monthly quota of qualified opportunities
 Key qualification criteria must be met
 AE engagement must be confirmed
63

64. Is the Key to Group Collaboration
Private Chatter groups for mgrs
Best practices sharing across reps
Chatter groups for industries, accounts and blitzes
64

65. Success Tools – What We Use
Training: Sales Central, Content, Chatter, Boot Camp, Mentors
Social Networking: Chatter, Radian 6, Facebook, Twitter
Data: Salesforce, Jigsaw, LinkedIn, Referrals, Interns
Measured Accountability: Dashboards, Dashboards, Dashboards
65

66. ASK Yourself. . .
1. Have you enabled leads to come from the AppExchange?
2. Are you getting enough leads to meet your forecast?
3. Do you have clear inbound and outbound processes?
4. Are your tracking your leads using dashboards?
5. Have you developed tools for your team to succeed?
Managing Leads

67. Sales Strategy

68. Sales Strategy
• Need a strategy
• Competitive analysis
• Go-To-Market Strategy (pricing, target market, economic buyer)
• Core messaging/value proposition
• Differentiation
• The importance of the First Report

69. Develop a Clear Sales Strategy
• Hire a Fantastic Sales Person
• Train & Incentivize Your Sales Team
• Engage Your Customers
• Create an Outbound Strategy
• Manage Your Pipeline

70. Identify Where you are in the Market
Make a List of
Potential Customers
Identify Your
Target Market
Convert Existing
Customer Base
Differentiate Yourself
Against the Competition

71. Messaging: The Right Pitch in the Right Voice
Consider our Aloha voice:
• Be conversational
• Be direct
• Be concise
Aloha
Business-speak

72. Messaging: Value Proposition Examples
Be Conversational:
We enable collaboration by securely and effectively connecting people and
business information systems.
Collaborate in real time, from anywhere. Follow your colleagues, groups & docs.
Be Direct:
Oracle offers a broad portfolio of products and services to enable public, private,
and hybrid clouds that enable customer choice.
Cloud computing makes your business more agile.
Be Concise:
Microsoft is redefining how business solutions empower people for greater
success, predict potential issues and opportunities, and enable organizations to
expand the possibilities for competitive advantage.
Supercharge your sales. Bring social intelligence into your sales process.

73. Quick Poll
Simple Messaging: Could a 5th grader
understand what your app does?
Definitely
Maybe a really smart 5th grader?!
Probably not
No way
I don t understand the question

74. http://www.businessmodelgeneration.com/downloads/value_proposition_canvas.pdf

75. Driving to First Report and Beyond
• Your first placed order with Salesforce
• You, your AE, your customer
• Sell after two onboarding calls
• Install the LMA and COA
• Scale your business

76. ASK Yourself. . .
1. When did I/will I get to First Report?
2. Have I crafted messages for my target customer?
3. Do I need to work with an SI to scale my business?
4. Have I differentiated myself against my competitors?
5. How will my sales strategy evolve as my company
grows?
Sales Strategy

77. Understanding the Sales Cycle

78. Understanding the Sales Cycle
•
Know your audience
•
Understanding the sales cycle of your prospects
•
industry, number of employees, timeline, fiscal year
•
Cost of a sale
•
Understanding your lead to oppty to close rate (managing the funnel)

79. Test and confirm your idea with potential customers
Search
Customer
Discovery
Execute
Customer
Validation
Pivot
Customer
Creation
Company
Building

80. ASK Yourself. . .
1. Have you identified beta customers to test your app?
2. How many touch points do you have with potential
customers?
3. Do you need to focus your sales efforts on one
customer type?
4. Can you automate some of the customer education
conversations?
Driving to First Report

81. Getting to Yes!
(Objection Handling)

82. You Need an Objection Handling Document
• Cloud objections (internet, privacy, etc.)
• Platform objections (stability, security, etc.)
• Your Product objections
• Your messaging should “answer” the objections
• Train your reps: DIFFUSE > DIFFERENTIATE > DEFER
• Objection handling doc – integral part of your sales kit

83. EXAMPLE: Salesforce1 Platform - Core Differentiators
Why choose the Salesforce1 Platform?
Cloud
Trust
S1 Platform
S1 Mobile
Success

84. The Cloud, baby. THE CLOUD.
Fast Time to Value
Easy upgrades
Open, portable logic
Scales for people and apps
ASK: How do you achieve scale today?

85. Trust: Our highest value
Most secure, most reliable
Trust.salesforce.com
100B transactions per quarter
Fast page load times
New documentation
ASK: Does <competitor> have a trust site?

86. Salesforce1 Platform
Easy to build. Fast to deploy.
1 connected Platform for everyone
Simple, powerful, secure APIs
Visualforce
ASK: Can you run all of your apps from one place today?

87. Salesforce1 Mobile – Seamless UX.
Seamless user experience
ALL your apps & customizations
ALL your business actions
Feed first. Notifications center.
All-in-1 publisher
ASK: Can you run your business from your SmartPhone today?

88. Success. Can’t touch this.
100,000+ customers
Subscription model
93% customer renewal
Customers for Life
ASK: Does <competitor> have a Customers for Life organization?

89. Every rep should know these platform differentiators
Why choose Salesforce.com?
Cloud
Trust
S1 Platform
S1 Mobile
Success

90. ASK Yourself. . .
1. What are your core differentiators?
2. Why do you lose deals (Top 3)? Top Objections?
3. How do you handle these objections?
5. How does your core messaging (& marketing) diffuse
these objections and play to your strengths?
5. Is your Top Objections doc available in your Sales Kit?
Getting to Yes!

91. Customer Success Plan

92. Customer Success Plan
• Onboarding plan
• Defined customer education and training program
• Clear implementation/onboarding plan
• Ongoing customer support
• Partner Premier Support
Watch “How Salesforce Manages Its Renewals” on the Partner Sales page

93. SUCCESS RESOURCES
SUCCESS RESOURCES
 Self-service resources including partner
portal and Help site
SUPPORT
• Online case submission
• Assigned success representative*
• Success Review*
• Self-service resources including partner
portal and Help site
SUPPORT
• 2-business day response
TRAINING
• Unlimited access to complete online
training catalog
• 24x7 toll-free phone for all issues
• 1 hour response for Sev 1 cases
• Premier developer support
TRAINING
• Unlimited access to complete online
training catalog
Included
with
Partner
program
*With minimum annual Partner Premier Success fee. Contact your PAM or RPM for more information.
$24,000
USD/year

94. ASK Yourself. . .
1. Is my onboarding process seamless and timely?
2. How many red accounts do I have?
3. Do I ask for reviews and customer success stories
after every implementation?
4. Are you using the Customer Stories app in your ISV
Business Org?
5. Would an SI help my customers onboard faster?
Customer Success Plan

95. Selling with Salesforce

96. Quick
Poll
What has been your experience selling with
Salesforce?
It’s hard to get in front of the right sales people
Once I form relationships with direct sales, it’s easy
I want to do more co-selling with Salesforce
I don’t typically have deals with Salesforce

97. How to Sell with salesforce.com (Direct Channel)
•
What is a Direct and why are they important?
•
When a direct would start to care about your product
•
What Directs will and will NOT do
•
Working with Directs
•
Do’s and Don’t When Working with Directs
•
Make sure your Sales Kit is ready to go

98. Working With Direct: Chatter Group
Active Chatter Group
Salesforce Aligned
Messaging
Sell into Salesforce Install Base

99. ASK Yourself. . .
1. Have I already closed a few deals?
2. Are my messaging and sales kit complete?
3. Have I prioritized my target list?
4. Do I have a Salesforce marketing strategy?
Selling with Salesforce

100. Putting It All Together

101. Putting It All Together
•
Are you leveraging Salesforce resources?
•
Do you have the right team?
•
What are the next steps for you to take?
•
See the Partner Sales Page (deep dive recordings)
•
Set up an Accelerator Review (talk with your AE)

102. The Accelerator Review helps partners grow
• Tools, resources, best practices, metrics, mentorship
• Scale faster
• Exceed revenue goals
• Greater brand awareness
• Better program alignment
Because when our partners succeed, we succeed!

103. Quick Poll
Was this program helpful?
Extremely
Mostly
Somewhat
Barely
http://p.force.com/salessurvey
Please complete by the end of this week (Friday)

105. Appendix
Other Resources

106. Follow us on Twitter
•
•
•
•
•
•
•
@partnerforce
Announcements
Webinar
Replays
Release
Updates
Dreamforce
Alerts
Program
Changes
Partner
News
New
Resources
h"p://www.twi"er.com/partnerforce

107. Read ‘Behind the Cloud’ by Marc Benioff
 Startup Inspiration
 Industry Expertise
 Sales Strategy
 Marketing Best Practices
 Technical Wisdom
 Event Planning
 Product Launch
 Financing
 Corporate Philanthropy
This is an excellent resource on how to build a successful cloud computing business. We recommend you
purchase this book for yourself and your team members. We will refer to this book during the session
(purchase is not required).
www.salesforce.com/behindthecloud

108. Read ‘Complete B2B Online Marketing’
by Maura Ginty & Lauren Vaccarello with William Leake
 Understanding B2B Online Marketing
 Building a B2B Brand Online
 Search Engine Optimization
 Using Paid Online Media
 Optimizing with Metrics
 Conversion Rate Optimization & Usability
 Managing Your Leads
 Integrating Marketing with CRM
Lauren Vaccarello is a contributor to the APP Academy. Lauren is the Senior Director of Online Marketing at
Salesforce.com where she focuses on developing cross-channel strategies that bridge the gap between
awareness and demand-generation.
Find the book at

109. Check out The Business App Blog
 How To’s
 Thought Leadership
 Technical Best Practices
 Industry Trends
 Sales Tips
 Recommendations
 Marketing Insights
 Program Updates
http://p.force.com/blog

110. Follow Us on Social Media
Twitter.com/partnerforce
Slideshare.net/partnerforce
Facebook.com/
Salesforcepartners
youtube.com/partnerforce
http://p.force.com/socialmedia

111. Appendix
SUCCESS METHODOLOGY

112. Salesforce.com SUCCESS methodology
S
Start with Discovery
U
Users Sell for You
C
Compelling Demos
C
Connect the Dots
E
Experience Events
S
Sell High and Through
S
Show Them the Money

113. S Start with discovery
Is The Deal Real
 What business problem are we solving?
 How are they thinking about the solution?
 What are the expected benefits?
 And then all the standard stuff: Decision maker, budget, timing, etc.
Talk Less, Listen More!

114. U
Users sell for you
ENTERPRISE
MID-MARKET
SMALL BUSINESS

115. C
Create & deliver compelling demos
Demo s Can Be Your Differentiator:
1. Demo often but not early
2. Customize all the time:
… No out of the box demos
3. Showcase flexibility
4. Bring requirements to life
5. Show the power of the platform

116. C
Connect the dots… Never cold call
Your
Customer
salesforce.com
Executives
&
Partners
You
Tools

117. E
Experience Salesforce Events
$
Pipeline
$
5X
4.45
Closed ACV
Avg. Deal Size
Sat. Rating
Dreamforce significantly exceeded our expectations. From the quality of leads to the
ability to connect with a wide and qualified audience, there's no doubt that
Dreamforce is time and money well spent.

118. S Sell high and through
Walk the Halls
If You re Not Talking to C-Level Execs…
• Your Competitors are in There
• C-level s Know Where Your Deal Sits
• They Are Not Buying From You

119. S Show them the money
• Quantify the challenges
• Build a model
• Focus on ROI and TCO
• Document the numbers
• Validate the assumptions
• Iterate
Build Your Business Case

120. Appendix
ccelerator Program

121. The Accelerator Program provides a success framework
 Partner and Salesforce are executing deliverables in documented Partner Success Plan in a timely manner
 Defined metrics (KPIs) to measure partnership success are compelling, documented and aligned at exec level
 Milestones, action items, target dates and owners are defined and reviewed regularly
 Partnership has right share of mind, cadence, and engagement amongst both exec tables
 Salesforce AE understands how the partners leverages the Salesforce platform and its plans for future releases
 COLLATERAL - eBook and/or Whitepapers
 COLLATERAL - Product brochures, others
 PRESENTATIONS - First Call Deck - Customer
 PRESENTATIONS - First Call Deck - SFDC AE
 PRESENTATIONS - First Call Deck - Partner AE
 partner has a defined customer education program
 ISVForce PARTNER - Aware of end customers SFDC start and end dates
 Documented product development plan & roadmap; Architecture/marketechure diagram
 Certified trained technical resources on staff or using a PDO
 TE has reviewed partner solution (1)
 Partner and Salesforce are jointly planning partner product roadmap using Salesforce roadmap and releases
 How the product should/could be sold has been discussed, refined, tested and agreed upon
 Awareness of the product and generating pipeline is continuously improving
 Partner is appropriately engaged without frustration or fatigue
 Both sides are connected and continue to find ways to collaborate beyond the ISV sales function
 Both sides executing against the partner success plan on a quarterly basis
 TOOLS - ROI calculator
 TOOLS - other lead generation tools
 SEO
 SEM
 Retargeting
 Analytics (Radian 6 and/or other web analytics engines)
 Product or product roadmap addresses the 6 critical elements of connected apps
 TE has monthly cadence calls with partner techincal lead
 TE has understanding of ISV roadmap
 SFDC has presented roadmap to ISV
 TE has documented technical plan for adopting new SFDC technology
 Address and resolve any outstanding architecture issues identified
 Salesforce continues improving its ability to enable the partner to be successful in market
 There are no operational roadblocks that get in the way, or the roadblocks that previously existed are waning
 Tracking pipeline is accurate and/or improving
 Forecasting ACV is accurate and/or improving
 Documented sales plan (Target # of leads/close rates, lead mgmt for lead-2-oppty close)
 YouTube/Video
 Social (Facebook, Twitter, others)
 Lead to pipe ratio
 Pipe to close ratio
 Primary source of leads are successful
 ISV has formal pre-release testing process for both new releases of the ISV app and for SFDC
 Security Review did not have major issues that need to be addressed
 Clear, succinct value proposition for SFDC AEs (list in discussion notes)
 Clear, succinct value proposition for customers (list in discussion notes)
 Solution is visionary, innovative, and/or disruptive
 Dedicated/designated partner sales team
 De-brief on won/lost deals; understand why deals are stalled/lost
 PR - Strong PR activities that drive partner and app
 PR - Key placements in trade publications and other key media sources
 Solution solves a critical business challenge in their target market
 Significant market opportunity with target % of market share identified
 External Chatter group with active partner manager
 Ongoing sales enablement (training, campaigns, badges, motivation)
 Experienced, established sales team with field and inside AEs
 SEs aligned with the sales team
 Lead-to-close-to-implementation rates are appropriate for the app and industry type
 AR - Key placement in Analyst reports and or quadrants
 AR - Regular connections with key analyst organizations
 SFDC EVENTS - Participation in CCT events
 SFDC EVENTS - Participation in Dreamforce
 SFDC EVENTS - Participation in other events (SKO, ad hoc events)
 Documented target market and economic buyer documented (list in discussion notes)
 Market-competitive and clearly differentiated from others in the market
 Competitive pricing/pricing thresholds based on avg. deal size
 END CUSTOMERS: partners pricing structure is easy to understand
 Pricing is logical and related discounts are justified
 Accelerating revenue
 Exploring additional programs within Salesforce (Chatter, Heroku, Chatter Communities) to help partner sell
 PARTNER EVENTS - user conferences that highlight partner app
 PARTNER EVENTS - in-person customer events (regional, sporting, etc)
 Regular cadence with engaged partner exec team
 Strong SFDC exec visbility, support, engagement
 Partner is obtaining and managing leads on their own
 Partner is obtaining and managing leads from Salesforce (AppExchange and AEs)
 Documented marketing and awareness plan aligned to the sales strategy/target market; Dedicated marketing
team
 Listed publicly on AppExchange
 PARTNER EVENTS - webinars to new oppys and/or existing customers
 INDUSTRY EVENTS - strong presence of partner app at Industry events
 Appropriate partner budget for this initiative
 Regular SFDC cadence calls that include success plan and detailed pipeline review
 PARTNER AE - Training plan for partner sales teams
 Cadence call agenda; detailed mtg notes sent after each call with mgmt copied
 Customized, well managed trial experience; branded TrialForce w/ automated email upon registration
 PARTNER AE - Internal awareness activities for partner sales teams
 PARTNER SE - Technical/demo training (demo org, scripts, platform training)
 ISV PARTNER - partner is transacting on the channel order application
 ISV PARTNER - no issues with placing orders in a timely manner
 Collateral (website, datasheets, first call deck, etc.) reviewed and GTM ready
 Clear voice that connects with Salesforce audiences
 Vertical-specific messaging *optional*
 WEBSITE - presence on company homepage
 WEBSITE - product-specific page
 SFDC AE - Ongoing SFDC AE training
 SFDC SE - Ongoing SFDC SE training (demo training, demo org)
 Sales Tools - Getting started guides, FAQ, other tools
 Documented customer success stories for each won deal
 Detailed, clear, impactful customer success plan; no (or few) red accounts
 ISV PARTNER - submitting cancellations or reduction orders at the appropriately time
 END CUSTOMERS - solution is easy to buy from the partner
 END CUSTOMERS - the sales cycle is simple and clear to end customers
 partner schedules no more than '5' calls a month
 the partner's support issues have been resolved in a timely manner
 WEBSITE - campaign landing page
 VIDEOS - Demo video
 partner has completed Call1 and Call 2 with their POM
 partner has no red accounts
 the most common issues have been resolved (no ongoing issues)
 Partner works with AE on successful deal structure
 VIDEOS - Company overview
 VIDEOS - Customer success stories
 a team exists to support red accounts and big customer issues
 partner has clearly defined implementation/onboarding plan
 Ensuring all licensing aligns with the technical requirements of the Partner's solution
 Economics of any deal generate an equitable share of return for both parties
 COLLATERAL - Data sheet
 current implemenation experience is seamless and timely
 Partner has defined MSA/SLAs
 Partner is communicating a need for a one-time discount in a timely manner

122. The framework is summarized in 8 key drivers
Idea
Market Opportunity
Marketing
Sales & Distribution
Customer Success
Management Team
Technology
Price