Cameron Christoffers

Sales Strategy & OperationsSalesforce on Salesforce

Sr. Director, Sales Strategy Commercial Business Unit

Strategic Analyses

Pilots & program initiation

Pipeline councils

Metrics driven strategic analyses and pilots to drive sales

Sales Strategy and Operations Coverage Areas

High level strategies to inform “where to play” & “how to win”

Ongoing review & optimization to help drive day-to-day execution

Customer segmentation & coverage design

Budget & capacity planning

Territory & quota design

Business reviews, metrics packs, & insights

Forecasting

X-functional internal leadership

GTM STRATEGY

Strategic Initiatives

OPERATIONS

Our 4-Dimension Segmentation Strategy

Industry

Company SizeRegion/Geo

Customer Lifecycle

Dimensions are purposefully chosen for our business model and target segments

Be intentional with your segmentation strategy. Use it to drive focus in your target markets

AMER Segmentation by Size and IndustrySales resourcing driven by complexity of account and return on investment

ENTR4500+

Employee Accts

CMRCL201 - 4500

Employee Accts

SMB<200 Employee Accts

Largest, most complex customers

Target big deal accounts for multi-cloud solutions

High-touch field based selling & servicing

Full account teams for coverage (Co-prime, SE, ROI, etc.)

Small customers and prospectsHigh velocity accounts & opportunity sellingInbound driven leads model50-200 accounts per AE

Medium and high growth companies with multiple divisionsFocus on developing deep executive relationships AE generates most of their own pipeline5-20 accounts per AE

Dedic

ated

team

s; w

/ ve

rtica

l exp

ertis

e

Dedic

ated

team

s; w

/ ve

rtica

l exp

ertis

e

Dedic

ated

team

s; w

/ ve

rtica

l exp

ertis

e

HLS FINSCPG/ Retail

Run Rate

Entr Sales

<$150k deals

ECS

Account Executive(has New Logo Component in Comp)

Roles and Responsibilities: Owner by Customer Touchpoint

AE Owns Account throughout lifecycle

ECS drives focus onNew Business

Double Comp onNew Business

Dedicated Hunters drive focus on New Businessw/o Double Comp

Sticky Account Turnover

Greater volume ofinbound leads

New Tenure AEs perfecting Prospect & xSell motion

Enterprise Corporate Sales(Overlay)

ENTR4500+

Employee Accts

CMRCL201 - 4500

Employee Accts

SMB<200 Employee Accts

AccountExecutive

RenewalManager

DedicatedHunter Rep

AccountExecutive

RenewalManager

RenewalManager

Prospecting xSell/UpSell Renewal Pros / Cons of Model

Roles & Responsibilities - Overlay Teams

45

200

1,000

4,500

10,000

Named

KEY

STRAT

MID-CMRCL

GENERAL-CMRCL

SELECT

GRB

SB

Solutions

Coprimes

ECS

Enterprise

Commercial

SMB

SUMMIT

Outbound Sales Dev

Inbound Sales

Dev

Specialist SEs, Architects

The Success EcosystemCore Account Executive leads team-selling approach

Collaboration Cloud

Sales Cloud

Service Cloud

Marketing Cloud

Platform Cloud

Commerce Cloud

Community Cloud

Legal

Pricing

Recruiting & ES

Strat and Ops

Executive Team

Marketing

Finance

Enablement

ServicesCloud Sales

GSIs &ISVs

BDRs &SDRs

SEs & Architects

CSG

BVS Ignite& Spark

Industry

New Products as a Driver of Growth

2002 2006 2011 2013 201520122009 2016

`

2014 20182010 2017

$12,000

$10,000

$8,000

$6,000

$4,000

$2,000

$0

How We Win as a Team — Product Specialization

Coverage

“B2B” Products “B2C” Products

Sales Service Platform Analytics CPQ Quip MuleSoft Marketing Cloud

Commerce Cloud DatoRama Cloud

Craze

Core AE (Account Owner)

Prime AE (Opportunity Owner)

Co-Prime Cloud AE

Core SE

Specialist SE

Core AE “Prime” MS AE

Core AE

“Prime” CC AE

“Prime” MC AE

“Prime” DR AE

“Prime” CC AE

Co-Prime Co- Prime

Core SE

Specialist SE Specialist SE

B2C SE

Annual Planning & Territory Carving

Go for Growth Begins Early…

Targets & Budgets

Capacity Planning

Coverage Model

Organization Structure

Territory Carving

Quota Planning

Comp Design September October November December January February

Data Preparation

Coverage Model

Financial Planning

Compensation

Quota Planning

Carving

Org Planning

Capacity Planning

Fiscal Year Turn

ENTR4.5K+

CMRCL201 - 4.5K FTE

SMB<200 FTE

Carving Priorities & Approach Vary by Segment

Approach

100% Named Carve

Named Customer Carve

Zip-based Prospect Carve

100% Zip-based Carve

Priority

Maintain Customer Continuity

Minimize Customer Disruption

Balance Performance Expectations & Risk

across AEs

HLS FINSCPG/ Retail

Balance Performance Expectations across AEs

Zip-based carves reliant on account

scoring

Volume

1K Accounts

30K Accounts

200K Accounts

Collect data about accounts in Salesforce instance ✓

Look at historical bookings and correlation against metrics collected✓

Score future accounts based on correlated metrics✓

Salesforce account scoring is driven by where we’ve seen success in the pastAt Every Level, We Use Account Scoring to Guide the Carve

Collect data in Salesforce instance

Look at historical bookings and their correlation against metrics collected

Then

ZipEmployee Count

Industry

“AOV [ARR] is best correlated w/ add-on spend”

“We have greatest close rates for new business in High Tech”

Primary Driver_Customer: AOV

Primary Driver_Prospect: Tier

+License Utilization+Deployment complexity

+Product Whitespace+Recent Sales Momentum

Now

“Given their portfolio, Customer A is a good fit for Product X”

“Prospects engaging with online SFDC content are more likely to buy”

Primary Driver_Customer: AOV * PTB

Primary Driver_Prospect: FTE * PTB

Salesforce Account ScoringWhere we started and how we’ve grown

Score future accounts based on correlated metrics

Account Scoring Step

1

2

3

Product Usage

# Oppties /user # Leads /user

License UtilizationLogin Percentage

# Dashboards # Reports# STD Records

# Custom Objects # Sales Record Types# Activities per user

# Workflow/Validation Rules

Whitespace+Firmographics+Depth of partnership

# EmployeesUsers growth

Industry Sector

Recent Sales Momentum

Trailing ACVFTM OPTTM PG

Sales Cloud PTB | CUSTOMER Early Warning System Metrics Feed our Customer Propensity to Buy Scores

Sales KPIs & Analytics Infrastructure

Our Dashboard Directory

Appendix

Visibility for all AEs, sales leaders, strategy, finance, and executives inside of Org62 and Einstein Analytics

Real-Time Reportingand Prediction

Forecasting Principles

1

2

3

Segment specific (enterprise, commercial, SMB) forecasting process and protocol – engrained in team culture

Standard expectations on opportunity management and constant manager rigorto inspect opportunities and pipeline. Empower executives to individual contributor to “own their forecast”

Defined Process

App Rigor

What does every opportunity have…

1 Close Date, Opportunity Amount, Deal Stage

2 Manager Judgement: “IN” = Commit, “UP-” = Positively Trending Upside

3 Next Steps, Manager Next Steps, Specialist Notes, Success Selling

4 Activities (meetings, emails, calls, cases, etc.)

App Rigor Key Principles2

What are our cultural principles…

1. Leverage the App for all forecast calls & business reviews2. Take it to Chatter (minimize email and increase collaboration)3. No external spreadsheets

AEManager

Standard Sales Stages = Forecast Uniformity2

1Identifying an Opportunity

2 3Validating Benefits

and ValueDetermining Problem

and Impact

4 5Confirming Value

w/ PowerNegotiating and

Mutual Plan

6FinalizingClosure

CommitBest Case Early Stage/Pipeline Omitted

I’ve identified the…

Business Challenge

Compelling Event

Sponsor

Competition

I’ve determined the…

I’ve validated the…

Timeline Customer Stories and References

Budget Solution

Decision Criteriaand Process

Business Benefits (ROI)

Deal Team PoliticalInfluence Map

I've shared the…

I’ve secured the…

Business Case Internal Approvals and Delivered Proposal

Mutual Close Plan Project Implementation Plan

Budget Pricing Agreement from Customer

Sales References T&C’s Agreement from Customer

I’ve received the…

Final Proposal Agreement from Customer

Confirmation thatCustomer PO and

Signatures in Process

Standard Sales Stages Drives App Rigor

Standardized, Real-Time Reporting3

Managers enter their sales commitments

Sales leaders can add judgment

Execs can see status real time

Official bookings resultsupdated daily

Includes historical compares and YoY growth by cloud, industry, region, etc...

Managers can inspect anything

Chatter makes inspection easy

If it’s not in the App, it doesnot exist

Easy forecast performance tracking

Einstein analytics for predictive forecasting in real time

Opportunity scoring to assess upside and risk

Every Leader and AE have standard pipeline andforecast views in Org62 and Einstein Analytics

Salesforce Lightning Einstein Analytics

Sales KPIs

Moving Towards 100% of Our Reportingin Salesforce Analytics

Analytics for Sales – AEs & Managers Within Our Salesforce Instance –Account Intelligence Object

AE & Team Participation Metrics Monthly & Quarterly Reporting Packs

Moving Towards 100% of Our Reportingin Salesforce Analytics

Weekly Forecasting Process

MO TU WE TH FR

SVPs+

COO/CEO Fcst Calls•Review WoW changes•Review M/Q outlook•Review big deals/bets🡪 Submit Forecasts

SVPs Fcst Calls•Review WoW changes•Review M/Q outlook•Review big deals/bets🡪 Submit Forecasts

EVPs Fcst Calls•Review WoW changes•Review M/Q outlook•Review big deals/bets🡪 Submit Forecasts

President Fcst Calls•Review WoW changes•Review M/Q outlook•Review big deals/bets🡪 Submit Forecasts

AVPs

AVPs Fcst Calls•Review WoW changes•Review M/Q outlook•Review big deals🡪 Submit Forecasts

Sales Managers

RVP/SMs Fcst Calls•Review WoW changes•Review M/Q outlook•Update Mgr notes🡪 Submit Forecasts

AEs Updateopportunities

Update opportunities & Plan to close

🡪 Submit Forecasts

Updateopportunities

Forecasting Requires Machine-like Execution Relying on rigor at each level of the sales organization to strengthen accuracy1

The Golden Rule of App Rigor2

If it’s not in Salesforce, it doesn’t exist

Recipe for a Successful Territory Carving & DeploymentSmart processes and technology investments are keys to carving success

ClearlyDefined Timeline

Executive Buy inand Sponsorship

Manageable Expectations

Full Partneringand Transparency

Empower Contributors

Understand Limitations

OngoingSupport

Documented Process

Clearly Defined Support Plan

RobustAutomated Systems

Drive Territory Assignment

Scalable and Flexible

Data Change ReviewEnriching key account data fields is the first step to a successful carve

Standardize on sources for your most important data fields

● Enrich account fields and account linkage data from Hoovers & other approved sources

● In case of conflicting data, establish a ranking of data sources

Create a review process that provides transparency to sales

● Establish a dispute, rebuttal, & escalation process forany data disagreements

● Align on a lock date for data changes

Publish your data governance policy to remove subjectivity

● Minimize mid-year moves with “stay-in-your-lane” policy

● Set rules for industry grey areas (eg. is fintech finance or tech?)

● Disallow AEs to create accounts to keep data clean

● Create ticketing process in salesforce for data changes

Salesforce’s Approach

Process Outputs

Accounts routed to correct segment

Guiding principles for SegmentAVP (Area) Account Set & Headcount

RVP (Region) Account Set & Headcount

AE Territories

Live territories in Salesforce instance

Enrich Employee count, SIC, location data w/ Hoovers, D&B

Identify growth areas for HC investment; optimize team ratios

Determine regional strategy (i.e., top cities, sub-industry)

Opportunity sizing by zip, sub-sector

SVP

AVPs

RVPs

AEs

Data Quality Check

SVP Carving

AVP Carving

RVP Carving

Deployment

1

2

3

4

5

Follow a tops-down approach to customer carving to incorporate salesleadership feedback along the way

Territory Carving Overview

Managers are expected to optimize for multiple priorities:

Create balanced AE territories

Wherever the rep is not being promoted, minimize AE :Account Disruption

Streamline geographic coverage

FY19

2 weekterritory

turnaround

Carving Accountability: Progress with AnalyticsUsed Analytics to hold 80+ Sales Leaders accountable to the same 3 priorities

Territory Management Engine

EOS: Salesforce’s Sandbox for TerritoryManagement and DeploymentEOS engine simplifies assignment and deployment of new territories

Complete Sandbox Instance

Collaborate on future state dataand validate WIP territories priorto deployment

Create Territory Definitions to triggers assignment of new leads when based on Account attributes

Enables Salesforce to plan year-round and deploy new territories in under 2 weeks

Appendix

SFDC ETMOriginal versus ETM 2.0

Features Original Territory Management Enterprise Territory Management

Multiple Territories/Hierarchy X

Run Territories on Territory Tree/List View Page X

Preview Territory X(partial, not persisted) X

Inherited Territory Rules X X

Territory Type/Priority X

Territory Models X

Enable/Disable Territory Management X X

Assignment of Territory on Opportunities X X (Spring '15)

Integration with Customizable Forecasting X

Integration with Collaborative Forecasts X

Manual Assignment of Account to Territory X X

Separation of Rule Execution vs Deployment X

Reports/Dashboards X X

Territory Hierarchy Deep Clone X

Rule Sharing among multiple Territories X

My Territories Scope in Account List Views X X

My Territories Scope in Account Reports X X (Spring '15)

Audit Trail X

Metadata API Support X

User Role in Territory X

Trigger on User to Territory Association Object X

Share a report/dashboard folder with a territory X X

Create a public group with territory X X

https://help.salesforce.com/articleView?id=000212568&type=1

Our Product Portfolio Expands Every Year

Sales Cloud

SalesforcePlatform &

AppExchange

Service Cloud

Heroku

Salesforce Mobile

Lightning Platform

Analytics

Salesforce IoT

Trailhead

EinsteinCommerce

Cloud

Quip

Chatter

Marketing Cloud

1999 2006 2011 2012 2014 2015 20162009 2013

Mulesoft

AI for

Everyone

Pipeline Complexity Continues to Grow

ACV (Bookings)

Partners & Other (SI’s, Re-Sellers, etc.)

Inside/Specialist AEs(Other Sales Reps)

AEs(Primary Sales Reps)

Sales Dev(Inbound/Outbound)

Deal Execution

QuipServiceSales CommercePlatformMarketing Community

AMER, EMEA, APAC, JAPAN, LACA…

LeadsEvents

SEMCampaigns

CallBlitz

CxOCSGDreamforce

WorldTour

Partner Leads

IndustryMktg.

SPIFFsPromos

CPG/

Reta

ilHLS

FIN

SM

anuf

actu

ring

ENTR~5,500Companies

CMRCL~55,00 Accts

SMB~850,000+ Accts

Data Quality: Balancing Accuracy vs. Operations

Identify the most important data fields and standardize on sources

Account details & hierarchy → Hoovers

Contacts →

SDR notes trumps other data sources

Data source hierarchy to resolve conflicting data

Publish your data governance policy and create a data review process to remove subjectivity and build trust

Ticketing process to file account disputes

Concrete rules for common grey areas (eg. is fintech financial service or tech?)

Stay-in-your-lane policy post deployment to minimize mid-year disruption

Lock date for all data changes for carving

Proposed data changes are available for sales review 2 months prior to carving

Dispute, rebuttal, and escalation process for account disagreements

Accuracy Operations

Salesforce Confidential - Do Not Distribute

Approach to Carving Start with business-as-usual. Weigh spend, PTB and manager judgment to adjust

Customer Focus Manager JudgmentBalance MetricsMaintain existingcustomer relationships

Vertical/sub-vertical expertise

Managers adjust basedon account and AE knowledge

Territories inspectedfor equity

Performance metrics:

New biz bookings

Total spend

Predictive metrics:

Propensity to buy

Open pipeline

Customers

Predictive metrics:Propensity to buyOpen pipeline

Mapping Optimization

Prospects & SMB

Applications of Account Intelligence for SalesEmpower sales teams by centralizing customer data & surfacing insights in salesforce

Account PrioritizationWhich accounts inmy patch should I focus on now?

Propensityto Buy (PTB)The likelihood an account will acquire new products in the next 12 months

Next Best ProductsWhat products should the account be approachedwith first?

RelevantMetricsData points thatcan be used as a conversation starter

Comparable AccountsFind companies with similar backgrounds and purchase history

# Wkflw Rls: 444 # Cust Apps: 17 # Cust Obj Recs:

183,683,186 # Cust Objects:

531 # Dashboards:

1,133

Solution Engineer Ratios by SegmentEngagement with Sales is dependent on Capacity

Specialist SEs

ENTR4500+

Employee Accts

CMRCL201 - 4500

Employee Accts

SMB<200 Employee Accts

Core Solution Engineers

1 per 30 AEs

Product Specialists,Business Value Selling,Enterprise Architects

1 per 5 AEs

“AE Co-Pilot,” Deal Strategy on Top Accounts, Demos, Resource Orchestration

1 per 7 AEs

Deal Strategy on Top Accounts, Demos

1 per 3 AEs

“AE Co-Pilot,” Account Strategy, Demos, POCs,

LOB Specialty

1 per 10 AEs

Product Specialists, Enterprise Architects,Business Value Selling

Flex Resources & Self-Serve

Product Specialists,ROI Self Serve Tools

Integrating new Product Acquisitions into SFDC GTMBuyer overlap and product complexity drive early decision-making

Multiple Direct

Sales Teams

One Sales Team

(Core AE & SE)

Specialist Support

(Specialist AE or SE)

Opportunistic

Degree of buyer overlap

Degree of complexity / specialization required

Low

High

LowHigh

Example Data.com Acquisition

One Sales Team Specialist Support (Specialist AE or SEs) Multiple Direct Teams Opportunistic

Incubating

Explosive Growth

Significant Contribution

Data.comFY13

Data.comFY11, FY12

Data.comFY14,

FY15,16

FY13 “retreat” to low AE growth

while native products arrive

Data.comFY17?

Major investment in AE’s (and mktg)

with unclear model leads to significant financial pressure

and losses

FY14 product ready for explosive growth and

investment into core capacity

As Core AE’s familiarize, they will

be able to sell native product on

their own