Salesforce Crowdsourcing Platform, Dell, Starbucks

1. Harnessing the Power of Online Communities with Salesforce Ideas Vida Killian, Dell Matthew Guiste, Starbucks Aurore Wu, salesforce.com Track: Marketing Executives

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. The Influence of Online Community is Growing The Web Provides a New Platform for Customers and Employees to Voice Ideas and Relay Experiences Reviews of Consumer Products Personal Blogs and Twitter Conversations Reviews of Local Services

4. How do take action and deliver measurable business impact? How do I expose this wealth of insight back to employees? Companies See Both Opportunity and Challenges How do we engage in the conversation and channel this energy?

5. Dell and Starbucks Have Paved the Way Engaging Customers, Partners, and Employees Building loyalty and focusing the energy of the community Gaining Valuable Customer Insight Hundreds of thousands of records being written to their CRM database Created a Closed Loop Process for Innovation Found a scalable way of capturing ideas and seeing them through to fruition   

6. Generated Incredible Buzz

7. Engage All Your Communities Online Bubble the Best Ideas to the Top Spark Conversations Around Ideas Deliver on Ideas from the Community Introducing Salesforce CRM Ideas

8. Provides Community in a Box A Killer Online Community App Salesforce Ideas provides an intuitive, engaging experience so it’s easy to drive participation and grow your community. Full UI Customization Customize the User Interface to match the look and feel of you website or intranet site. Self-Registration and Single Sign-On Leverage Salesforce’s out-of-the-box self-registration or setup single sign-on authentication. Reporting and Dashboards Salesforce dashboards give you a birds-eye view of your community activity Idea in Action App Turn your top ideas into projects and track things like owners, status, and estimated completion date CRM Integration Create one consolidated view of your customer so that you can run rich reports and follow up with customers based on their online activity      

11. Greatly Reduce Barriers to Participation

12. Syndicate Content Across the Web

13. Content Indexed by Google

15. Vida Killian IdeaStorm Manager

16. LEADERS will enter and become RELEVANT in conversations that occur EVERY DAY in EVERY LANGUAGE all around THE WORLD about their company or product Companies that cling to the past may not realize it, but they will lose relevance.

17. “ These conversations are going to occur whether you like it or not. Do you want to be part of that or not? My argument is you absolutely do. You can learn from them. You can improve your reaction time. And you can be a better company by listening and being involved in that conversation.” Michael Dell, BusinessWeek

18. DELL’S DIGITAL MEDIA vision : Engage in relevant conversations with our customers online 24/7, worldwide in all major languages.

19. Digital Momentum Grows What’s Next? Benefit Example

20. The Story behind IdeaStorm

21. “ A company this size is not going to be about a couple of people coming up with ideas. It’s going to be about millions of people and harnessing the power of those ideas.” -Michael Dell

25. Breakdown of 200 Ideas Implemented

26. Case Study – Latitude (August 2008 ) COLOR OPTIONS A LITTLE ZING TO BUSINESS LAPTOPS BACKLIT KEYBOARD FOR WORKING IN THE DARK DELL CONFIDENTIAL 13.3-INCH DISPLAY COMPACT, BUT BIG ENOUGH TO FIT A FULL-SIZED KEYBOARD UNDERNEATH BETTER BATTERY LIFE UP TO 19 HOURS ON A SINGLE CHARGE FINGERPRINT READER EXTRA SECURITY APPEASES JITTERY MANAGERS eSATA PORT LETS USERS CONNECT EXTERNAL HARD DRIVES AT FAST SPEEDS

28. Understand expectations Customers DELL CONFIDENTIAL Customers and Employees Positive Experience Action taken on Ideas Recognition WHO WHAT HOW Timely Feedback Dell (SME) Participation Idea Status Explanation Updated Site Business Review PR Support Onsite Events “ Thank You”

30. Understand expectations business partners DELL CONFIDENTIAL Internal Business Partners Positive Experience Executive Support Defined Process WHO WHAT HOW Timely Accurate Reporting Access to Data Alignment with Strategic Plans Informed Execs Business Champions Professional Development Communication Support

34. Matthew Guiste Program Manager, MyStarbucksIdea.com

37. MSI Was Established to Fill a Need for Dialogue Customer Contact Center Online Surveys Passion Panel Customer Voice Focus Groups PartnerView Survey Promotional Websites (e.g., itsredagain.com) Mission Review External Websites (e.g., StarbucksGossip.com) Partners Customer s Both Current communications Customer Comment Cards Starbucks.com Partner Portal In-Store Experience Before MSI: many touch points, no meaningful dialogue

39. Initial Marketing Efforts and Results NY Times Homepage Dual Marquis The “bug” on Starbucks.com Starbucks Cardholder email blast and banner 99% of lifetime traffic is unpaid Banner Ads Launch Only (the only paid marketing) Email Blast Starbucks.com Bug on every page In-Store Signage from 3/20-5/12 Shareholder Meeting 6,000 mouse pads, interactive booth, part of the transformational agenda Headquarters Signage

40. Philosophy: How we think about engagement Today we’ll talk mostly about 1 and 2

41. Ideas In Action Process MSI is a way of doing business, Not a one-time event Idea Partners Gather Information Ideas are vetted Shared with Leads Leads help build Business case Presented to Executive Team for approval Blog post announcing decision

47. Further Discussion Contact: Matthew Guiste Email: [email_address] Website: www.MyStarbucksIdea.com , Facebook, LinkedIn Twitter: twitter.com/MyStarbucksIdea Don’t be shy.