In case you missed it here is the Product Keynote from Dreamforce 2012.  The full transcript of the video follow below.



































PRESENTATION Unidentified Company Representative Ladies and gentlemen, please welcome Chief Customer Officer,, Jim Steele. Jim Steele – – Chief Customer Officer Good morning, everyone. Welcome to day two for our product keynotes. I am delighted to be here. This is my 10th Dreamforce experience. The first one was at the Westin St. Francis about well nine years ago, right? And the entire audience was about this size and most of them were Salesforce employees and their families. So it’s great to see all of you. I’m particularly impressed that you’re all here after the concert last night. What an amazing concert and the after parties, or maybe no one here went to the after parties or you probably wouldn’t have shown up, but we’re very happy you’re here. Thank you all for coming and I hope you agree yesterday was just an amazing day. If you haven’t figured that out that’s our buzz word in describing customer events at Salesforce if you counted the number of times we talked about amazing yesterday. But the customer stories were inspirational sharing their social transformation. My favorites, well I had a lot of favorites and I don’t want to pick favorites, but I loved the whole Virgin stories, and especially Richard Branson being up on stage talking to Marc. That was just incredible, but hearing their plans to improve their customer communication using Chatter on airplanes that was pretty cool. I’m really excited about that. I love being a Virgin passenger. Actually they call them guests, so that was a terrific discussion. And then George Zimmer from the Men’s Wearhouse hearing his signature line, I guarantee it. That was pretty cool too. And today I want to tell you that I guarantee today will be another exciting day at Dreamforce for day number two. We have nine product keynotes. And just to orient you we’re in the Gateway Ballroom. And the keynotes along the bottom here are the ones that will be in here throughout the day. And we have four across the hallway in the main ballroom where all of you were yesterday during the main keynote. But you will hear from our product leaders. These are the Salesforce leaders that own each of these product areas. You will hear their vision, their roadmaps. You’ll hear some of the customer use cases and the customer success stories. And then you’ll see some exciting demos. So let’s get started with our first one with a video to introduce

Ladies and gentlemen, please welcome Executive Vice President, and Social Applications,, John Wookey. John Wookey – – EVP — Social Applications Thank you. Thank you, everyone. Welcome to day three. I’m counting correctly, day three of Dreamforce. I appreciate everyone coming here, especially after a big concert last night. Wasn’t it great? Was it awesome? Or is this not the crowd to ask? I had this vision of people like going from the concert, to the after parties to Denny’s for the Grand Slam breakfast and straight here, kind of a twisted Dreamforce version of the walk of shame, but if you made it here we really appreciate it. And I think it’s so sort of symmetrical that we ended yesterday with the Red Hot Chili Peppers and today we begin with some great music, Led Zeppelin, from our friends at Spotify. So thank you all for coming. I was here at Dreamforce one year ago as a guest. And I’ve been in the software industry for a long time, 20 x years building enterprise software, and therefore a little skeptical, but I was absolutely blown away last year by the division of cloud and social and mobile that I heard from Marc and the rest of the leaders at Salesforce. And it was interesting because it wasn’t about technology. It was about our world was changing. The cloud wasn’t a (inaudible) model. It was a way to bring speed and agility to your business. Social wasn’t about a feed. It was a way to think about aligning your people inside your organization and beyond. Mobile wasn’t about a device. It was about this idea you could connect to anybody anywhere in the world at anytime and bring your services, and your information and the value you have in the world to them and connect them in real time. It made me realize we need to rethink every enterprise application we’ve ever built, everything I’ve been building for 25 years wasn’t relevant anymore. We had to re-imagine everything. And that’s why a year later I’m not here as a guest. I’m actually here as a very happy, very proud Salesforce employee. And today I’m your host for this section. And I’m going to be ably supported by other members of the leadership team, some great customers and some great partners who are going to join us and talk about their journey as we transform work. Now but before we do this is the slide I like to call the let’s stop before we start slide just to say we’re a publicly-traded company. Some of today’s material may include forward-looking information, so carpe diem, buyer beware, whatever it is in Greece, but if you would like more information on this you can go to our investor relations website and it will give you all the information you need. I haven’t personally checked out that part of our website, but I’m sure it’s very fascinating. So let me take you back, way, way back to yesterday morning, the keynote session, the jam-packed, chock full of great stories. We heard from some amazing customers, Rossignol to kick it off, which I thought was a very, very cool video, all the way around the wheel to Coca-Cola. And we talked about connecting your customers in a whole new way. And it was a powerful message. It was similar to what I heard last year. And what I realized last year and what really came through this year is how we have to evolve that. It can’t just be about connecting to your customers because the fact is you can’t connect to your customers if you’re not connected within your own organization. That’s why we were so excited. That’s why these initiatives started and why yesterday announcing was, whoops, I went one too far. We announced, which we think is extremely critical because now it’s thinking about how we view as an organization think about your people because in the end that’s what our organizations are. And there was a study done by IBM basically asking CEOs what were the economic value drivers in their organizations, and essentially what is it that we do in our companies that creates value in the products we build, the services we bring. And at the very top is the very personal sounding human capital. That means all of us, the people in this room. The second is customer relations, and [private invasion], and brand and business model innovation and so on, all the other things people say add value, but the fact is, the secret is it’s really all that bar at the top, meaning if you think about it and on almost every company website I look at when they talk about their mission and their values they always say something really interesting, which is people are our most important asset. And I think it’s almost right. The fact is people are our only assets. The only thing that ever gets done in an organization, the products you build, the innovation you bring, the great customer service you deliver, convincing customers to become a business partner and actually buy your products and services only happens because of your people. So if this ball was completely correct it would be one bar on human capital. And that’s where all the value in our organization comes from. Now what’s interesting is this asset, this resource called people is also one of the most challenging to deal with. And it’s continually evolving. If I think about the workplace of 25 years ago I tell people the story of when I graduated from college and my dad gave me great advice, which is find a big company with good benefits and retire there. And the fact is that’s not very relevant, probably wasn’t even relevant then, but it’s certainly not relevant now. And today’s workforce is completely different than it was 25 years ago, 30 years ago. And the systems we are building for those people are completely different as well and yet we’re still using those systems largely today. Today’s workforce is collaborative. There’s social from the start. And here’s an interesting thing. Think about the stories we heard yesterday from customers. And it’s interesting. There wasn’t a single customer story starting with Rossignol and in with Coca-Cola where Facebook wasn’t mentioned, and often mentioned many times. Facebook is not a business application. Facebook in the end is about people connecting. And yet people connecting is becoming one of the core strategies for every single business that we have because that’s the expectation people have that they’re going to work collaboratively, they’re going to work as part of a team, that the goals that they have which happen to be connected to a mission are going to have to be done together. And more and more we hear from people I’m much more interested in who I work with than who I work for. It is a different set of expectations our people have today. And of course the problem is the tools we’re using for managing them they’re not 10 years old, or 20 years old, 30 years old. They’re based on industrial models from 50 years ago. And the fact is it’s a little unfair to criticize them. And I tend to be a little critical of HR systems, but the fact is HR systems simply aren’t trying to solve this problem. They aren’t really about management. They’re about administration. They’re about tracking where people are, when they’re hired, certain fair practices. And those things are important, but we shouldn’t kid ourselves that these in any way connect what people are doing everyday to the mission of our Company. And we have to rethink these problems. And of course the problem with this when we don’t think about do we have systems in place, do we have technology, do we have practices that help our people be more aligned, do we have the tools that help them be more motivated, do we management their performance to really get the best out of them and make sure that it’s aligned to what’s important in the company? It’s not an HR issue. It’s a business issue because in the end that’s what people are about, trying to drive business value in your organizations. And we don’t have the tools right now to do this. Help us connect our people to the mission of our company. So we really had to go back to first principles in thinking about this. We had to ask ourselves what is the problem we’re really trying to solve and what’s our approach for actually attacking it.

And our answer was the social software to amplify the behaviors that we know drive great performance. And we all know that regular coaching, real time feedback, public recognition and efficient performance management will yield strong, strong results in sales and service performance. We know that it works. And so we had to go back and re-imagine the problem and rethink the way we’re actually going to address it. And that’s why we’re so proud of announcing because this is not a system that was based on HR models of 50 years ago or 30 years ago. We didn’t try to build a cloud version of the HR systems that haven’t worked in the past. This was a completely new approach where we thought about what is it that we’re trying to achieve, how are we going to align people to the mission of our Company? How are we going to motivate them? How are we going to drive great performance on a regular basis? And what was important to understand about this is we thought not about the HR processes, but we thought about the business processes and how do we sent to business leaders and actually help their workforce be successful in meeting their missions. Now we didn’t start from scratch. We acquired a company about eight months ago called Rypple. And when I joined my purpose, my mission was to help take this whole social transformation and rethink how we manage companies, how we ran them. And the acquisition of Rypple was really kind of serendipity because they’d been working on exactly the same problems. And when they founded Rypple they actually had this vision that we need to rethink performance management from a standpoint of social. And their founders, Daniel Debow and David Stein, are here with us today. And what’s great is we kept that team together. The Rypple team is still driving this business, but at the same time we’ve actually doubled the size of the organization. We’ve moved their technology on to the Salesforce platform because the advantage is we have their scalability, and fixed security and so on. We’ve invested more in new areas. And you’re going to see a lot up here today, but one of the big investments was integrating into the other applications and tools that Salesforce has because we think one of the fundamental principles of these tools is they need to be available in the places where you work. And we’re going to talk about that today. Now what’s great is that although it’s a new initiative we’re seeing real progress. And we’re seeing recognition from people like Gartner and the Human Resources Technology Council really recognize the fact that this is a visionary product, but I think more importantly is we’re seeing real success and real great stories from customers. We heard from Facebook yesterday. This morning we’re actually going to hear from HubSpot and 1-800-Flowers. And there are sessions being done by customers throughout the course of the event. LivingSocial is doing a session later today. Mozilla is doing a session later today. And then we’ll talk about the differences that the progress is actually is making in their businesses. So we’re making great progress and we’re seeing real momentum both on the customer side and on the market recognition side. And we’ve been surveying our customers at the same time asking them what their results are. And what’s interesting is when you do typical surveys on how do people feel about performance reviews, 80% of employees in companies hate their performance review process, and now hate in the polling vernacular is a pretty strong response. Well what’s interesting here is you actually see people saying that the process is more efficient. And then employees actually get much more satisfaction out of it. Two thirds of employees don’t get enough recognition or feedback at work. And here we see is like order of magnitude increase in people getting real-time feedback. People leave companies because they feel the work they do every day isn’t connected to anything that matters. And what’s great with our tools is we see an order of magnitude increase in people’s understanding of how their work relates to the goals of the company. And that’s exactly what we’re focused on and exactly what we’re trying to deliver. And our customers have really been great partners for us because they’ve given us continual feedback on how we can improve the product and make it better and better.

So today we’re going to take you on sort of a journey in three steps to talk about the product and how we’re trying to attack these problems. We’re going to talk about how we help you align the organizations, how you motivate them and how you manage them to their best possible performance. So let’s start with align. Align to me is really simple. And the fact is as a good manager I think we’ve all tried to do this, which is how do you actually put the context of what people to everyday into the mission of a company. And our responsibility and what we’ve tried to do with is to make it easy for you take the mission of your company, translate that into digestible goals that your teams and your individuals work on, and then ensure that every day they know how they’re contributing to that. And that’s our simple objective as good managers we have actually always tried to do that. And what we’re trying to do at is help to operationalize it. So let’s drill on this a little bit more and then we’re going to actually show the product. So if you think about a sales team or you think about a service team, what we need to do is define very clearly the goals that we have in very specific terms. And so we tie key results into our goals framework. And the key results are an explicit statement of essentially what constitutes success for the goals. It’s built in a transparent way with explicit commitment, meaning that when you actually create a goal it’s pretty easy because you’re invited to basically commit to it. It’s an explicit process and if it’s visible it’s all the people connected to the goal so there’s absolutely no ambiguity about whether or not what the goal is, what constitutes success and people’s commitment to it. At the same time it’s supported by tools to help you ensure that the person is getting the support they need as they go forward, things like coaching notes and feedback, so people are they’re moving forward understand how they’re meeting the expectations of the team and the manager that’s responsible for this goal. And the other piece that’s important is it happens in real time. And I think one of the big frustrations for people with HR systems in general is they seem to be built around this annual clock in which the business works. And the fact is your business doesn’t work that way. You have market pressures that change all the time. You have competitive challenges that come up on a daily basis. And you need to adapt what your goals are and what your teams are focused on as part of that. And the fact is systems that assume you only change your goals once a year are not credible anymore, not to you and not to your team. And it’s been designed completely differently as we thought about this approach at So let’s show you this now. And we’re going to show you through an example for a company, a company called HubSpot. Now they are a fascinating company. They were formed at MIT in 2006 and many of their early employees, and investors and early customers were actually MIT alumni. And they really were one of the first companies that took a scientific approach to how to turn inbound marketing into real leads, real prospects, real customers and real business. And they used themselves kind of as their own laboratory with tremendous results, $30 million in revenue, a 6,000% increase in the company growth. They have 7,500 customers in over 46 countries. But what’s interesting is the culture they kind of established. They’re a very collegial sort of culture within the company. If you walk into their office it’s got the foosball table in the corner and the beer in the fridge. They sponsor an internal entrepreneurship program so they’ve really kept a very different kind of a culture as they’ve built this company. And the fact is traditionally chart tools would not have worked for them. And was something that really fit the way they did business. So let’s take a look at this now. And I’m standing behind me quietly on the stage now for the last 10 minutes is Jager McConnell, who is actually going to drive all of our demos as part of our team. So let’s go ahead and welcome him. Hello, Jager. So let me orient you first off. Yesterday in the day two keynote, which is we call the day one keynote, it can be confusing, but in the main keynote we actually showed the application. We’re going to all generally the entire demo we are running inside a sales cloud, in Chatter and so on. Here we’re actually going to show the application running independently and it can run in either mode. Later on in the demonstrations Dan will actually show you it running inside of Chatter, but just so you see it’s exactly the same application that’s running essentially standalone right now. And to orient you really quickly on the application, across the top is certainly the main components of it, the feed goals, feedback with warrant systems and so on. We’ll go through that through the course of the demonstration today. And then on the left what’s important and you can actually see this for yourself, for your team, for the entire company or for a network of colleagues that you work with. So you have different views across these different aspects of depending on where you’re looking in the organization. So Patricia Diaz is a regional sales manager. And obviously her first objective is to make sure that you hit your sales targets, but she realizes that part of that keeping her team aligned and well coached is critical to make sure she actually makes a success. So she can [drill] her team page here, looks like a pretty fun group of people to actually work with. And she can basically call up her first person that’s actually going to work with. And what she’s doing now is actually preparing for a weekly one-on-one. She wants to get an assessment of how well she’s doing against her goals, get feedback and so on, but she wants to make sure she’s prepared for that session. So if she goes into her goals tab, these are the things that Emma’s focused on, [crusher] she’s recorded, developed better account planning, build, get certified on new products. So if she brings up the first goals we drill into that. And this is a team goal, which means this is a goal that not only Emma’s responsible for, but there are other people that contribute to it as well. And you can see here, here are the key results that have been defined, like close five [left-wing] deals. And there are a number of people contributing to that. And you can see it’s mostly there the specific progress they made against it. And there’s a progress bar on the right so it’s easy to see basically how she’s moving through those specific goals and these specific key results as part of that goal. Now if we scroll down a bit, and this is really important, you can see contributors here. Now I talked earlier about this idea that what’s that commitment? Now this is a team goal so a number of different people were actually invited to participate as part of this goal. And you can see that Emma’s made it one of her top goals. There are four new people who have committed to it and there’s one person that has not yet decided. And that’s important. That sort of explicit statement is important because now you can have a real follow for that person. Is it because they aren’t able to commit or they don’t understand the specific goal, aspect of the goal, but you’re able to have a real-time conversation so there’s no ambiguity about whether or not this person is part of the team or not. And that’s important. The other important piece if you scroll down a little further is the concept of related goals. And you can see there are actually two related goals here. On the left you can go ahead and click on that. This is a company-wide goal, which is to deliver a record Q3 for revenue growth. And so that is something that works across the entire company. And then different sales organizations across HubSpot then have specific commitments and support that, but you can relate these goals together so you can see so there you start building basically a network that goes all the way from your company missions down to what individual people work on. There’s another related goal and, Jager, if you could go ahead and bring that up. This is to develop specific improvements in Emma’s account planning skills. This is a private goal. This is a goal that really only Emma and her manager have access to and visibility into. So you see here you have the ability to set corporate goals, team goals or private goals. And that allows you to use this tool for a variety of different purposes because you need to be able to manage people along those different dimensions as well.

And if we look at the key results here she’s making great progress on a couple of them. She’s done well on reviewing the solution selling presentations, creating an overall account planning strategy, but she’s actually made no progress at all in actually applying that account planning process to new prospects. And so that’s something that Patricia wants to talk to Emma about in her next one-on-one. And what she’ll actually do here is add a specific action for her that she’s to bring to the next one-on-one meeting the specific list of prospects she’s considering this for, because she needs to understand why she’s not making progress on this and she wants to give her action to actually follow through on before the next meeting. The next thing she wants to do is look at feedback. So one of the things that Patricia has done is actually ask for feedback for her for how Emma’s doing on this goal across her entire team. So you see here we’ve got the feedback up on the screen. And basically she asked some very simple questions like how do you think she’s doing on improving her account planning skills? And they can give very specific feedback in terms of the areas they think she’s been doing well and the areas that she needs improvement on. And then Patricia can gather all that information and basically use it now as part of her coaching session in her next one-on-one session. And so if you bring up coaching notes this is where she’ll actually create all the necessary actions and dialogue she wants to have as part of this coaching process. And I use this with all of my direct reports for our weekly one-on-ones so that we always understand going into the one-on-one sessions what the topics of discussion we want to have are, what actions have already been solved going ahead of the meeting. And they have the ability to basically respond back and see that and add their own actions to it. And of course because Emma’s actually a salesperson and she’s where she should be, which is out on the road selling software, all this information is actually available on her iPhone applications. So we go and switch over to the iPhone. Jager McConnell – – Senior Director – Product Management I’m having trouble with the little digits. I’ll try and get a camera shot. Hold on one second. John Wookey – – EVP — Social Applications Oh okay. Actually we’ll just walk around the room and show it to everybody as we’re doing this. That’s pretty good. It really, really works. Trust us. But what’s interesting about this is it’s not just the coaching notes. Actually when she goes and looks at her updates on coaching notes, and she gets the alert that her coaching notes have been changed she’ll actually click into that and she can then go to her goals and basically traverse the entire application because the fact is, as I said at the start of the session, the world is mobile and this entire application to access all the services and information you need to be available in real time and you need to be available on the devices that people actually use. And I think with that we’ll end the presentation without our mobile presentation, but we’re happy to show it to you afterwards. Or you can go to our campground and actually take a look at it. And with that I’m going to — can we go back to the slides? Jager McConnell – – Senior Director – Product Management I’m going to need just a moment. I’m sorry. I’m having technical difficulty getting it back up.

John Wookey – – EVP — Social Applications Okay. Jager McConnell – – Senior Director – Product Management As soon as I have it of course you’ll hear about it. John Wookey – – EVP — Social Applications Okay, all right. Okay, now it’s working, great. So to add a little sort of personal story to this I’d actually like to ask Mark Roberge and Mike Volpe from HubSpot to actually come up and join me on stage. Mark, thanks for being here, Mike. Mike Volpe – HubSpot – VP – Marketing Our pleasure. John Wookey – – EVP — Social Applications (Inaudible). So maybe just start by each of you give a little bit of input on sort of insight on the unique culture of HubSpot. Mike Volpe – HubSpot – VP – Marketing Yes. I think from the beginning we wanted to create an entirely new culture. When you look at baby boomer generation sort of we’re both Generation X, through to all the millennials that are the people that we’re hiring on to our teams and bringing into our company, the way that people think about the workplace has really, really changed. And we’ve from the ground up have come up with a new culture. We have unlimited vacation. It’s really transparent. It’s very entrepreneurial. There are no offices. Mark doesn’t have an office. Our co-founders don’t have an office. So the companies that have a no door policy, we have a no office policy, right? John Wookey – – EVP — Social Applications Yes. Mike Volpe – HubSpot – VP – Marketing And so it’s really this open, transparent culture. And that even extends to our social media policy, which for employees is three words, use good judgment as we really try to empower all of our employees to really sort of be active and sort of be themselves. We hire great people. And you’ve kind of taken that to the next level within sales markets in terms of how you align people’s personal goals with kind of the company goals. Mark Roberge – HubSpot – VP – Sales Yes. So tactly ever since 2007 before I even met the Rypple folks we’ve had a huge philosophy within our organization on understanding the unique personal and professional goals of every individual and exploring those synergies with the HubSpot mission. So that’s definitely the most important deliverable that I get from a manager or a leader when they get a new salesperson in to understand those individual contributions.

So goals can be a down payment on a condo. It could be spend more time with your kids. Are you kidding? Spend more time with your kids? Absolutely. Let’s work together to figure out how you can hit 150% and spend more time with your kids. And boiling that down to monthly, weekly and daily goals it’s clear to everybody why they’re coming to work every day. John Wookey – – EVP — Social Applications I think it makes a good point that’s important is that obviously is a great platform for doing it, but I think a lot of it comes from managers who have that desire and that goal to do that, and then having a simple way to support that. Mark Roberge – HubSpot – VP – Sales Yes. John Wookey – – EVP — Social Applications Mike, why don’t you talk a little bit about how you keep alignment within the marketing organization, how you keep it connected to the rest of the companies, how you use those tools to do that? Mike Volpe – HubSpot – VP – Marketing Yes. Well all companies know that good alignment between sales and marketing is critical for success. And the only way we’ve been able to grow 6,000% over the past three years and really drive that top line is having good sales and marketing alignment. So Mark and I start every single month with what the company’s revenue goal is. And then I break that down into what marketing needs to achieve for our team. And then I assign out to all of my, all the portions of the marketing team individual goals that are metrics driven that roll up to that larger goals. And then really I think my job is to manage the team by those objectives and those metrics, not to care so much about what they’re doing, but as long as they’re doing the things that they think will get them to those goals and we have this real-time feedback system where we monitor all of the metrics and all of the goals on a daily basis. And you can start to see if you’re starting to lag behind or you’re doing well. As long as you have that real-time feedback and you’re driving toward the outcomes and metrics I really think that’s how we’ve been able to be successful. John Wookey – – EVP — Social Applications Great. And, Mark, from a sales organization standpoint how do you think about alignment and specifically coaching within the sales organization? Mark Roberge – HubSpot – VP – Sales Okay. So this is my speech tomorrow at 10 a.m. in the work better together. John Wookey – – EVP — Social Applications Oh yes, great.

Mark Roberge – HubSpot – VP – Sales So with 250 people I’m extremely passionate about every single person getting better every single month, whether you’re my top rep or my worst. Everybody can get better. So how do I enforce that through the organization? On day number two in the afternoon I sit down with every single director and we go through every single rep in their division. And I have two questions. What skill are they working on and how are we going to work to make that better? And because of that meeting that morning all the directors meet with all the managers and go through those same questions. And because of that meeting every single the first day of the month every single manager sits down with that salesperson and has that one-on-one, that co-creation meeting where they go through that salesperson’s qualitative assessment. They go through the numbers in terms of where they are in their pipelines, et cetera. And they identify together that single skill they’re going to work on in that month and co-create that plan. Mike Volpe – HubSpot – VP – Marketing I think it’s an important point because actually one of the issues I think with HR systems because they tend to work in these long cycles is you clump and a million things to deal with at one point in time when you do it so quickly, and when you have an ability to focus on just a couple of things — Mark Roberge – HubSpot – VP – Sales Right. Mike Volpe – HubSpot – VP – Marketing — and really make an impact that way, so — John Wookey – – EVP — Social Applications Are you guys going to be around for the rest of the day and the rest of the conference if people have questions? Mark Roberge – HubSpot – VP – Sales Absolutely. Mike Volpe – HubSpot – VP – Marketing Yes absolutely. I think our Twitter handles were up there a second ago. I’m MVolpe and you’re — Mark Roberge – HubSpot – VP – Sales @MarkRoberge.

Mike Volpe – HubSpot – VP – Marketing MarkRoberge. We’ll be happy to talk with folks up on Twitter or come find us. John Wookey – – EVP — Social Applications Well thanks so much for coming, really appreciate it, Mark and Mike. Mike Volpe – HubSpot – VP – Marketing Thank you. John Wookey – – EVP — Social Applications Great. So as we continue our journey now on work I’m very excited to get to the next area, which is motivate and how do we keep our employees excited about the goals, and the alignment and the way we actually side with them in the first section. And I cannot think of a more exciting person to do that than my personal Mr. motivation, my personal coach, Mr. Woodson Martin, Head of Products for Woodson Martin – – SVP of Products — Thanks for the [CF], John. Hey, everybody. It’s exciting for me to be here today to help introduce This is not my first Dreamforce, not my second Dreamforce. Today marks my ninth, wow. Some of you, anybody been here longer than that? Anybody here for the very first Dreamforce? Congratulations and thanks for coming. It’s amazing to me to think about what’s happened across those nine years, a total revolution in enterprise software, hundreds of thousands of customer success stories in cloud computing. And now we’re starting to see this gap narrow, this gap between the way we live every day and the way we work. We are working more social today. We are working more mobile today. We are working with more transparency than ever before. And what’s exciting for me about this is that all those fears that people had, the paranoia that would be social tools in the work place that somehow something bad was going to happen, but that’s not what we are seeing. We’re seeing incredible things happening. We are learning more and faster. Together we are getting more work done. We are selling better together. We are servicing our customers better together and it’s incredibly exciting. But our employees are not necessarily feeling the love. It’s incredible to think that with all of this going on there is still a huge gap between the expectations that employees have of what they are going to get in the way feedback and recognition from their managers every day and what they actually see. And in the end this actually results in people leaving. And it’s incredibly expensive when this happens for your company. You think about the simple case of the sales organization. What does it cost you when 70% of people who leave, leave because of a lousy relationship with their manager, right, when every one of those salespeople who leaves your organization costs on average $1 million dollars to replace them, to replace a pipeline they were developing, to take on the costs of on boarding, the people who replace them. It’s an incredibly expensive proposition and it’s so easy to resolve if we’re focused on the right problems, if we’re focused on keeping these teams motivated, giving them feedback , recognizing incredible achievement. And that’s why we have created We are focused on delivering new ways to amplify these behaviors. We have taken the simple idea of the pat on the back, or the high five, or the shout out and we’ve made it easy. And we baked it right into Chatter. We’ve baked it into the sealed cloud. We’ve baked into the service cloud to make it easy to recognize great work when and where it happened.

And today we are incredibly excited to talk to you about how we’re working with to bring the power of tangible rewards tied directly to this social recognition in And to show you what this all looks like I would like to talk about a customer. We heard a moment ago from HubSpot. Let’s talk now about 1-800-Flowers. 1-800-Flowers is a nearly $700 million retailer of flowers and gifts. And well and they’re delivering to more than 190 countries around the world. And while flowers are definitely the primary product at 1-800-Flowers, when you talk to the team members they will tell you that their obsession is delivering smiles to their customers. Nearly 1,000 employees on, 1-800-Flowers is leading the way and thinking about how to service customers better together with and how to use these apps to help motivate their service agents to deliver on what they call their 100% smile guarantee. Let’s take a look at what this looks like at 1-800-Flowers. We’ll cut to demo. We will cut to demo soon. And it’s going to be awesome. So how are we doing, fantastic? That was actually a question for the tech team in the back. Unidentified Company Representative I’ll go to one, Jager. I’ll go to one. Woodson Martin – – SVP of Products — All right. Okay well at 1-800-Flowers they’ve got hundreds of service agents working around the world to deliver this incredible level of customer service. And in a moment, I assume, are we going to get the demo? How are we doing? Jager McConnell – – Senior Director – Product Management I’m working as fast as I can. Woodson Martin – – SVP of Products — Awesome. Jager McConnell – – Senior Director – Product Management I’ll let you know as soon as I have it up. Woodson Martin – – SVP of Products — Great. Jager McConnell – – Senior Director – Product Management Give you a verbal. 
Woodson Martin – – SVP of Products — Fantastic. Well at this point in time we usually do cut to the demo. And I make the introduction to Sarah. Sarah is one of the service agents at 1-800-Flowers who’s responsible for delivering this excellent level of service. And she uses every day to keep track of everything she’s responsible for. She uses to keep track of her goals like we saw with HubSpot. She uses to exchange feedback with her managers, with the peers that she works with. And she uses as an opportunity for a private space to do coaching and receive coaching from her manager. It’s a great tool and it’s an exciting way for her to work better together with the rest of her team. I’m just totally adlibbing here. How am I doing? I’m trying to think about how can I do that? Can I — maybe this would work. Do you have a camera? Can you like zoom in on my iPhone? Can we try that? Okay. Why don’t we bring Maureen up now hey, Maureen, from 1-800-Flowers to tell us about her company? Unidentified Participant Hello. Woodson Martin – – SVP of Products — Maureen, thank you so much for coming out today. Unidentified Participant Oh thanks for having me. It’s a pleasure to be here. Woodson Martin – – SVP of Products — Great to have you. And I’m excited that we can have you fill in during this spot — Unidentified Participant To help you adlib. Woodson Martin – – SVP of Products — To help me adlib. Unidentified Participant Sure. Woodson Martin – – SVP of Products — So maybe I’ve talked a little about 1-800-Flowers, but maybe you could tell the team a little bit about 1-800-Flowers and why this is an exciting change for your organization.

Sure. So let me start by saying this is an absolute radical change for our company. About a year or probably about two years ago we started a social revolution at My CEO and my president are big believers in social and they tasked the management team with going social completely in all functions and business planning. So marketing got on board. Merchandising got on board. IT got on board, but nobody expected human resources to go on board because how does human resources go social? So I committed my team and my colleagues, my executive team and said well we’re going to go social in HR in all areas, recruitment, selection, on boarding and performance management. They looked at me like I was little bit crazy. And they think of human resources as a functional area that has to be confidential and very closed. The second thing is I promised my leadership team that I was going to take a process like performance management that they all hate. They look at performance management like having a root canal because we did it annually and nobody really enjoyed it. And I said we’re going to change the way we do performance management. It’s going to be less painful and it’s going to be fun. Again they looked at me like I was a little bit crazy. So we went ahead and we introduced Rypple, which is now into the company. And I’ll tell you it’s had a huge impact on our culture. We talked the other day, or I think we heard Marc talk about the social revolution. Right now at Flowers we’re going through a cultural revolution because this has really changed the way we do performance management. We’re a geographically dispersed company so we have locations in New York. We have locations in Ohio. We have locations in Illinois. And I have product management groups in all of these different locations. Now that the goals are public and people can see what everybody’s working on in the company what we’re seeing is enhanced collaboration across the enterprise. So in New York I have my product management group working on objectives that guess what? In Chicago they’re working on those same exact objectives. So now that they can see what’s going on across the enterprise these groups are now collaborating. And these are behaviors which we always tried to facilitate, but really weren’t successful because we didn’t have the right tools for that. So we see a lot of collaboration, a lot of sharing of ideas across the enterprise.

Woodson Martin – – SVP of Products — That’s great, fantastic. So you’ve been going now for how long with Rypple and Unidentified Participant We went live probably in February, February or March. So it’s still fairly new to the company, but it’s such an intuitive product, and especially how the workforce is changing. The workforce that we’re recruiting right now they’re growing up in a social world and social environment, so when they come into the company and they see this tool they love it. And they get on very, very quickly. So it actually is a fun tool in the company. People are enjoying it. And last week I was in Vegas. We had our annual leadership meeting. So I presented to the executive team an update on And now the same people who were looking at me like I was crazy when I said we were going social they’re believers. They love the tool and now they want more.

So what they were saying last week was this is a phenomenal tool, but why we can’t use this for recruitment and for on boarding? So I’d love to talk to the team about some ideas that I have on how we can get that in the tool as well. Woodson Martin – – SVP of Products — Fantastic. Maureen, thank you very much. Unidentified Participant Thank you. Woodson Martin – – SVP of Products — Let’s take a look. I’m told by my local experts that we now have a demo available. Let’s see if we can pull that up. So we’re going to go right on to the Virgin America flight. No we are in, fantastic. And I was saying earlier, woo-hoo, let’s hear it for the guys in the back, all right. Thank you, Maureen, for helping with the adlib. As I was telling you earlier there are hundreds of agents around the world who are delivering this excellent level of service at 1-800-Flowers. And Sarah Flint is one of those service agents. And she is using to keep track of all of her work. We talked a little bit about that before as I was adlibbing, but let’s drill right into one of her goals. We saw goals at HubSpot. Let’s take a look at goals at 1-800-Flowers. Here Sarah has a very specific goal for this month. And she is trying to onboard a corporate account, a number of law firms. And this month her goal is 20. And she’s got that goal broken down into four easy key results of every week adding five more. She’s excited to tell her team, to let her manager know that she has reached that goal again for the third week in a row. She’s going to update that to 100% and mark that result as complete. And when she does that is going to make it easy, easy for her to remember that she doesn’t do this kind of great work alone. She works as part of a team. And in fact this week her colleague, Jim, has been exceptionally helpful to her by making an introduction to one of these law firms. And so she wants to recognize him and give him feedback in the form of a thank you for the contribution that he’s making to her success. And so with a few quick clicks she can target a thank you at Jim and she can drill in to select from any number of badge that are built to express the personality, and the culture and the values at 1-800-Flowers. And here you’ll see some examples from the 1-800-Flowers environment. You see the floral arrangements here. You see the 100% smile guarantee, but this is a very personal thing for Sarah and she wants to actually create her own way to express this thank you to Jim. And so by clicking on the build a badge she’s going to actually start the process here of creating a brand new way of saying thanks. She’s going to upload an image, one that really represents the way she feels about the work that Jim has done. She’s going to recognize him for being a connector because of this introduction that he’s made. This is a pattern for Jim that he’s always reaching out into his network, bringing people together to make great things happen. So she’s going to write a description of this new badge. And she’s going to put that right here. Now she’s also got the opportunity here to augment this thank you by and help Jim to build his reputation within 1-800-Flowers for key skills that they value inside the company. So she’s going to add a few skills to the badge. And now she is ready to give this to Jim, but Sarah’s a customer service agent and so is Jim.

And so where do they do their work every day? Well of course they do their work in the service cloud. So let’s go take a look at what this would look like inside the service cloud. Here Sarah is on the account record for that law firm, Albert and [Amazaga]. And right here where everybody who works with this account can see she is going to open the Chatter feed and she has got a brand new option here, an option she hasn’t had before to give thanks to her colleague right here in Chatter. So when she clicks on thanks in Chatter and she goes to select a badge she’s going to see the same library of options that she had in, including the brand new connector badge that she’s just created. And by selecting that badge, and targeting it to Jim and writing a brief personal note she is going to be able to share with Jim, with everybody who touches the account and with the entire organization the recognition for the help that he’s given her to help her achieve this goal. That’s an awesome example of peer-to-peer recognition right here in Chatter where she does her work. Now if we really want to gamble we can tell the next part of my story. Are we ready to cut to mobile? Shall we cut to mobile? We’ve got mobile, fantastic. Wherever Jim goes he can take this recognition with him. He’s got it all right here on his mobile device because when he pops up he gets notification that he’s received this recognition. It makes him feel good. It helps to keep him motivated wherever he goes. So that’s awesome and thank you very much magicians in the back of the room for helping to pull that off. Jager, thanks for your patience, buddy. Okay and thank you to all of you for surviving that, but we’re not done because sometimes when you’re a manager you want to do more, right? You want to tie a tangible reward to this kind of powerful social recognition. So let’s take a look at what that looks like for Mark. Mark is Sarah’s manager, right? He uses to keep up with the progress of his team, right? This is where he does his coaching. This is where he gives feedback. And as he looks at the feed in he cannot help but notice that Sarah’s killing it. She is crushing her goals. She is collaborating well with colleagues and he wants to make sure that she knows that this kind of work is appreciated at 1-800-Flowers. So when he goes to recognize Sarah and say thank you he’s going to see a set of options that weren’t available to Sarah. He’s going to see a set of badges with these numbers on them, numbers that [inaudible] tangible value in the form of Amazon gift cards. He’s going to select his favorite, which happens to be the cash blossom badge. This one is worth $100 in gift credit on And Mark loves to manage his reward program in, and why? Because unlike so many other services available for incentive programs, nobody takes a cut. 100% of the value that Mark put into Amazon gift cards goes directly to his employees in the form of incentives. That’s awesome because it helps him keep his team motivated and maximize his budget, but also gives him the opportunity to control the program in the way that he wants. You can see he sets this up so that this badge can only be given by Mark. This is his budget. This is his way of saying thank you to his team. And he’s keeping control of the program here. So that’s fantastic for Mark. He’s going to select this cash blossom reward. He’s going to target it right here to Sarah. He’s going to drop that right into her profile in, and in Chatter and everywhere she works and on her mobile device. She’s going to get that recognition, but of course she’s also going to get notified, going to get an email that tells her, hey you just received a new reward and a thank you from Mark. And she is going to click right through on that reward because she is eager. She’s excited because this is the kind of thing that gets her jazzed. And as she goes into she’s not only going to see this reward, but in her rewards tab she’s going to see all the rewards she’s received, the lifetime points that she’s built up. And she’s going to be able to click through by showing this code, click right through to to credit that $100 gift card right into her personal account.

And of course because she’s always managing her preferences and her wish list on Amazon, and because she’s totally fired up for the new ski season, and because she just got a set of Squad 7 skis out of the day one demo, she’s going to complement that right now with a brand new set of Rossignal ski boots for the upcoming ski season that’s she had her eye on for the last couple of months. What an incredible employee experience for Sarah, and how incredibly convenient for Mark to have this simple program that he can use to reward, and incentivize and motivate his employees. And what a bonus for Maureen and the management team at 1-800-Flowers that they’ve got one system where all these rewards can be administered in a simple fashion where it’s easy to keep track of what’s going on in the company, an amazing new capability from So thank you very much and thank you, Jager, and thank you to the demo team. I would — I’d like to recognize an incredible team of people who have worked together to make this happen. So thank you to the entire, and hearing team and the production organization and everybody at who’s worked to make this happen. But to make a little more sense of what we’ve just seen I’d like to invite on stage my good friend, Harrison Magun from Amazon, who will have a brief chat about what we’ve just seen. So Harrison runs the global gift card business at Amazon. Hey, Harrison. And tell us a little bit about the gift card part of it. People know about, but not so much maybe about the gift card business. Harrison Magun – – Head – Global Corporate Gift Card Business Sure. My esteemed team works with enterprise clients of all sizes, big and small around the world in areas like consumer promotions, market research, points redemption and of course employee recognition and rewards. Woodson Martin – – SVP of Products — Fantastic. And tell us about employer awards why do companies choose Amazon gift cards? Harrison Magun – – Head – Global Corporate Gift Card Business So what we hear from our clients is that employees like the selection on Amazon. They like the low prices and they like the fact that the gift cards and the website are both super convenient to use. From an employer perspective I think they like the fact that it’s really a reward that has an impact three times, right? And you saw this a little bit with the Rossignal ski boot demonstration. There’s one impact when the employee receives the card, right? They know what it’s worth. They identify with the Amazon brand. The second is when they redeem it for exactly what they were looking for. And the third, and we didn’t get to this point, but it’s really the most exciting part, it’s when you receive what you actually bought and you get to ski down the slopes on your new Squad 7 skis and ski boots. Woodson Martin – – SVP of Products — Awesome. Harrison Magun – – Head – Global Corporate Gift Card Business So it’s really it’s I think employers realize that you get a great return on investment when you incentivize employees this way.

Woodson Martin – – SVP of Products — Awesome. Harrison, I know we’re running tight on time. I totally appreciate your coming up for the chat. And thank you so much for your partners here — Harrison Magun – – Head – Global Corporate Gift Card Business Sure. Woodson Martin – – SVP of Products — — for helping make (inaudible) here. Harrison Magun – – Head – Global Corporate Gift Card Business Thank you, Woodson, a pleasure to be here. Woodson Martin – – SVP of Products — Okay. So we’ve talked a little bit. You’ve heard about align from John Wookey and the help of the guys from HubSpot. You’ve heard about motivate and now a little bit about that partnership from Harrison at Amazon. Now I’d like to introduce my colleague, Daniel Debow, to talk about perform. Thanks, Daniel. Daniel Debow – Rypple – Co-Founder Awesome job, woo, wow, look at that, keeping it real. Woo that was amazing, tap dancing with it. That’s fantastic. Okay well I am very excited to be here as well. This isn’t my ninth Dreamforce. This is my very first. And if you’re like me I think you can’t help be struck by the amazing energy in the room, by the collaboration from all the people who are here, all the ideas being exchanged, and frankly the amazing time that we’re all having at all these events. It’s great. Now you did hear about alignment, about how we’re thinking basic human behaviors of just setting some goals and coaching people, getting them feedback so they can improve. It’s crucial to the next generation workforce. And you’ve also seen from this amazing session just off from Woodson about motivation and how you can bring intrinsic and extrinsic motivation to people through social recognition, and through social awards and how it’s embedded right where people are doing their work. Okay that’s a lot of fun. It’s amazing. What about driving performance? How do we bring this together because I want to ask you a question before I go any further. How many of you love doing performance reviews? Don’t all jump at once. How many of you love it? No, I didn’t think so. Nobody loves this process. Nobody feels great about it. In fact we’ve done a lot of work with our clients and lots of external surveys. And you find that 80% of people detest this process. And it’s no wonder this is a, as John mentioned, a 50-year-old process that we’ve automated. And we somehow think magically it’s going to make it better, but it doesn’t because the whole world has changed, and also because these products and this process was frankly designed by HR and HR vendors for HR business purposes.

That’s why it feels like work on top of work. It’s not connected to what people are doing. It doesn’t feel fair or relevant and it’s certainly not easy. If you’re a sales organization you don’t want sales managers shutting down for a week to write essays about each other and fill out a check box. You want them selling. Well we realize that, and we recognize that. And that is why we created perform, a completely new way to think about performance and the performance appraisal process, or summary process, or review or whatever you want to call it. We wanted to make something that was both relevant, easy and fair, so relevant because it’s going to bring in all of the information, all of the context of all these micro transactions, all the feedback, all the coaching all into one place and make it simple, no more email scavenger hunts. We wanted to make it easy and fast. We didn’t want people to have to start from scratch and try and remember things. We wanted to make it simple. And finally, and really importantly, we wanted something that was fair, something that people felt is an actual and equitable representation of their work because the world does not work where a manager is omniscient and knows what everyone on their team is doing. You need to bring lots of perspectives and lots of different time points together to build an accurate performance process. And I want to also since this isn’t just about reviews, this is about how do you develop talent, how do you think about who is going to be promoted, how do you think about leadership and where people need training. That’s what perform is. And let’s, fingers crossed, let’s dive into the demo and see how that works. Okay, awesome, we’re back here with Mark. And as you heard Mark is an amazing manager at 1-800-Flowers. He cares about his people. And he knows there is a tremendous amount of value in doing coaching on a regular basis feedback, but also in a periodic performance summary, sitting down and saying okay how have we done over the past period of time. And like a great social application has notifications built right in. So it’s pop up there and he sees, hey, we’re doing a quarterly performance summary. And we’re in the performance summaries. Now if you’re like most people all of a sudden you’re like, wait a minute, this looks pretty familiar. You’re feeling that scary pit in your stomach. Uh-oh, [hold trades] this is a review, but wait. There’s another tab that says activity and feedback. Let’s click in there. And here’s the power of social. Here’s the power of on the Salesforce platform. Everything that someone has done, everything that Sarah has done is all aggregated in one simple place. And now it’s a simple matter to refresh memory, no more email scavenger hunt. Go through and look at what Sarah has done, what’s she accomplished, what do people say she has done that’s really great. What have you said she needs to work on, or what is the feedback you’ve gathered for all of those coaching sessions? And then it’s a simple matter to select a few and bring them right back into the performance summary. Oh my gosh, it’s already written. Of course it’s not that easy, but it’s pretty close to it. We are hearing from our clients that when they do a focal cycle or they do a review cycle it’s taking them half or less of the time to get this done. And that’s something that managers love. Now you’ll notice another thing about 1-800-Flowers. This is a very short form. Now that’s our advice. That’s best practice. We’ve learned that you don’t need 27 questions and 42 competencies to develop a good assessment of how someone is doing. This is really simple. It’s four things. What can they improve? What have they done well? How would you rate them with some qualitative content? And do you recommend for promotion? And I will pause and say despite the fact that this is incredibly simple it’s also incredibly powerful. It has all the workflow approval, authorization, and the ability to make a very long form if you like. You can have and run it in different ways. And we are finding that clients are using this not just for a quarterly or semiannual summary. They’re using it all the time for intern loops, for all sorts of feedback processes.

Anyhow, Mark’s in there and he’s gone through this summary. He’s created it and how he’s going to have to decide how did he rank her. He’s going to give her the grade [let tee], and also should he promote her. Well promotion is a tough conversation. You want to figure this out in the context of all sorts of other employees, and after talking, being social with other managers and with his partners in HR. So he’s going to leave that as a no for now. And we’re going to pop right back into the core applications. And now we’re going to go down to something called calibration. Now Mark’s a great manager, and all great managers understand that understanding talent isn’t just about a single person. It’s about looking across teams. It’s about collaborating and figuring out how is everyone doing. You heard at HubSpot you heard about how they were going through each team, what do people need to work on. Well these conversations become so much more powerful with this tool designed for this kind of screening, designed for a big screen. You sit around and look in one place that all the information about our talent. So Mark’s got together with Elaine, another manager who manages a similar size team. And they’re going to sit there with an HR VP and an HR business partner. And they’re going to look at how of their distributions of ranking work, again completely configurable. And they’re going to look through their talent and talk about them because at the end of the day that’s what this is about. It’s not about data. It’s about discussions, about people, real people. Okay so we’re going to look down here and we’re going to see that Jim has also greatly exceeded expectations, but he’s not up for a promotion. Now why? And normally this would be a spreadsheet exercise, an email search, but inside we can quickly click in and see, oh, he was just promoted last quarter. We’re not going to promote him right now. But after having that conversation and seeing how everyone does we know that Sarah is amazing. She’s greatly exceeded expectations and she should be promoted, so very simple one click, boom. She can get that promotion process kicked off because is on the Salesforce platform. It’s tied into You can build any sort of workflow process or authorization you want, and have you heard with our relationship with vendors like Workday you can tie this into those core systems. Now because Mark is a social manager he understands that the promotion isn’t just about the raise and pride at least about celebrating it. So he’s going to go into the application, sorry, he’s going to go into where he’s doing his work all day long. He’s going to go into Chatter. And you can see that he has given the promotion badge, something he’s created for himself to celebrate and shout out what people are doing. Now when we first came to Salesforce we saw that this behavior was happening in Chatter already. It didn’t have the capability to add a badge. It didn’t become part of people’s reputation, but one amazing thing that this is stuff that people are already doing on social platforms. And amplifies it and makes it part of a compliant performance process. Okay. Now before I leave if you’re like me you’re saying, wait a minute, but I’m a sales manager, or my team is using service clouds. We live in those applications. We don’t want to go somewhere else. One of the most amazing things we’ve done is add to Chatter, add to SalesCloud and to service clouds. And you can see that everything that you saw in the native application is now available inside of your native source Salesforce environment, tools, feedback, the coaching notes, how people are doing in performance and of course their rewards. And this is transformative because now these behaviors, coaching, recognition, motivation, driving performance, they aren’t work on top of work. They’re part of work. They’re part of how it gets done. And that’s incredibly powerful and incredibly exciting.

Okay. You’ve seen alignment. You’ve seen motivation. You’ve seen performance. And we’ve shown you our product and how we’re doing it. I want to talk next, got a slide, about the fact that this is part of the heritage of Work dot, of heritage of Salesforce, about partners and an ecosystem. Just as we had a strategy of making salespeople love our product and focusing on them, we focus on making employees love And just as we had a strategy of being partner friendly and building an ecosystem of partners who could fill in the blanks around our solution, and add value to customers and create innovation, we’ve done that with So you heard about Amazon. Yesterday you heard about Workday. We’ve got great partners like Jobscience for recruitment, [Orvana] for midmarket ACMs, or CyberU for e-learning or Blackboard for learning. There’s a ton of partners who are out there in the pavilion and I encourage you to see and they all becoming part of Now you also heard that this isn’t just about a product. This is about a cultural transformation. And we’ve been listed the best in the world, and we’re bringing on more everyday of people who can help this transformation happen at your firm, companies [Stability] or global partners like TWC and their people in change practice, organizations like Knowledge Infusion, the preeminent human capital management strategy firm are working with us, and Workday and [Perio] to deliver this vision to you. And you’re going to be really amazed when you hear Tony Robbins talk about his new company, Coaching in a Cloud. Now Tony Robbins has partnered with Baker Communications, an amazing sales training organization, to deliver these practices to your sales and service organization to figure out how you can drive up a quota attainment, how you can improve sales person retention by delivering basic behaviors of great sales managers right on the platform. Okay. Before we go I want to call John Wookey up one more time to tell you what’s next. How do you take action on what you’ve seen today. John Wookey – – EVP — Social Applications Well thanks. First I want to start by thanking our customers, our guests, our partners who actually were here with us today, Mike and Mark from HubSpot and Maureen from 1-800-Flowers, Harrison from Amazon. Thank you so much for being with us today. Thanks to the crew for keeping their endurance, and focus and confidence. By the way just to be clear the demo was always working fine. Literally it was just switching projection equipment. It was that technology which always seems to be the problem and whenever you have a meeting or a critical projector, not the actual software. So but this was a great start. Thanks to all of you for coming but there is a lot more going on. Everyone and 10.30 so in 20 minutes over in Marsconi West we actually have a Q&A session with the leadership team from Please come and pop quiz us. Ask any questions you have. Our customers will be there, people who are using the product, so please use the time to come and ask anything you’d like about Q&A. Come see us in the campgrounds. All of the team is there. They can give demos, give you hands-on experience, give you insight in terms of how people use the product. There are a number of great sessions here. I encourage all of you to go them. In fact starting today at 12 o’clock we actually have drilldown sessions on align, motivate and perform that are happening at the Pacific Hotel Pacific Heights room. And there are some great customer sessions in this afternoon. LivingSocial is doing one. Mozilla is doing one. I encourage you to go. It is great to hear from customers who are really using the product. Thank you so much for coming. It’s been a great session. I appreciate all your time and attention. Have a great Dreamforce. 

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