Newspaper 2.0 Innovation to Drive Change Track: Industry

1
Newspaper 2.0 Innovation to Drive Change
Track Industry Focus Media

• Tom Helling, The New York Times
• Gary Thor n, Freedom Communications, Inc.
• Matt Evans, Tribune Media Services

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
Landscape of Newspaper Industry

• In a challenging sales environment newspapers
  need sales productivity, efficiency, transparency
  and innovation
• Sales Productivity - provide new tools to make
  reps better at what they do, including lead
  management and optimization, and team selling
  across departmental and property lines.
• Efficiency - reduce administrative time spent
  creating reports, and searching through disparate
  systems
• Transparency - give management visibility to
  performance to budget as well as tools for
  effective coaching.
• Innovation and Collaboration- across
  publications, and channels

4
The New York Times
Tom Helling VP, Ad Operations
5
The New York Times
The New York Times Company (NYSE NYT), a leading
media company with 2007 revenues of 3.2 billion,
includes The New York Times, the International
Herald Tribune, The Boston Globe, 16 other daily
newspapers, WQXR-FM and more than 50 Web sites,
including NYTimes.com, Boston.com and About.com.
The Company's core purpose is to enhance society
by creating, collecting and distributing
high-quality news, information and entertainment.

• INDUSTRY Media
• EMPLOYEES 10,500
• GEOGRAPHY Global
• NUMBER OF USERS 400
• PRODUCTS USED SFA, APP Exchange Mobile (AXM),
  Connect for Outlook, Clicktools (surveys),
  Bluewolf DRE and ESI applications, Hoovers,
  Crystal Reports, Demand Tools

6
Managing change at The New York Times

• In 2005, The New York Times Media Group was
  established.
• The NYTMG combined the selling efforts of The New
  York Times newspaper with the NYTimes.com
  organization, the International Herald Tribune,
  and WQXR.
• We needed to develop a more integrated approach
  in terms of selling and communicating across
  divisions and business units.

7
Managing change at The New York Times

• Integration of print and digital sales and
  support
• Organizational restructuring to increase customer
  focus
• Salesforce CRM is introduced
• Organizational Development and Cross-Training
  efforts initiated
• Introduction of Sales and Coaching Effectiveness
  training
• Deploy Salesforce CRM globally with The
  International Herald Tribune (IHT)

Introduction of Salesforce CRM Training to the
IHT staff
Introduction Of Salesforce CRM training to The
New York Times' Print Digital Sales Force
Introduction of Sales Effectiveness and Coaching
Training
Integrate Print and Digital Sales and Operations
at The New York Times Restructure Advertising
Sales
Organizational Development and Cross-Training
Sales Effectiveness Coaching Effectiveness Cont
inuous Improvement
8
Managing change at The New York Times

• Salesforce CRM has served as a critical component
  in our efforts to enable, communicate and manage
  this change.
• Three examples
• Dashboards
• Leads
• Surveys

9
The New York Times

• Incorporate Salesforce CRM data with real time
  actuals and goal attainment in a dashboard tool
  where Account Managers check their progress
  against objectives. The dashboard allows Managers
  increased visibility into this data as well,
  enabling more effective coaching and support.

actuals
pipeline
Measurement of performance against goal and
monthly comps
Salesforce CRM contributes pipeline data, win
rate, and sales activity metrics.
10
The New York Times We have scaled up our use of
leads within our outbound sales call center
operation.

• Leads are identified, vetted, and generated on a
  centralized basis.

Tasks are generated to push the lead out to the
appropriate telesales person.
Tasks assigned to each telesales person are
listed on their home page for immediate action.
11
The New York Times

• We have initiated use of surveys (Clicktools) in
  benchmarking customer service and support
  efforts, and will continue to track these
  measures over time.

Customer service Benchmark ad portal user
group Benchmark new products and services Net
promoter score values
12
What The New York Times has learned

• In terms of introducing Salesforce CRM to our
  sales organization
• Make the sales process (stages) as short and
  intuitive as possible.
• Learn when to add mandatory data entry and when
  you should not. We added specific fields for
  dashboard information, but decided fields for
  detailed call reports would not be part of the
  system.
• Focus on targeted education efforts to keep data
  clean. For example open opportunities with no
  activity after four months, and rate approvals
  not completed in a specific format and workflow.
• Perform periodic data cleansing to normalize and
  de-duplicate data.
• Provide continuous educational clinics for staff,
  especially for those in our national sales
  offices.
• Use individual and mass email, which has proved
  to be far more popular than anticipated. The
  staff loves having everything in one place.
• Alert staff using email alerts. These are not
  only popular with sales people, managers like
  them as well, and they generate discussion at the
  highest levels of the sales organization.

13
Gary Thorn Director, Salesforce Automation
14
Freedom Communications, Inc.
Freedom Communications, headquartered in Irvine,
Calif., is a national privately owned media
information company with print publications,
broadcast television stations and interactive
businesses. The companys portfolio includes 33
daily, 77 weekly newspapers and 5 broadcast
television Stations. Freedom is the 14th largest
media company in the U.S.
Company Logo Here

• INDUSTRY Print Media Publications
• EMPLOYEES 7,000
• GEOGRAPHY U.S.
• USERS 553
• PRODUCT(S) USED Salesforce CRM SFA, Connect for
  Outlook, Connect for Office, Crystal Reports,
  1192 Custom Reports, 63 Dashboards, 693 Mass
  Emails in last 30 days, 167 custom fields.

15
Collaboration with Salesforce CRM IDEAS

• Challenge With all Freedom Properties all over
  the US, there is no way to effectively share or
  collaborate on corporate initiatives or local
  revenue generating ideas.
• Solution IDEAS as a Suggestion Box
• Users Post ideas on IDEAS tab with subjects
  ranging from Salesforce suggestions to revenue
  ideas. (Example Pet Obits and Front Page
  Advertising)
• Currently have 36 Ideas in Internal ideas
  posted.

16
Collaboration with Salesforce CRM IDEAS

• Solution Using IDEAS for 3rd Qtr Freedom
  Challenge
• Shared revenue ideas across all papers. Approx
  40 newspapers participated with a goal of 10
  Million over budget.
• Posted Ideas so each newspaper can view revenue
  ideas from all other newspapers.
• Currently 27 Ideas posted.

17
Interactive View of Everything using Salesforce
CRM

• Challenge For Interactive Sales Teams Who can
  I call on? Is it worth it?
• Solution Use one platform (Salesforce CRM) as
  opposed to over 40 AR systems for all Interactive
  Reps (Hunters) to use to view all customer
  information.
• Solution Our Interactive Hunters use Salesforce
  to qualify prospects.
• Using Ad Dollars (Advertising Budget) obtained
  from INFOUSA and Ad age, we determine ad budget.
• If no activity from our print sales teams,
  Interactive Hunters may call on any account with
  no activity in the last 3 months.
• We use the slogan If it isnt in Salesforce,
  it didnt happen. If reps dont log calls or
  utilize email tasks or create events, they risk
  losing their customer to our Interactive Hunter
  teams.

18
The Future is Now!

• Benefits Lessons Learned for us
• Centralizing View allows reps and managers to
  view all data company wide. (This drives reports,
  dashboards, etc.)
• Collaboration drives additional revenue thru
  IDEAS in Salesforce CRM.
• Recording information in Salesforce CRM has
  driven our interactive reps to look there first
  before calling on prospects.
• If it isnt in Salesforce, It didnt happen!

19
Matt Evans Business Systems Analyst
Salesforce.com
20
All About Tribune Media Services (TMS)

• TMS creates, aggregates and distributes news,
  information and entertainment content to users of
  print, online and on-screen media. We facilitate
  an on-going relationship for our media clients
  and their audiences. With TMS content readers
  read more, viewers view more, and visitors visit
  more.

• INDUSTRY Media
• EMPLOYEES610
• GEOGRAPHY Global
• USERS 263
• PRODUCT(S) USED Salesforce CRM SFA, Service
  Support, Ideas, Marketing, 27 Custom Objects, 3
  downloaded AppExchange applications

21
The Challenge

• Separate and Disparate Systems handling
• Sales
• Billing
• Service Support
• Delivery
• Etc.
• Manual-Intensive Processes delay Permissioning of
  Content to Customers (7-10 days)
• Disconnected Reporting on Who, What, How and How
  Much of Customers and Products

22
The Process

• Think about WHAT we want the end result to be and
  not HOW we want it to be
• With Senior Management in the room map out
  processes from start to finish, identifying all
  individuals and systems
• Require end user involvement with process early
  on
• Once the WHAT is determined, scoped and
  documented, identify resources to help with the
  HOW
• DO THE WORK

23
Many Applications Databases
Central Repository of All Customer Information
Billing
Customer Service
Sales Order Entry
Other Delivery
Royalties
Content Management
Website Delivery
Marketing
Price Overrides
Product Permissions
Product Restrictions
Invoices
24
Demonstration
25
Internal Benefits (Enthusiastic Reps)

• Single Repository for all Products, Access and
  Usage
• Improved internal access to customer information
• Established better controls
• Identified revenue growth opportunities
• Improved Timeliness and Accuracy of Permissioning
• Improved Communication
• Disseminated Information
• Retired Legacy Systems

26
External Benefits (Happy Customers)

• Immediate Product Permissioning (15 seconds)
• Instant Trials
• Accurate Content Delivery
• Reduced Time to Market
• Improved Customer Service
• Enhanced Billing Processes

27
Key Take-Aways

• Policies Procedures reviewed and adjusted
  BEFORE technology solved the problems
• Full Senior Management participation and backing
  during initial process mapping and requirements
  taking
• Well defined scope maintained throughout
• Considered multiple technology alternatives
• Identified manual processes that can be automated

28
QUESTION ANSWER SESSION
Tom Helling
VP Advertising Operations
Gary Thorn
Director of Salesforce Automation
Matt Evans
Business Systems Analyst
29
Session FeedbackLet us know how were doing and
enter to win an iPod nano!

• Please score the session from 5 to 1
  (5excellent,1needs improvement) in the
  following categories
• Overall rating of the session
• Quality of content
• Strength of presentation delivery
• Relevance of the session to your organization

Additionally, please fill in the name of each
speaker score them on overall delivery.
We strive to improve, thank you for filling out
our survey.