1.
Streamline operations
across the entire service
chain
Dr Howard Lightfoot – Cranfield University
Lo Hintzen - Salesforce

2.
Forward-Looking Statements
Statement under the Private Securities Litigation Reform Act of 1995:
This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties
materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results
expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be
deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other
financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any
statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services.
The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new
functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our
operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any
litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we operate, our
relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our
service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to
larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is
included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent
fiscal quarter. These documents and others containing important disclosures are available on the SEC Filings section of the Investor
Information section of our Web site.
Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently
available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based
upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-
looking statements.

3.
www.cranfield.ac.uk
Servitization
and
Technology Enabled Service Delivery
DrHowardLightfoot
21st March2017

4.
Operations Excellence Institute
A Changing Manufacturing Landscape

5.
Operations Excellence Institute
In Depth Case Studies
4 yrs
Knowledge from previous studies
Understand leading practices and technologies
Surveyof400UK
companies Knowledge from previous studies

6.
Operations Excellence Institute
Servitization Explained

7.
Operations Excellence Institute
Competitive Strategy
Customer Intimacy:.
Combining detailed
customer knowledge with
operational flexibility. You
are creating the best
total solution for the
customer
Product
Leadership:
you sell the best
product on the
market
Operational Excellence: you have your
processes so under control that you
deliver best total cost to your customers
Adapted from Treacy & Wiersema, 1997
Threshold
performance –
Industry Standard

8.
Operations Excellence Institute
Traditional Product Purchase
Cash
Technology
Service
Use
Monitor
Cash
Consumables
Selection & disposal

9.
Operations Excellence Institute
Purchase of Capability / Outcome
Use
Cash
Disposal
Cash
Technology
Service
Monitor
Consumables

10.
Operations Excellence Institute
..an emerging picture of the Servitized World
Contract
Product
Monitoring
Servicing
Disposal
Touch points
Partners
The ProductProductinUse
OEM
Spares
Services
To
OEM
To
spares &
services
Spares
Services
Manufacturer Suppliers

11.
Operations Excellence Institute
Service Types
Advanced services
Pay Per Use
Fleet Management Availability
contract
Integrated
solution
Intermediate services
Repair
Training
Condition
monitoring
Help Desk
Field
service
Overhaul
Equipment Spares
Base services
Increasing
~ Responsibility and risk adoption
~ Customer revenue and lock-in
~ Servitization of OEM
~ Sophistication of PCS

12.
Operations Excellence Institute
Enabling Technology
Transducers
Data storage
Fault code
generation
Fault code
recording
Continuously
sense critical
systems and
subsystems of
asset
Base data
Fault code data
Satellite, cell
phone, GPRS,
radio, Internet
Hard
and soft
storage
system
State
and
trend
analysis
Get more data
Make
contingencies
Repair/ replace
Inform customer
Modify design
Periodically
communicate
with home
Compile
historical
records
Diagnose and
predict
behaviour
Determine
appropriate
interventions
Technology systems focused on informing and
advancing actions on maintenance, repair and use
Monitor Transmit Store Analyse Respond

13.
Operations Excellence Institute
Now let’s look at some
Industrial Case
Studies

14.
Operations Excellence Institute
Business Examples
• Rolls-Royce TotalCare®
• ‘Power by the Hour’.........
• Airline operators pay per flown hour
• Long term contracts with pre-defined
patterns of operation
• “piece of mind”
Rolls-Royce (Civil Aerospace)

15.
Operations Excellence Institute
Business Examples
Alstom Transport
West Coast Main Line
• 47 of 52 Pendolino Class 390
EMU trains available
everyday’
• 1000 miles per day per train
with narrow daily window for
maintenance / repair
• Fundamental KPI - Lost
Passenger Hours
Northern Line (London
Underground)
• 91 underground trains with 3
Spare trains available everyday’
• Mean distance between failure
14000Km / train
• Fundamental KPI - Lost
Passenger Hours

16.
Operations Excellence Institute
Business Examples
Xerox (Document Outsourcing)
• Document services optimising client print
infrastructure
• Life cycle management – people, technology, service
operations
• Reducing the total cost of ownership
XEROX

17.
Operations Excellence Institute
Not just high value capital equipment !

18.
Operations Excellence Institute
Industry Boundaries

19.
Operations Excellence Institute
The Internet of Things - IoT
 The Internet of Things is still in early stages of adoption
 IoT enables real time data collection from assets in the field
 More objects are becoming embedded with sensors and gaining the ability to
communicate
 The resulting information networks promise to create new business models
 It is no longer the industrially manufactured product that is the focus, but rather the
service that users access through that device

20.
Operations Excellence Institute
SMART CONNECTED PRODUCTSSmart Connected Products

21.
Operations Excellence Institute
What are they?
A ’Smart’ product comprises:
 Physical components: the product is composed of mechanical,
electrical, and other material components.
 Smart components: comprising microprocessors, sensors ,
software, controls and data storage with an embedded operating
system and user interfaces.
 Connectivity : via ports, antennae, and protocols enabling wired /
wireless connections allowing data to be exchanged with the
product. The connectivity may be point to point, hub and spoke or
as part of a network of products
What Are They

22.
Operations Excellence Institute
What can they do?
The connectivity and intelligence of smart connected
products enable new functions and capabilities, which are
generally grouped into the following four categories:
 Monitoring of a product’s operating characteristics,
condition and history and its external environment
 Remote Control using remote commands or algorithms
that can be embedded in the product or in the ‘product
cloud’
 Monitoring product data combined with the ability to
remotely control the product and provide Optimization
capability in terms of output, utilisation and efficiency
 The previous functions can be combine to provide the
product with hereto unattainable levels of Autonomy
What can they do

23.
Operations Excellence Institute
 Tesla Motors Automobiles – a smart product with an intelligent maintenance
system that periodically monitors itself.
 Philips Lightning Hue Light Bulbs and Bridge – provides users with a connected
device for home automation..
 Joy Global’s Longwall Mining System – able to operate autonomously
far underground, overseen by a mine control centre on the surface.
 Medtronic’s Continuous Glucose Monitoring (CGM) – a smart device with
wearable technology
 Babolat’s Play Pure Drive Racquet System – a smart product that looks like a
regular racket
Some Other Examples other examples

24.
Operations Excellence Institute
New Technology Infrastructure Infrastructure
PRODUCT
EXTERNAL
INFORMATION
SYSTEMS
BUSINESS
SYSTEMS
INTEGRATIOM
CONNECTIVITY
IDENTITY
SECURITY
PRODUCT
CLOUD
Applications Rules / Analytics
Applications Platform Product Data Base

25.
Operations Excellence Institute
Industry Boundaries
+
+
+
Product Smart Product Smart Connected Product
Product
System
Industry Boundaries

26.
Streamline Operations Across the Entire Service Chain
lhintzen@salesforce.com
Salesforce for Service
Lo Hintzen
Head of Service Cloud

27.
Together, We’re Building a Path Forward
2009 • 2010 • 2011
2012 • 2013 • 2014
2015 • 2016 • 2017
September
2016
2011 • 2012 • 2013
2014 • 2015 • 2016
The world’s most
innovative companies
in GDP impact
by 2020
$389B
$8.39B FY17 revenue
25K employees
“Innovator of
the Decade”
IDC White Paper, sponsored by Salesforce,
"The Salesforce Economy," August 2016
2M jobs created
by 2020

28.
IoT
AI
Social
Mobile
Cloud
LAN/WAN
Client
Server
SNA
Mainframe
Terminal
The Age of the Customer
Everything and everyone
is connected
MillionsThousands Billions
connected things of customer interactions
Trillions

29.
Todays Customer Profile
 Social
 Mobile
 Connected
 High expectations – service experience: EFFORTLESS

30.
IoT and Servitization
Customer Behavior and Demand, drives use of new Channels and Business Models :
1. Include new channels
2. Move from product to service

31.
IoT – A new channel for your service business
Service delivery :
• No longer only performed by people
• Inclusion of Bots - pre scripted questions – gain basic
understanding before passing to human
• Machine2Machine – collecting data that triggers actions in the
service organisation: case creation – technician tickets

32.
Proactive
serviceResponsive PersonalizedDigital
Smart-
enabled
Customer-
CentricProduct-Centric
Focused on driving internal
operational efficiency
Gap Between Companies and their Customers’ Expectations
Expect high levels of
personalized service
Servitization can close the gap….

33.
Salesforce Customer Success Platform
Sales ServiceMarketing AnalyticsCommunity Apps Commerce IoT Quip
force.com
Heroku
Component
Exchange
Data Management
Platform
CRM Data
IoT & Social
Data
Platform
AppExchange
high-performing IT
teams are more focused
on innovation
2.3X
• Secure, multi-tenant cloud
platform with AI built right in
• 99.98% FY18 availability
• 9 global data centers
• 3 major, automatic & seamless
updates per year

34.
Salesforce for Service
The world’s #1 intelligent customer service platform
Personalized
Personalize every service
conversation
Make agents, managers & mobile
workers more productive
Use Intelligence & AI to make agents
smarter & customers happier
Productive
Predictive Connected
Connect on one intelligent
platform

35.
An agile layer of engagement
Delivering rapid time to value and strong ROI
Extend the capability of existing Systems of
Record
Intelligent processing filter incoming data
with rules and then develop insights that
drive better decisions
Overcome Silos that get in the way of
delivering the desired Customer Experience
Faster Path to help you achieve targeted
improvements & keep up with pace of
change in customer & industry expectation
Systems of Record
Optimized for Transaction Processing
System of Engagement / Agility Layer
Integrated
Console
Mobility
IoT
Connected
Applications
Omnichannel
Customer
Experience
Core
Operations
Workflow
Acceleration
Faster
Time to
Value
SAPMicrosoft
Dealer
ApplicationsLegacy HRIBM IFS
Legacy CRM
Oracle
Not only does Salesforce seamlessly integrate 3rd party systems systems…it
also creates an all-encompassing social layer of agility and engagement to
power your applications
Customer Examples
Transactionsperday
4.3B+
TransactionsviaAPI
50%
FasterDeployment
47%

36.
Transform connected products into engaging experiences
Engage through
customer journeys
Automatic
Reorders
Alert Service reps of
immediate issues
Integrate External Data
Sources
Connect to
custom processes
CRM Added
Services
Enable partners with
communities
Build Connected
Apps
Embed Intelligence to
identify patterns
Create business value by wrapping connected devices with engagement services

37.
Our Customer Trailblazers are Redefining
Customer Success
+35%
Customer
Satisfaction
+28%
Agent
Productivity
+31%
Faster Case
Resolution22%
Cost
Savings
Source: Salesforce Customer Relationship Survey conducted 2014-2016 among 10,500+ customers randomly selected. Response sizes per question vary.

38.
Thank Y u