How to Pass Salesforce Sales Representative Certification Exam
1. About the Salesforce Sales Representative Certification Exam
 | Salesforce Certified Sales Representative candidates exemplify sales excellence using a customer-centric methodology. The Salesforce Certified Sales Representative develops trusted relationships with their customers, ensures deal success by aligning with entire account teams, executive sponsors, and stakeholders, and takes full ownership of the sales process by planning, managing, and analyzing their business. |
 | Content | 60 multiple-choice questions and up to 5 non-scored questions |
 | Time allotted | 105 minutes |
 | Passing score | 70% (42 out of 60 questions) |
 | Exam Fee | USD 200 plus applicable taxes |
 | Retake Fee | USD 100 plus applicable taxes |
 | Prerequisite | None |
For an up-to-date information about this exam please refer the exam guide.
2. Salesforce Sales Representative Certification Exam Outline
2.1 Planning: 21%
- Describe the elements of territory planning.
- Create an approach to engage key accounts.
- Calculate sales quota attainability based on account, territory, and prospect insights.
- Develop business relationships and build partnerships with key roles and personas.
2.2 Customer Engagement: 15%
- Demonstrate thought leadership and build credibility to shift the customer’s thinking.
- Leverage multiple touchpoints to build prospect interest and align on why a solution meets their needs.
- Nurture relationships and drive product adoption to maximize value for the customer.
2.3 Deal Management: 37%
- Identify how to qualify a prospect and when to move to the next stage of the sales process.
- Determine customer’s business strategies, goals, initiatives, and challenges to define the scope of the solution.
- Develop and present the value proposition of a solution based on customer needs.
- Identify and remove all challenges to finalize the deal.
- Gain customer commitment and close formal contract.
2.4 Pipeline Management: 12%
- Identify and generate new pipeline.
- Analyze pipeline health insights ensuring data integrity to improve customer relevance.
- Explain pipe progression and stage velocity.
2.5 Forecasting: 6%
- Assess forecast accuracy to drive opportunity consistency.
- Measure the risks and opportunities associated with a business deal.
- Explain key inputs that drive the forecasting process.
2.6 Customer Success: 9%
- Identify the actions needed to book and fulfill orders.
- Identify the post-sales customer journey.
- Assess customer realized and expected value.
3. Salesforce Sales Representative Certification Exam Guide
4. Salesforce Sales Representative Certification Exam Trailmix
5. Salesforce Sales Representative Certification Exam Practice Questions
6. Important Topics for Salesforce Sales Representative Certification Exam
6.1 Planning: 21% (13 Questions)
- Pipeline is a comprehensive view of a rep’s open opportunities, no matter what stage they’re in. It includes everything from the newest prospect to that opportunity with a pen in hand, ready to sign.
- Forecast is a subset of the pipeline and includes just those deals expected to close in a certain period, like this quarter, for example.
- Best practices that can help your sales teams make smarter decisions
- Define Your Sales Process: Define these steps from start to finish, then communicate them to your entire sales team.
- Inspect the Forecast Constantly: Review your forecast data often, including on dedicated calls with your sales team
- Track Your Forecast in Salesforce: Your data is updated in real time, anytime a rep makes a change.
- Sales Path is used to guide Sales Reps through the sales cycle automatically.
- Managing key accounts allows brands to:
- Design smarter territories that positively impact sales performance and revenue growth.
- Unlock account collaboration to increase productivity with shared tools.
- Engage in joint business planning, integrating channel planning and budgeting.
- Optimize trade promotions to achieve a 360-degree view of spend and return on investment (ROI).
- Forecast customer demand to gain complete commercial visibility and drive transparency and profitability within accounts.
- Key Performance Indicators (KPIs)
- Growth: Nurture growth on metrics such as sales volume, revenue, and margins. Metrics can be based on a region, account, or product category mix.
- Revenue: Reach a sales volume figure in your accounts. In cases where there’s a universal unit of measure across multiple categories, revenue can also be measured by volume.
- Margin: Deliver the growth and revenue targets in accordance with a certain margin goal.
- Trade Spend: Trade spend budgets are fixed or derived from a live rate percentage of revenue available to reach targets for the year to date.
- Activity measures are KPIs that focus on the actions sales people do daily, weekly, monthly, that help drive relationship building and connecting with new customers. Activity measures are designed to lead sales people to achieve outcome measures.
- Outcome measures focus on the end result of these actions, and are usually tied closer to money.
- Common incentives that may be found in an incentives package:
- Cash Incentives or Commission
- Material or Cash-Related Goods
- Social Recognition
- The Dale Carnegie Sales Model
- Step 1: Connect – Show that you care about the customer and their needs.
- Step 2: Collaborate – Uncover true needs, wants, goals, and desires.
- Step 3: Create – Work with your customer to find a solution that meets their needs and goals.
- Step 4: Confirm – Confirm with the customer that the presented solution will be effective.
- Step 5: Commit – Your customers commit to the purchase, and you commit to following up and continuing a relationship with them.
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- Relationship selling focuses on:
- Long-term results.
- Building trust.
- Offering insights.
- Creating value for the customer.
- Transactional selling focuses on:
- Short-sighted, one-off deals
- Making a sale
- Product
- Price
- When telling the story, include the following elements:
- Incident: Describe the customer’s situation before implementing your solution.
- Action: What the customer did to solve the problem (using your solution).
- Benefit: Describe how your solution solved the problem and the value received by the customer.
- Client Credibility Statement is made of three steps:
- Make a connection: This is when you either begin the conversation or casually steer the conversation toward a challenge or opportunity that your customer is facing.
- Strike a nerve: Get their attention by relating directly to their wants and needs, or cite an industry-related challenge that you know you can solve—but do not try to sell it just yet!
- Tell a story: This is your chance to build trust by describing how a similar client has benefitted.
- Clarifying Questions
- In what regard?
- How so?
- Tell me more…
- How do you mean?
- Oh?
- Tell me why…
- That word has so many different meanings. What does it mean to you?
- Confirming Questions which can usually end with, “Is that right?”
- What I’m hearing you say is…
- Let me test my understanding…
- It sounds like…
- It seems to me…
- As I understand it, you…
- Questioning Model helps you draw out the needs of the customer by focusing on As Is, Should Be, Change, and Payout questions.
- The Summary Statement should:
- Begin with the statement, “Based on what you’ve told me…”
- Be a quick, simple statement.
- Make a specific recommendation.
- Reference the customer’s Should Be and Payout that you uncovered through the questioning process.
- Use a confident tone and powerful words.
- Demonstrate the value of what you’re offering using Fact, Benefit, Application:
- Facts are specific, true, provable statements. Some facts will be accepted without hesitation and some may require proof.
- Benefits are brief, clear descriptions of how any customer could use and enjoy the solution. The benefit should be directly related to the fact previously stated.
- Applications clarify how your specific customer will apply and benefit from the solution. This resonates strongly with the customer because it comes more personal.
- Dale Carnegie’s principles to help you listen effectively.
- Maintain eye contact with the person talking.
- Be sensitive to what is not being said. Observe body language for incongruent messages.
- Practice patience. Do not interrupt, finish the speaker’s sentence, or change the subject.
- Listen empathetically and listen to understand. Act as if there will be a quiz at the end.
- Clarify any uncertainties after the person has spoken. Make sure you understand what was said by rephrasing what you heard.
- Don’t jump to conclusions or make assumptions. Keep an open and accepting attitude.
- Practice empathetic listening. Remove all distractions.
- Turn off your mind and “be with” the speaker. Try to see things from their perspective.
- Levels of Listening:
- Empathetic – also involves listening with your eyes.
- Attentive
- Selective
- Pretend
- Ignore
- Dale Carnegie tactics to address objections:
| Tactic | Description |
|---|---|
| Cushion | A response that shows you listened to the concern and recognize its importance. It does not agree, disagree, or answer the objection. It acknowledges the emotion that was conveyed. |
| Clarify | Ask a nonthreatening question to clarify the objection. |
| Cross-Check | Confirm that the specific hesitation is the only factor preventing the commitment. |
| Reply | Deny, admit, or reverse the hesitation. Provide an explanation. – Deny: Deny falsehoods or misinformation. – Admit: Admit current or past problems. – Reverse: Turn objections into reasons for buying. |
| Trial Commitment | Ask a question to determine if the objection has been resolved. |
- Method to gain the customer’s commitment:
- Direct Question Method
- Alternate Choice Method
- Minor Point Method
- Next-Step Method
- Opportunity Method
- Weighing Method
- Dale Carnegie methods to develop continued business in order of effectiveness:
- Referrals
- Social media
- Cold calling
- Door-to-door
- Seminars
- Mass emails
- Networking events
- Customer Continuum
- Hostile
- Resistant
- Discontent
- Ambivalent
- Favorable
- Supportive
- Champion
- Champions are people who are loyal to you and your solution. They are likely to refer others to you. The best champions are articulate, dynamic, and well-respected within their organization.
- Dig Deeper into Relationship Selling
6.2 Customer Engagement: 15% (9 Questions)
- You can take control and redirect the customer conversation by using the OFNR questions:
- Observation: What is the conflict? What stake is at jeopardy?
- Feeling: How did or do they feel about the focus of the conversation?
- Need: What does the customer need?
- Request: What is it they are asking?
- Best practices further steer the conversation in a productive direction:
- Manage emotions: Focus on the customer and their body language, and not your personal feelings or emotions
- Give acknowledgement: Allow the customer to talk, practice active listening, and paraphrase with empathy.
- Be transparent: If you misstep, take responsibility. Stick to the facts, and avoid power struggles over who is “right.”
- Be solution-focused: Provide the right recommendation—one that helps move the customer toward success, is delivered at the right time, and is formulated with the customer’s help.
- Adopt a mindset of inquiry: After you’ve acknowledged the customer and taken the necessary responsibility, it’s time to ask questions, so you can get a clear view of the issue.
- When our brain receives information, it sends it to two main components—the prefrontal cortex and the amygdala.
- The prefrontal cortex helps us make choices. It keeps us calm, rational, and logical.
- The amygdala can also impede your hippocampus from getting the full story during states of heightened emotion.
- Tips for preparing for and conducting a difficult conversation
- Focus on breathing before the meeting.
- Stand in a power pose before the meeting begins.
- Listen to a song or playlist before the meeting to calm your brain and get out of your emotional headspace.
- Write down the facts for the meeting and create an outline with the key items you have to hit during the meeting. This keeps you on track.
- Practice your message in the car, shower, or with your manager. This helps you sort through your thoughts, hear yourself, and anticipate the customer’s reaction.
- Inform your manager about the meeting and what is at stake. Keeping your manager in the loop always ensures that you won’t have to defend yourself later if a customer further elevates the issue.
- Bring a notepad and paper instead of your computer. Computers can block eye contact and physical space.
- Make eye contact. When the eye can’t see something or someone fully, it can be processed as suspicious.
- Set the expectation. You may be aware that this conversation isn’t going to occur in one instance. It’s OK to set the expectation up front by giving a hard out for yourself.
- Go-to questions to keep your customer conversation going in the right direction.
- Can you tell me more about this situation?
- What’s working well in this situation?
- Can you help me understand what changed?
- How can I help you get you to your goal?
- What’s the biggest obstacle in reaching your goal?
- What does my team need to do to improve this situation/partnership/feature/integration?
- How can I help you make this change?
- Who has eyes on the data to measure value and success?
- What measurements are you taking or monitoring?
- What was your expectation?
- Why? Why did this happen?
- The art of problem solving:
- Make Recommendations: Finding the right solution(s) that work best for the customer right now
- Be Transparent: If you don’t have the answer, tell them that
- Focus on Solutions: Means putting aside your own agenda.
- Follow Up: With the customer’s progress.
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- Design thinking is a creative problem-solving process used to find novel solutions.
- Desirability perspective focuses on who the user is, what they care about, and why.
- Feasibility perspective focused on technologies and tools they can use to address a need or opportunity
- Viability perspective focused on a given business strategy of a financial target
- Cold calling is the solicitation of business from potential customers who have had no prior contact with the salesperson conducting the call.
- Tips to make cold calling easier:
- Explain your value proposition
- Draft your questions
- Approach your prospect as a person, not a sales target
- Four stages in the buying process:
- Attention: The customer is aware of the product.
- Interest: The customer demonstrates a desire to learn more about the product.
- Desire: The customer chooses to purchase the product.
- Action: The customer makes the purchase.
- Customer Satisfaction Survey (CSAT) – A survey asks customers to rate their satisfaction directly on a scale. It can be used to provide direct feedback on an ongoing process.
- Customer Engagement Score (CES) – A survey asks how much ease the customer feels while interacting with your business. It is the best measure of customer loyalty.
- Net Promoter Score (NPS) – Measures the extent to which customers would proactively refer the company to someone else. It is a reflection of customer loyalty and retention.
6.3 Deal Management: 37% (22 Questions)
- Strategic Prospecting
- BANT framework: Sales teams will make the call based on the lead’s budget, authority, need and timing.
- Budget: Leads always have a budget. It just might not be allocated to whatever the rep is selling.
- Authority: Sales reps may move away from leads that seem too junior,
- Need: Think of “need” as a spectrum within an individual sales lead.
- Timing: Nobody likes a long sales cycle, particularly those doing the selling.
- The Better Way For Sales Teams To Approach The BANT Framework
- Sales process is a series of steps that move a sales rep from product and market research through the sales close—and beyond.
- Stages of a successful steps sales process:
- Stage 1: Research
- Build Product Knowledge
- Research Your Ideal Prospect
- Stage 2: Prospecting
- Begin Prospecting and Lead Generation
- Qualify Prospects
- Analyze a Customer’s Needs
- Stage 3: Sales Call and Close
- Lead a Sales Call
- Follow Up and Close the Deal
- Stage 4: Relationship Building
- Nurture the Relationship and Upsell
- Stage 1: Research
- Common mistakes to avoid in the sales process:
- Don’t Go in Unprepared
- Don’t Skip the Discovery Call
- Don’t Make a Sales Pitch Before Qualifying a Lead
- Don’t Highlight Product Features, Highlight Value
- Don’t Be Unempathetic
- Don’t Talk Too Much
- Don’t Be Unprepared for Objections
- Don’t Make Sales Calls Too Long
- Don’t Wait Too Long to Follow Up
- Different types of sales methodologies:
- Challenger Selling: Challenger-focused sales reps are all about pulling prospects into their world, instead of the other way around.
- Trigger or Signal-Based Selling: This more recent methodology looks for signs of customer need in data trends, then addresses this need with product or service solutions.
- Value-Based Selling: Leans heavily on value-first engagement and a customer-centric sales approach.
- 360-Degree Selling: This holistic approach is focused on long-term relationship-building. Salesforce calls it the Customer 360 Methodology (C360 for short).
- Customer-Centric Discovery Strategies
- Customer-centric discovery has four steps.
- Know your customer – know their industry, business, and people.
- Be your customer – involves empathy, curiosity, and engagement.
- Connect with your customer- you prepare for your customer meeting, confirm and sharpen your insights with your customer, and organize and visualize your insights through the process of whiteboarding.
- Create with your customer – Review the challenges you confirmed with your customer. Storyboard your customer’s vision for the future. Draft a plan with detailed recommendations for next steps.
- Understand more about Customer’s:
- Goals: What they want to achieve.
- Values: What their guiding principles are internally and with their consumers.
- Initiatives: What they do now to achieve their goals.
- Strategies: What they plan to do to achieve their goals.
- Obstacles: What problems they face as they work to achieve their goals.
- 10 Types of Questions Small Businesses Can Ask to Identify Pain Points
- Matching Your Product’s Value with Your Customer’s Values
- Pricing Strategies and Sales Proposals
- Revenue Model
- Subscription: When the customer subscribes to software as a service, revenue is recognized as services are delivered. That is, revenue is recognized when licenses are activated, which may not be the day the contract was signed.
- On-premises: When the customer buys software outright, revenue is recognized up front for the licenses and equipment necessary to run software on site.
- Deal Terms
| Term | What It Means |
|---|---|
| Annual order value (AOV) | Annual value of the contract |
| Total contract value (TCV) | Total amount a contract is worth |
| Annual contract value (ACV) | How much the value of a contract has gone up or down compared to last year |
| Revenue | Money your company earns and can recognize in its financial statements |
| Deferred Revenue | Cash up front on a subscription contract based on invoice generated. This turns into revenue as you deliver the services. |
- Pricing Terms
| Pricing Term | What It Is | When to Use It |
|---|---|---|
| Worldwide/company price list | List of prices for all product SKUs | When you need to know the price of a product |
| Discount approval matrix | Hierarchy of approvers for pricing discounts | To get the approvals you’ll need to offer different discounts |
| Pricing system | Often color-coded, this guidance helps you know if your pricing is great, good, or below average | To make sure your pricing is right for the size of your deal |
| Percentage-based pricing | List of products with derived pricing | When you need to know the price of a percentage-based product |
| Approval matrix–quoting | Hierarchy of approvers for contractual terms of a deal | To get the approvals you’ll need for terms in your deal contracts |
- Pricing Strategies
- Cost plus pricing: Take the base cost of production, or cost of doing business (service side), and add to that a markup, or profit for your business.
- Bundle pricing: Combine several products or services to create an incentive to buy “more” at a lower price than buying each individually.
- Value-based pricing: This is pricing based on the customer’s perception of how valuable your product or service is.
- Competitor-based pricing: Price your product or service based on your competitors’ pricing.
- Price skimming: Set a higher price and slowly lower the price as more and more competitors enter the market.
- A sales proposal is a document you create to show the value of your product or service. When you use a sales proposal, you show your prospect why they should invest in you and how you can help their business.
- The most important elements in a sales proposal are:
- A description of the product or service
- A list of customer needs and challenges
- An explanation of how your product or service will benefit them, and why they need it
- The return on investment, or what the customer will get in return for their business if they buy your product or service
- Elements to include in Sales proposal.
- Title page
- Introduction (about your company)
- Challenges they might be trying to solve
- Solutions you can provide for your customer
- Selling proposition and benefits
- Pricing
- Timeline
- Case studies
- Client testimonials
- Terms and conditions of working together
- Next steps
- An objection is a statement or question that indicates a barrier in the buying process.
- Objections can be great because they:
- Give you clues to what customers really care about.
- Help you determine whether to move forward in the sales process. This is called qualification.
- Show you that customers want to hear more—if customers are completely uninterested, they won’t bother to object.
- Types of objections
| Objection type | What it sounds like |
|---|---|
| Product or Feature: An objection that relates to a specific product or feature | “I need this feature that you don’t provide.” |
| Price: A cost-based objection | “Your product is more expensive than other vendors’.” |
| Business: An authority-based objection that prevents the customer from making a decision | “I don’t have the authority to purchase your product.” |
| Implementation or Integration: An objection that’s specific to how the customer’s business operates | “I’m not sure our current system will work with your product.” |
| Hidden: An objection you have to ask more questions about to uncover—it can be any of the other objection types | “Your company isn’t right for our business.” |
| Stalling: An objection customers use to block progress in the sales process before revealing their real objection | “I’m too busy to make a decision right now.” |
- There are three steps for handling objects: Defuse, Discover, Deliver (3 Ds).
- Defuse—acknowledge the objection and address the emotion behind it.
- Discover—ask questions to get more details about what’s really going on.
- Deliver—respond to the objection.
- 7 Winning Steps for Effective Objection Handling
- How to Close Sales Like an Absolute Pro
- A sales contract is an agreement between a buyer and a seller. The seller agrees to deliver a product or service for a set price that the buyer agrees to pay. The contract outlines the transaction terms and also specifies the details of the products or services being offered.
- Sales contracts often include the following items.
- Sales agreements: Sales agreements define what is being purchased and the terms of the sale.
- Order forms: These are forms that buyers fill out with their specific needs and then return to the seller.
- Change order forms: These forms allow a buyer to make changes to an existing order. These additions to existing contracts will adjust the terms and conditions.
- Master service agreements: MSAs are meant for long-term agreements, and outlines the terms and conditions for all future agreements.
- Statement of work: SOWs are often used for contracted work and services. They cover what the contractor provides, and includes deadlines, payment details, and requirements for the relationship.
- Terms of service: These are a collection of clauses that define how users interact with offerings such as digital products, websites, mobile apps, software, or online stores.
- Renewal and upsell agreements: A renewal is a contract where a customer chooses to renew a previous contract. An upsell contract is the same as a renewal but also includes additional products or services.
6.4 Pipeline Management: 12% (7 Questions)
- Sales Pipeline is is a summary of available and upcoming sales opportunities managers can use to better determine the revenue they will generate, the bottlenecks in their sales funnel, and projected cash flow.
- The Seven Main Sales Pipeline Stages:
- Prospecting. Through ads, public relations, and other promotional activities, potential customers discover that your business exists.
- Lead qualification. To move leads downstream, offer an e-book, white paper, webinar, or another type of lead magnet to determine if the prospect is interested in learning more about your products and services.
- Demo or meeting. Afterward, schedule a demo or meeting to introduce potential buyers to your offerings and solutions.
- Proposal. Make your case by summarizing how your company can help address the potential customer’s needs. Demonstrate how the prices you propose deliver more than enough value to offset the engagement cost.
- Negotiation and commitment. Discuss expanding or shrinking the scope of work, adjusting pricing, and managing expectations to come to agreement on a mutually beneficial partnership.
- Opportunity won. Finally, you close the sale and move toward order fulfillment.
- Post-purchase. In business, the sale should be considered closed at the first contract signing. Instead, your reps should invest in providing exceptional service during onboarding and regularly monitoring the account’s progress.
- .How to Create Your Sales Pipeline:
- Lead source. Determine how your prospects find out about your business.
- Industry. Find the industry that your product is more popular among buyers in which you can target more often.
- Decision makers involved. Always count the number of client-side contacts you need to liaise with. Apply different strategies when you interact with the CEO versus the finance director, or even the CTO.
- Deal size. Some buyers are ready to spend $100,000 on your product, while others can budget $5,000. Segment them accordingly and personalize your pitches.
- Probability to close. Estimate how likely each lead is to convert into a customer based on your team’s conversations with them, their current stage in the sales pipeline, and other criteria that signal their eagerness to strike a deal.
Click To Enlarge
Via Salesforce
- Key Sales Pipeline Metrics:
- Conversion rate: The percentage of leads that convert to opportunities
- Sales velocity: How much revenue does your team generate each day?
- Sales pipeline value: Tally up the dollar value of every deal in your pipeline. This number helps you determine the return on investment of your team’s efforts.
- Sales cycle length: How much time passes between a rep qualifying a lead and then closing that deal? This allows you to estimate how many opportunities might close in a given time period.
6.5 Forecasting: 6% (3 Questions)
- 5 Sales Forecasting Techniques I Wish I Knew About Earlier in My Career
- Sales forecasting should be based on five simple questions:
- Who: Sales teams should make forecasts based on their prospects. Depending on if the prospects are the decision-makers or just influencers, the forecast will be more or less exact.
- What: Forecasts should be based on exactly what solutions you plan to sell. Base them on problems your prospects have voiced, which your company can uniquely solve.
- Where: In what location is the prospect making their buying decision, and where will they use the actual products? Sales teams see better accuracy when they get closer (at least for a visit) to the center of the action.
- Why: Why is the prospect or existing customer considering new services? Is there a big event making them consider it now? Without a forcing function, the deal may stall.
- How: How does this prospect make purchasing decisions? If you’re not accounting for how they’ve done it in the past, it may be fuzzy math.
- A sales forecast is an expression of expected sales revenue. A sales forecast estimates how much your company plans to sell within a certain time period (like quarter or year).
- Teams usually responsible for sales forecast:
- Product leaders: They put a stake in the ground for what products will be available to sell when.
- Sales leaders: They promise the numbers that their teams will deliver. Depending on the seniority of the leader, how they forecast varies.
- Sales reps: The report their own numbers to their managers.
- Objectives of sales forecasting
- Smooth internal operations: When the forecast is met, the friction inside the organization – about all the things revenue funds – melts away.
- Smooth external operations: When forecasts are met and internal operations are flowing as they should be, your company can continue funding external marketing events, staffing ample customer service touchpoints, investing in its community, and more.
- Sales forecasting plan focuses on three primary activities:
- Calculating number and time period: Your plan should explain how you’ll calculate the estimated monetary amount and what the timeframes will be.
- Reviewing and revising: You should also plan to review the forecast at key milestones and revise it if necessary.
- Breaking the patterns: Breaking your patterns can help you find new ways of crafting even more accurate forecasting.
- The Complete Guide to Building a Sales Forecast
6.6 Customer Success: 9% (6 Questions)
- Why You Want Value Realization, Not Value Creation
- The Top 5 Factors Driving Customer Success Growth
- Demand for improved B2B experiences
- Need to accelerate embedded customer base growth
- Opportunity to create shared risks and shared Accountability
- Discover hidden customer needs
- Innovate together
- There are four steps to value selling.
- Do your discovery: Get to know your customer.
- Build a value hypothesis: Turn your customer’s pains into gains with Salesforce solutions.
- Create a cost-benefit analysis: Show how the benefits of an investment in Salesforce outweigh the costs.
- Build your business case: Bring it all together in executive-ready form, built around a value map.
- Six differentiators that set Salesforce apart from his competition.
- Intelligence
- Speed with the platform
- Mobility
- Productivity
- Connectivity
- Customer success
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