October 2009
Intermediate to advanced
304 pages
5h 45m
English
We routinely updated the card to reflect our current customers and partners, but there was always one item that stayed the same: our competitor. Salesforce.com only acknowledged one competitor—the market leader. After all, that was the only position for which we were vying. Furthermore, it cast us in the right role as the underdog and the visionary. It's always wise to play the visionary card. Everyone roots for you. If there is no Goliath in your industry, go after the status quo.
Although we wanted to position ourselves against Goliath, we hadn't always planned to attack our much larger competitor directly. In a way, that started by accident. February 22, 2000, the day of The End of Software salesforce.com ...
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