October 2009
Intermediate to advanced
304 pages
5h 45m
English
We launched salesforce.com as a democratizing service, without dedicating resources to target markets of specific size. In particular, we were concerned about investing too much in the small business market, an audience that made sense for us, but one where the cost of collecting was likely to be exorbitantly high compared to the revenue generated. In addition, there was worry about potential attrition. (Only about two-thirds of new employer firms survive at least two years, and about 44 percent survive at least four, according to the U.S. Small Business Association.)
Rob Acker, a former Oracle sales manager who joined us in spring 2000 to build a lead generation team and an account management team, encouraged ...
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