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This is a guest post written by Claude Johnson, a Lead Site Reliability Engineer at salesforce.com.

The following is an architectural overview of salesforce.com’s core platform and applications. Other systems such as Heroku's Dyno architecture or the subsystems of other products such as work.com and do.com are specifically not covered by this material, although database.com is. The idea is to share with the technology community some insight about how salesforce.com does what it does. Any mistakes or omissions are mine.

This is by no means comprehensive but if there is interest, the author would be happy to tackle other areas of how salesforce.com works. Salesforce.com is interested in being more open with the technology communities that we have not previously interacted with. Here’s to the start of “Opening the Kimono” about how we work.

Since 1999, salesforce.com has been singularly focused on building technologies for business that are delivered over the Internet, displacing traditional enterprise software. Our customers pay via monthly subscription to access our services anywhere, anytime through a web browser. We hope this exploration of the core salesforce.com architecture will be the first of many contributions to the community.

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 AlbumIn the business of selling stuff, there’s a lot of managing. Sales reps usually have a boss they check in with on the status of deals in the pipeline, maybe to get some advice on how to close a deal when there’s stiff competition from another company, or to go over how an important customer was reeled in, so that others can learn from it.

These check-ins are sometimes referred to as coaching, and there is data to show that coaching can boost sales performance. A study by the Sales Executive Council suggests that reps who received three or more hours of coaching per month outsold those who received two hours or less of coaching per month, by as much as 17 percent.

Getting that coaching done can be kind of a hassle. But it’s the sort of hassle that Salesforce.com has often sought to understand intimately, and then create products within its suite of cloud software tools.

Today is one of those days. The company is announcing a trial of a new feature that closely ties its traditional Sales Cloud with its Work.com product. The point is to do a few things: Speed up the review portion that has always tended to be a big consumer of time and attention in pretty much any organization, and also to make it easier for sales managers to find ways to motivate their teams to, you know, sell more stuff, which is basically the point of sales in the first place.

Through a combination of Salesforce services including the Sales Cloud, its social enterprise platform Chatter and Work.com, an HR software outfit that includes the Rypple acquisition it made last year, sales teams will see each other’s goals, will learn about big deals coming in, and know about each other’s expertise.

The new tools will also give managers a way to provide instant feedback and public recognition to those sales people who are doing well. Remember “gamification”? It’s not my favorite word, but apparently it works to some extent, especially with sales people who have monthly, quarterly and annual targets to make.

There is research to back up the assertion that when people leave sales jobs they do so in part because they don’t think they’re getting enough recognition from above. Now, on those occasions when a rep lands a big customer in a competitive deal, the manager can publicly pat them on the back with a “thanks in Chatter” feature, and give them a “sales Ninja” badge, or something like it, that everyone can see in their Chatter feeds.

Think it all sounds hokey? Maybe it is, but there’s a lot of evidence that these things have a way to making sales people happier on the job. And happy sales reps are sales reps who close deals, or least that’s the theory. We’ve come a long way since Alec Baldwin’s memorable (and profanity-laced) monologue in “Glengarry Glen Ross.”

The new features are coming in early 2013, and are available for certain Salesforce customers on a pilot basis starting today.

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Silicon Valley commuter bus route

Taking the bus isn't usually considered a luxury. But Silicon Valley companies like Apple, Google, Facebook, eBay, and Electronic Arts transport their employees to and from work, no matter where they live in San Francisco, on Wi-Fi equipped private buses with cushy, leather seats. 

San Francisco-based design firm Stamen Design tracked those companies' bus routes to figure out where their employees live and how many people rely on those private corporate buses, Geoffrey Fowler of the Wall Street Journal reports.

Stamen mapped out the routes to better understand the connection between San Francisco and Silicon Valley.

"Historically, workers have lived in residential suburbs while commuting to work in the city," the Stamen blog states. "For Silicon Valley, however, the situation is reversed: many of the largest technology companies are based in suburbs, but look to recruit younger knowledge workers who are more likely to dwell in the city."

That understanding of Silicon Valley's topsy-turvy urban geography is itself a bit outdated. When Google pioneered the buses a decade ago, a few hundred employees rode them. Since then, companies like Salesforce.com, Twitter, and Zynga, as well as countless startups have sprung up in San Francisco. What started out as a nice productivity-boosting perk has become an essential weapon for companies based 30 to 40 miles away from San Francisco to court employees.

Regardless, the buses remain popular and essential. Since the routes aren't marked, Stamen utilized Foursquare, the location check-in service, and Field Papers, an online mapping tool, to find the locations for some of the bus stops. Members of the Stamen team also took turns camping out at one of the known Google bus stops on 18th Street in San Francisco. The company even hired bike messengers to follow and track the buses. 

Stamen's research estimated that the buses transport roughly 7,500 tech employees a day, Monday through Friday, and concluded that the unmarked buses ferry a third as many commuters as ride on Caltrain, a commuter train that travels between San Francisco and San Jose. 

Stamen founder Eric Rodenbeck told Fowler that he expected the majority of traffic to come from the Mission District, a young, hip neighborhood in San Francisco, and was surprised to see how much traffic came from other parts of the city. 

"That's a conversation about citywide change," he told Fowler. "Is the city a place where valuable work can happen, or is it just a bedroom for Silicon Valley?"

If you live in the Bay Area, you can visit the "Seeking Silicon Valley" exhibit at the Zero1 Biennial in San Jose until December 8. You can also check out more information about the study on Stamen's blog

 

Silicon Valley commuter bus route 

 

Don't miss: Bravo's 'Start-Ups: Silicon Valley' Shows Geeks Just Want To Have Fun, And That's Simply Not Allowed >

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healthy_market

Editor’s Note: This guest post is written by Doug Pepper, who is a General Partner at InterWest Partners where he invests in SaaS, mobile, consumer Internet and digital media companies. He blogs at dougpepper.blogspot.com.

Everyone expects startups, even successful ones, to undergo a cycle of hype, disappointment and ultimately growth on the way to a sustainable business. But what about new technology markets themselves? Does the growth of a new market follow a similar pattern?

Fred Wilson recently wrote about the twists and turns that startups face (expanding on Paul Graham’s astute “Startup Curve”). I’d like to take those ideas further and describe the “Market Curve” — a similar path that new markets take on the path to sustainability.

The chart below shows the basic pattern. Markets often experience a “Hype Cycle” of overheated expectations followed by a trough — call it “Facing Reality.” If the market ultimately succeeds, the next phase is “Liftoff.” But troughs don’t end until several ingredients are present. First, there must be broad adoption of core underlying technologies that support the market. Second, there needs to be compelling reference applications to drive mainstream adoption. Finally, there must be a pioneering company, typically with a charismatic leader, that leads the market out of the trough. Obviously not all markets are destined to make it out of their trough.

For entrepreneurs and investors the most exciting element of the Market Curve is that, once the trough ends, strong technology markets ultimately prove more valuable than anyone imagined even during the Hype Cycle. Here are a few examples of how different technology markets fit into this curve.

Internet: Broadband Penetration and YouTube

The late ‘90s saw extreme hype surrounding the Internet but the market was simply not yet ready to deliver. With only five million fixed broadband connections in 2000 the underlying technology wasn’t there. Plus there were very few truly compelling applications. The Internet entered its “Facing Reality” trough in the early 2000’s and failed to live up to initial expectations.

But, by 2005, there were 43 million U.S. broadband connections and addictive applications like YouTube and eventually Facebook. That year Jeff Bezos launched Amazon Prime and convinced mainstream consumers that they could conveniently and safely shop for anything online. Since then, the Internet has proven to be more transformative to our civilization and more ingrained into mainstream culture than ever imagined.

Amazon has surfed the wave of the Internet’s Market Curve almost from the very beginning. Their stock price clearly follows this pattern.

Mobile: The iPhone and App Store

Between 2000 and 2005, nearly every VC firm had Mobile as a core investment sector. And, with few exceptions, those investments were unsuccessful. During that time, mobile networks were slow and unreliable (remember the CDPD network?), devices were clunky and carriers thwarted innovation. Clearly, that all changed when Steve Jobs launched the iPhone in 2007 and replaced the carrier decks with the App Store. And, with more than one billion mobile broadband subscribers globally, the post-PC mobile computing industry is in a “Liftoff” phase that is accelerating beyond wildest expectations.

SaaS: Salesforce.com and Successfactors

When I first joined my VC firm, InterWest Partners, in September 2000, the Application Service Provider (ASP) concept was all the rage. These ASPs offered off-the-shelf software to enterprises delivered over the Internet. However, between 2001 and 2007, adoption was slow because enterprises were more concerned with security risks than the benefits of hosted software.

Over time, Internet security and reliability improved and several pioneering companies, including Marc Benioff’s Salesforce.com and Lars Daalgard’s Successfactors, emerged with proprietary software applications that proved the benefits of SaaS delivery. Today, this market has broadened into a larger paradigm called Cloud Computing with corporations shifting nearly every aspect of their IT infrastructure into the Cloud. This could not have been imagined during the Hype Cycle of this market.

Market Failures: Troughs That Never End

Of course, not every market recovers from its trough. For example, while there are certainly specific nano technologies that are fundamental to many products, a broader nanotechnology market hasn’t emerged. It’s not clear that it ever will. And, in my opinion, Cleantech currently sits at the bottom of the trough. Because of extreme capital intensity, long sales cycles and wavering enterprise and consumer interest in “Green,” this market has become challenged. The question is whether Cleantech will ever emerge from the depths of the trough where it sits today and become the powerful market that John Doerr, Vinod Khosla and many others had hoped.

In the chart below, I show where a number of current technology Markets sit along the Market Curve.

Takeway: Have Conviction During the Trough

The best investors recognize and take advantage of these troughs and the best entrepreneurs lead Markets out of the trough. When SaaS was in the trough, Marc Benioff built Salesforce.com and Dave Strohm invested in Lars Daalgard at Successfactors. When the Internet was in the trough, Jeff Bezos built Amazon.com and Roelof Botha invested in YouTube. In the case of Steve Jobs, he invented a product and pioneered a business model that altered the Mobile market and led it out of the trough. The key is to have conviction about a Market and, as an investor, look for the technologies, products and leaders that will end the trough. Or, as an entrepreneur, launch market leading products and business models to end it yourself.

Marketo is an example of an investment my firm, InterWest, made during a trough. During the late 1990′s, there was a peak of excitement around Marketing Automation with companies like Annuncio, Rubric, Marketfirst and ePiphany. But, the market was not ready. Marketers were not adopting Internet techniques for acquiring customers and they didn’t have sufficient budgets to adopt and implement enterprise software.

By 2006 when InterWest invested in Marketo, the company’s founders believed, and my colleague Bruce Cleveland and I agreed, that the market had progressed along the Market Curve. Marketers had begun consistently utilizing search engine marketing, landing pages, email marketing, and online content marketing … all the activities that are harnessed and optimized by Marketing Automation and Lead Nurturing products. And, the SaaS delivery and business model meant that marketers could quickly see ROI without big budgets or IT resources.

We had conviction that that the Marketo team would create the compelling products needed to lead the Marketing Automation market out of the trough. Today it seems clear that this market will be larger than expected even during the initial Hype Cycle.

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