How to Create a Salesforce Roadmap
In previous articles, we shared with you how the Salesforce machine operates. We shared with you how it structures its organization and the tactics it uses to maximize its revenue from your company.In this article, we are going to dive into your single most important weapon against Salesforce in your negotiation . . . Your Salesforce Roadmap.
What is a Salesforce Roadmap?
Simply put, a Salesforce Roadmap is nothing more than a table outlining:
- What you are going to buy
- When you are going to buy it
This sounds simple, yet most companies don’t go into a negotiation with Salesforce clear on these two points. As a result, Salesforce hijacks the conversation and creates a roadmap for them.
What you are going to buy
This question isn’t always as simple as it sounds.
Do you need Enterprise or Unlimited?
Do you even need premium support? Or would that money be better spent on a 3rd party consulting firm?
Have you run a utilization report to see how many of your licenses are actually being used?
Is marketing actually using that instance of Pardot you purchased three years ago?
The “what you are going to buy” conversation isn’t always easy. One company we worked with ran a utilization report to find that only 63% of their licenses had even been logged into in the past year. This means they were paying for 37% more licenses than they actually needed!
Another customer realized that a large portion of his organization could get by through downgrading to a lower license level. They were only using basic features that didn’t require them to be at the Unlimited License.
It’s easy to think you know exactly what you need going into a negotiation, but sometimes you need to do a bit more digging into understanding how each department actually utilizes the tool.
When you are going to buy it
Another common tactic Salesforce uses is to tell you that you cannot roll out licenses over the course of a three-year contract. Your rep will tell you that you need to buy them all up front now if you want to get a discount.
This ironically always works out in Salesforce’s favor as the added revenue from those dormant licenses makes up for the discount one rates. The truth is you can negotiate to roll out licenses at set periods of time throughout your negotiation.
In order to do this though, you need a clear roadmap and to create confidence with Salesforce that this is what you actually need and when you need it.
Why Is Building a Salesforce Roadmap So Important?
Before we dive into how to create this roadmap, let’s first dive into explaining why this roadmap is so important.
A roadmap is your best defense against divide and conquer
Remember the divide and conquer tactics we described in our guide on negotiating with Salesforce? We shared with you how Salesforce will make contact with multiple individuals and decision-makers throughout your organization.
Its goal with divide and conquer is to create conflicting stories which develop chaos in terms of what you actually need.
Creating your own Salesforce Roadmap helps you prevent against that.
When you create a roadmap and get buy-in from all your key stakeholders on that same roadmap, you create alignment within your organization. In addition to the roadmap, we are also going to give your internal stakeholders key talking points on what to say if Salesforce approaches them. It’s also important to know that timing is everything with regards to these key messages.
As a result of being aligned on talking points and what your organization actually needs, your organization begins to speak from one voice. Instead of having Salesforce gather conflicting stories from each department, they suddenly are left dumbfounded when they receive the same story from all contacts within the organization.
Flip-flopping your wants in the negotiation focuses the discussion on the wrong things
Whenever you don’t have your roadmap aligned, you spend your time in the negotiation with your rep going back and forth on how many licenses you need or what add-ons you do or don’t want.
Every time you go to your rep with a revision on your renewal because you and your team changed your mind, you are wasting a valuable chance to negotiate a key term or reduce your rates.
Without a roadmap, you will end up flip-flopping on what you want during the negotiation and spend your time focused on what licenses you are even going to buy instead of the price point or the terms. The entire negotiation gets focused on just figuring out what you need instead of getting you the best rates.
Your roadmap creates that clarity and alignment and lets you spend your time focused on getting you the best deal.
A lack of alignment undermines the key contact of the negotiation
Imagine for a moment that you are a Salesforce rep. You go into conversation with the Salesforce Admin who is your main point of contact in the negotiation. The Salesforce Admin request a 20% license count increase but is not interested in adding any new products or expanding their Salesforce footprint into any new departments.
Then two days later, your sales management team comes back from a basketball game with the CEO of your client organization. They tell you “we just met with the CEO, he wants to roll Salesforce out to his entire marketing department as well.”
As a Sales rep, you immediately jump to the conclusion that your Salesforce Admin is not the authority or decision-maker on this account. All respect you had for this Salesforce Admin’s decision-making ability has gone out the window.
As a result, that Sales rep treats the Salesforce Admin differently in the negotiation. He starts going around them and maximizing his divide and conquer tactics because he knows the Salesforce Admin is not in charge.
This is what happens when your organization is not aligned.
It undermines the individual who is the face of the negotiation. It doesn’t matter if it is a Salesforce Admin, CIO, or CFO.
Alignment and a roadmap gives power to the negotiator
Let us imagine another scenario for a moment here. Imagine that you are a Salesforce rep. You go into a conversation with your Salesforce Admin who is your main point of contact. The Salesforce Admin tells you they want to increase sales cloud licenses by 20% and consider a demo of Pardot in their marketing department.
Then two days later, your sales management team comes back from a basketball game with the client CEO. They tell you “we just met with the CEO, he wants to grow his licenses by 20% and is considering expanding Pardot into their marketing department.”
As a Sales Rep, you just heard consistency.
You heard that your Salesforce Admin is aligned with the CEO.
You heard that your Salesforce Admin is actually in charge of this negotiation.
When you have organizational alignment on your roadmap, it gives power to whoever is running your Salesforce Negotiation. It doesn’t matter of it is the Director of IT, CIO, or CFO. Whenever you have that alignment of stories, it gives that person in the negotiating seat power to drive the negotiation on their own.
When to Create your Salesforce Roadmap
We typically recommend companies start building their roadmap six to nine months prior to their negotiation. You are going to want at least three months to handle the actual negotiation with Salesforce so a six month runway gives you an additional three months to get that internal alignment.
Each organization is different, but that internal alignment won’t happen overnight. Give yourself some time to meet with all key stakeholders and achieve that internal alignment.
Three Steps to Creating your Salesforce Roadmap
A Salesforce Roadmap is not complicated. It is a simple table of “what you need” and “when you need it” over the next three to five years.
Even though most Salesforce renewals are only three years, it is helpful to plan five years in advance so you can think of a bigger picture of what may be coming down the line. This helps you in creating an aligned story for Salesforce at your renewal.
Step 1) Create a rough draft alone
If you are reading this, chances are you are the one who is driving the Salesforce negotiation. You have extensive knowledge of Salesforce and can probably fill out 80% of the roadmap on your own.
The key in this step is to document all of your ideas for the roadmap on paper.
You don’t want to go to your key stakeholders with a blank slate and build the roadmap from scratch together. That is not a good use of their time, and it is going to create too much debate.
By crystallizing your thoughts about Salesforce into a rough draft of the roadmap, you can share that document with others. It becomes a starting point for the entire roadmap discussion.
Step 2) Take the rough draft to key stakeholders for feedback
This rough draft of the roadmap is purely for internal use. Once you have this rough draft complete you are going to present this document, typically in the form of a PowerPoint presentation, to your key stakeholders within the organization.
This may be your CEO, CFO, CIO, COO, VP of Sales, Director of IT, Salesforce Admin, Sales Management Team, etc.
You are going to take this roadmap to them and say “This is what I believe our 3-5 year Salesforce roadmap looks like...what feedback do you have?”
As you go into these meetings you may find yourself saying, “I have an idea here but I don’t know exactly what X department needs.” This roadmap and these conversations are meant to help you refine the roadmap and clarify those needs with each department in the organization.
What is great about this step of the process is that this allows your team to have internal dialogues about what you need with Salesforce. Without doing this internal roadmap, these contacts would not be brought into the conversation until a contact from Salesforce had reached out to them.
Instead of letting Salesforce guide these conversations, you are getting in front of them and taking charge. This helps you own and drive the conversation.
Step 3) Gather all feedback and refine your roadmap
Once you have gathered alignment from each of your key stakeholders on the roadmap, you are going to want to take some time to sit down and refine that roadmap into a final polished version.
At this point, you are almost ready for entering the negotiation. But before that we need to build a communication strategy and negotiation plan.
Lastly, it's also important to realize that a Salesforce Roadmap is essential for SELA Agreements (Salesforce Enterprise License agreements). Read our guide for more details on how to renegotiate your SELA Agreement.
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Are You Making These 5 Fatal Mistakes with Your Salesforce Enterprise License Agreement?
Your Salesforce Enterprise License Agreement (SELA) could be costing you millions more than it should. While these multi-year deals promise predictable pricing and enterprise-grade support, they're riddled with traps that can drain your IT budget faster than you can say "CRM transformation."
As someone who's seen countless enterprises stumble through salesforce renewal negotiations, I can tell you that most organizations make the same critical mistakes, and pay dearly for them. Whether you're a CIO planning your next renewal or a CFO trying to control spiraling software costs, these five fatal errors could be sabotaging your bottom line.
Mistake #1: The Baseline Trap, Overcommitting Based on Inflated Projections
Here's how it usually goes: Salesforce looks at your current usage, adds a "growth buffer," and locks you into user counts that seem reasonable today but become millstones tomorrow. This baseline trap is the most expensive mistake you can make in salesforce contract negotiation.
The problem? You're committing to licenses you may never use, and your per-user pricing gets locked at rates based on inflated projections. I've seen companies commit to 2,000 users when they realistically need 1,200, just because their sales rep painted a rosy picture of "inevitable growth."
The Fix: Negotiate growth as an option, not a requirement. Structure your SELA so you commit to baseline usage (say, 1,000 users in Year 1) with optional tiers that trigger only when specific business events occur: like a new subsidiary acquisition or product launch.
For example: "Client commits to 1,000 users in Year 1. If the European expansion launches by Q2, user count increases to 1,200. Otherwise, Year 2 renews at 1,000 users with the same discount structure."
Mistake #2: Ignoring Overage Penalties and Price Escalations
Most executives focus on the upfront discount and completely overlook two budget killers hiding in their SELA: overage fees and automatic price increases.
Salesforce charges overage fees at current retail pricing: often 2-3x your negotiated rates. Exceed your licensed user count by just 10%? You're paying full retail for those extra seats. Meanwhile, most SELAs include automatic 7% annual price increases that compound over multi-year terms.
I recently worked with a Fortune 500 company that discovered they were paying $400,000 annually in overage fees: money that could have funded their entire digital transformation initiative.
The Fix:
- Cap annual price increases at 3% maximum (better yet, negotiate them out entirely)
- Pre-negotiate true-up rates at your discounted SELA pricing, not retail
- Build in a 90-day grace period for overages to avoid surprise charges
- Require monthly proration for any mid-year additions
Mistake #3: Accepting Zero Transparency in Pricing
Traditional Salesforce agreements show line-item pricing for each product. SELAs? They bundle everything into a fixed-fee structure that makes it nearly impossible to understand what you're actually paying for.
This lack of transparency isn't accidental: it makes price manipulation during renewals much easier. Without clear visibility into per-product costs, your procurement team can't effectively benchmark pricing or negotiate specific components.
The Fix: Demand a comprehensive License Entitlement Matrix upfront that includes:
- Product SKUs and specific feature tiers
- User allocations by business unit
- Clear limitations and exclusions
- Baseline metrics for salesforce benchmarking against industry standards
Don't accept vague product bundles. If Salesforce won't provide transparency, that's a red flag that their pricing isn't competitive.
Mistake #4: Signing Away All Contractual Flexibility
SELAs are rigid by design. Once signed, you cannot scale down user counts, change product mixes, or adjust to business realities. If your company decides mid-contract that you only need 500 licenses instead of 1,000, tough luck: you're paying for all 1,000 until renewal.
This inflexibility becomes especially problematic during economic downturns, restructurings, or strategic pivots. I've watched companies pay for thousands of unused Salesforce licenses while laying off employees.
The Fix:
- Negotiate true-down clauses allowing 10-15% user reductions at renewal without penalties
- Structure deals as 2+1 years (two firm years plus a one-year extension option) rather than hard three-year commitments
- Include mid-term checkpoints at 18 months to reassess volumes and usage
- Ensure all product add-ons co-terminate on the same renewal date
Mistake #5: Falling Into Product Bundling Traps
Salesforce loves bundling products together to justify bigger discounts, but these bundles create dangerous dependencies. Your contract might stipulate that dropping Tableau causes your Sales Cloud discount to revert from 50% to 30%. Every product becomes intertwined, making optimization nearly impossible.
I've seen companies stuck paying for Marketing Cloud licenses they never use because unbundling would eliminate their discount on Service Cloud: creating a perpetual cycle of waste.
The Fix:
- Keep product terms independent: losing one product shouldn't affect pricing on others
- Use bundles strategically for initial discounts, but retain the right to separate components at renewal
- Document clear exit strategies for each bundled product
- Negotiate that discounts carry over when breaking bundles into standalone renewals
The Documentation Mistake That Costs Millions
Here's a bonus mistake that underlies all the others: relying on verbal promises from Salesforce sales reps.
"We usually don't enforce that clause." "We'll work with you if that situation comes up." "Trust me, we're flexible on overages."
If it's not written in your contract or order form, it doesn't exist. Period.
The Fix: Demand that every concession, promise, and "understanding" be documented in writing. If your sales rep claims flexibility exists, prove it by adding contract language that guarantees it.
Taking Control of Your Salesforce Investment
These mistakes aren't inevitable: they're the result of approaching salesforce enterprise license agreement negotiations without proper preparation and expertise. The key is treating your SELA like the multi-million dollar strategic decision it is, not just another software renewal.
Before your next negotiation:
- Conduct a thorough contract risk review of your current terms
- Benchmark your pricing against industry standards
- Assemble a cross-functional team including IT, finance, procurement, and legal
- Document your actual usage patterns and realistic growth projections
Remember, Salesforce's sales team negotiates these deals every day. You might do it once every three years. The playing field isn't level unless you have the right strategy and support.
Your SELA should be a strategic enabler, not a financial anchor. By avoiding these five fatal mistakes, you can maintain the predictability and enterprise features you need while protecting your organization from unnecessary costs and inflexible terms.
The stakes are too high to get this wrong. Make sure your next Salesforce negotiation puts your organization in the driver's seat, not the passenger seat.
Need help navigating your Salesforce renewal? Our enterprise contract renewal specialists have saved organizations millions in unnecessary software costs. Learn more about our saas negotiation consulting services.
Salesforce Renewal Negotiations: 7 Vendor Tactics That Will Cost You Millions (And How to Counter Them)
Let's cut to the chase: Salesforce didn't become a $30+ billion company by accident. They've built a renewal machine that's incredibly effective at extracting maximum value from enterprise customers: often at your expense.
If you're a CIO, CFO, or procurement leader heading into a Salesforce renewal negotiation, you need to understand exactly what you're walking into. Because here's the uncomfortable truth: your Salesforce rep isn't your partner. They're a highly trained professional whose compensation depends on growing your contract value.
We've helped hundreds of enterprises navigate Salesforce contract negotiations, and we've seen every play in their playbook. Here are the seven tactics that cost organizations millions: and exactly how to counter each one.
Tactic #1: The Timing Trap
Salesforce will reach out months before your renewal: not to help you plan, but to control the conversation before you've had time to assess your actual needs. They'll frame this as "getting ahead of things" or "ensuring a smooth renewal."
Meanwhile, they're identifying upsell opportunities, understanding your budget cycle, and positioning themselves to apply pressure when you're most vulnerable.
The Counter-Move: Start your internal renewal planning 6 months before your renewal date. Audit your current usage, assess alternatives, and build executive alignment before Salesforce initiates contact. When you control the timeline, you control the negotiation.
Tactic #2: The Inflated Baseline
Here's a number Salesforce hopes you never discover: their initial renewal quote typically starts around 10% above your current spend: before any "negotiation" even begins.
Some of these increases are obvious (new list prices, added users) while others are buried in contract language and other means. The goal? Anchor the conversation at a higher number so that any "discount" they offer still results in you paying more than you should.
Furthermore, it's important to understand that your Salesforce AE has a 10%+ revenue uplift target at each renewal which creates an automatic conflict when you're trying to save money. If your account is a "flat" renewal from the previous contract year with no sign of new products/licenses/etc. then you'll be handed over to the renewal desk. This team is compensated differently with the ultimate objective of never allowing your account to decrease below your current spend. Naturally, this team is incentivized to ensure there is 5% revenue growth.
The Counter-Move: Conduct a thorough license audit before engaging. Many organizations discover they're paying for Premium editions when Standard would suffice, or carrying licenses for users who left the company years ago. Our Right Price Benchmarking™ service consistently reveals that enterprises overpay by 20-40% simply because they never questioned the baseline.
Tactic #3: The Automatic Uplift Clause
Buried in your Master Service Agreement are automatic renewal and price increase provisions. These clauses can escalate your costs by 3-7% annually: without any renegotiation, without any added value, and often without you even noticing until the invoice arrives.
The Counter-Move: Scrutinize your MSA for these provisions immediately. Calendar your renewal dates with 6-month advance alerts. When you do renegotiate, explicitly address these clauses and push for caps on annual increases or elimination of auto-renewal terms entirely.
Tactic #4: The True-Up Surprise
True-up clauses sound reasonable: you pay for what you actually use. In practice, they're a landmine waiting to explode your budget.
Without careful tracking, you might add users throughout the year thinking you're within your allocation: only to receive a six-figure true-up invoice at renewal. Salesforce counts on organizations losing track of their usage, and they're rarely wrong.
The Counter-Move: Implement quarterly internal audits to track actual usage against your contracted terms. Better yet, negotiate true-down rights into your contract: the ability to reduce licenses if your needs decrease, not just pay more when they increase.
Tactic #5: The Bundle Trap
This is one of Salesforce's most effective plays. Your rep will offer a "significant discount" on your renewal: but only if you bundle it with additional products, users, or support tiers you didn't ask for.
"I can get you 15% off, but only if we include Marketing Cloud in this deal."
Suddenly, your "discounted" renewal costs more than your original contract, and you're locked into products you may never fully deploy.
The Counter-Move: Flip the script. Bundle your own negotiation asks strategically. Combine price discussions with user alignment, unused license returns, true-down rights, and multi-year price caps. When you present a comprehensive counter-proposal, you gain leverage instead of surrendering it.
Tactic #6: The Support Plan Squeeze
After your initial contract term, Salesforce will push hard to maintain: or upgrade: your Premier or Premier+ support plan. They'll cite "business continuity" and "access to expertise" as justifications.
Here's what they won't tell you: most organizations' support needs drop dramatically after the first year. Your admins get trained. Your users figure things out. The urgent tickets become routine questions.
The Counter-Move: Reassess your support plan annually based on actual ticket volume and complexity. Many enterprises can safely downgrade from Premier to Standard support after their initial term, saving significant budget while reducing upsell pressure from the support team.
Tactic #7: The Middleman Mirage
Your Salesforce account executive seems like your advocate. They're friendly, responsive, and always willing to "go to bat for you" on pricing.
Here's the reality: your AE has almost no authority to offer meaningful discounts. Real decisions happen at the SVP & EVP level in conjunction with Salesforce's Business Desk: a team you'll never meet directly. Your rep is an intermediary who controls the flow of information in both directions, and that information asymmetry benefits Salesforce, not you.
The Counter-Move: Develop clear, logical, outcomes-oriented messaging and ensure everyone your rep contacts delivers it consistently. Document everything in writing. When you hit a wall, escalate directly to the Business Desk through formal channels rather than relying on your rep to "see what they can do." This practice is an art and not a science...we have perfected the practice at TNG.
The Preparation Equation
Here's the framework that separates enterprises who get crushed in Salesforce renewal negotiations from those who walk away with favorable terms:
Spend 75% of your time on preparation. Only 25% on the actual negotiation.
That means:
- Building a comprehensive Salesforce CRM Solution Blueprint (specific editions, feature sets, user counts, and measured value for each application)
- Conducting honest internal assessments of what you actually need vs. what you're currently paying for
- Researching competitive alternatives: not necessarily to switch, but to establish credible leverage
- Aligning your executive team on priorities and walk-away points
Without this preparation, you're bringing a spreadsheet to a gunfight.
Why Impartiality Matters
At The Negotiator Guru (TNG), we don't sell Salesforce. We don't resell licenses. We don't take referral fees from vendors. Our only interest is getting you the best possible deal.
That impartiality is why our Right Price Benchmarking™ data is trusted by enterprises across industries. We know what companies like yours actually pay: not what Salesforce says companies pay.
When you walk into a negotiation armed with real benchmark data and proven counter-tactics, the dynamic shifts. Suddenly, you're not reacting to Salesforce's playbook. You're executing your own.
Ready to Take Control of Your Next Renewal?
Salesforce renewal negotiations don't have to be a losing battle. With the right preparation, the right data, and the right strategy, you can counter every tactic in their playbook and protect your organization from unnecessary spend.
If you're facing a Salesforce renewal in the next 6-12 months, now is the time to start preparing. Check out our Salesforce vendor spotlight for more insights, or explore our enterprise contract renewal solutions to see how we can help.
Because in Salesforce contract negotiation, the prepared win. Everyone else just pays the price.
Inc. Magazine Unveils Its First-Ever List of the Midwest’s Fastest-Growing Private Companies— The Inc. 5000 Series: Midwest
The Negotiator Guru Ranks No. 15 on the inaugural 2020 Inc. 5000 Series: Midwest
NEW YORK, March 25, 2020 – Inc. magazine today revealed that The Negotiator Guru is No.15 on its inaugural Inc. 5000 Series: Midwest list, the most prestigious ranking of the fastest-growing private companies in Illinois, Indiana, Iowa, Kansas, Michigan, Minnesota, Missouri, Nebraska, North Dakota, Ohio, South Dakota, and Wisconsin.
Born of the annual Inc. 5000 franchise, this regional list represents a unique look at the most successful companies within the Midwest economy’s most dynamic segment—its independent small businesses.
“We’re honored to be recognized in the Inc. 5000 list as one of the fastest growing private companies in the Midwest,” said Dan Kelly, Founder and Senior Partner. The Negotiator Guru also ranked #2 in the state of Minnesota and #5 in the category of Business Products and Services. “Our success is a direct result of the value we’ve delivered with, and for, our global enterprise client base. Congratulations to the TNG team!”
The companies on this list show stunning rates of growth across all industries in the 12 Midwest states. Between 2016 and 2018, these 250 private companies had an average growth rate of 360 percent and, in 2018 alone, they employed more than 27,000 people and added $13 billion to the Midwest’s economy. Companies based in the Chicago, Detroit, and Cincinnati areas brought in the highest revenue overall. Complete results of the Inc. 5000 Series: Midwest, including company profiles and an interactive database that can be sorted by industry, metro area, and other criteria, can be found here starting March 25, 2020.
“The companies on this list demonstrate just how much the small-business sector impacts the economies of each Midwest state,” says Inc. editor in chief Scott Omelianuk. “Across every single industry, these businesses have posted revenue and growth rates that are beyond impressive, further proving the tenacity of their founders and CEOs.”
About The Negotiator Guru
The Negotiator Guru is the leading advisory firm for Salesforce contract negotiation. Our team of Senior IT Sourcing Experts provides industry leading IT contract negotiation services for a global client base. Clients engage us to source, negotiate, and manage highly complex IT contracts, transactions and suppliers. Through our deep business understanding and senior expert negotiation skills, we work closely with clients to deliver immediate and long-lasting financial impact to all stakeholders.
Founded in 2015, The Negotiator Guru is a private company based in Minneapolis, Minnesota. For more information, visit www.thenegotiator.guru. More about Inc. and the Inc.
5000 Regional Series
Methodology
The 2020 Inc. 5000 Regional Series is ranked according to percentage revenue growth when comparing 2016 and 2018. To qualify, companies must have been founded and generating revenue by March 31, 2016. They had to be U.S.-based, privately held, for profit, and independent—not subsidiaries or divisions of other companies—as of December 31, 2018. (Since then, a number of companies on the list have gone public or been acquired.) The minimum revenue required for 2016 is $100,000; the minimum for 2018 is $1 million. As always, Inc. reserves the right to decline applicants for subjective reasons.
Ready to explore joining the TNG family?
Contact us today to set-up a client intake assessment where we identify your cost savings opportunity for free!
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About Inc. Media
The world’s most trusted business-media brand, Inc. offers entrepreneurs the knowledge, tools, connections, and community to build great companies. Its award-winning multiplatform content reaches more than 50 million people each month across a variety of channels including websites, newsletters, social media, podcasts, and print. Its prestigious Inc. 5000 list, produced every year since 1982, analyzes company data to recognize the fastest-growing privately held businesses in the United States. The global recognition that comes with inclusion in the 5000 gives the founders of the best businesses an opportunity to engage with an exclusive community of their peers, and the credibility that helps them drive sales and recruit talent. The associated Inc. 5000 Conference is part of a highly acclaimed portfolio of bespoke events produced by Inc. For more information, visit www.inc.com.
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