My own experience is that their internal sales teams and enterprise consultants are separate islands based on the product and they are very poor at cross-selling. We're a pretty decent size Salesforce.com customer and they have never even attempted to sell us other services. Not Radian6, not Buddy Media - hell, we had to ask them about Data.com.

So I'm doubting their ability to cross-sell. And then the integration is absolutely important - if you looked at the integration between Salesforce and ExactTarget, you'd be shocked by how primitive it is. Now, they might try and then sell them Pardot.

Do you feel your experience is representative of how their sales teams generally work? (genuine question) If that's the case I'm surprised, since decision makers (especially at C-level) overlap a lot, their products' basic use cases and value propositions are relatively straightforward and they have armies of pre and post sales specialists to refine the proposal and worry about implementation details. Maybe I'm overestimating their sales organization based on their growth figures achieved...

In this case, I think it is a function of the fact that these are acquisitions and my guess is you have stovepiping going on. Meaning, the organizations probably aren't properly aligned.

Sales teams can function this way - but usually the way I've seen it setup is that you have a group that is focused on cross-sell/up-sell after the close of some additional business (farmers) vs. a hunter organization.