Salesforce, Inc. (CRM) Earnings Call Transcript & Summary

Hello. Good morning, and welcome, everyone, to this webinar from Salesforce. Today, we're going to talk about how sales teams can drive productivity and efficiency. As you all know, CRM plays a very important role today in this hand. Today, we're going to deep dive about how Sales Cloud 360 can help you drive productivity and efficiency in your business and as you grow efficiently. Just some housekeeping rule and a chat bar at the right of your screen. So please feel free to queuing your questions any time during the session. We will pick the questions towards the end of the session and read them out and get your answers. For other questions, we'll try and answer them in the chat itself. So just that you are all aware, we are open for Q&A through the session. With that, I'd like to introduce our first session and the presenter for the day, Mr. Shoeb Hasan. He's account manager with Salesforce and one of the experts on Sales Cloud. And I'd like to hand it over to him to start the session. Over to you, Shoeb.

Thank you, [ Randall ]. Good morning, everyone. As Randall introduced, my name is a Shoeb Hasan, and I'm an Account Executive from Salesforce. I will be taking you through this first part of the presentation. And without further ado, before we begin, let me just say that our Salesforce is built on 5 pillars, one of which is innovation and since we keep constantly innovating. There might be a lot of products or nuances of these products which may not currently be available, but will be available in the future. However, any purchase decisions that you make should be based on the products and services that are currently available. So first of all, let me say thank you to all of you for taking out the time today and attending this session. We assure that this will be of value to you, and we will make our best to -- try our best to make it as efficient and as value-adding as possible. So first, let me take you through Salesforce. Salesforce, we take great pride in saying, is the #1 CRM in the world. We have been #1 for 9 consecutive years according to IDC. And as you can see, the -- we have a market share of almost close to 24%, which is higher than all the other vendors that you can see on this slide here. We are among the top 5 vendors. And being the #1 CRM provider worldwide, we also have #1 market share leader in North America, Western Europe, LatAm and Asia Pacific, including Japan. It's incredible what we can achieve when we work together, and we definitely could not have done this without you and without a community of Trailblazers. Gartner comes out with its Magic Quadrant every year. Whether it is sales automation, whether it is marketing automation, whether it is services engagement, Salesforce continuously strives to be the best and bases ability to execute and the completeness of vision that Salesforce provides with a notably strong market strategy of differentiation. We provide solutions from customers which may be organizations of just 5 employees to organizations which may be 5 lakh employees. We have developed marketing messages and content for all decision-making roles. This enables us to be #1 on the Gartner Magic Quadrant year-on-year. And again, this year, we have again been awarded the #1 position Gartner Magic Quadrant for Salesforce automation. Now over the past few years, we've obviously navigated a lot of disruption, whether it was, say, COVID, whether it is the macroeconomic factors of the war, the economic downturn, and we've been scrambling to sort of get our act in place. Obviously, this has impacted our work life as well. There have been changing customer preferences. There are new revenue models in place. We have shifted to hybrid working. And almost 80% of our B2B interactions is -- has been projected will occur digitally by 2025. Now disruption like this has reevaluated companies around the world to see the way that they do business. Now these changes will certainly continue, but we can for sure harness these opportunities to make sure that this drives more growth. Now what we need to do is we need to develop agile sales management models, ensure that digital buying is driving revenue forward, that we have connected tools and experiences to make sure that our brand has visibility within the customer mind share. We drive recurring revenue model so that we are not dependent on the market and have a complete view of the customer with data-driven business intelligence to ensure that we are at the forefront of our customers. Companies must deliver great customer experiences across any channels and offer customers the flexibility in how they make their purchase decisions. This requires consolidated data with intelligent insights so that you have a single view of your customer and your overall business health. This is nearly impossible to accomplish without the right tools. Luckily, we have the Sales Cloud 360, which has everything that you need to rewrite your sales playbook and grow with your business. Now Sales Cloud, obviously, we do not depend on just one single sales channel. Every organization is different. It is enabled differently and drive sales through multiple streams. But how exactly the Sales Cloud help our revenue growth leaders as they navigate through this entire channel [ actually ] do 3 things really well. It help -- it allows them to transform their sales organizations so that they become digital-first organizations and reskill their reps through data-driven coaching and contextual real-time learning. Secondly, whatever the channel may be, whether it's direct, whether it's inside sales, whether it's channel sales, whether it's self-service, it allows them to activate each of them. And whether they may be direct, whether they may be inside, whether they may be partner teams, et cetera, you can make sure that your processes are enabled to become faster and easier, thereby accelerating your revenue streams and efficiency. Lastly, it allows you to win new business with the power of data and intelligence throughout your entire sales and revenue cycle so that you can carve out territories in a way so that you can set forecasts and use insights intelligence from the system and allows you to make predictions. The best part, Salesforce is industry agnostic. We do not specialize in one particular industry. We have a library of prebuilt templates and workflows, which allows you to drive sales success and deliver growth from anywhere. Now coming to what Sales Cloud 360 is, like I mentioned earlier, it is the #1 growth platform for digital sales. Only Sales Cloud will allow you to provide customer experiences to transform customer experiences to boost revenue. It is the only digitally-first sales platform, which will allow you to ensure that every sales channel is activated, you're touching every customer point, and you are enabling every revenue stream that you possess. It provides you a 360-degree view of the customer, and embedded AI allows you to power every sales process with intelligence. And it makes it easy to get started, but we have a low-code/no-code model. You do not need to understand extremely difficult coding to activate to enable Salesforce. It can be done simply with industry solutions which have been prebuilt, and gives a better experience to both your customers as well as your sales representatives. And most importantly, it is trusted by over 150,000 sales teams across the world who have seen sales success with the help of the #1 CRM. And it also has the largest partner ecosystem and 2 million-plus community of Trailblazers. Now when you talk CRM, obviously, sales representatives often find it cumbersome. They find that they have to do 2 jobs. Not only do they have to go out into the market and actually enable their customers, not only talk to their customers, bring in those orders, but after they finish their day job, they have to come back and take care of administrative tasks like manually entering the information, manually entering all of the data through creating those reports, creating those dashboards, which creates a hassle for them. With Salesforce, we are a mobile-first company. You boost productivity, you connect with your team, you close deals fast because essentially, everything that you do on the CRM is happening on the mobile. The enemy of automation is often in the form of manual data entry, right? If you're putting data, if you're putting it onto Excel, then you're trying to automate it, running those reports, it takes a lot of time. Firstly, when data is in Salesforce, it is much more valuable than when it is on your Excel sheet. Secondly, when data comes inside Salesforce, it's real-time, and it can be surfaced in more engaging user experiences by automated reports, dashboards and mobile applications. You can simply convert your columns and rows which are there in spreadsheets into fields and records in as data objects. And once this happens, you are not at the mercy of the teams or the organization they need to give you the kind of decisions. With all [Technical Difficulty] in terms of what your month is going to look like, what your quarter is going to look like, what your year is going to look like. You can pull up individual teams who are performing well, you can motivate teams who are not doing so well and have a constant view on the health of your business management, you can understand exactly what the distribution [Technical Difficulty] looks like, what are the [Technical Difficulty] information is live, real-time on your system, which allows you to run the business performance from absolutely any device as long as you have a browser on it. With Salesforce, obviously, customers have seen an increase of 27% in their forecast accuracy, and this enables them to take much more mature business decisions which power their back end in terms of, say, capacity planning in terms of hiring, in terms of driving top line, in terms of driving bottom line. So these are some of the benefits that you can realize the moment you activate Salesforce. [Technical Difficulty]

Shoeb, actually, we can't hear you. So I hope everything is okay.

My -- just give me a second. My browser seems to be stuck. Just give me 1 second.

Hi, everyone, while Shoeb gets back, like I said, if you have any questions so far, please be free to key in those in the Q&A box and we will try and take that.

Perfect. Yes. Am I audible now?

Yes, we can hear you.

Perfect. So continuing from where we left, we evaluated across 4,781 customers in terms of what Salesforce has provided to them. And what we realized while that customers have seen about a 27% increase in sales revenue, they have seen an increase of 26% in their win rate. We have seen faster sales deal closures. We've seen increase in sales productivity, increase in forecast accuracy, basically a lot of value in terms of what Salesforce drives for our customers. Obviously, we hear from our customers that Salesforce is built for enterprises, it's a costly proposition, what does Salesforce give me that no other CRM can give me? These are tangible results that we have seen from all of our customers. Of course, with the investment that you make in Salesforce, you realize that multi-fold, which allows you to take off on the rocket shape of growth that you envision for your organization. These are some of the customers which exist across multiple industries of Salesforce. I think [ Deepak ] is saying that he cannot hear my voice. So am I audible, Randall?

Yes, you are, Shoeb.

Okay. Perfect. So across multiple industries, like I said earlier, Salesforce is an industry-agnostic platform. You can see within finance, you can see within manufacturing, IT, ITES, retail and travel, digital native companies, miscellaneous industries, the beauty of Salesforce is that it can be crafted to follow the processes of your industry. We have a robust ecosystem of not just Salesforce services itself but also partners who enable the vision that you may have for your organization, which allows us to activate these -- activate Salesforce or enabled Salesforce or customized Salesforce or scaled Salesforce to create a digital twin of the way that your business runs itself. I will just quickly take you through a few customer references. So obviously, Mahindra Auto, if you go to purchase a Mahindra vehicle from any dealership, the entire end-to-end journey is mapped out on Salesforce. Mahindra has enabled all of their dealers through mobile applications through a dealer portal, which gives dealers all the data that they need to make sure that they can take care of contextual customer conversations. Of course, as you can see, 18,000 dealers are being managed on Salesforce. We have 1 lakh plus leads, which are getting captured per month. There is a 50% drop in lead response time and a 10 percentage point increase in the lead to opportunity ratio, which means that customers are finding it more valuable when they come and have discussions with Mahindra dealers. Another brand that you may be knowing of or may have heard of, House of Anita Dongre, we have helped them. They are a D2C business. Of course, we have helped them increase their e-commerce sales by 3x. We have helped them run multiple SMS campaigns using our marketing solution as well, which has provided them with a 38% increase in their ATV, which -- and basically, by enabling Salesforce, they have been able to get a unified view of how their customers are interacting with them across multiple channels. And this gives them a better insight into what kind of conversations that they need to have with their customers to ensure that cross-selling takes place. [ Trane ] University, not only are we enabling them with student onboarding but also enabling them with making sure that the entire student engagement from the time that they have approached the university till the time that they actually pass out of the university, everything happens on one single platform. And with [ Trane ] University, we have seen that there is a 90% student satisfaction rate with the technology that we have deployed for them. Of course, IBM, one of our biggest customers. IBM is using Salesforce as a single source of [ putting a ] system engagement for themselves. We improve -- we have helped them connect their employees across the organization on a single platform. They have deployed approximately 55,000 sales representatives across Salesforce, and we enable daily collaboration between all of them to ensure faster discussion, efficient collaboration and timely execution. Again, Cisco, another noteworthy brand who are Salesforce customers. Not only do they use Salesforce, they are also taking care of the entire lead to cash cycle on a single platform. PayPal, one of our global customers, they are using Salesforce to make sure that they get entire data visibility and have the ability of forecasting so that they understand what their customer needs are. Also another concern with Salesforce which Salesforce resolves for you is data privacy. PayPal opted for Salesforce with the view that their customer information will be kept safe. Now we will be... [Audio Gap]

Hi, everyone, thank you so much for your time today. As we've already taken a look at the Salesforce journey, the Salesforce gamut of solutions and the capability that the system has, let me quickly take you through the back end [Audio Gap]

Thanks for that, Shoeb. For those asking for the demo, we will showcase a demo towards the end of the session. What's the highlight of our webinar today is, obviously, we have a customer speaker from Pepper Content. I'd like to introduce Mr. Padmakumar, who is the Head of Revenue Operations from Pepper Content. And to moderate the session, I'd also like to introduce Sushmitha Vijayaraghavan, who is our solution engineer from the SMB business here at Salesforce. So it's always great to have a customer speaker talk about us and truly a Salesforce advocate. But not only that, revenue operations is today rather -- I wouldn't say new, but a most popular field that is speaking up today in the country. And to understand that how this function leverages a CRM, or Salesforce particularly, is something we'd like the audience to understand. So over to you, Sushmitha for this session.

Thanks, Randall. Good morning, everyone. Thank you so much, Mr. Padmakumar, for joining us and giving us your time. I hope I'm audible before I go ahead.

Yes, yes, you are audible.

Sure. So thanks a lot for your time, Mr. Padmakumar. So as we get started off sharing more from you, the first question that typically I had is, what is revenue operations? And how does it exactly differ from other business functions such as sales operations, marketing operations as well as finance operations?

Thank you for having me. So I would like to break it down into 2 parts, right? So revenue operations, like Randall introduced, it is a buzz word right now. In the last couple of years, it has been picking up a lot across geographies. But essentially, revenue operations, you can break it down in 2 parts. So it has an operational aspect to it and it has a strategy aspect to it, right? So let's look at the operational aspect first. So if you take a normal B2B SaaS company, before revenue operations came into the picture, there were like 4 main functions which are contributing to their revenue. So here were marketing, which is responsible for your demand generation, you have your sales which is responsible for your closure, then you have customer success which are responsible for your servicing and retention. And of course, your finance team which is responsible revenue recognition towards it, right? But these functions were working in silos. They were having like their own KPIs. And because of that, at the management level, it was like very difficult to take any strategic decision with regards to revenue. So I'll give you an example. If the leadership ask like are we having the right leads, right? So marketing will be having a different answer based on their KPIs. Sales will be highly a different answer based on their KPIs. So there's no single source of truth across the organization based on which you can take difficult decisions regarding what is my proper strategy so that I can be successful in the market. And so this is where revenue operations comes in the picture. So what revenue operations essentially does is, all of the functions in the company which has a hand in revenue, revenue operations brings in at a single umbrella. It will streamline the entire process, and it will set up KPIs for these individual departments in such a way that everybody is working collaboratively towards the overall KPIs of the company, right? So by that, what I mean is a company will define that in this quarter, this is the revenue that I want to achieve, right? So from there onwards revenue operations will break it down backwards [indiscernible] for that [ KCS ] team, these are your KPIs. And it will [ take in ] marketing, these are your KPIs so that you are ensuring sales is all successful and customer success also, right? So now at this point, when revenue operations comes into the picture, there's a single source of proof. Then there is no more discussion regarding what is the correct data. And once you have a single source of proof, then it's very easy to take decisions, right? For example, if the management wants to decide how much money should I spend paid marketing or how much money should I spend in content generation for my SU process. So revenue operations is there to give them that lead up regarding what is the lifetime value of the customer you are generating from a paid marketing compared to an ACO. So based on that, it is easy to take a decision, and marketing, sales, customers everybody agrees because this is a unified data for the company. So that is the operational aspect of it. Now come to the strategy aspect of it. So revenue operations right now in many, many companies, it is working in operational level only because it's just getting to that position where it has proper recognition. But ultimately, when revenue operations matures, it is about strategy, your go-to-market strategy. So in that very mature organization, revenue operations will only go to market strategy. So by that, what I mean is there like 4 key parts revenue operations will defined. One is, which are the markets that you need to go after, right? Second part is it will also tell you what are the setup and operation infrastructure that you need so that you can be successful when you go to that market. And third, it will tell you when you can scale up in that market. So basically, what that means is what are the additional people you need to hire, how you need to enable them to physical task aspect of it. And finally, it will also tell you when you can expand in that market so that you need to get in a new geography or you need to get a new product, right? So revenue operations, when it matures, it will have the basic infrastructure, it will have the basic data points, and it will meet data-based decisions on your GTM strategies so that your management and your leadership and CEOs, they are like very, very clear on what is going to succeed, what is not going to succeed. So basically, that is how I see revenue operations maturing in the coming days as well.

Thank you for beautifully breaking that down for us, right? So the next question that I had, I'll just break it into 2 parts. So what are some of the key metrics and KPIs that revenue operations should track? And how do you measure success? And how do you typically establish a culture of data-driven decision-making across the organization?

Okay. So let me take the first question. So once again, there is no common answer which applies to every company, right? So the KPIs that you track is basically dependent on the stage your company's in right now, right? So company basically falls into 3 key buckets. So one is when you are in the ideation stage so that you are trying to find a problem market with. So you identified a problem, then you're trying to see if there are -- there is an enough market out there so that you can go and sell. So at that point in time, your KPIs are different when you're trying to do a product market fit. So that is your, I would say, transition from an ideation stage, right? So there, your KPIs are different. And finally, when you're executing. So that is when your platform market bid and you are trying to expand your revenue, then your KPIs are different, right? So another way to look at this, we say that there is a 0 to 1 million journey and 1 million, 10 million journey and 10 million to 100 million journey. So all these points are, obviously, look at different KPIs because at all these points, there are different things which are important to the company, right? So especially when you are in the first bucket, when you are trying to identify like a problem market, right? So you can look at your activities, metrics and you can look at your win rates. And also, at this point, you are not really concentrating on your average order values or your retention and all that. You are basically focusing on, "Hey, I do these many activities, am I able to bring in this many customers?" So basically, it just proves that, okay, there's a problem market, this is worth solving, right? Now when you get to the next stage, as when you get to the 1 million to 10 million journey, right, this is where you will start looking at unit average order values, your retention rate and those kind of metrics. So at this point, you need to ensure that the effort that [ you sees ] market team and everybody is putting in it, it's bringing like enough revenue back so that you are in a position to really scale. And once you get into the last part of the journey, 10 million to 100 million journey, so this is where you start looking at your customer lifetime values and your net retention rate and those kind of metrics, right? But having said that, I would say, like, especially for B2B SaaS companies who are in the 1 million, 10 million and 10 million to 100 million journey, there are like 5 key metrics that you can track, which will basically benchmark to against successful companies which have grown. Like for example, how Salesforce has grown or like how Oxford has grown, right? So these companies, they have a history of these particular 5 metrics, at which point they were at what numbers. So basically, you can try to benchmark your companies against that, right? So those 5 metrics, I would basically say, one is your ARR group, so based on year-on-year, how much you are growing, right? So again, based on the stage, so if you're in the first stage, you need to probably look at you are able to grow it like a 2x or a 3x, then you're on the second stage. So everywhere, you can have a benchmark regarding the best companies in the industry, how they have done it. The second one [ I will pay ] is your net retention. So this is basically the customer base that you're already having, how much of it you are able to retain and how much of it you are able to cross sell and upsell, right? So again, the best performing companies have an NRR rate of like 110, 120 to 130 percentage, right? The third one I would say companies need to focus on is the combination of -- it's basically some of your ARR growth and your pocket margins, right? So this is basically the trade-off that companies pay when it comes to sacrifice new growth with revenue. So they will decide, okay, I'm able to -- I want to grow at this rate. So for that, I'm okay to basically bring down my profit margin to the level. So again, the sum of these 2 values for the best growth companies is usually like 40 percentage or higher, right? So if your ARR is at 25 percentage you are growing year-on-year, then your profit margin, you need to ensure that it's like 15%, 20%, so that some of that number is in [indiscernible]. The fourth one I would say companies need to focus on is something on net magic number. So net magic number is nothing but the amount of money that you are spending on your sales and marketing, how much of that is converting it into the new revenue -- net new revenue for you in the coming quarter, right? And finally, one of the very important metric that companies need to track, especially since we are in the age of profitability, is basically ARR per FTE, right? So which basically means, for each full-time employees, how is your company's ARR growing? And fast growth companies really ensure that with each employee that's coming in, their ARR plus FTE just keeps going up and up. So there has to be like a 45-degree line to ensure that you're in a stable pace of growth. And so with regards to KPIs, that is how I look at it. Now coming to your second question. Data-driven decision making is something that is, I would say, is a mandate of [indiscernible], right? So if a company decides to bring in revenue operations, it has to be decision of the CEO. So CEO understands that, that pain point or making decisions without data, that is how the revenue operations coming into the picture. Now once revenue operations comes into the picture, it is fundamentally important that the entire leadership, your sales, marketing, whatever it is, everybody starts adopting data point with regards to every meeting or cadences that they have. So one of the fundamental ways that you can do it, every meeting which has something to do with revenue, revenue operations can come in and take the first minutes and they can present a dashboard, a GTM dashboard regarding these are the key numbers and basically they can set the context [ and brief side ]. So all your decisions from all your discussions going forward then will be based with the data that was really -- that was just presented, right? And that is like one of the fundamental ways I think it can be driven. Like even for sales cadences with one-on-one discussion, you start with the individual sales person's dashboard and you basically take the discussion from there onwards.

I think you've segmented it and pieced it together in a very easy manner for all of us to comprehend it, right? So thank you for that. In this sort of hypercompetitive tech world, speed to market is the key to success, right? So how do you plan to use tech and process automation as a strategy to create more value for your customers today?

Yes. So like you mentioned, of course, it is fundamentally important that you are the first or among the first people in the market so that you are able to extend as much as possible. But here again, from a RevOps angle, I would like to look at it a little bit differently. So for example, if you take a product and you are developing a new aspect of a product or a new key vision of a product, there's a time line that is for the product, right? So at the time of conception onwards to designing and finally, delivery, finally rollout, there's a time line that is defined. Now as soon as this time line's defined for the product, this time line is exactly same for RevOps as well, right? When the product gets into market, there are like 3 key features that RevOps means to ensure is already ready. So one of that aspect is your operation. So it can be your entire revenue operation, basically marketing, sales, customer success and your financial. If it's a new product and a new sales process is required or whatever capabilities that your operation teams need to have, it needs to be building. So that is basically the [ tech staff ] of it. The second part of it is people. Your people need to be properly trained on that particular product, and you need to ensure that, again, you have enough people there. And you need to plan it in a such a way whether somebody leaves and somebody comes in, how long it will take for you to ramp them up. So that every point in time, you have like 90 percentage capacity people sitting in your organization which can deliver the result. And finally, it comes to enablement. So again, when you go to a new market, all your strategies with all sales people is same. So their [ batch of cards ] will be different, their how they give demos will be different because you will be solving something different for a company in North America compared to a company in Asia, a company of the size of a Salesforce to a company the size of [ rubber dynamite ]. So all these things will be really different. So during this time line, revenue operations have to ensure that operations people and enablement, all these 3 aspects are in place so that when the product hits the market, the rest of the journey is also very seamless, right, to ensure that your sales people are in a position to sell it very properly, your sales is in a position to ensure that the customers are having the best experience. And going forward, you're able to retain them and all that tools, automations like fundamentally [indiscernible], right? So here again, like I mentioned, revenue operations have 2 design on their system. It has to be designed for scale. It has to be designed in an overall long-term strategy in mind. So when a new aspect or a new feature comes in, then you have to design to play a new sales process or you have to quickly define CRM. So all those things is something that revenue operations will ensure that is there. Now revenues operations again will take a call based on the time line that is available. Okay, do I need to do like any pain decision which takes maybe 2 months compared to. But fundamentally, the time line in which the product is on, RevOps ensures that automation of your infrastructure is in place, along with that, your people is properly enabled so that you are successful.

Sort of a fresh perspective, specifically with respect to RevOps, right? One question that we also had would be, what role does technology in general play in [ general ] leverage tools like the CRM, marketing automation, analytics and many more to improve RevOps performance today?

Got it. So don't like tools and automation, right? But again, before we get into the tool aspect, so fundamentally, if RevOps really involved in your GTM strategy and is also allied with the company, RevOps is shown with the process design how your ideal process should look like, right? So this process will define everything from the first point a lead with your like whatever process journey. So RevOps will map out this entire process journey based on the company's requirement and the company's products and sales process. Now this will basically define what are the tools that you need to basically implement this whole thing, right? So that's how RevOps will decide on the tool selection and the tool stack that's required for the company. And finally, the most important part is the implementation. So when you get into the implementation, again, there is a lot of calls that you need to take with regards to what level of [indiscernible] based on the state of your company's growth. Now I would also like to break it down into 4 key parts. So basically, this is how I look at it. One fundamental aspect of [ RevOps ] for marketing, sales, and everything, this is the point we will start collecting what are the data points that I need to collect. And also, it is one of the fundamental decision-driven for the kind of tools that you purchase. Data is the first act of it, which is -- which basically defines how operations will function and how your analytics is going to give you [ op ], right? The second part of it, I would say, is automation. Now again, RevOps is always thinking can I automate this, can I automate this, like whatever process that comes into the picture, whatever activities that people are doing, RevOps is always thinking how can I automate this or do I really need like a person coming in and solving this particular problem, kind of tech stack which allows that level of automation, right? And the third aspect, I'd say, is workspace. So RevOps will make the workspace for the entire revenue team, whether it's your marketing, sales it should look like, so that it's very easy for them to do their daily task, and it's very easy for them to understand their KPIs, their dashboard, their metrics and everything, right? And finally, I would say the collaboration aspect. Now RevOps, like I mentioned, it's available to collaborate across the departments. So on the collaboration aspect, again, RevOps designs and defines that entire process, how different teams interact and how handovers happen.

Thank you. Thank you so much, Mr. Padmakumar, for taking time to really explain rather each of those questions and how they've sort of played to you before we move on to the next segment.

Thanks, Sushmitha, and thank you, Padmakumar. Thanks for explaining. Today, it looks like RevOps is the backbone where the other functions are evolving a time out. Next step, like everybody were requesting, we have a demo of Sales Cloud 360 today. And I will request Sushmitha to take this demo.

Hi, everyone. Thank you so much for your time today. As we've already taken a look at the Salesforce journey, the Salesforce gamut of solutions and the capability that the system has, let me quickly take you through the back end and what the solution actually looks like for you. So what we see here right now in front of us is the Salesforce back-end home page. It is nothing but a landing page to get each of us in the company to get started off with our day. So here, as we see me as an individual sales rep is going to have all the information that I need to plan all my meetings to actually see what are some of the priority tasks that I need to check out of my bucket, how have I been doing with respect to my activities as well? And here on the left-hand side, I can also see some details about what is my quota, how much of my quota have I completed? What is the deficit? And what are some of the activities that I need to do to sort of wind up that deficit? So these things could be very, very different when it comes to an individual sales rep and a manager. A manager could have important details such as what are some of the items they need to approve such as their holidays, their time-offs, their discounts and so on; what are some of the key deals that the team is actually working on; data about what are some of the important products that are being sold into account by each of their team members; what are some of the white spaces when it comes to accounts, right; why are some of the accounts not being touched, and so on? So the entire essence of that, it can be very, very personalized and customized based on the person who is actually viewing this entire home page. So now that we've actually taken a look at how easy it is to get started off with [ once day ], let me quickly talk to you about how important it is to capture leads and inquires that come in and take them through the entire funnel, stage by stage you are in. All of you get inquiries and prospects inquiring about the different products and services that you have to offer. So this plays here is a singular workspace that captures all the inquiries that come in and their contact credentials, which company is it coming from, which source have they inquired from and so on, right? So ideally, this entire workspace has all the leads with all the important information about those particular leads within a single view. But a lot of times what happens is leads that come in, right? One sales rep could probably work on all the leads that come in just from Bangalore, another could work on all the leads that pertain to billing issues and so on. So based on what leads the sales reps are working on, it's very, very important to actually create those important lead list views. And these views can be created by using these filters. There are N number of filters to select from and create those list views. And once these views have been created and probably leads are being worked upon, this would be an important view to actually take a look at on how leads actually progress from being a new lead to a working lead to either a qualified or an unqualified lead. So in terms of bifurcation, it becomes important because each of the companies will get hundreds and thousands of leads on a monthly basis. It becomes important to sort of bifurcate these leads, push them into an unqualified bucket to nurture and refresh them for a later point of time or convert them and move them into a qualified pipeline as well. So after this lead sort of gets qualified and converted into a pipeline qualified bucket, it makes it important to track all the qualified opportunities as a part of a singular [ can-van ] view. So okay, what are some of the important opportunities I'm running? When are they likely to close? And what stage are they? And I also have the capability to move these opportunities easily from one stage to another and also edit their properties very easily in line here. And on the side, I also have or probably even my manager has the capability to sort of inspect pipeline and take a look at very, very sort of specific details. So with respect to probably this quarter, this filter, which says, let me take a look at what [ Elliot's ] team has with respect to this quarter. So here, I'm able to actually see all the opportunities that are there that are likely to see what the commit is, what the best case is and what pipeline actually exists that could likely move to commercial. With a part of pipeline inspection, managers also have it sort of move in and out of the pipeline bucket as well. So randomly, at the end of the month, we do notice that some pipeline gets pushed out, we don't know who pushed it out and by how long has it been pushed out. Actually, lets managers track which exact opportunity by which sales rep has been pushed in or out of the common bucket. So having said that, we can also sort of chart this and see it in a very, very visual manner as well. So now that we've actually taken a look at what inquiry management and pipeline management looks like, one of Salesforce's is important USP would be the Customer 360. Here, as a part of one of our customers who is Omega Limited, we are able to actually see that they are an enterprise customer in the manufacturing segment with around 15,000 employees and a lot of other important details about this particular customer. We are able to actually see what are some of the discounts we've offered to them, what are the products they've procured from us, do we have any open opportunities and cases with this account, and a lot of other details. So information like this actually gives sales reps the idea that probably if there are high-priority cases, we better solve for it before we actually go ahead and cross-sell another product or upsell another product and so on. So here, as a part of the Account 360, we are able to see all the important credentials of this account, all the people that we are engaged with respect to this account, what is the business that we've done, right; what are some of the closed opportunities, upcoming opportunities; what are some of the orders and invoices that we've pulled in with respect to this account. And we're also able to track all the cases that have been sort of open cases, closed cases, and all in a singular workspace. So the idea here is to sort of pull in all the important and relevant data from the different internal other softwares. And a sales rep or anybody looking at this account has all the details that they need to have a very relevant and fruitful conversation with this customer so that they're wowed by that personalized experience, right? And this is going to actually make them a very royal customer sort of recommend our solution or our company to their peers and just help the company grow as a whole by providing such a great experience in taken and understood the sort of the essence of Customer 360. I would just want to wrap up the demo with some visuals, right, when it comes to reporting and dashboarding. So these are nothing but visual representations of some of the most important metrics that each of the companies track. So me as an individual sales rep, I would want to actually see what is the overall closed business I've done, what is the pipeline that I have to meet my deficit, what are the activities that I'm doing, am I calling enough, am I meeting enough customers and so on? What are some of the top accounts that I'm working on and spending a lot of time on. Where am I with respect to the team leader board and so on? But at the same time, somebody from the management or the leadership team might actually want to have of the entire business as a whole, right? Where are we with respect to our marketing spend and what is the ROI that we're getting out of it? What is the overall sales when it comes to all the segments put together at? Are my customers getting a great experience? And are we actually compliant with respect to the SLA standards? What is the month-over-month or the quarter-over-quarter growth? Probably any and every business, and of course, each business would have very personalized processes and metrics that we would want to stamp on to the dashboard and the system here as such. Ability to subscribe to the dashboard, download it, save it and sort of change the look and feel of it and so on, right? Very, very flexible system. Very, very easy to -- the look and feel of the dashboards and so on. So on a high level, this is what we wanted to show when it comes to the power of Salesforce and the value that it can add. We would be more than happy to sort of answer very specific questions that would pertain to any of your businesses. So thank you so much for your patience and time.

Thank you for that, Sushmitha. And I hope everybody had a great session with the demo and the fireside chat. For couple of questions, if you could please key in those questions, we'd be happy to take them, even for Mr. Padmakumar, I see he's still on. So if there are any questions around revenue operations, I'm sure we'd be happy to take them. In the meanwhile, we'd like to start off with a question for us. So one of the questions was, do we have any customers in the robotics space and how we could work with them. So I'd like to welcome back Sushmitha to take this a question, please?

Yes. Thanks, Randall. So I hope I'm audible.

Yes.

I had a look at the question. So especially, we do have a couple of customers when it comes to the RPA space and so on, right? So one particular customer that I probably want to mention is SP Robotic Works, which is a platform to pretty much learn, build and showcase robotics, IoT, image processing, VR and the next-generation skills, right? So ideally, what happened is while SP Robotics actually had an innovative product to offer, the company also wanted to sort of ensure that customers' experience while interacting with the product was equally delightful, right? And today, sort of SP Robotics uses Salesforce to consolidate data from online and off-line channels, streamline sales pipeline and obtain a single view of its customers, right? And the company has sort of successfully broken down multiple silos and customer touch points into tasks and workflows that actually help the sales team move customers through any stage of the funnel, right? So this probably could be one of the examples that we could talk about, right? And today, I mean probably they are a Sales Cloud customer and so on and are sort of exploring opportunities with respect to other products and solutions as well. Am I not audible?

No, we can hear you.

So that would be a quick answer to that question. I hope that helps.

All right. So the next one is obviously very interesting and the theme of our webinar with sales. Like digitization of sales, how does this asset assist small businesses?

Got it. So specifically, when it comes to digitization, right -- I mean specifically, when we talk about Salesforce as a whole, so we are present across segments, right, so be it from the early-stage start-ups to mid-market customers to the largest enterprises in the country as well as globally. So when a lot of customers actually sort of start interacting with Salesforce and talk about that entire digitally transformation -- digital transformation journey with Salesforce from the time they are small start-ups and they want to onboard with the platform, probably to start off with 2 people, 3 people and then sort of scale alongside, right? So ideally, digitally transforming sales is nothing but coming slowly out of the manual processes that you're doing and automating some of the redundant processes and sort of ensuring that your sales team's productivity increases, right? And the time spent on sort of procuring customers, providing a greater experience to customers increases, right? And when you start that early and sort of pick that up when the sales team is small, sort of that stickiness increases even as the team grows, right? So even if the team grows from being a small 2 to 3 people team to a 100- or a 500-member team, sort of the scalability would not be an issue and sort of Salesforce works hand-in-hand to help with the entire Salesforce scalability story, right? So that could be one simple part of the answer.

Right. Thanks, Sushmitha. I think we are at almost time. There was a question on how campaigns work in Salesforce. So to that, we request you -- post this webinar, within the next couple of days, a team member will reach out to you and we can set up a personalized demo for you to understand that in detail. All right. With that, I'd like to thank everyone who's taken the time out today. I know it's kind of the middle of the week on a Thursday. But thank you to all the audits who have taken the time out. For those asking and for those who joined late, we will send an e-mail with a recording of the session and you can watch it at your convenience. From tomorrow, you will get that mail-out. All right. I'd like to thank all our speakers, Shoeb, Sushmitha and especially Mr. Padmakumar for taking the time out today and talking here in our webinar. Once again, for those who have any further questions, you will get an e-mail tomorrow. You could reply to that e-mail and we'll be happy to answer you there. Thanks all. Signing off here for today.