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

Good morning, and welcome to all of you. A big, big thank you for attending this amazing session called How Salesforce Uses Salesforce. This is a session where we actually share a bit of our magic sauce where we talk about how we drink our own champagne, basically, how Salesforce uses Salesforce for driving our own business in a predictable positive growth panel. So without much ado, let me share with you what we intend to cover for today. But before that, once again, a warm welcome to all of you who have taken time out of your busy schedule to join this session. And a big thank you for not just attending the session, but for being our customers, our partners and our employees who make Salesforce ecosystem what it is. So once again, big welcome and a big thank you for all of you. Now before we proceed with our session -- sorry, before we proceed with our session, Slide 3, our legal department, which is our forward-looking statement since we are a public trade organization. We just want to ensure that anything which we shared today, and if it influences your decision to buy Salesforce, it should be based on what are the capabilities, which are available in our platform today. Anything which we talk about from a futuristic capability standpoint, should not impact your purchasing decisions. So with this, I think we can say thank you to our legal department and keep this slide done. Now a bit of a humble request and some housekeeping. Today, our presenters will actually be sharing with you How Salesforce uses Salesforce using some of the real data of our own internal incidents. So we humbly request all of you not to record any of this keeping our data privacy into the consideration as well as considering no screen shots, no recording given that this is a live data. Trust is a big value to Salesforce. And today, we put that trust in our partners, in our customers. So please, please no recording. Now other aspect is, we understand that when you go through this amazing content, which our presenters will be presenting today, if you have any questions, feel free to put that into your Q&A box, which is there on your screen, and we will look forward to answering those in real time, if it has something to do with the navigation of the system. We have people who will be addressing in case you are experiencing any trouble watching this content. But for all the other Q&A, we will actually hold it back to the end of the session. So once all the presenters have presented, there is a time where we will be answering all your questions. We really look forward to hearing any questions which you might have, and we will be answering them at the end of the session. Now today's -- we have action packed agenda. I won't go through what exactly these sessions are, but we have some lineup of real great presenters who will actually be covering How Salesforce Uses Salesforce to find new customers to get them onboarded on Salesforce and then how our leadership actually uses some of the key dashboards, key reports to measure and monitor the progress of our business, the growth of our business in a very linear, predictable manner, which is very much the key need in the current economic environment. The predictability, who know, but less. Just a quick introduction from my side. I'm Saurabh. I've been in solution selling space, selling enterprise applications for around 17 years. But what I really take pride in the fact is that out of these 17 years I've spent a little over a decade selling what we call it now as the CX solution, the Customer Experience solutions. I've sold CRM Formalize, but I specifically segregate what when I used to sell CRM, which was a very traditional way of looking at the customer engagement and then the customer experience set of solutions. And within that, 6-plus years is what is the highlight of my career is being in Salesforce. I've really seen how this platform has grown for with our customers. Our customers have used this platform in a very innovative manner to drive growth in their own business. And my current role, I actually lead the sales team for Malaysia and Vietnam Enterprise sales team, but Salesforce has given me an opportunity to be in various different goals. I've managed Indonesia and Philippines in my last call. I have been a Solution Specialist. So I've been a Specialist for Service Cloud, financial Service Cloud. What that has enabled me to do is to see how our customers have been using these applications and very different innovative use cases and to imbibe the same thing when we share some of the use cases with our customer or share the success of these customers and others. So that's where I had -- the 6 years in Salesforce has personally contributed a lot to my own learning. Not just me, but you're actually going to hear from the actual rockstars from Salesforce today. And it's a very female powered show folks. So we actually have people who are very much responsible for curating the demand. Basically, how do we entice new customers towards Salesforce, how do we really find new customers. We then will have folks who are actually then working on those customers to bring them onboard our platform. And then we also will hear from an amazing person named Rasika, who will walk you through how at the scale, she is helping the leadership to make the real-time decision based on data on what is working, what is not working, where we need to bring the correction. So you will see the entire life cycle of finding, onboarding, and growing with the new customers. They will actually introduce themselves when we reach their respective introduction session. But for a few of the audience members who might still be a bit new to the Salesforce ecosystem, I'm just going to take 2 more slides to kind of get you a bit aware about what Salesforce is. So that when you -- when they really show you how the platform is consumed within Salesforce, you at least have an idea what Salesforce is all about overall. Now we are one of the largest enterprise software company in the world. But that's not what said, there's a part that how fast we've grown. It pretty much because of the way our customers have consumed this platform for their own growth, that has contributed to our growth. So it's the growth of our customer, which actually we take pride in. But over and above the 3 things which we really take prides in, apart from what the numbers which might -- which shows on the slide is, it all is fueled based on innovation. Salesforce has been identified as the most innovative companies, not just for last 1 year, 2 years, but almost for a decade. The kind of innovation with Salesforce has pioneered in the customer experience domain has been next to anybody else imagining in that space. So it's the innovation which is fueling our growth. But apart from that, it's the feeling that business is not just the purpose of the business. The business is there to improve the lives of our community where we operate, and that's where Salesforce 111 model comes into picture, where we contribute back to the community in which we actually operate. So this is -- which means 1% of our equity, 1% of our employees' time and 1% of our license actually goes to the philanthropic needs making our society better, making our community a better place. And last but not the least, this whole powerhouse is built on an amazing culture, which has actually been recognized by Salesforce being a #1 best place to work, not just in the region, not just in Singapore, but across various countries across the globe. It's the culture which can always -- is always going to eat strategy for breakfast. That is the philosophy which we've always followed from our inception date and that's what sets us apart from any other organization operating in this enterprise application space. Now what is Salesforce? And this is what slide which talks about what is Salesforce, we call it as Customer 360. Now you know, there will be people on the session who might have heard Customer 360 as a terminology for the longest time. And I personally believe in the CRM domain, it's one of the most abused term, because even if you're a bank or a telco or a manufacturing company, if you put all your Customer 360 information on one stream, nobody understands anything. It's still a lot of data which people cannot make sense out of. So that's where the way we really started our journey on our CX platform is, think of it as an actionable 360. So our individual cloud, which all of you might be using like a Sales Cloud or Service Cloud or Marketing Cloud, which pretty much when CRM was inceptualized, used to be the 3 founding pillars, the pillars of CRM. We believe that these are basically kind of a lenses, which an individual user uses to get their job done. The way a customer uses to gets consumed by a salesperson versus a service person is different versus the marketing person is different. So that's where the whole Salesforce story started. But as and when we evolved with our customer needs and when we were always listening to what our customers wanted to deliver the best experience to their customers, we started to evolve our offerings. So we started giving Commerce Cloud, all the way it is evolving into individual platform where our customers have built their own apps, which is specific to their needs for their customer scenarios, is to ensure that every channel from where the customer approaches our customers, whether it's B2B, B2C or B2B2C, the platform is able to scale up for that need. And to provide a Customer 360, which is not just the data with Salesforce hold within our own CRM platform, but basically depends into your core applications whether in a banking context, whether it's a core banking, card application and a telco, whether it's your billing platform or in a manufacturing set up, whether it's ERP. To really curate 360, where your salesperson, service person or a marketing person did not move and all tab to find that information. Data becomes very much the central aspect of what Salesforce does, and that's where we further build some of our acquisitions like Tableau, which is more around how do you visualize that data, which you build across the enterprise-wide data layer. MuleSoft, so that you can bring data very easily into the platform or not just within Salesforce, but how you actually make it as a data layer, which you can start feeding data between various systems within the application. And last but not the least, I think where Salesforce really saw a huge growth was when we started to pivot towards our specific industry offering. We started with the Financial Service Cloud way back in 2016, but now we pretty much have 13 industry-specific offerings, which actually allows our customer to adopt this solution for their industry-specific needs at a rapid pace. Now I know, I can talk for almost an hour about Salesforce and it will still not be complete. So this is where I will pause just to give you a feeling around what Salesforce is. Now all of this Salesforce is further powered by what we now call it as AI plus data plus CRM is customer magic. And that magic is something which I will now invite our presenters to share with you how we are consuming this magic for driving our own business growth. With this, I'll actually invite Shafida, who is our Senior Director of our Business Development, to come and walk you through the next part of the session. Feel free to get the most value out of this session folks. And for any questions, please do not hesitate to share it in the Q&A window. Shafida, over to you.

Thanks a lot, Saurabh. And hello, everyone. So my name is Shafida. I have about 20 years of experience building and managing high-performing teams across business development, sales, competitive program strategy and so on. At Salesforce, I had the pleasure of leading our sales development function for ASEAN. We're a 40 member organization and the teams include sales development representatives, called SDRs or business development represents, BDRs. We cover across countries, across ASEAN, cross-segment, cross products. Very happy to be sharing the secret sauce of how we run our sales development organization. And I'm more than happy to stay connected after the session as well in case any of you have questions, happy to share some of the learnings and tips and tricks and so on. All right. With that, let's get started. Now before we dive into the details of sales development, I wanted to give you a little bit of overview of the key imperatives or the key focus, critical success factors for us. Now of course, many -- every organization, you would have the sales teams, who is really driving high generation. And how do we effectively divide and conquer? So while sales teams are focused on Pipegen, how would sales development drive or become a part of that to drive effectively their portion through a divide and conquer motion? And what are the key things that's important for us? So here are the different areas of which that's critical for us as we run our business. Number one, having a predictable and scalable model that adapts as the business grows. So tomorrow as an example, if you have a new market or a new product that's launched, how do we make sure that our organization can scale to cover those? And now with this macroeconomic uncertainty, productivity is super crucial for every one of us. We're no different. So looking at all the incoming leads and knowing which leads to prioritize is a critical factor for us. We saw that our team is quite diverse, different countries, segments, market, how do we ensure consistency in execution across our reps is super critical. We talked about divide and conquer. So how do we effectively divide and conquer with our sales representatives -- with our AEs. So for example, if they focus on installed base accounts, how can our reps focus on, for example, new logo or new business and existing installed base accounts so that we're always effectively covering our market and acquiring new customers. Having the tools to enhance productivity to help reps keep the -- keep up with the pace of changes in the business, these are all critical success factors. And how would all of these come together in order to drive 40% of the contribution to the ASEAN business? Our team is measured on high generation, right? That's fundamental. But we also measure the contribution of this pipeline that ultimately converts to ACV on new revenue for the business, right? So that is the impact that we're always measuring ourselves and our teams on. All right. Now let's take a look at what we'll cover today. We'll talk a little bit about the inbound lead management covered by SDRs, outbound prospecting through BDRs. How do we align with AEs and follow-up on the opportunities and have a strong operational cadence or operational rigor through which we run our business and using the power or the strength of our platform. So let's introduce you to the different teams or the roles that we have in sales development. So on the left, you have your SDRs, who focus on the inbound leads; and on the right, you have the BDRs, who focus on the outbound prospective. So they are the hunters as an example, who drives the new conversation, new accounts or existing installed base, but for new business. And [ youngsters ] are focused on inbound lead management. Both of them are talented, hungry millennials or Gen Zs. And they're actually the talent source for the organization. We take pride in nurturing and growing this talent to grow into the future rockstar sales roles. So now let's take a look at what are the critical factors when we talk about SDRs firstly, which is basically lead management, right? So the inbound function. What's critical for us when we think about getting those leads that comes in to convert? So there's data to show, firstly, for response time. If we would touch a lead in less than 10 minutes, it increases our chances to make a successful connect by 10x, right? So the response time, the time to touch the lead is the critical growth. The second one is about persistence. Right? So now that we've reached the contact in the right time, how do we ensure that we have meaningful connects with the lead and to ensure that there is a good logical sort of conversation and qualification happening. And this, again, data has shown that it can increase the possibilities of the successful call by 90%. So these are 2 critical factors as we look at lead management, and we have at the back end, the lead queues as well as a sales engagement that deleveraged to enable this, and you can see that more in the demo later. So the other factors, if you double click into the workflow. So how does this sort of lead routing look like? So on the left, you can see that there are multiple channels through which a lead can come in to Salesforce. Right? Marketing being our primary engine. So for example, a customer attends a webinar or an event or they fill up a form because they want to reach out to us, a contact need form, they download an asset and then they fill this out, or they call us or they have a chat. And we have an engine called the marketing automation engine that collects the leads coming from all of these sources, omnichannel sources. And then what we do is we follow something called the rules of engagement for routing those leads. So for example, we talked about SDRs being the primary sort of the rep who focuses on their inbound leads. There could be some locations where it could be a BDR because they are the ones who have an active conversation with that customer. So but essentially, the marketing automation takes care of that. It will take out the automation behind the scenes throughout the lead to collate all the leads and route it to the respective rep based on rules of engagement. The rep then works on the lead and then passes it to the AE for further progression of the deal. So now let's take a look at double-clicking a little bit more further to the next level. So we saw in the prior slide that the leads can come from multiple channels. So as you can imagine, there can also be days when that volume of leads coming in can be pretty huge, right? So how do we sort of make sure that our teams are always focused on where the money is, right, in order to enhance the team's productivity. And that's where you will start to see things like Einstein scoring, right? So we basically look at Einstein, which is our AI engine. It will take a look at the lead and start to assess, okay, which lead actually has a pattern of positive engagement with the company, which lead has a decision-maker title or above, right? And maybe we want to prioritize those leads. So those are the things that we use as data science to help our reps focus on where the money is and prioritize the workload. And then you can see that the sales development rep then works on it, and there's also things like integration to LinkedIn, where they can review the details about the contact that they're speaking with so they can really contextualize the outreach and then this consistent persistence as we talked about, and then they prequalify the lead before they pass it to the AE for further discovery and closing. Now we talked about fast response time being critical. The second is resistance. Now here is an example of how we codify that persistence. As you can see, we use a series of steps or an activity tracker, right, which goes from day 1, day 3, day 5, all the way to day 19, it's a mix of calls and e-mails that's basically codified in what we call as a sales engagement and it shows up as an activity or to do for the rep. So it makes it easier for them to know what do they need to do for these set of contacts or accounts on a day-to-day basis. So all of this ensures, as we saw earlier, consistency of how we reach out to customers consistency across all of our reps. So you can see from day to -- day 1 to day 19, the series of activities that they need to do to make sure that there's the right level of engagement and persistence. And if it's qualified to go to the AEs and if it's not for whatever reason, then that lead gets archived and it goes to the marketing nurture engine. And as you can see here, the target is about an average 60 minutes response time for the team for the first call. So now we'd also talked about operational rigor. So how do we make sure we, as a management team, we are on top of assessing all the input activities, the input things -- the key things that we need to do on a day-to-day basis and at the same time, review the conversion, right, of those activities or the calls into stage 1 and eventually revenue. And here's how we do it. So there are specific things that we measure through the power of dashboards on a daily basis, for example, the number of calls, it could be 60 calls per day, the number of meaningful connects if we have with customers at talk time, how much of that resulted in a Stage 1 opportunity, the early-stage opportunity. And then on a weekly basis, we start to see what percentage of that converted into Stage 2, right? Both from a review of the Stage 1 dollar account, how much of that resulted in the Stage 2 of the next step. And on a monthly basis, you will start to see the impacts on our new business, our revenue or ACV, as we call it, average contract value. So we have a monthly metric that we start to see that impact as we are all constantly trying to see how do we move the needle and make a measurable impact to our business. Okay? So that's a little bit about the lead management with our SDRs. Shifting gear. We're now going to talk about the outbound prospecting through our BDRs, right? And here is the sort of the key things to the sequence of steps that our BDR is focused on. So it really starts with account identification through data science, and we'll take a little bit more closer look on that. We also will look at account research so how do we double click on an account and understand more, a bit more about the account, what are the key priorities? What's the challenges? What is the -- how do you contextualize the person for the person to be speaking to? The next step is what we call is the BASHO email, which is really to tailor your messaging to the contact of the account that we're speaking with before we actually do the qualification and hand over to the AE. Now let's look at a little bit about how we use data science to really power all of this. Now this slide shows why data science. It's actually an analysis done by a global team, who helps us with a lot of these propensity to buy data on which accounts to focus on and which targets and they saw that there is a strong correlation between the data science or the high propensity list and outcomes. As an example, 90% of our revenue or ACV actually comes from our high propensity to buy accounts that have been identified through Einstein AI. We've also been able to double our Pipegen effort through AI, and we've gotten 24x higher opportunity amount because of the power of data. So now that we saw why they are basically the power of data science, here are the different avenues or areas where they make an impact. For example, we use that entirety planning when we synchronize with our sales counterparts to come up with the plan of how we will hit our pipeline and ACV targets, including looking at our territories and the plays have been drawn and so on. The second one is account tiering. So with the power of data science, we can basically identify which are our Tier 1 of priority accounts that we need to go after. For example, Tier 1 is usually covered by AEs. There could be times sometimes when it's covered by BDRs as well. And in the Tier 2, the next high propensity by accounts covered by BDRs and so on and so forth. And the third is looking at the power of data science to help us with targeted place for the different industries or solutions. Now we saw a little bit about looking at the power of data, looking at how we sort of use that to understand the customers and that's really -- you can see these are the 2 criterias that we look at. If you think about the success of a BDR outbound function. One is on the hunting, profiling territories in the propensity Dubai. And the second is on execution. How entire we make sure we're getting targeted messaging with proven success stories and verticalized templates. Here is an example of that BASHO e-mail that we talked about, which is a tailored messaging. So as an example here, you can see that this is an email that rep would send out to a customer. There's an introduction part introduced in the rep, could take the opportunity to introduce and then we talk about why we're messaging, we're reaching out to the customer. In this particular case, they're talking about KFC and they have a good relationship or engagement elsewhere in the world and have actually leveraged or selected Salesforce and reaping the benefits and the rep is keen to share some details about that and to see how we can start a local engagement. And it also a typical bashing, it would also have a strong contraction or a next step. So now that they've made an outreach to the customer and tailored that, here is the way in which we codify or basically speak the same language between the BDR and the Sales team. So here's basically through a specific or a standardized definition of the stages of the opportunity. So for example, in Stage 1, you would have the BDR capture all the notes, might including how the context of the customer need and the value, the band, basically to really qualify the account and the activities that they've basically done in that account. Stage 2 is when you will start to see more details about the compelling event, right, to the why change, why sales force, why now, and more details about the business challenges, pains. And we encourage our reps to stay connected. So while the first 2 are the minimum qualification criteria for SDRs, BDRs, we encourage our rep to stay connected to look at the budget time line, primary competitor, decision-maker, more details about the decision-maker, business case of ROI. And this really helps in drug quality Pipegen, strong BDR brands, talent development and really have strong stakeholder alignment. And last but not the least, how it all comes together is through the power of dashboards, right? To drive the operational rigor. So we'll review our KPIs on an ongoing basis. We'll review the pipeline qualification, and we remain accountable for Pipe creation and progression to outcomes and we have -- we also use these dashboards for open communication with our stakeholders. So now, let's see that in action and dive into the demo part. Now let's take a look at the demo portion of the section. So if I start my screen share, let's first take a look at the lead management side for the SDRs. So it all starts out by the customer filling out, let's say, in that forms which we discussed, imagine a customer wants to reach out the Salesforce to understand more about their products. So they filled the form with their details like name, job title, e-mail, company, and so on. And as an SDR, I would then take a look at what we see here as a lead queue. It's a list of all the leads because now that back phone gets triggered as the lead. So of the extract then gets to see the list of all the leads that's in the queue. Here's an example of an EMEA lead queue and with all the relevant information, such as title, company, e-mail ID and so on and so forth. If it's crawled to the right, you can see some interesting piece of insights. So let's imagine that the information on a particular isn't fully complete, that's actually reflecting the lead quality. So as an SDR, I would know, okay, which is the lead which I need to really go after on priority given that all the information is captured on that lead. Additionally, there's also something that is a lead rank, which also evaluates, for example, the patterns of that, particularly that actually engaged with Salesforce in the past or there was some level of propensity to buy, which is high for that particular lead, it would rank the lead at higher. So with that piece of insight, I would know where do I focus my energy on. And I go to this first lead, Rob Abelin. And I can see, if I click on that, it takes me to the landing page of the lead, which gives me more insights about that particular contact and how they've actually engaged the campaign history, how they've actually engaged with us in the past and all the activities that had basically happened. And this gives me useful insights as I reach out to the customer and log that call for me to qualify if it's an opportunity or not. So let's say, the call has taken place, and it's decision time. I could to basically convert that lead into an account, a new account if it's not been created before new contact, or it's an existing -- or an existing contact or if I'm really sure this is a new opportunity. It's qualified. It's a qualified lead, and I convert that to a new opportunity directly, right, which then will allow me to sort of engage with the AE to progress this further, okay? So that's on the SDR side of things. Now as an external manager, we talked about operational rigor. So I get to use dashboard such as this to really assess all the leads by the campaign with the number of hot/warm/cold leads and I can also assess the lead status by the owners. So I can see who's actually sitting on new leads or working leads so I can make sure that their process on time. And I can also see if their leads are distributed equally or not to take corrective action if needed. The number -- overall number of leads that's generated this month, how many of them actually converted to an opportunity, so I can have the right conversation with my marketing counterparts to drive the business forward. All right? So that's on the lead management side of the business. Now if we take a look at the next portion, which is basically on outbound prospecting by the BDR. So as a BDR, I would typically have my target list of accounts on my territory. And here's an example of an account, United Partners. And I can basically go into the lending page within our CRM system and see all the details about this account. Basic information and revenue, which industry. And if you start to notice here, I can start this information that basically relates to a logical segmentation. Internally, we use something called an average order value, which is called AOV, and which tells me what is the engagement of spend that has happened with this particular account in the past. And if I go down, I get to see more insight. So there's something called a rating, which is based on the propensity or the potential in the account to upsell or cross-sell. So here, for example, I see that this account is a Tier 1 account, which means it's important for me to prioritize versus the Tier 2 account and so on. I can then and as in BDR, my point of contact is the accounting. So I can get to the team time and review for all the people associated with this account and who can I engage with, to progress any opportunity that I might identify further. I can also click on the intelligence tab, that can give me insights about. For example, here, you can see the score on the likelihood of an account renewing in the next 12 months. And I can also get to see information on what's driving this score. Is it the license from a usage perspective and how is the engagement on the numbers of bookcases that they're raising. And these are all useful insights as I reach out to the customer. So remember the Basho e-mail that we talked about earlier? So all these sort of coming together will give me pretty useful intents to contextualize the tailor my messaging to the customer. So now if you take a look at, for a BDR, there's usually a list of accounts that [indiscernible] with multiple AEs. So this is an interesting sort of white space view for the BDR. Let me evaluate all the different accounts in the territory. The BDR or me as a BDR, I can actually see all the AEs here, and I can pick and choose which either I want to work, focus on for that particular week. And I can review the list of accounts under that AE and see what have they already bought versus what's the sort of white space in that account. And this will enable me to identify not to say the account that we saw earlier, but within the account, what specific products do I focus on for the outreach. So let's say another restart to the customer and have made a successful call, if I'm the BDR, I would then lock in all the information in here in the opportunity level as you can see. There's the next step place where I can capture specifics of third line manager. The BDR manager can also capture their notes on it. and I will work closely with the AE to progress it from the Stage 1 to basically Stage 2. So you can see all the details here. The other aspect, again, operational rigor from a BDR lead. Here is an example of a dashboard for a BDR manager, but the manager can get to see all the different activities by the reps, they get to figure split by regions, and the cost is particularly made this month and so on and so forth. So all the useful insights that will tell me how my team is performing, what is the overall sort of open opportunity value that the team has generated and how will you be progressing to what's driving our consonance.

Hi. Good morning, everyone. Thank you, Shafida, for a really good presentation and demo today. So everyone, our customers here, good morning to all of you. I'm Claire Marquez. I'm from the Enterprise business unit team of Salesforce covering the Philippine market. So I have more than 15 years in sales and marketing combined, and I am approaching my fourth year in Salesforce. My value includes integrity and authenticity. So at Salesforce, I am responsible for rain and the rain showers. So this means that I am responsible for pipe creation and bill closure of deals that are 100 gig and below so that our accounts AEs that I am working and supporting with then focus more on transformational and strategic engagement with our enterprise customers, okay? So for today, we are talking about opportunity management and deal closure, right? And how we do it in Salesforce? But before we go forward, allow me to present to you the sales methodology that we are using in Salesforce and how are these aligned to our Sales features. Okay? So first, we have the listen fees, wherein we take time to understand, listen on the themes, challenges of our customers and what are the aspirations in the future. We also have the build trust fees wherein we -- we are consulting how to provide a point or proof-of-value, our proposal to the customer. And this is evident in Stages 3, 4 and 5. And we have the partner fees, wherein we align and work with our partners to jointly meet their business objectives. It could be regional or local partners. And this is evident in stages by 5, 6, 7 to closure. Right? And we also have the succeed fees. We will work with our customer success managers to make sure that we create a success path for our customers in terms of adoption, in terms of optimization and in terms of scaling them for growth. So now let's go through the opportunity stages in Salesforce. So remember, in Stage 1, we work with the BDR. So they passed to us the lead, and we are to either accept or reject this lead, depending on the qualification, right? So as I accept the lead, it will now move into Stage 2 and this is when I do my due diligence, right? So I read up the quick notes of my BDR based on their initial conversation with the customer. I also do my research in terms of the account, and I also read up the financial statement of the customer. And then as I work through Stage 3, I now engage with my pre-sales, so that we are aligned in terms of doing a deeper discovery of the requirements and challenges. We also expand our stakeholder reach, and this is where we uncover as well a strong compelling event, right? And if you notice, during this stages, we are already using different sales tools, apps in Salesforce to help us sell smarter and faster. And later on, I will explain these tools in my slides. So this is a sample of an opportunity in Salesforce. So in Salesforce, your opportunity, you must have, first, the opportunity name, your ACV value or the total amount of your opportunity and then you closed deal. And it must have an updated next steps, right? So the next step should be short, crisp, and straightforward, and it must have the date and the initials of the AE. So why is it important to key in the initials of the AE, because remember in Salesforce, trust is the #1 value. We have to sell in the authenticity of the next steps. In Salesforce, we also have this maneuver, wherein if the opportunity is that in Salesforce, well, the opportunity or the deal does not exist. It's also difficult to get help or resources if the opportunity is not in Salesforce. And hence, we use Salesforce as our single source of [indiscernible]. And we also use -- and we have the daily update of our daily deal. And now we move on to Stages 4 and 5. At this stage, you are now in the best position to present your proof of value, why Salesforce, why change, right? And at this stage, I'm also involving already as various now, our legal, field desk and sales ops, especially if the deal is large, it's important to align with them to discuss the deal with them in order -- because conversations with customers, negotiation might take longer and approval may also take time. Right? So at this stage, you may want to look at creating your close plan already, especially if there are risks and especially if your deal is large. So I've mentioned a while ago that we're using different tools in Salesforce to help us sell faster and of course, sell smarter, right? Quip is one of the tools that we're using. So we use it to align opportunity updates real time and this is also where we dump all information, and downloaded from our customer meetings and discovery stations. And this is also the tool we use to track with invariables and next steps and where we also create our opportunity close plan. So the good thing is that this is interfaced with our Salesforce app, so it makes our lives easier. Slack is also one of the tools that we are using in Salesforce, especially because we are not using e-mail internally anymore right? So we use Slack to collaborate, to communicate, to update on the deal movement and progress on a daily basis. So this is real time. And in Slack, you can create different channels, it could be per department or business unit, it could be for products or opportunities. In my case, my Slack groups are interfaced with my opportunities in Salesforce. By the way, you can also use Slack as the channel for your partners and your vendors as well. Shafida mentioned that we use data science in order for us to create or generate opportunities, right? For us, in Salesforce, we're using that very heavily as well because in accounts, right, it helps us determine what would be the next best step? Or what would be the next best solution that we are to offer this customer given how they're using Salesforce at this stage. So it's very important for us to look at this data science in order for us to create or generate more opportunities so that we know what sort of conversations we are to prepare with our customers. And in Salesforce, just like in other sales organization, you cannot win or close your deal on your own. You have to work and collaborate with your team and equally important to also engage with the right resources at the right stages. So now let's move on to deal closure, right? So these are now the critical stages because you are a few steps away from closing your deal, right? So at this stage, I have already submitted my final proposal to the customer, and they might be still negotiating in terms of the price, in terms of company insurance, and also any contract-related conversations, right? So now, if, for example, the customer is okay with the BAFO, best and final offer that we provided, and they gave the go signal to proceed with the PO process, and I'm just waiting for the signed order form. So at this stage, I will move my stage into Stage 7. So once I receive my signed order form, I will now pass this on to our sales ops so that they can do the due diligence. They can check if everything is in order, and they can now update the opportunity from pending into close one. In Salesforce, the AEs are not allowed to close or to convert the deal. It has to go through Sales Ops. And at this stage, there might still be negotiation still ongoing if in case the conversation or dialogue with the customer is long. So the bill-desk, the legal and sales ops are very critical at this stage. So allow me to just explain who are these unsung heroes in Salesforce, right? As I have mentioned a while ago, legal, bill-desk, and sales office are very helpful to us. So the legal team, I do want to help us with non-standard terms and negotiation, in our contracts and agreements. The pricing team, this is our bill-desk team. So they help us in terms of providing a creative build construct for our deals, especially if it's a large deal. And we also approved discounts and pricing for us that will form part of our proposal to our customers. The revenue recognition awards hand-in-hand with our bill-desk team. So they provide extended support and they also help us maximize our ACV. And of course, sales ops, they're very helpful from the very beginning. They help us in terms of any issues or bugs in our codes and order form, and they also help book the deal for us. So there is governance that's required between AE and, of course, managers when it comes to our op report, right? So AEs are responsible for making sure that these are close deal, that the next steps are updated and the deal stages are also updated in Salesforce app. The manager is responsible for using his judgment based on the information that he has to commit a deal during forecast if it's up negative or up positive. So key takeaways before we do our demo it's important to do team alignment so that you can collaborate and work as a team in closing your deal. No man is an island, right? The leverage the tools that you have because they help you sell smarter and even close more deals, right? And again, Abrigo is very important for legal transparency for everyone to see, all the updates and movements in your opportunity. So are you excited for the demo, right? So let me show you the demo on how we do opportunity management in Salesforce. Hi, everyone. So I'm here to present to you opportunity management and deal closure in the Salesforce app. But first, let's take a look at the accounts page, okay? So here, you can see all the accounts that I'm managing in Salesforce. For the sake of this terminal, let's focus on Tyconet. So here, you can see a 360 degree view of Tyconet as an account. You can see here that AOV Band, the contacts, opportunities and the cases raised by this account. If you have to go to the Intelligence tab, we can see here the overall health score of Tyconet. It's an account, you can see it's green, it's healthy. I can see the usage and adoption percentage as well. And this information for me is very useful because I can gauge if I need to spend more time with this account to generate more opportunities. And speaking of opportunities, let's go to the Opportunities tab, so that we can see all the opportunities created under this account. Let's focus on the Add-On business, okay? So here, similar to the account page, you can see a 360-degree view of Tyconet opportunity pertaining to the 70 add-on business opportunity, right? You can see the ACB amount here, of course, the close date, which is very important, the probability of closing, right, it's here and the opportunity owner. As you notice as well, we have 8 sales stages in Salesforce, as we close the deal, right? And it's in a train but so that we can see where we are in a particular engagement with customers. This guidance for success, on so that each one of us all AEs will be guided, to do a check list, if we have done these steps before we go into the next stage. This is just to assure success in using our deal, right? And here is the field where we update the next steps. So once I give in my updates here, I'll just save it, okay. So now I scroll down into the log engagement, right, or activities by the opportunity team. It could be myself, BDR, my presales or AEs and other cloud specialists who are working with me to close this deal. So it's very easy to log your activity. So it will just take the necessary information, if I'm going to meet with the customer on June 9 and put the name of the person you are going to meet, and save. So as you can see, it will automatically display in this page. Now let's go into Quip. So as you can see, this is 1 application tool we're also using in Salesforce, and it's interconnected here in the Salesforce app. So Quip is where we dump all the information downloaded from our meetings with the customer. As you can see here, and [indiscernible] down these, there's the meeting notes and all information. This is where we align each 1 on where we are and on the information with regard is [indiscernible] You can share this to people who should be -- who should know this opportunity, and you can even send a message here if you have some clarifications. So speaking of the team, there's a tab here that speaks of the people who will be part of your -- or who are part of your opportunity. So for example, here, I can see my competitive expert or industry specialist, this will be key people who can help you win this deal, right? I can even add more people if there's a need to. So now let me go back into the main opportunity page. So if you notice, it's still on stage 1 because BDR has just passed me the lead. I have to convert it into Stage 2 to make it a qualified opportunity. But the qualification doesn't stop there. Right? I have to engage with the customer and do further discovery to understand all of the requirements, the future state that they want to achieve, right? And we also expand the stakeholder reach. And by this stage, I'm already engaged with our presales to help me understand and assess what solutions we can recommend. By Stage 4, right? We are already presenting our portfolio, our recommendation on our solution to the customer, right? By Stage 5, I'm already engaged with the agreement, legal and our bill-desk team because I'm ready to submit my initial proposal to the customer. So once I submit that, definitely, the customer will have some clarifications, they will negotiate on the pricing and even with the terms and conditions, right? So this is going to be back and forth with the bill-desk and agreements or legal team. So once that's done, and let's say that the customer is good and you're your pricing already. Now we can move into Stage 6, okay? And we submit our final proposal, and we discuss with the customer that this is our final proposal, and this is already approved. And once they are okay with it, you may give you the soft signal to proceed and that you learn that the PO process has started. Then you can start on moving to the next stage, which is Stage 7. Remember that 6 and 7 is already a commit stage in Salesforce, right? And at this stage, there is no more competition. So once now as you see the sign on the form, then I will share these to sales ops, so they will be the one to update this as closed on. So for the sake of this demo, I'll be the one to update as closed one, okay? So congratulations. It's a deal one for you. And this is my last demo. So I hope you learned something. Let me call on Rasika so that she can present on pipeline and forecast management. Okay. Thank you.

Thank you, Claire, and thanks, everyone, for being here with us. Let me introduce myself. I'm Rasika Singhal, with over a decade of experience in management consulting, corporate and business strategy. I specialize in M&A, GTM as well as many large-scale transformational strategy projects. Here at Salesforce, I'm partnering with some of our sales leaders across our ASEAN countries in determining where are the growth vectors that we identify and leading operationally to identify and make sure that we are registering this growth. Now building on to what we heard from our sales and sales that, let's look at from the strategy perspective, what we mean by pipeline and forecast management. It all begins with setting an ambitious yet a realistic pipeline gen target to continuous inspection of the pipeline, both in terms of quantity as well as quality. And we do this to identify early pipeline gaps so we can involve the right teams at the right time to make sure we take actions typically. All this requires a high degree of strategic as well as operational rigor to track and report our key metrics that give us the visibility into the true health of our pipeline. Now let's take a deeper look into each of these areas. To set up Pipegen target, it all begins with a vision and setting the goal that we derive from our financial revenue target. We do this to ensure that there is enough coverage to the sales quota for the company. We then consider any prebooks or renewals. And on the remaining quarter, we take a historic benchmark of our close rates to typically arrive at a comfortable 3x to 4x coverage of our Pipegen target. Next, we split this target amongst the various sales teams we have, such as the account executives, the BDRs, the SDRs, platform sales or service sales or any other sales roles. Based on a function of historic benchmark, a headcount capacity and the coverage that's needed to ensure these targets are well covered. Once we finalize these targets at the various levels, we can now get down to inspecting the health of the pipeline. First is to check on the health in terms of quantity or in other words, check the Pipegen target attainment. We do this on a continuous running basis throughout the quarter to uncover any attainment gaps across any of the sales roles such as the field sales, VDRs or other sales roles to take any targeted actions. We bring all of this together regularly on what we call as our pipeline reviews. These forums are attended by all the stakeholders, including the sales, strategy, sales programs, sales development, marketing and other product teams. So this not only helps in the alignments amongst the various teams, but it also drives quick targeted actions. Next, we look at the qualitative aspect of our Pipegen. We evaluate this health across multiple dimensions, such as what's the deal size bands. Where are the different deal stages, right from lead generation towards the final closure. What are the top deals that we have and the activities being driven in them? What are the deals that may be stalled in a particular stage for an extended period of time? We also run through these insights that come as inputs from our sales leaders directly. That is what's the pipeline that's been generated across our different manager judgments in terms of how likely this will get converted to a close deal. It could be an in-deal as an MFG or a managed judgment, which could be a solid confidence of closure or it could be an up plus or up minus deal, which signifies that this is more as an upside deal for the time duration. So to bring all of this assessment together, we identify potential gaps and risks in our pipeline that will inform us to take any early actions such as drive specific sales place or enablement or any marketing activities. We leverage our global pipeline dashboards as our single source of truth to run all our pipeline reports. We evaluate this pipeline generated, where we look at the target attainments, the health of the pipeline across different products, segments, markets, countries and we look at the conversion of the deal from 1 stage to the other. We evaluate this looking at the pipe coverage to the financial plan targets. So we look at it from the lens of sales stages as well that again guide us where there may be any bottlenecks if the pipeline is stored at a particular stage or if we have a balanced flow of pipeline from Stage 1 towards closure. We're also able to see insightful data such as the key competitors to the pipeline or opportunities through our trusted partners and reseller ecosystem. So we can use all this information available at our fingertips through our dashboard. We can drive the most impactful sales enablement or any other activities to make sure we are truly up for success. Finally, we also inspect by various sources such as field sales, BDRs, SDRs, channel partners to ensure there's a healthy optical mix across all these different sources. Their year-on-year growth, a balance split across the stages as well as the pipeline movement. We also checked the level of activity in specific large deals that each of the teams may be driving as part of their Pipegen efforts. Now let me show you how it all comes together on our live dashboards. Here, you see a screen shot of what we call as our global pipeline dashboard. As you can see on top, it runs across the organization right from the highest level of our sales hierarchy all the way to our executives. It gives us the flexibility to choose a specific time frame. What is the different source of the pipeline we want to assess? What are the different industries or the sectors we might want to look into? If we want to have a lens across different products, that's available as well. We can also deep dive with a dimension across if there's any specific market or a country we want to look at. There are other multiple dimensions as well such as a new logo plant. So if there are opportunities or deals that are coming from customers, which are absolutely new to us as well as what is the opportunity type. It could be an existing expansion or it could be a totally new business. So those are the different dimensions that this pipeline dashboard gives us the flexibility to look around. At the bottom, you will see that it also gives a breakdown of all the directs of the manager that has been selected. And you can see what's the Pipe that's been generated in the specific time frame that's selected. What's the year-on-year growth, a 2-year CAGR. What's the target and the attainment against that? What are the number of opportunities as well as the growth year-on-year in terms of the number of opportunities. So it gives you a very clean data insight on where you stand in terms of your pipeline generated. It further holds deeper to show what is the flip date trend. So once all these leads come in, and get passed on to our account executives. What is the trend of this flip that happens across a different time line. So we can choose from a daily, weekly, monthly or quarterly or even an annual view. Similarly, what's the amount of pipeline that gets closed across this different time line? Last but not the least, it also gives me a great view in terms of the different stages. It doesn't stop there. It goes more towards what is the level of activity that's happening across all this pipeline that's been generated. So here, for example, at the third bottom chart, I can see that there is about 45% of my pipeline that's sitting with no activity that has happened. This will help me get the right conversations in with my team to make sure how we are addressing this. It also gives me a great view in terms of what are all those accounts that are adding up to this 25%. And I can also do a year-on-year comparison of those specific accounts. Last but not the least, I also get a good split of all this pipeline across the different industry sectors. So I can see here I have a great view of different industries as well as the split across them in terms of my pipeline with about 45% coming from a specific sector. This will help me drive the right conversations through the right enablement and learning for my team to make sure we are having the right conversation with those customers that are getting added into this kind of a pipeline. It also helps me do a year-on-year view again to make sure that these customers are truly adding to our closed bookings. Last but not the least, it gives me a view across the different sales sources. So across my different sales roles of account executives, BDRs, SDRs and so on, what kind of pipeline do I have across each one of them? What's the percentage mix, the number of opportunities, growth as well as the average deal size that each one of them is contributing. Moving on. All this healthy pipeline yields a healthy forecast. So this brings us to the next module in our customer winning journey, which is forecast management. Now the recipe to success has some fundamental blocks. What is the key business activity that is followed by governance, having a uniform process in place and consistency as well as transparency through a one single unified platform. Now let's take a deeper look at each of these elements. Our secret sauce at Salesforce is the forecasting culture that we switched in the very fabric of our company. It's very simple if you break it down. And we typically break it down here in terms of 3 core pillars: people, process as well as data and tools. We bring together all of these to create a strong culture of predictability and accuracy in our forecast. All our people across the various levels have a strategic as well as a data-driven mindsets. They're well aligned and aware of the respective agreements and measures that drive accountability across each level. From top to bottom, we ensure there's alignment and a standardization on the forecasting methodology. We run this as a tight regular process and cadence that's owned and run by the strategy team at Salesforce and that invites all the stakeholder teams. From sales, presales, services, deals, legal and so on. So with the right representation, we get a comprehensive visibility into the status, health and the risks for the quarter as well as for the full year. We can then get into the action mode wherever there is a potential red flag that we identify along the cadence. So we drive accuracy as well as early insights through a collaborative deal assessment between our sales executives, managers and the leaders. To run this, we have built intentional tools which are standardized, transparent and are underlined by fundamentals of data science, automation and AI. All these pillars set, we keep a tight control on the business visibility. And accordingly, this helps us adjust our business priorities, both in short term as well as long term. At each level, we adopt this data-driven insights, we read out any bias numbers. We increased our accuracy. Review the opportunities from multiple angles. What's the compelling event? What's the time line of closure? What are the next steps as per the close plan? What's the manager judgment, put on that opportunity? So all this and more on the current opportunities as well as on the past results, which have been recorded on our platform from the same customers, help us drive predictability and a business protection. This also helps us know the customer behaviors and identify any patterns that we can again look into determining a predictable and an accurate forecast. So given the importance of this activity, it will be no surprise that we run this process relentlessly each week with a high degree of rigor. Our cost forecast call happens every Monday with our first-line managers and the direct sales account executives. This is followed the same day with the country or the region level leaders and the FLMs. On Tuesdays, the region or the country leaders run the forecast with their leaders who are typically area level sales leadership. So on and so forth until the next chain of leadership; and finally, EVP forecast calls on Fridays. So as you can see, we have a bottoms-up approach to forecasting to ensure the entire sales organization is aligned and well covered. Now let's see what actually happens in these forecasts. By now, you would have realized how important actually Sales for the business, and we drive it through early insights as collaborative deal assessment between account executives, managers and leaders. What this concretely means is what happens in terms of before, during and after the forecast call. So before one steps into our forecast call, our sales account executives or the AEs, they update the pipeline opportunities to make sure data is accurately reflecting the current status. This helps drive real conversations, an efficient discussion and most importantly, informed decisions with accurate forecast. While they present this, we focus on specific key data points, including what's the monthly and the quarterly range? What are the week-on-week changes? What kind of growth this means for the business? What's the pipeline coverage, what's the velocity or the linearity of the business? What deals form the part of the forecast? And where do we see any risks? We also here talk about what is the manager judgment on each of these opportunities. The work doesn't just end there. Our sales organization remains aware and diligent even post the forecast reviews. To ensure any updates to the deals are captured real time on our platform. With this, now let's see how this actually all come to life. Note that this has been created as a demo version. So any data that you see is not real and is only meant for demo purposes. Let me walk you through all the elements that I talked about in the forecast management segment. We had 3 key tabs here: a leader forecast, week-on-week, and the Customer 360, which is nothing by a view of the forecast across all the different products we have at Salesforce, such as the core products, Sales Cloud, Service Cloud, Marketing Cloud, as well as some of the acquired products we have such a [indiscernible] Now as we heard, the forecast process run across the same levels. So what we see here is on 1 single platform, all the different sales hierarchies from -- right from management level 2 all the way to the sales executive. All of this pulls the information from a single setup of data. So they're consistently transparency and alignment across the different levels. Here, what I have done is I've selected Anthony as a manager and let's go through his forecast for quarter 3. It gives me flexibility to bit any time line. As I scroll down, I can see that this gives me a good summary of Anthony's forecast for quarter 3. It gives me what the commit is, what it means in terms of year-on-year growth or 2-year CAGR. It gives me a breakdown into the different months. So I can see if it's backloaded or not. It shows me the amount that has been booked so far. So what's the gap to go, what's the velocity. It shows me what's the open pipe and what it means in terms of the coverage, how good or bad it is, versus the historic coverage? It also gives me a view on what coverage it is in terms of the advanced deals. So deals which are in stage 4 and beyond. So all-in-all, I get a good insight into how clearly the forecast looks like for Anthony. As we scroll down, it gives me a good view on what are the different managers or sales executives under Anthony committing for this quarter and what this means? Similar metrics such as what this means for each of them in terms of year-on-year growth, 2-year CAGR, any week-on-week change among that's being closed and so on. I can select many other fields that I may want to see, which are relevant to assess Anthony's forecast. Next shows me a good view of what are the key deals which are sitting in the pipeline for this quarter. And I can also see this in terms of different dimensions. In terms of different sales stages, what each of these deals are as accounts in terms of Stage 2 or 3 and so on. I can also select, for example, what this pipeline looks like in terms of the different judgments provided by Anthony's managers. So where they have a deal which is sitting in, a solid in, or deals where they think is sitting in their upside. Scrolling down further, it gives me a good view in terms of a tabular format, where I need all the details that I need to get a granular view on Anthony's forecast. What the deals are, what are the amounts they are at, what stage they are in, a manager judgment, what do the account executive and presales counterpart is provided as their assessments on each of these deals, the manager notes, next steps and so on. This gives an interesting view in terms of how the forecast has trended for Anthony over the last specific number of weeks versus how the deals have been closed. And this year on the right gives me a great view in terms of what Anthony committed, versus the direct that he has all the way to the sales executives. And at each level, we can see what the gap may be. So it gives me a good handling of if there is a large gap, any buffer or any high amount of judgment, which we think Anthony has under him or his directs. Let's move to week on week. Week on week gives me a great view in terms of what changes of profit has happened week-over-week in the commit, velocity, open pipeline coverage, closed deals plus, and deals where we had initially a solid judgment or closure and any Pipegen. It gives me a great view in terms of the pipeline movement. What was the pipeline sitting in last week? How does progress in terms of net new opportunities, pulled in, pushed out, opportunities with value change, and then finally, what's the amount sitting this week. This is the area where I personally find very exciting. It gives me a great view on how week over week opportunities that have changed in MFJs. They may have gone backwards in their judgment or they may have gone forward. For example, this opportunity was initially enough minus, where the manager was thinking of this opportunity more is upside, but now we have moved to in. So this gives me a good view on how my each of the opportunities are has, may have changed in terms of judgment by the manager. This view now gives me all the opportunities that may have been pushed out or pulled into the quarter. What was the previous dates last week? And now this week, what is the new date? So this gives me a great view at each deal if it has had any change, week over week. Finally, that gives me a great view in terms of opportunities, which have had any changes in the deal amounts. For example, a deal, all the deals which have had a more than $50,000 value change. It gives me flexibility to change this amount. So deals which may have a more than $100,000 value change and so on. Last but not the least, I also get a view on all the opportunities, which I have one week over week, where I have newly created week over week or the opportunities that have been dated out. So this was on the week-on-week. Let's come to our third and final tab of Customer 360, a tab, which will give me all the forecast, not just around my core products, but a well-rounded forecast across all the various products I have. Again, and I summarize you in terms of what the commit is, what it means in terms of growth, a monthly breakdown to see how we are in terms of linearity, how much has been closed, the gap, where we are in terms of the pipeline coverage and we even have a bit broken down across different products. So what our news of product commit is, what a tableau commit is and what is the Slack commit? It then goes down deeper into what the different opportunities are. And for each of these opportunities, what is the kind of amount that we're looking at across the different products that we have. We can have this group again by data dimensions in terms of the direct under Anthony. It can also be shown in terms of whatever different forecast categories and so on. Finally, it gives me a great view in terms of for each of these opportunities. What's the total amount that we are calling, what stage it's sitting in? What's the managed adjustment and so on. Last but not the least, it gives a view on all the directs under Anthony and what we are calling in terms of the different products that we have across these specific opportunities. So this gives me a good view on the forecast around a Customer 360 here.

All right. Sorry, I was not able to unmute myself for a while. That was an amazing session by Shafida, Claire and Rasika, the female power coming to the floor and actually showing you how Salesforce actually delivers our business using our own platform. I hope that all of you found this session really useful. I haven't seen any Q&A actually on the chat. Jenny, I just wanted to check with you. Can they unmute themselves and ask the question in case if they still have any questions? There are no questions which I'm seeing here on the Q&A window, but can the participant unmute themselves and so asked questions in person. Okay. No. So folks, we don't see any questions. If you still have any questions, we probably give another 2 minutes on this session. Please feel free to type up the query in the chat window, and we'll be more than happy to kind of address these queries. And if there are none, you still always have the chance to connect with your respective account teams, and they will be more than happy to answer your queries even after the session. But again, as I said, we will wait for 2 minutes on this particular slide to see if there are any questions coming on this session. But I hope this session was useful for all of you starting from Shafida , showcasing you how she's curating demand, how she's actually creating 3x, 4x, 5x for all our sales teams so that they have sufficient coverage to ensure that they deliver their targets in a predictable and a linear fashion. And I think Claire was Rockstar walking you through how she works on those leads, how she brings them to closure. She actually showed you how she closed a deal all the way to closing a deal while showcasing her demo. So yes, I think some of the Claire, customers are also on the call, if I'm not mistaken. So you probably now know what Claire does behind the scenes when she's working with all of you. And last but not the least, I think Rasika was amazing to focus how she's actually helping power leadership really to showcase where to focus, what to focus and trust me, I work day in day out with Shafida -- with Rasika and some of these things, even we consume in our own day-to-day decision-making. And this is where the power of data is actually driving us on identifying the right opportunities and getting the right investments for our business. I'm still waiting if there are any questions. I think there are no questions. I think there is a question primarily on the resale side of things, so we can probably take that thing separately with [ Truba ]. But if there are no more questions, then Malin and Janine, are you seeing any questions so far? Okay. I think with this, we would love to give you guys back your 12 minutes back in your calendar. And once again, we want to thank you for your time. We understand that this is the time where businesses need partners like us to work more hand-in-hand given the current macroeconomic conditions. And this is where we wanted to kind of showcase, this how Salesforce Use Salesforce session, because I think it very much aligns with how you do more with less, how you use data to make those decisions to kind of get more value out of your investments. And this is where you can prioritize and take your next action in your business based on the data, which Salesforce can really help with the different customer-facing function for you. And we hope that you really found this session useful. And in case if you have any question, you can still reach out to all of us via your respective account teams, and we'll be more than happy to give more details around the same. Till then, once again, I would like to thank you for your time and would like to draw this session to conclusion. Thank you, everyone, and a big thank you to all the presenters, the female power which actually took their time out from their schedule to walk you through today's session. Once again, thank you, everyone.