Good afternoon, everyone. It's Brent Thill from the software team at Jefferies. We wanted to welcome you to a chance to have a quick fireside chat with Brett Taylor, President and COO at salesforce.com. Special thanks to Evan and the rest of the IR team and sales force for making this happen. They are also on the line and available to take your questions at the end of the call.
We will do a quick chat and then I can take your questions. You can e mail them to me at bphil jeffers.com, bphil jeffers.com or you can jump in on the live Q and A session. Brett is President and COO. He leads Salesforce.com's global product vision, engineering, Security, Marketing and Communications, a very respected engineer with an executive and an impressive history of building widely used in Love Fox. He was most recently the co founder and CEO of Quip.
The company was acquired by Salesforce in 2016. And then prior to that, he served as the CTO of Facebook, saw the company through a successful IPO in 2012 and is credited with the invention of the like button. Brett is also a member of Twitter's Board of Directors and a member of the Stanford University and graduated there in 2003. Brett, thanks again for joining today. Apologize if you don't have a bare skin or a wrong in the fireplace to talk through.
But maybe if you could just kick off and congrats on your recent promotion to President and COO. I think many would love to hear how your role is changing and how it's compared to when you initially joined.
Yes. Thank you, and thank you all for getting the call. It's funny to do all this virtually, and then my kids take 3 feet in the back, and I apologize in advance It would be normal working from home. Yes, so it's been a real honor to take down the role of Chief Operating Officer. When I arrived at the company, through the acquisition of my start up quick, I really focused on operating on that sort of as an operating unit within the company.
But 2.5 years ago, we took over products, focusing on our product strategy and we've made those recent promotion in year 1, a much larger part of the company and really focused on bringing together our product strategy or go to market strategy, our marketing and acquisition strategy to make sure that we're aligning ourselves for the next decade of growth. I think this company is, I think, really defined by really redefining the markets we're in. I talked to one of our largest institutional investors who's been in the company since our IPO and joked that at the time that they invested originally for total addressable market for CRM was less than our current revenue. And I think it's because market for CRM was less than our current revenue. And I think it's because as a company, we've really said been willing to reassess what does it mean to transform people's customer experiences and enable them to have a digital relationship and digitally transform their customer experience.
And that's led to, I think, a pretty robust string of both organic product development and acquisitions, and we've really had to transform our go to market strategy in the process. So I'm excited this new role to play a bigger part in that, especially as at this scale we're at, it's a pretty privileged time to be at a great company like Salesforce.
I think we're all doing this call from home and obviously living in unprecedented times. The work from home WFH theme has emerged. How are you helping customers in this new environment? Many ask us how you kind of reshape part of your go to market or your product line to help companies in this environment. It'd be great to hear your perspective on that.
Yes. It's a wonderful question. I think there's I kind of view this crisis as this unprecedented it's kind of having a few different stages. Right now, we're in the middle of a crisis, and we want to help all of our stakeholders, our customers, our communities, our employees just respond to that crisis. And we've been trying to bring the full force of our company behind that.
Our software, which plays a big part in it, both for our government customers and private customers who are figuring out how do they engage with their employees and their customers digitally in their year end work from home, helping our communities through our philanthropic efforts and our employee volunteering, which has been a big part of this company and our 111 model since our inception. But I also think it's important in the time of crisis to help our customers and sales force look beyond it and make sure that we're preparing ourselves and preparing our customers to get back to growth. And Once this crisis subsides, which I hope with the amazing effort to the global community and I think the response we're seeing, I hope it can happen robustly and quickly, but honestly, we don't know. And with that, I think I do think that this is really creating an imperative for businesses around the globe to invest in digital technologies. When I look at our business like our Commerce Cloud business, our direct to consumer digital commerce is really the one part of the economy and it's still running in this work from home era.
Customers who have invested in digital service experiences, they can do service from home. And similarly, a lot of running platforms, we really see across the board, like we help our customers sell from home, service from home, market from home. And while that won't be completely the new normal, I think this event has really, I think, created a sense of an imperative for companies to have robust digital strategy sort of interface really dramatic shifts to how companies engage with every one of their stakeholders and customers and how the global supply chain depends on these technologies. The companies that are digitally equipped right now are doing much better and much more agile than the ones who aren't. So as I said, right now, we're focused on just helping every one of our stakeholders deal with this response and that we want to make sure that we're well positioned to help every single one of our customers get back to growth and really invest in what has really, I think, become a digital imperative once we get back to rebuilding the global economy.
Just on that, is there 1 or 2 products that stand out where customers feel like they can get up and going quicker? Or is this still just a big platform play? Everyone is saying, look, I can be on this platform and there's so many things I can take that there's not one thing, it's the platform that's still selling. I mean, many kind of go back to yesterday's comment of Nike saying they had some big store shutdowns, but the online digital market helped them by selling online. Anything you're seeing in terms of the Commerce Cloud or any other areas that you feel are kind of standing out in this time?
It's a wonderful question. And I think when you look at the trends that you've seen in a lot of industries to build completely digital experiences in retail, consumer goods, the direct to consumer trend, a lot of those interactions are very durable right now because those digital interactions still work in the face of social distancing and sheltering in place and the world in which a lot of people are living right now. And so I think that certainly stands out, and I heard those comments as well. And they resonated and resonated with that part of our platform. I also think that one of the other things that we've really focused on is focusing on just the communities that every one of our customers engage with, whether it's the community of your employees, the community of your partners, the community of your customers.
And a lot of the success we've seen with customers engaging with communities for if you just take a small business asking, are you open? What are your delivery hours? When are you open? What are your plans? That kind of community engagement technology, which is a big part of our core platform, is also something I think is vitally important.
I think the what I think a lot of people are learning now is just the a lot of the casual way information flowed around companies right now really needs to be embedded in these digital tools. And so we're really trying to be a trusted digital advisor for each one of our customers as they navigate that. And it's not just the digital marketing and digital commerce, which is each part of it, but also how each one of our customers who create a community around every one of their stakeholders that is digital as well. So they're going to navigate these changes, which are happening day by day in real time with every one of their stakeholders.
That's great. One of the big questions that everyone is asking is just around with Keith Block's departure, obviously, a very influential player on your team and he was had a big presence in the field. If you could just talk through what you're seeing in the wake of his departure? And I think many are still a little concerned from this. Can you just give us a sense of what you guys are doing and what's happening and maybe why we perhaps shouldn't be as concerned from this departure?
Well, first, I think that Keith was a mentor and a deep friend of mine and had a huge influence on not only the company, as you all know, but also me personally. And I think the other thing that I think it's really a credit to Keith as a leader, just the bench that we have, particularly on the sales side. With our earnings last the last earnings, we announced Gavin Patterson will be running our international business, this year as our international business. We also announced that Brian Mullen, who's been at the company for almost 20 years, is running our American sales business as well. We continue to have great leadership in Japan under Koido san and an incredible leader.
So I think that we obviously focus a lot on developing our executive bench. And I think that we'll just create confidence in the leadership team that we have in place. We're really growing the business and really executing on the strategy that we've been forming over the 5 years in particular, which is making sure, number 1, we're a global business and we are where our customers are, that we're speaking the language of our customers and delivering really the most vital industry specific capabilities to each of our customers with the vertical and industry strategy I think people brought to the company. And that we're deepening our relationship with all of our partners and making sure that we're really bringing success to all of our customers, which is really defined not just by our software, but the partners that each one of our customers used to deploy it. I feel like we have a great bunch and a great leadership team in place that are really executing on that strategy.
The other big announcement last quarter was the acquisition of Velocity. It fit into what you had mentioned with Keith's passion for the verticals. What is this bringing to your portfolio that you didn't have?
Yes. So first, I think David Myers is an incredible leader, been in the CRM business for a long time, and I'm personally really excited to work with him. I think he brings an incredible track record not just from velocity, but experience with Siebel. And the team there really understands really what it means to bring customer relationship management and these industry solutions in ways really teams in the world do. And then as I look at the product offering, the capabilities on communications and media, insurance, they really complement our products and suite perfectly.
And they've been, as you I think you know, a partner in an ISV, a sales force for a long time. So their solutions have been designed to really complement our capabilities. But it really means that our capabilities, which we've been building out in financial services and health care most recently in manufacturing and consumer goods and now in media, communications, insurance and others, I think we'll end up with probably the most or best set of industry capabilities in the market. It really enables us get almost every business, particularly enterprise business in the world and come with a really complete set of industry capabilities, which is a really meaningful change how we go to market, how our customers are looking at our platform. It enables them to have a way to start on 3rd base, so to speak, when they're deploying Salesforce because so many of the industry specific workflows will be built and working right out of the box.
Last year, you did roughly $17,000,000,000 in acquisitions. Adding velocity brings you to 18,500,000,000 dollars Many investors say, Brett, you're a product guy, like take a break, where's the organic innovation? There's been a lot of kind of pushback of why you need to go at this pace. Can you just balance this between the acquisition side? And could you just take a break and digest what you have and show investors the type of growth on the top and bottom line on the margin side without having to do this magnitude of acquisitions?
First, I think as Mark said pretty recently, we are intending to retake a pause and make sure that we integrate Tableau successfully. I think Velocity was a bit of a special case. We've had a long standing relationship with them and had an opportunity to there was time based to really get this asset at an incredible price. So I do think that we're really focused on making sure that we absorb this acquisition successfully and just want to reiterate that. But just to give you the broader philosophical point that you brought up, we, I think, as a company, have what I think Mark would call beginner's mind as a risk to innovation.
And when I look at we believe that a lot of innovation will come organically and developed by our products and engineering teams. But we're going to see incredible innovation that could provide value to help build our Customer 360, which is our product strategy and really complemented in a unique way. We weren't open to it. And I think when I look at the success and acquisition of, say, of MuleSoft, which brought deep integration capabilities to our Customer 360, I think that that algorithm has done incredibly well, both from a financial standpoint, but perhaps even more importantly, it's helped drive success for all of our customers because it means that they can more successfully deploy their Customer 360 and integrate with all the legacy systems and deploy it faster. And so I think we're going to continue to have a beginner's mind as it relates to building, partnering, buying and just making sure that we're doing it responsibly.
And I think we have a good track record of integrating many of these technologies, but integrating the teams. I'm somewhat biased being the product of one of those acquisitions, but a large portion of our leadership team that's thriving here have come into those acquisitions and I think really helped form the sales force as we know it today. So agree with you here responsibly, but also I think we take great pride in our capability of successfully integrating these acquisitions on behalf of our customers.
Yes. One of the things that stood out, I think you presented this at Dreamforce was around marketing and commerce and this concept of headless commerce where if you're selling a product, you want to be kind of wherever, but you have to fulfill and be a back end and you guys can help fulfill a lot of that demand. Can you just expand upon what you're seeing? We've obviously seen this when we launched on Instagram and Facebook with shopping taking over and Zuckerberg spending a lot of time saying it's one of those biggest initiatives. How you benefit on the back end?
And for those that don't really truly dove into this topic, how what you're seeing around the Marketing and Commerce Cloud?
Yes. It's a wonderful question. And I think broadly, we're just seeing with Digital Technologies, commerce experience, marketing experiences have been really building with the consumers are, which means there's lots of really real experience in being embedded in popular consumer applications, whether it's Facebook, as you mentioned, or Pinterest or messaging applications. And when you are a CG company, it's kind of a direct consumer or you're a retailer, you want to really create integrated experiences where you can grow your brand and enable commerce and discovery of your brand to happen wherever those consumers are. And that's the technology term is headless, and it just means that behind that, you still have order management and you still have all the inventory, you still have all of your product listing, but it's not just powering a website anymore.
It's powering commerce, which really integrates into all these consumer experiences. And I think broadly, this really fits into our product strategy, which is we're not just a service product or a service platform. We're not a commerce product or a commerce platform. And I think we think about enterprise capabilities and building for the most sophisticated and demanding brands in the world. It means that we need capabilities that can move at the pace of consumer expectations and move at the pace of technology trends, which means deep extensibility, deep platform capabilities.
And so I think it really gives us and gives our customers a strategic advantage of sort of navigating this extremely rapidly changing sort of consumer landscape where these experiences are being embedded.
Yes. I want to make sure we get to investors' questions. Again, you can e mail me at dphil, bthiljeoffers.com. I have a few questions already in the queue. There are definitely a lot of questions around the environment.
I know we're not here to update people on the environment. But maybe even for Evan and the IR team, just when you think about it, there's a lot of questions around the mix of commercial and SMB versus kind of what you saw in the past. And I think you've seen commercial build in SMB at the beginning become a bigger percent, but that piece is now overshadowed by the enterprise business. I don't know if there's any thoughts you can talk about that mix and kind of what you're seeing among that client base today?
We talked a little bit about this at Analyst Day, but we've seen that mix shift a little bit more towards enterprise. So we're really happy. We sort of have a nice breadth across both segments, and we feel really good about how that has progressed, especially in this environment.
And when you think about some of the SMBs who may have just started with sales kind of one solution, are you starting to see even the SMBs move to more of a platform approach? So I guess if you fast forward, if you're just taking sales and you're in a small SMB and you have an issue that goes on versus you're running multiple aspects of your platform on your side, you would theoretically have a lower likelihood to churn off. Are you seeing more S and Ds take the full suite versus just a one off product solution set?
Yes. The trend we're really seeing in truly super small business, call it, sold for 5 of 620 employees is really seeking out more integrated solutions. I'm not sure the Flower Shop would use the word platform in the same way an enterprise would, but we're really trying to meet that demand of the new product we call Essentials, Salesforce Essentials. It's an integrated sales and service product with one product, which is, I believe, dollars 25 per user per month. So really simple packaging for really the whole CRM.
We've really tried to address that to, I think, bring the spirit of what you're talking about, which is the complete solution for small businesses. It's easier to use and easier to onboard. And I think broadly, I do think that we really take pride in serving all segments of the market. And I do think there is a divergence in requirements and needs, But we if you look at really the ethos of Salesforce and where it started, it was an innovative business model with software as a service, innovative delivery model with cloud. But also, I think, Mark had sort of a fun quote, could you make CRM as easy to use as amazon.com?
And I think being inspired by ease of use is a really big part of why our customers are more successful with our technology than others. And our focus in SMB, I really think, helps hold us accountable to keeping that simplicity, I think, really defined our company from its inception.
There are a lot of questions around the demand environment. We're not going to go there. But I guess the one thing is kind of question that comes out is kind of in the last downturn, what did the company kind of learn and the tips and tricks to kind of help customers through what we're going through right now? Is there a message and kind of a piece that kind of keeps you more insulated in this environment that you've learned from past downturns?
Look, I think, first, it's really too early to tell like the extent of the impact of this because we're right in the middle of it. So we have to be thoughtful. But I do think we're really fortunate that we have a really durable business model. 90% of our revenue is ratable, about 70% of our FY 2021 revenue guide is already booked. And we have a really durable business model.
So I think we really want to make sure that we're focused in the long term despite unprecedented disruption in the short term. And I think that we want to make sure that we are focused on the success of our customers, helping them respond to this crisis, helping them get through it. And then also, when this when it will end, at some point, we could help our customer base get back to growth. And I think the privilege that we're in is a big part of that will be their Customer 360 to help digitize their customer experience and really take advantage of the growth that these consumer experiences are providing. And so we're really trying to think long term while being responsible in the short term as we deal with a very unprecedented situation.
Yes. That's great. A lot of questions just around more complex implementations in an environment where it's harder to get people on-site, how you actually are dealing with clients in this time with some of these more complex integrations?
Yes. You're absolutely right. We're definitely an unusual time to joke about my kids perhaps jumping in my office here as well on this phone call. The fact that I'm even saying that, I think, just to illustrate how unprecedented this is. So our sales teams are working remotely and we're switching a lot of our customer events to virtual only.
One of the ones that happened a few weeks ago is our we had a world tour event in Sydney. We did it entirely digitally and got the incredible engagement, the digital engagement. And honestly, we don't know what impact this will have just because these are unprecedented times. But I do think that we're going in it to evaluate it by day by day and make sure to, again, lean into the agility that new technologies afford, meeting with customers digitally and just changing the way we operate in the face at face of unprecedented times. And I feel we feel very good about sort of our ability as a company to deal with adversity of deal with sales.
And especially given our deep obviously as a technology company, deep investment in technology ourselves.
I think you obviously have a pretty big inside sales team and many kind of ask about the go to market and how you continue to stay in front of new clients right now. I would assume that you're leveraging your technology, you're using an inside sales team. But in terms of the go to market, how you approach the team in this environment to making sure they're staying engaged? What you have these virtual summits. What are things you view because sound useful to staying engaged at this point with clients?
I think the main thing we're trying to do is just ask a lot of questions and make sure we're there for our customers who are dealing with a lot of business challenges that we've been in to scale before. So I restart every conversation just asking how can we help, because I think especially in the short term, we just need to make sure we're there as a trusted adviser to all of our customers. And then I think we're I think over the medium term as we sort of settle into this working from home environment for this current period of time is making sure that we're there with the tools and technologies our customers need to continue to do business in this environment. And that's sort of the stage we're taking. We're trying to be humble, trying to focus on our customer success and trying to listen.
And again, trying to sort of evaluate the decision day by day and just make sure they're all of our customers.
Yes. There are a few questions just around the M and A strategy. And I know you said that you don't have to take a break after a pretty big period. But I think many are kind of observing a lot of the asset prices have come off. And given some of these changes, does that change your philosophy or not about trying to take a break in the short term?
It doesn't take our philosophy, first of all. Our philosophy is, as I stated, which is are really focused on integrating our acquisitions and but I do think that our philosophy of having it within his mind is enduring. And there's an incredible opportunity. We would always look at it. We're never going to say no to look at an opportunity.
And I do think that in this environment, opportunities may come up, but it doesn't change our underlying philosophy. And I think that that's important to say.
Great. And then many are kind of thinking about just the Marketing and Commerce Cloud and just trying to understand how that's priced. Is that based on volume? How are you approaching customers with those discussions around the pricing?
You're asking about pricing as what? I'm sorry.
Yes. So for marketing and e commerce, how you work through the pricing strategies with clients in terms of kind of what you're basing your prices for your services on for them that just more around that go to market and the pricing structure of that individual line?
Yes. So I think we have a variety for our platform. We have a variety of different ways of pricing our products. The majority of our commerce capabilities, it's really proportional to the gross merchandising volume that our customers are doing on the product. And that's really the basis of the value we get from it.
And that's true of most of our digital products. But as we've talked about a lot of calls too, our relationships with customers are pretty nuanced. They're not all just about one technology. It's usually a real Customer 360 solution. So it really varies customer to customer.
One bigger question about the competitive landscape. Adobe talks a lot about the Customer 360 as well. And I think there's been a lot of confusion about kind of where they sit, what you said. They've been pretty clear to investors. They actually use your technology internally to run Adobe sales team.
So they actually use your product. But I think there's questions around some of the marketing digital experience solutions that they have and how overlapping it seems like a lot of companies use both. But curious to get your view, and I think many are trying to understand kind of where they're at and where you're positioned.
Yes. It's a good question. So our product strategy is oriented around this concept of Customer 360, which is can we build an integrated experience around your B2B and B2C sales, your B2B and B2C service, customer service? Can we integrate your field service, your dingle service, your call centers into one platform. Can we bring together your marketing capabilities, your commerce capabilities, analytics, integration, community, all by vertical.
And really, our value proposition, as we talked about, is many customers start with one of those capabilities and expand with Customer 360, but our most successful customers are really integrating all of these things. They have a digital marketing experience that's integrated with the commerce experience that is deeply integrated and you have a return or you have a customer service problem. They're all integrated in one platform because that's really what it means to build a seamless customer experience and connect with your customers in new ways. And when I look across the portfolio, I'd say every one of those clouds has unique and oftentimes very great competitors. But I would say really sets us apart of not just companies like Adobe, they're set us apart from the rest of the market.
It was really completeness of that solution. And I just bring it up because when you talk to the CEO to a retail company, she doesn't want digital commerce product. She doesn't want digital marketing products. She wants to compete with Amazon. And to do so is really about an integrated experience across the entire customer lifecycle from demand generation to a loyalty program for their customers.
And that's really, I think, our enduring competitive advantage is with focus on Customer 360 and really the completeness of that solution. And so on the margins, we'll obviously compete with a number of different companies. But I think as it relates to our overall Customer 360 strategy, I think we really stand apart.
Yes. There was another question just on how do you differentiate CDP from CRM in C360? Are you consolidating to one database? How does this work? And it may be too hard to explain on a conference call, but certainly, I think there are a lot of questions around how this all works and how it all ties together.
Yes. I'll do my best and happy to take follow-up questions and not get into architecture diagrams. But look, when I think about CDPs, it stands for customer data platform. It's a big trend in marketing right now. And I'll give you my color commentary on it, which is, I think, for a long time, marketing has been defined just by engagement.
The explosion in these channels from social media to texting to push notifications and really the explosion in engagement there. I think the CDPs, marketers, CMOs and B2C companies broadly are really saying, I want a single source of truth to all of my consumer and customer data. And to date, there really hasn't been a great solution to that. There hasn't really been a CRM capability for consumer companies, large scale companies. And I think that really uniquely positions us as a company to deliver that with our combined experience in both CRM and the B2B space and our, I think, unique scale on B2C technologies like our Marketing Cloud and our Commerce Cloud.
And that's why we're investing in that area. Our CBC is called Customer 360 Audiences, deeply integrated into all of our capabilities. And I think broadly, it's not some customers really want to put everything in one day to day, some people want to use technologies like the RealSoft to aggregate data from around the enterprise. I think every company approaches it in different ways. So I think the main thing that people want is a single source of truth, that Customer 360.
And that's why that strategy and that new, I think, hot investment in technology like CDP really plays into our strategy quite well.
A lot of questions about Tableau, next steps for integration. And I think there are a lot of questions too that you've had analytics like what wasn't working in the analytics solution that made this happen? I guess, it seems like some of this could actually be very complementary with Tableau brings versus what you've originally built?
Yes. So this quarter is practically speaking, our 1st part of integration due to regulatory approval obtained in November. But we're sort of really pulsing ahead, focused on integrating our go to market capabilities like territory account, sales competition, just make sure we're getting alignment across all the teams so that every single one of our mutual customers can find out about our integrated value proposition. Speaking to the broader question about where it sits and our other capabilities, the analogy I would draw is really MuleSoft. So MuleSoft is a general purpose integration platform.
It can integrate any product to any other product. Not just Salesforce, it can integrate SAP to Oracle, right? And that's why it's such an amazing robust platform. But by bringing into Salesforce, we're able to take that capability, bring it into our strategic C level conversations and say, hey, if you want to build a customer 360, this is a strategic capability you have to integrate all those legacy systems. That's going to really accelerate that digital transformation.
And you've seen that acceleration in Tableau's business because it takes one technology sold to one buyer brings them to a more strategic value proposition and it really 1 plus 1 equals a lot more than 2 in that case. Tableau is just an incredible product, an incredible community around analytics. And much like Microsoft, it's really technology independent in a really, I think, differentiated way. If you analyze data in the cloud, if you analyze data on premises, and it's really designed to be empowering. That's easy to use as a tool like Microsoft Excel.
So it really all of us can be analysts and it's not relegated to simply a team producing dashboards. So it's really empowering concept. Our what I've heard from customers over the past few months, and I've talked to a lot of teams, a lot of CEOs about this too is in this age of digital transformation of which our technologies played a huge part, we're just producing much more data than ever before. But most of the CEOs have talked to say, I know I have more data than ever before, but I can't say where the strength is I'm getting insights from it. And we really think that Tableau is an incredible asset for companies going through these transformations to say how do you create a culture around data.
And when you're building this Customer 360 and you have all this new data about your customers, how can you empower everyone in your company to actually derive insights in those data and make better decisions. And we think that that's a really wonderful complementary value proposition. And like real talk, I really hope that by bringing these things together into a value proposition, we're trying to help our customers transform their businesses, grow. It's really unique in that context.
And one last question, then we'll go to a couple from the line. Again, if you want to e mail me, you can. One of the questions we've gotten is, I think obviously no one saw this comment in the overall environment, but many companies are kind of caught flat footed and don't have an agile infrastructure. And so many have said, when we all go back to an office building at some point that the move to cloud is only going to accelerate. It's been moving, but does this create a bigger tailwind that we maybe have never seen because companies just don't want to be caught in this position again if this happens and hopefully it never happens again, knock on wood.
So just your thoughts in terms of how you think this catalyzes this move to cloud?
Yes. It's a great question. I mean, obviously, in the short term, term, we really don't know how it can impact customer spending just because we really don't know the scope of the short term economic impact, and I just want to acknowledge that. Long term, though, I do think that the companies that are surviving right now are the ones that have robust digital strategies, who have what you described as agility, which I really agree, which is do you have a customer experience that can exist in all these different media, so that when something like this happens, hopefully, globally again, but even in the region, you have alternative ways to engage with your customers, grow your businesses. And so I think that as companies come out of this eventually, they'll be looking at what would have mitigated the business disruption that we're seeing right now.
And the answer for most businesses will be an investment in these digital experiences to build a customer 360 that is not wedded to a single customer touch point, which is really flexible, durable, exists in multiple channels, especially digital channels. And I think I believe it's going to create that sense of imperative so that as companies look be prepared for the kind of business restructuring we're all experiencing right now.
That's great. Tiffany, can you poll for any questions?
There are no questions over the phone at this time.
Brett, we really appreciate the time. There have been a lot of questions on the email outline, a lot of these around the overall environment. I know we can't really address those. So that's the predominant list of questions. But thanks for sharing your perspective today.
And thanks to Evan and the rest of the team at Salesforce for hosting. So we appreciate it and look forward to staying in touch.
Thank you for having me.
Thanks, everyone. Have a good day.
This concludes today's conference call. Thank you for your participation. You may now disconnect.