Salesforce 2023 Q1 (Calendar Year) Earnings Call
发布时间 2023-06-02 05:17:24 来源
Welcome to Salesforce fiscal 2024 first quarter results conference call. All lines have been placed on mute to prevent any background noise. After the speakers are marked, there will be a question and answer session. If you would like to ask a question during this time, press the star followed by the number one on your telephone keypad. If you'd like to withdraw your question, again, press the star one.
欢迎参加Salesforce 2024财季第一季度业绩电话会议。所有通话已被静音，以防止任何背景噪音。发言人结束后，将有一个问答环节。如果您想在此期间提问，请按电话键盘上的星号后跟数字一。如果您想撤回您的问题，请再次按星号一。
I would like to hand over the conference to your speaker, Mike Spencer, executive vice president and investor relations. Third, you may begin.
我想要把这次会议交给您们的演讲者Mike Spencer先生，他是公司的执行副总裁和投资者关系人员。第三项议题，可以开始了。
Good afternoon, and thanks for joining us today on our fiscal 2024 first quarter results conference call. Our press release, SEC filings and a replay of today's call can be found on our website. With me on the call today is Mark Benioff, Chair and CEO, Amy Weaver, President and Chief Financial Officer and Brian Millen, President and Chief Operating Officer. As a reminder, our commentary today will include non-gap measures. Reconciliation between our gap and non-gap results and guidance can be found in our earnings and press release.
下午好，感谢您今天参加我们财政2024年第一季度业绩电话会议。我们的新闻发布、证券交易委员会(SEC)文件和今天电话会议的重播均可在我们的网站上找到。今天和我一起参加电话会议的是马克·贝尼奥夫(Mark Benioff)主席兼首席执行官、艾米·韦弗(Amy Weaver)总裁兼首席财务官以及布赖恩·米伦(Brian Millen)总裁兼首席运营官。请注意，今天我们的评论将包括非通用会计准则(non-gap measures)。我们的通用会计准则和非通用会计准则的结果和指导之间的对比可以在我们的收益和新闻发布中找到。
Some of our comments today may contain forward looking statements that are subject to risks, uncertainties and assumptions which could change. Should any of these risk materialize or should our assumptions prove to be incorrect, actual company results could differ materially from these forward looking statements. A description of these risks, uncertainties and assumptions and other factors that could affect our financial results is included in our SEC filings, including our most recent report on forms 10K, 10Q and any other SEC filings. Accept as required by law, we do not undertake any responsibility to update these forward looking statements.
今天我们的一些评论可能包含前瞻性陈述，这些前瞻性陈述可能面临风险、不确定性和假设，这些可能会发生变化。如果这些风险中的任何一个成为事实或者我们的假设被证明不正确，实际公司的业绩可能与这些前瞻性陈述存在实质性差异。这些风险、不确定性和假设的描述以及其他可能影响我们财务业绩的因素包括我们的SEC文件，包括我们最近的10K、10Q和任何其他SEC文件。除非法律要求，我们不承担任何更新这些前瞻性陈述的责任。
And with that, let me hand the call to Mark. Thanks, Mike, and thank you all for being on the call.
随着这个，让我把电话转交给马克。感谢你，迈克，也感谢你们所有人接听电话。
On our last call in March, we told you about how Salesforce had radically accelerated our transformation to profitable growth. We shared with you how we hit the Piper Space button across the key areas of our transformation, restructuring for the short and wound turn, reigniting our performance culture by focusing on productivity, operational excellence and profitability, prioritizing our core innovations that drive customer success, building even stronger relationships with you are investors. Our Q&M results show that we continue to make great progress.
在我们上次三月的通话中，我们告诉您Salesforce如何大力加快了我们实现盈利增长的转型。我们与您分享了如何在关键领域的转型中击中了Piper Space按钮，通过重组实现短期和长期发展，通过专注于生产力、运营卓越和盈利能力来重新点燃我们的绩效文化，优先考虑驱动客户成功的核心创新，并与您这些投资者建立更强大的关系。我们的季度财报结果表明我们仍在取得巨大进展。
As I said in March, we're just getting started with this incredible transformation. We continue to scrutinize every dollar of investment, every resource and every spend, and we're transforming every corner of our company. Our progress over the last five months, well, it's very impressive and I cannot be more grateful to our entire team for their leadership. In fact, you may hear me say that several times on this call.
正如我在三月份所说的，这个惊人的变革我们才刚刚开始。我们继续仔细审查每一分投资，每一项资源和每一项支出，我们正在改变公司的每一个角落。过去五个月里我们取得的进展非常令人印象深刻，我非常感激我们整个团队的领导。事实上，在这个电话会议上，你可能会听到我多次说这句话。
Our transformation drove our Q1 financial results. As I said on our last call, well, improving profitability is our highest priority. As a result, we significantly exceeded our margin target for the quarter, delivering a non-gap operating margin of 27.6 percent up 1000 basis points year-of-year, incredible. And there's no greater point of evidence to our transformation than this amazing result following the tremendous operating margin Q4.
我们的转型推动了我们第一季度的财务业绩。正如我在上一次电话会议中所说的那样，改善盈利能力是我们的最高优先事项。因此，我们在本季度显著超过了我们的利润率目标，实现了一项非GAAP营运利润率为27.6％，同比增长了1000个基点，非常惊人。对于我们的转型，没有比这个惊人的业绩更大的证据了，这是在非常出色的Q4营运利润率之后出现的。
In Q1, we delivered 8.2 billion revenue up 11 percent year-of-year and 13 percent in constant currency. We had some amazing wins in the quarter with Northwell Health, Paramount, Siemens, Spotify, NASA and the U.S. Department of Agriculture, among others. We delivered 4.5 billion in operating cash flow of 22 percent year-of-year. Our remaining performance obligation ended the quarter at 46.7 billion in increase of 11 percent year-of-year. And through Q1, we've now returned more than $6 billion in sharey purchases. As a result for the third quarter row, we ended the quarter with fewer shares year-of-year, another amazing point of evidence on this incredible transformation.
在第一季度，我们的收入达到82亿美元，同比增长11%，按恒定货币计算增长13%。在这个季度，我们与许多知名客户取得了惊人的胜利，包括Northwell Health、Paramount、西门子、Spotify、NASA和美国农业部等。我们的经营现金流达到了45亿美元，同比增长22%。我们的剩余业绩承诺在本季度结束时达到467亿美元，同比增长11%。截至第一季度，我们已经回购股票超过60亿美元。因此，连续三个季度，我们的年份股份不断减少，这是我们惊人转型的又一个证明。
Now turning to our financial guidance. While the economy is not in our control, our margins are, which is why we're raising our margin target for the full fiscal year for FY24, we're raising our non-gap operating margin to 28 percent in improvement of 550 basis points year-of-year. And we remain confident that we'll hit 30 percent non-gap operating margins in the first quarter of fiscal year 25. We could not be more excited about our progress. We're maintaining our fiscal year 24 revenue guidance of approximately 34.5 to 34.7 billion over 10 percent projected growth year-over-year.
现在谈一下我们的财务指导。虽然经济不在我们的控制之下，但我们可以控制我们的毛利率，这就是为什么我们要提高我们全年财政年度的毛利率目标。对于FY24，我们将抬高我们的非常规操作毛利率至28％，较去年提高了550个基点。我们仍然有信心，在财政年度25的第一季度，我们的非常规操作毛利率将达到30％。我们对我们的进展感到十分激动。我们维持我们财政年度24的收入指导，预计增长约10％，约为345亿到347亿美元。
I couldn't be more proud of how our team has come together, stepped up, and delivered these results. I've also been asked numerous times this quarter by our investors and our customers how we're able to make so much progress so fast and deliver these incredible numbers. It's very simple. It's our a honna culture. It's our superpower. And again, I'd like to thank our amazing team for this incredible accomplishment.
我对我们团队的凝聚力和取得的成绩感到非常自豪。本季度，我们的投资者和客户多次询问我们如何能够如此快速地取得如此大的进展并实现这些惊人的数字。而答案很简单——我们的「荣誉文化」。这是我们的超能力。再次感谢我们的优秀团队取得的这个惊人的成就。
Last quarter I told you about how our AI team is getting ready to launch Einstein GPT, the world's first generative AI for CRM. A trailhead DX in March in front of thousands of trailblazers here in San Francisco, that's exactly what we did. At its foundation, Einstein GPT is open and extensible. Customers can connect to multiple large language models, including for partners like OpenAI and Thropic and others. This is a whole new way to work for our customers, users and trailblazers.
上个季度我跟你们谈到了我们的AI团队正在准备推出Einstein GPT，这是世界上第一个用于CRM的生成AI。在三月份的Trailhead DX大会上，在旧金山的数千名Trailblazers面前，我们正是这么做了。Einstein GPT的基础是开放和可扩展的。客户可以连接多个大型语言模型，包括像OpenAI和Thropic等合作伙伴的模型。这为我们的客户、用户和Trailblazers带来了全新的工作方式。
Users on Salesforce are seeing new AI generative features across all of their most common workflows. And while many of these will be created by Salesforce developers, BarMor will be created by our incredible trailblazer ecosystem. For low code trailblazers, Einstein GPT will provide a tool set to design generative AI apps built on reasonable prompts. For pro code trailblazers, Einstein GPT will offer an extensible ecosystem of LLM providers with configurable grounding. And Einstein GPT is the culmination of tremendous research and engineering by our world-class AI team. And I'd like to congratulate them on this amazing result.
Salesforce的用户们现在可以在其最常见的工作流程中看到全新的AI生成功能。虽然其中许多是由Salesforce的开发人员创建的，但是BarMor将由我们的卓越的开拓者生态系统来创建。对于低代码开拓者，Einstein GPT将提供一个工具集，用于设计基于合理提示的生成AI应用程序。对于熟练的代码开拓者，Einstein GPT将提供一个可配置基础的LLM提供商可扩展生态系统。而Einstein GPT则是我们世界一流的AI团队所进行了大量的研究和工程的顶峰之作。我想向他们对这一惊人的成果表示祝贺。
And one more amazing result. This week, Einstein, Salesforce Einstein, that we've been talking about for so many years on these calls, will generate an incredible one trillion predictions. For our customers, an incredible milestone on our AI journey.
还有一个令人惊奇的成果。本周，我们一直在电话上谈论的 Salesforce Einstein 将生成不可思议的一万亿个预测。这是我们AI之旅的一个惊人的里程碑，为我们的客户提供了巨大的帮助。
We saw more of the incredible work of our AI team at our New York City World Tour this month when we demonstrated Slack GPT. Slack is a secure treasure trove company data that generative AI can use to give every company and every employee their own powerful AI assistant, helping every employee be more productive in transforming the future of work.
本月我们在纽约世界巡回活动中展示了我们AI团队不可思议的工作成果，展示了Slack GPT。Slack是一家安全的宝藏公司数据，生成型AI可以使用它为每个公司和每个员工提供他们自己的强大AI助手，帮助每个员工在改变未来工作方式时更加高效。
Slack GPT can leverage the power of generative AI to deliver instant conversation summaries, research tools and writing assistance directly and Slack. And you may never need to leave Slack to get a question answered. Slack is the perfect conversational interface for working with LLM's, which is why so many AI companies are Slack first and why open AI, chat GPT and Anthropics Squad can now use Slack as a native interface.
Slack GPT 可以利用生成型 AI 的强大能力，直接在 Slack 中提供即时对话摘要、研究工具和写作辅助。您可能永远不需要离开 Slack 来得到问题的答案。Slack 是与 LLM 工作的完美对话界面，这就是为什么许多 AI 公司首先选择 Slack，并且为什么 OpenAI、Chat GPT 和 Anthropics Squad 现在可以将 Slack 作为本地界面使用的原因。
Slack is also delivering integrated sales and service experiences powered by native GPT to be the best interface for all of our Salesforce customers and there's a lot more magic to come with Slack and generative AI.
Slack还提供由本地GPT驱动的集成销售和服务体验，以成为我们所有Salesforce客户的最佳界面，而且在Slack和生成AI方面还有更多的魔力即将到来。
翻译：Slack为所有的Salesforce客户提供了集成的销售和服务经验，利用本地的GPT技术，成为最好的界面。此外，Slack和AI技术的结合也将会带来更多神奇的体验。
And this month we also announced Tableau GPT at our Tableau conference where we had over 8,000 in-person attendees. Tableau GPT simplifies data analysis for all of our users enabling anyone to inquire about their data using Einstein GPT and obtain AI-driven insights at scale. The intelligence and automation that Tableau GPT provides is tremendously important in this area of hyperscale data that we're all entering.
这个月，我们在我们的Tableau会议上宣布了Tableau GPT，当时有超过8,000名亲自参加者。Tableau GPT简化了所有用户的数据分析流程，利用Einstein GPT，使任何人都能够查询其数据并获得规模化的AI驱动洞见。Tableau GPT提供的智能和自动化在我们所有进入的超大规模数据领域中非常重要。
The coming wave of generative AI will be more revolutionary than any technology innovation that's come before in our lifetime or maybe any lifetime. Like Netscape Navigator, which opened the door to a greater internet, a new door has opened with generative AI and it is reshaping our world in ways that we've never imagined.
未来即将到来的生成式人工智能浪潮，将比我们这一代，甚至可能是任何时代之前的任何技术革新都更加具有革命性。就像Netscape Navigator打开了更大互联网的大门一样，生成式人工智能也开启了一个新的大门，正在以我们从未想象过的方式重塑我们的世界。
Every CO realizes they're going to have to invest in AI aggressively to remain competitive and Salesforce is going to be their trusted partner to get them to do just that. Every CO has spoken with these AI as a revolution beginning and ending with the customer. And every CO has spoken with wants more productivity, more automation and more intelligence through using AI.
每个公司都意识到，为了保持竞争力，他们将不得不大力投资于人工智能，并且Salesforce将成为他们值得信赖的合作伙伴，帮助他们实现这一目标。每家公司都认为AI是一场以客户为核心的革命，并希望通过使用AI实现更多的生产力、自动化和智能化。
A great example already deploys this technology is Gucci. We're working with them to augment their client advisors by building AI chat technology that creates a gutified tone of service. Well, an incredible new voice, amplifying brand, storytelling and incremental sales as well. It's an incredibly exciting vision for generative AI to transform what was customer service into now customer service, marketing and sales all through augmenting Gucci employee capabilities using this amazing generative AI.
一个已经成功应用这项技术的伟大例子就是古驰。我们正在与他们合作，通过构建AI聊天技术来增强他们的客户顾问，以创造出一种更亲切的服务口吻。这个想法不仅可以产生惊人的新声音，还可以加强品牌故事和增量销售。这是一种令人兴奋的全新视野，通过使用这种神奇的生成AI，将客户服务转变为客户服务、营销和销售，从而增强古驰员工的能力。
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But we can only do all of this with trust. Our customers need to understand where their data is going and they must be able to maintain data integrity and access and privacy controls. Large customers must maintain data compliance as a critical part of their governance while using generative AI and LOMs. This is not true in the consumer environment, but it is true for our customers who are enterprise customers who demand the highest levels of this capability.
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但我们只有建立信任才能完成所有这些工作。我们的客户需要了解他们的数据去向，并且他们必须能够维护数据的完整性、访问和隐私控制。大型客户必须将数据合规性作为他们治理的关键部分，并在使用生成式人工智能和线性优化模型时保持合规。这在消费者环境中并不是真实的，但对于我们那些需要最高水平能力的企业客户来说却是真实的。
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Our customers who are for years have used relational databases as the secure mechanism of their trusted data. They already have that high level of security to the row and cell level. We all understand that. And that is why we have built our GPT trust layer into Einstein GPT. The GPT trust layer gives connected LOMs secure real time access to data without the need to move all of your data into the LOM itself. It's an incredible breakthrough for our customers and working with LOMs in a secure and trusted way.
多年来，我们的客户一直将关系型数据库作为他们信任的数据安全机制。他们已经拥有了对于行和单元级别的高水平安全保护，这一点我们都明白。因此，我们在Einstein GPT中搭载了GPT信任层。该GPT信任层能够让连接的LOMs（本地对象存储）实现对数据的安全实时访问，而不需要将所有数据移至LOM本身。对我们的客户来说，这是一次难以置信的突破，可以在安全可信的方式下与LOMs一起工作。
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And while they're using the LOMs, the data itself is not moving and being stored in the LOM. That is what our customers want. They can be sure that the customer data is where they know it is, where they can be assured that it is for their compliance and for their governance. And I cannot be more excited about our AI CRM and delivering on this future of trusted AI through our new Salesforce GPT trust layer.
在使用LOMs时，数据本身并不会移动或存储在LOM中。这正是我们的客户所需要的。他们可以确保客户数据存储在他们知道的地方，并且可以保证符合他们的合规和治理要求。我对我们的AI CRM非常兴奋，并通过我们的新Salesforce GPT信任层，实现值得信赖的人工智能的未来，更加期待。
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Finally, I can't talk about AI without talking about the success of our data cloud. Data cloud is the heart of customer 360 and now our fastest growing cloud ever. Data cloud creates a real time intelligent data lake that brings together and harmonizes all of our customers data in one place. And Q1, we closed one of our largest healthcare industry deals ever with Northwell Health, New York's largest private employer. They have 21 hospitals, 900 patient, 900 outpatient facility or ambulatory facilities and their own medical school all in New York.
最后，我必须提到我们数据云的成功，讲到人工智能就不能避开它。数据云是客户360的核心，也是我们发展最快的云端服务。数据云创建一个实时的智能数据湖，将我们所有客户的数据汇聚和协调在一个地方。在今年一季度，我们与Northwell Health达成了一个历史上规模最大的医疗行业交易，这是纽约最大的私人雇主，拥有21家医院、900个病床、900个门诊设施或医院外科室以及自己的医学院。
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By integrating data cloud with health cloud to blow Milsau, well our entire customer 360 vision, Northwell is improving patient care. By bringing together its vast data resources to create a single source of truth and using AI to govern data, use and maintain regulatory compliance. This is the future of our customers and our industry. It's AI plus data plus CRM.
通过将数据云和健康云融合起来，Northwell正在改善患者护理，并完善整个客户360度视野。通过整合其丰富的数据资源，创建一个单一的真相信息源，并使用人工智能来管理数据，使用和维护监管合规性，这就是我们客户和行业未来的方向。它是人工智能加数据加CRM的结合。
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And of course, this AI revolution is just getting started, which is why we've invested 250 million in our new AI Venture Fund to fuel startups developing our trusted, generative AI vision. We'll be talking more about this at our AI Day event on June 12th in New York City. And I hope that you'll join me there to wrap up for transforming every corner of our company.
当然，这场人工智能革命才刚刚开始，这也是为什么我们投资2.5亿美元建立了新的人工智能风险基金，以支持那些正在开发我们信任的生成式人工智能的初创企业。我们将在6月12日的纽约市人工智能日活动上进一步谈论这个问题。我希望你能和我一起到那里，为我们公司的每一个角落进行改革。
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We're laser focused on our short term and long term restructuring, improving productivity and performance, prioritizing our core innovations and delivering for our shareholders. As a result, productivity is up, profitability is up, revenue is up, cash flow is up and we dramatically increased our margin guidance.
我们专注于短期和长期的重组，提高生产力和业绩，优先考虑核心创新，并为股东提供回报。由此，生产力、盈利能力、收入、现金流均有所提高，并大幅提高了我们的利润率指导。
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And just like the cloud, mobile and social, well AI, this revolution is a new innovation cycle. It's going to be a new spending cycle as well, which is going to spark a massive new tech buying cycle. And we've led the industry through each of these cycles and I couldn't be more excited for a future as we continue on a path for our long term goal to make Salesforce the largest most profitable enterprise software in the world. And the number one, safest and most trusted AI CRM.
就像云计算、移动应用和社交媒体一样，人工智能革命也是一个新的创新周期。它将是一个全新的支出周期，并将引发一波大规模的科技购买周期。我们已经在每个周期中引领了整个行业，我非常兴奋地期待未来，继续为我们的长期目标努力，将Salesforce打造成世界上最大、最赚钱的企业软件，并成为排名第一、最安全、最值得信赖的人工智能CRM。
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With that, Brian, I'll turn it over to you. Thanks Mark. As Mark said, we're continuing our transformation across every part of our company. Our focus on performance culture and operational excellence contributed to our strong first-quarter results. Since our last call, we've removed layers to get close to our customers and to complexity out of our business to help us accelerate through the rest of the year.
这时，我把话题交给Brian。谢谢你，Mark。正如Mark所说，我们正在各个部门推进公司的变革。我们的核心是着眼于绩效文化和优秀的经营管理，这有助于我们实现强劲的第一季度业绩。自我们上次通话以来，我们已经减少了一些层次，使与客户的关系更加紧密，并且削减了业务的复杂性，这有助于我们在今年余下的时间里加速发展。
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We clearly define our return and remote office guidelines for employees and it's been great to get together even more in our offices and with our customers around the globe. I had the chance to visit many of our offices quarter and the energy is incredible. As you heard from Mark, our transformation plan continues to deliver top and bottom line growth as we help our customers increase productivity, drive efficiency and become AI first companies.
我们明确为员工规定了返回和远程办公的指南。我们在全球的办公室和与客户之间的联络更加频繁，这是一件好事。我有机会参观了我们许多办公室，在那里感受到的能量令人难以置信。正如你们从马克那儿听到的，我们的转型计划继续为我们带来收入和利润的增长，同时帮助我们的客户提高生产力、推动效率，并成为以人工智能为核心的公司。
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But we're still operating in an uncertain macro environment. Customers continue to scrutinize every deal and we see elongated deal cycles and deal compression, particularly in our more transactional revenue streams like SMB, Crate and Clothes and Self-Serve. Also in Q1, our professional service business started to see less demand for multi-year transformations and in some cases delayed projects as customers focus on quick wins and fast-time to value.
但我们仍然在不确定的宏观环境中运作。客户继续审查每个交易，我们看到了交易周期的延长和收缩，特别是在我们更加交易性的收入流如SMB，Crate and Clothes和Self-Serve中。此外，Q1，我们的专业服务业务开始看到对多年转型的需求减少，在某些情况下推迟项目，因为客户专注于快速获得胜利和价值。
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But for this reason, we saw strong performance from some of our fast-time to value efficiency focus products with sales performance management, sales productivity and digital service all growing annual recurring revenue above 40% in the quarter.
因此，在这个季度中，我们看到一些我们快速价值效率产品表现极佳，包括销售业绩管理、销售生产力和数字服务等，这些产品的年度重复营收增长均超过40%。
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As customers look to reduce complexity and achieve faster time to value, they're expanding their adoption of Salesforce clouds, a key growth strategy for us.
随着客户寻求降低复杂性和实现更快的价值时间，他们正在扩大对Salesforce云的采用，这是我们的一个关键增长策略。
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The world's most recognized companies are relying on Salesforce, more than 90% of the Fortune 100 youth Salesforce and the average more than five of our clouds.
世界上最知名的公司都依赖于Salesforce，超过90%的财富100强公司使用Salesforce，而且平均使用我们五个云服务中的超过五个。
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This is why we're so excited about our AI plus data plus CRM strategy. As Mark explained, we're building Einstein, TPP and Data Cloud into every cloud in our customer 360 and we're perfectly positioned to help our customers harness the phenomenal power of AI.
这就是为什么我们对我们的AI加数据加CRM战略如此兴奋的原因。正如马克所解释的那样，我们正在将Einstein、TPP和Data Cloud集成到我们客户360的每个云中，我们处于完美的位置来帮助我们的客户利用AI的惊人力量。
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Our core offerings remain resilient. In Q1, nine of our top 10 deals included sales, service and platform.
我们的核心产品保持了弹性。在第一季度，我们前十大交易中的九个都包括销售、服务和平台。
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Industry clouds continue to be a tailwind to our growth and we saw momentum with great customers like Northwell, USDA, World Development and NASA who we showcased at World Tour DC in April.
行业云继续推动着我们的增长，我们在4月份的华盛顿世界巡回展上展示了北威尔、美国农业部、世界发展组织和NASA等伟大的客户，他们的发展势头非常强劲。
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Once again, eight of our industry clouds grew AR above 50%.
再次强调，我们八个行业云都实现了超过50%的增长。
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I met with hundreds of customers in the quarter and we hosted 700 meetings in our innovation centers with our top customers and prospects.
在本季度中，我会见了数百位客户，并在我们的创新中心为我们的顶级客户和潜在客户举办了700次会议。这些会议旨在推动创新和合作，以更好地满足客户的需求。
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Generative AI is top of mind for all of them. As they look to benefit from the intelligence, automation and cost savings at Salesforce is uniquely positioned to deliver.
所有这些人都非常关注生成式人工智能。他们希望从Salesforce提供的智能、自动化和成本节约中获得好处，Salesforce是唯一具备此类能力的公司。
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We're seeing tremendous appetite for our new generative AI products starting with Einstein TPP, Slack TPP and Data Cloud.
我们看到了对我们的新一代生成式人工智能产品的巨大兴趣，从Einstein TPP、Slack TPP到Data Cloud。
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Our generative AI products will be catalysts for our future growth. As Mark mentioned, Data Cloud continues to be one of our fastest growing products and we have great wins in the corner with companies like Major League Soccer and George E.O. or Monty.
我们的生成式人工智能产品将成为未来增长的催化剂。正如马克所提到的，数据云仍然是我们增长最快的产品之一，而且我们已经取得了一些重要的胜利，例如与包括Major League Soccer和George E.O.或Monty等公司在内的一些公司。
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Our Monty uses Data Cloud to deliver hyper-personalized online and in-store experiences, real-time engagement and curated shopping recommendations. We can see how Data Cloud and Einstein and GPD are going to create experiences that weren't possible before and really drive growth.
我们的 Monty 使用数据云来提供超个性化的在线和店内体验、实时交互和精选的购物建议。我们可以看到数据云、爱因斯坦和 GDP 将会创造以往不可能的体验，并真正推动增长。
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In environment where customers are optimizing their current tech stacks, integration and automation continue to be efficiency drivers.
在客户优化他们当前技术堆栈的环境中，集成和自动化仍然是提高效率的推动力。
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Mule Soft again delivered strong results with wins at Siemens, Sonnovo and Vodafone.
Mule Soft 在西门子、Sonnovo 和 Vodafone 等公司取得了强劲的业绩。
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For the first time, Salesforce was ranked number one in integration by market share and the latest IDC software tracker, a great testament to our Mule Soft team.
Salesforce第一次在市场份额和最新的IDC软件跟踪器中因整合而排名第一，这是我们Mule Soft团队的巨大证明。
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Tableau is unleashing the power of our Data Cloud, unlocking customer data and delivering actual real-time insights.
Tableau正在释放我们的数据云的力量，解锁客户数据并提供实时洞见。
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In the quarter, we had great wins at customers like Union Bank of the Philippines, Discovery Financial Service, Moderna, ADT Solar and Alaska Air.
在这个季度，我们在菲律宾联合银行、Discovery Financial Service、Moderna、ADT Solar和阿拉斯加航空等客户处取得了巨大的胜利。
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We made great investments to re-accelerate Tableau, including new leadership, along with product innovations like Tableau, GBT and revenue intelligence.
我们进行了大量投资，重新加速了Tableau发展，包括引入新的领导，以及推出Tableau、GBT和收入智能等产品创新。
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Now one of our fastest growing add-ons. I'm really encouraged by this Slack team who has created an ambitious product roadmap with Generative AI at the center.
现在是我们增长最快的附加功能之一。我非常鼓舞人心，因为这个Slack团队已经创建了一个雄心勃勃的产品路线图，并将生成式人工智能置于中心位置。
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In Q1, we saw amazing momentum with customers like the California Office of System Integration , Per-Mount Global, Rebel and Open AI and rolled out an AI-ready platform, Slack Canvas and App Integrations with Chat GPT and Anthropics Cloud.
在第一季度，我们看到客户的增长动力令人惊叹，例如加利福尼亚系统集成办公室、Per-Mount Global、Rebel和Open AI，并推出了一个AI就绪平台，Slack Canvas和与Chat GPT和Anthropics Cloud的应用集成。
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Overall, I could not be more thrilled with our offerings and the market position, especially as it relates to delivering on the promise of AI. We're looking forward to continuing the energy and momentum at our AI day in just a couple of weeks. I'm very proud of the teams and of our partners.
总的来说，我们的产品和市场地位非常令人振奋，特别是在履行人工智能承诺方面。我们期待在几周后的AI日继续保持活力和动力。我非常为团队和我们的合作伙伴感到骄傲。
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Our focus on customer success continues to be outstanding. As Mark said, our productivity is up, profitability is up, revenue is up, cash flow is up. We're increasing our margin guidance and sales forces, leading the way as the number one AI CRM.
我们的重点始终是客户成功，正如马克所说，我们的生产力、盈利能力、收入和现金流都在增长。我们正在增加利润指导和销售团队，成为领先的人工智能CRM提供商。
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Now over to you, Amy. Thank you, Brian. At Mark said, a key part of our transformation to profitable growth is short and long-term restructuring of the company.
现在轮到你了，艾米。谢谢你，布莱恩。正如马克所说，我们实现盈利增长的重要途径之一就是对公司进行短期和长期的重组。
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We have now largely completed the restructuring announced in January and we're completing our comprehensive operating and go-to-market review.
我们现在已经大体完成了一月份宣布的重组，并且正在完成我们全面的运营和市场营销审查。
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As we shift to the implementation phase, we're executing against three key pillars, optimization of resources and organization structure, product investment, prioritization and operational breaker.
随着我们进入实施阶段，我们将执行三个关键支柱：资源和组织结构的优化、产品投资、优先级和运营突破。
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We continue to view sales and marketing in GNA as the primary drivers of leverage, while R&D remains an important investment area.
我们仍然将销售和营销视为GNA杠杆作用的主要驱动力，而研发仍然是一个重要的投资领域。
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Our profitable growth framework, discipline, capital allocation strategy and opportunity to drive shareholder value are represented in our actions and in our results.
我们的增长框架、纪律、资本分配策略和创造股东价值的机遇在我们的行动和成果中得到了体现。
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Now, turning to our results for Q1 fiscal year 24, beginning with top line commentary.
现在，我们来看一下开始于Q1财年24的结果，首先从总体的评论开始。
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For the first quarter, revenue was 8.2 billion, up to 11% year over year or 13% in constant currency, with the beat primarily driven by strong momentum and the new soft and more resilient core performance.
第一季度，收入为82亿美元，同比增长11％或在不变的货币情况下增长13％。强劲势头和新的软性以及更有弹性的核心业绩是推动收入超出预期的主要原因。
Geographically, we saw strong new business growth in parts of AMIA and Latin, specifically Switzerland, Italy and Brazil, while we experienced continued pressure in the United States.
在地理上，我们看到AMIA和拉丁地区的一些国家，尤其是瑞士、意大利和巴西的新业务增长非常强劲，而在美国我们继续面临压力。
In Q1, the America's revenue grew 10%, Amia grew 12%, or 17% in constant currency, and APAC grew 16%, or 24% in constant currency.
在第一季度，美洲收入增长了10%，亚美增长了12%，或者按照不变汇率计算增长了17%，亚太地区增长了16%，或者按照不变汇率计算增长了24%。
From an industry perspective, manufacturing, automotive and energy all performed well, while high tech and financial services remained under pressure.
从行业角度来看，制造、汽车和能源表现良好，而高科技和金融服务仍面临压力。
Q1 revenue attrition ended the quarter at approximately 8%. As expected, we saw a modest increase in Q1, partially attributed to the inclusion of tablo in the metric. We also noted some incremental weakness in our marketing and commerce situation.
Q1营收流失率约为8%，符合预期。我们看到了一个适度的增长，部分归因于将tablo纳入度量标准。我们还注意到我们的营销和商务状况有些逐渐减弱。
As Mark said, non-GAP operating margin finished strong in Q1 at 27.6%, driven by our discipline investment strategy and accelerating our restructuring efforts.
正如马克所说，由于我们纪律严明的投资策略和加速重组努力，非 GAP 经营利润率在第一季度末表现强劲，达到了 27.6%。
Q1 operating cash flow was 4.5 billion, up 22% year over year. This includes a 910 basis points headwind from restructuring. Q1 free cash flow with 4.2 billion, up 21% year over year.
Q1 经营活动现金流为 45 亿美元，同比增长 22%。其中包括来自重组的 910 个基点的逆风影响。Q1 自由现金流为 42 亿美元，同比增长 21%。
Turning to remaining performance obligation or RPO, which represents all future revenue under contract, this ended Q1 at 46.7 billion, up 11% year over year. Current remaining performance obligation or ZRPO ended at 24.1 billion, up 12% year over year in both nominal and constant currency. Ahead of expectations, driven by strong core performance, partially offset by continued create and close softness.
关于未履约营收(或称 RPO)，指的是未来合同下的所有营收，本报告中该项指标在一季度末为 467 亿美元，同比增长11%。而目前未履约营收（或称 ZRPO）为 241 亿美元，同比增长12%，在名义货币和恒定货币方面均有增长。这一表现超过了预期，主要因为公司业绩强劲，部分受到持续的创新和改善疲软的影响。
And finally, we continue to deliver on our capital return commitment. In Q1, we returned 2.1 billion in the form of share repurchases, bringing the total return to more than 6 billion since the program was initiated last August, representing more than 38 million shares.
最后，我们继续履行资本回报承诺。在第一季度，我们通过股份回购方式归还了21亿美元，自去年8月启动该计划以来累计回报超过60亿美元，相当于超过3800万股。
简单来说，公司一直在履行回报股东的承诺，仅在第一季度就回购了价值21亿美元的股票，自去年开始回购至今的总金额已达60亿美元，相当于回购了3800万股。
From moving to guidance, I wanted to briefly touch on the current macro environment that Brian discussed. The more measured buying behavior persisted in Q1. And as Brian noted, in Q1, we started to see weakness in our professional services business. We expect these factors to persist, which is incorporated in our guidance.
从移动到指导，我想简要讨论一下Brian所提到的当前宏观环境。在Q1期间，购买行为更加谨慎。正如Brian所指出的那样，在Q1，我们开始看到我们的专业服务业务出现了弱势。我们预计这些因素会持续存在，这也已体现在我们的指导中。
Let's start with fiscal year 24. In revenue, we are holding our guidance of 34.5 to 34.7 billion, representing over 10% growth year over year in both nominal and constant currency.
让我们从24财年开始讲起。在收入方面，我们将保持我们的指导预测在34.5亿至34.7亿美元，代表着名义和不变货币方面，同比增长超过10%。
The strength in our Q1 performance is offset by the pressure in our professional services business previously discussed. For fiscal year 24, we are raising non-gap operating margin guidance to 28%. Representing at 550 basis points in improvement year over year.
我们Q1表现强劲，但是之前讨论过的专业服务业务的压力抵消了一部分。对于2024财年，我们将非通用会计准则下的营运利润预期上调至28％。这代表着年度改善幅度为550个基点。
This guidance increases driven by the acceleration of our restructuring efforts, and also includes reinvestment in targeted areas, namely in R&D.
这项指导加强了我们重组努力所需的加速，同时还包括针对性地在研发领域进行再投资。
I'm proud of our progress and remain confident in our trajectory as we progress towards our 30% non-gap operating margin target in Q1.25. We also remain focused on stock-based compensation and continue to expect it to improve this year to below 9% as a percent of revenue.
我对我们的进展感到自豪，并且对我们朝着在2025年第一季度实现30%的非差距运营利润目标的轨迹保持信心。我们也继续关注股份补偿，并预计今年它将在收入的百分之九以下得到改善。
Before moving to EPS, on restructuring, we now expect the charges in FY24 to come in towards the higher end of the range previously provided in our last earnings release.
在转向企业资源规划（EPS）之前，我们进行了重组，现在预计在财年2024年的费用将接近我们上一次盈利发布中提供的范围的高端水平。
意思是说，公司进行了重组后，预计在财年2024年的费用将会很高，比之前预计的范围的高端水平还要高。
As a result of these updates, we now expect fiscal year 24 gap EPS of $2.67 to $2.69, including estimated charges for the restructuring of the dollar and 11 cents. Non-gap EPS is now expected to be $7.41 to $7.43.
由于这些更新的影响，我们现在预计财政年度24的营业外收支每股收益为2.67美元至2.69美元，其中包括重组费用的估计值达11美分。非营业外收支每股收益现预计为7.41美元至7.43美元。
And we are raising our fiscal year 24 operating cash flow growth to be approximately 16 to 17%, which now includes a 14 to 16 point headwind from restructuring.
我们将我们的财务年度24操作现金流增长预期上调至约16%至17％，其中现在包括14至16个点的重组阻力。
意思是公司预测财年24期操作现金流的增长率将达到16％至17％，但其中14％至16％的增长点位将受到重组的阻力。
As a reminder, we will see an increase in our cash taxes in fiscal 24 as we draw down our remaining net operating losses. CapEx for the fiscal year is expected to be slightly below 2.5% of revenue. This results in free cash flow growth at approximately 17 to 18% for the fiscal year.
提醒一下，由于我们利用剩余的净营运亏损，我们在24财年的现金税将会增加。预计本财年的资本支出将略低于收入的2.5％。这将导致本财年自由现金流增长约17到18％。
Now to guidance for Q2. In revenue, we expect 8.51 to 8.53 billion growth of approximately 10% in both nominal and constant currency. CRPO growth for Q2 is expected to be approximately 10% year over year in nominal and constant currency.
现在讲一下第二季度指南。我们预计营收增长将达到8.51到8.53亿美元，无论是在名义货币还是不变货币中都将增长约10%。第二季度CRPO增长预计将在名义货币和不变货币中分别为约10%，同比增长。
Our guidance incorporates the momentum of our execution in Q1 offset by the persistent measures buying behavior and a decline in professional services 6C's contribution.
我们的指导方针融合了我们Q1的执行动力，但受到持续的措施采购行为和专业服务6C贡献下降的影响。这句话的意思是：我们的指导方针考虑到我们在第一季度的执行势头，但由于措施的采购行为和专业服务贡献下降，还需要做出相应的调整。
The professional services impact represent approximately a one point headwind to grow. For Q2, we expect GAP EPS of 79 to 80 cents and non-GAP EPS of $1.89 to $1.90.
专业服务的影响对增长预计会造成约1个百分点的逆风。对于第二季度，我们预计GAP EPS为79到80美分，非GAP EPS为1.89到1.90美元。
And as we focus on shareholder return and discipline capital allocation, we continue to expect to fully offset our stock based compensation delusion through our share repurchases in fiscal year 24.
随着我们将重点放在股东回报和资本分配的纪律上，我们仍然期望在财政年度24通过股票回购完全抵消员工股票补偿所带来的稀释效应。
In closing, we continue to transform every corner of the company. We are hyper focused on delivering the next wave of innovation led by Data Cloud and Einstein GPT and Salesforce's well-positioned to remain the market leader in this new AI first world.
最后，我们继续改造公司的每个角落。我们非常注重推动数据云和爱因斯坦GPT为代表的下一波创新，Salesforce已经处于很好的位置，在这个以人工智能为先的新世界中继续保持市场领导者的地位。
We are committed to delivering long-term shareholder value and I personally want to thank our shareholders for their continued support.
我们致力于提供长期股东价值，我个人想要感谢我们的股东们长久以来的支持。
Now, Mike, let's open up the call for questions. Thanks, Amy. Operating will move to questions now. I ask everyone to only ask one question in respect for others on the call. In addition, I'd like to introduce Shriney Talapragada, our head of engineering who will be joining us for Q&A today. With that, Emma, let's move to the questions. Thank you.
现在，Mike，我们开始提问环节。谢谢，Amy。现在我们进入提问环节。我要求每个人尊重其他人，只问一个问题。另外，我想介绍我们的工程主管Shriney Talapragada，她今天将与我们一起回答问题。那么，Emma，我们开始提问。谢谢。
As a reminder, if you would like to ask a question, press star followed by the number one on your telephone keypad. Your first question today comes from the line of Kirk Meturn with Evercore. Your line is open.
提醒一下，如果您想问问题，请在电话键盘上按星号加上数字一。今天您的第一个问题来自Evercore公司的Kirk Meturn。您可以开始提问了。
Hi, yes. Thanks very much. I'm going to start to the year. Mark, you've been through a number of cycles from a technology perspective. I was just kind of curious where you think we are in terms of people investigating AI versus when the spending cycle around it might kick in. Just give us an idea of your thoughts on that and really just the opportunity for you to build the monetized AI within your product base. Thanks.
你好，非常感谢。我将开始新的一年。Mark，在科技领域你经历了许多周期。我有点好奇，你认为人们研究人工智能的程度和花费周期的启动时间是什么时候？能给我们一个你的想法，并且谈谈你在产品基础上建立可商业化的AI的机会。谢谢。
Well, I think this is the absolute question of the day, which is we are about to enter an unbelievable super cycle for tech and everyone can see that. This is an incredible opportunity for not only sales force but our entire industry. I mean, perhaps only a year ago or less than a year ago, no one on this call even knew what GPT was. Today, ChatGPT is the fastest growing consumer product of all time and has transformed many, many lives. It's definitely not just the technology of this lifetime but maybe any lifetime.
我认为这是当今绝对的问题，即我们将进入一个不可思议的科技超级周期，每个人都能看到这一点。这不仅是对Salesforce而言，也是对整个产业来说的一次难以置信的机遇。我的意思是，也许只有不到一年前，这个电话上的任何人甚至都不知道什么是GPT。今天，ChatGPT已成为有史以来增长最快的消费品，并改变了许多人的生活。它绝对不仅是这个生命期的技术，也许是任何一个生命期的技术。
It's an incredible technology. Every company is going to have to transform because every company is going to have to become more productive or automated, more intelligent through this technology to be competitive with other companies. And just yesterday, I'm in a room here at the top of Salesforce Tower on the 60th floor and we have the CO very large bank here.
这是一种难以置信的技术。每家公司都需要转型，因为每家公司都必须通过这种技术变得更加高效或自动化，更加智能化，以便能够与其他公司竞争。就在昨天，我在Salesforce大厦的60层的一个房间里，与一家非常大的银行的首席运营官会面。
And like every other sales call I've made in the last quarter, there's only one thing that customers want to talk about and that's artificial intelligence and specifically generative AI. Of course, we have been a leader in this area with Einstein more than a trillion transactions delivered this week. But these are primarily predictive transactions built on machine intelligence, machine learning and deep learning. But in 2018, deep learning evolved and became much more sophisticated and became generative. As these neural networks expanded their capabilities and also the hardware went to another level as well. So now we have this incredible new capability. It's a new platform for growth and I couldn't be more excited.
在过去的一个季度里，和其他的销售电话一样，客户们都只想谈论人工智能，特别是生成式人工智能。当然，我们一直是领导者，在这个领域里，Einstein在本周交付了超过一万亿的预测交易。但是这些交易主要是建立在机器智能、机器学习和深度学习的基础上。但是在2018年，深度学习变得更加复杂，也变得更具生成力。由于这些神经网络扩展了它们的功能，同时硬件也达到了另一个水平，我们现在拥有了这个令人难以置信的全新能力。这是一个新的增长平台，我感到非常兴奋。
But yesterday there were many questions from my friend who I'm not going to give you his name because he's one of the CEO of one of the largest and most important banks in the world. And I'll just say that of course, his primary focus is on productivity. He knows that he wants to make his bankers a lot more successful. He wants every banker to be able to rewrite a mortgage, but not every banker can. Because writing a mortgage takes a lot of technical expertise.
昨天我的一个朋友问了很多问题，我不会透露他的名字，因为他是全球最大和最重要的银行之一的CEO。他主要关注生产力，希望让银行家更加成功。他希望每个银行家都能重写贷款，但并非每个银行家都能做到。因为写作贷款需要很多技术专长。
But as we showed him in the medium through a combination of Tableau, which we demonstrated and slack, which we demonstrated, and Salesforce's Financial Services Cloud, which he has tens of thousands of users on that banker understood that this would be incredible. But I also emphasized to him that LLMs or large language models, they have a voracious appetite for data. They want every piece of data that they can consume. But through his regulatory standards, he cannot deliver all that data into the LLM because it becomes amalgamated. Today he runs on Salesforce and his data is secured down to the row and cell level. He knows that readers don't block writers, that there's all types of security provisions in regarding who can see what data about what account or what customer. And when you put it into an LLM, those permissions are not understood.
我门通过结合表格、Slack和Salesforce金融服务云向这位银行家展示中介媒介，让他理解这将是不可思议的。但我同时强调给他听，LLMs（大语言模型）具有极强的数据需求。它们希望获取可以消化的每一份数据。但他的监管标准要求，他不能将所有数据提供给LLM，因为这样会使数据混合在一起。他现在使用的是Salesforce，他的数据得到了行和单元级别的安全保障。他知道读者不会阻碍写者，对于谁可以查看关于哪个账户或哪个客户的什么数据，有各种安全条款。但是，当将数据放入LLM中时，这些许可并不被理解。
So that is a very powerful moment to realize that the way that LLMs operate is in a weight state where they're kind of consuming all this data and then giving us that information back out, well, that's Salesforce's opportunity. That's why we built this GPT Trust layer. And through the GPT Trust layer and rebuilding all of our apps, including Slack and Tableau, but as we demonstrated him yesterday, a new sales cloud, a new service cloud, a new marketing cloud, and what we'll show on June 12th in New York City, a complete reconceptualization of our product line, what that means for this customer and for every customer is that they have an opportunity to transform their business. And for Salesforce, that also means an opportunity to transform ourselves and for our industry, a new super cycle where every company will have to transform to be AI first.
这是一个非常关键的时刻，我们意识到LLM的工作方式是处于一种重量级状态，它们正在消耗着所有这些数据，并将这些信息反馈给我们，而这也是Salesforce的机会。这就是为什么我们构建了这个GPT信任层。通过GPT信任层和重新构建我们所有的应用程序，包括Slack和Tableau，正如我们昨天向他展示的，包括新的销售云、新的服务云、新的营销云，以及我们将于6月12日在纽约市展示的完全重新构想的产品线，这对于这位客户和每一位客户来说，都意味着他们有机会改变他们的业务。对于Salesforce来说，这也意味着一个机会，一个新的超级周期，每个公司都必须成为AI第一。
Your next question comes from the line of Keith Weiss with Morgan Stanley. The line is open.
您的下一个问题来自Morgan Stanley的Keith Weiss。线路已经打开。
Great. This is a little bit harder for Keith Weiss. Thanks for the question. I wanted to ask on the potential disruption from rebooting the sales enablement process. Are we past the point of seeing disruption or could that be a future risk? And if so, how is it included in guidance?
太棒了！对于Keith Weiss来说，这可能有些困难。感谢您的问题。我想问一下有关重启销售启动流程可能带来的潜在干扰的问题。我们是否已经超越了干扰的点，还是未来可能存在风险？如果存在风险，它将如何纳入指导？
The CRPO guidance for 10% looks like a bit of a slowdown, despite the easier comp and Amy, you called out pro services of one point headwind. So just any other factors we should keep in mind that they create a challenge in the next couple of months. Thank you.
CRPO指导的10%看起来有点放慢脚步，尽管相比较去年容易兑现，但你提到了1个负面影响的因素-专业服务，因此，我们还有什么其他因素需要考虑，可能会在未来几个月内带来一些挑战呢？谢谢。
Well, I'll tell you that I think that as you know in Q1, we went through tremendous disruption with human resources in our company. And it was very disruptive to all of our O'Hana. And I'm so grateful to them for how they supported the whole company, all the customers and themselves, during what was probably one of the most disruptive quarters that I've seen, and yet we delivered these incredible numbers and this incredible technology vision going forward.
嗯，我想告诉你，在第一季度中，我们公司在人力资源方面经历了巨大的动荡。这对我们所有的团队都造成了很大的影响。我非常感激他们在这段时间内如何支持整个公司、所有的客户和自己。这可能是我见过的最不稳定的季度之一，但我们仍然提供了惊人的数据和前瞻性的技术愿景。
In terms of enablement, the sales organization, its ability to kind of move forward, that is not, I would say, a material part of what happened in the quarter or what's going to happen for the year. Our sales organization remains with a very high level of productivity. But let me turn it over to Brian to speak directly to his strategy on delivering the year.
就推动力而言，销售组织的前进能力，并不是本季度发生的重要事情，也不是今年的重点。我们的销售组织生产力仍然非常高。不过，我现在把话题转给布莱恩，让他直接讲讲他交付本年的战略。
Yeah, Mark. Thank you. I appreciate it. I think you're referencing some comments we've had on previous calls about enabling it being an important strategy for us as we saw during the pandemic. Not as many of our AES and SES and leaders were as enabled as we would like. We've made those changes and we've really invested in the time to make sure our AES understand our product portfolio, the entire customer 360.
是的，马克。谢谢你。我非常感激。我认为你在引用我们之前通话中提到的一些评论，即启用它对我们来说是一项重要的策略，就像我们在疫情期间看到的那样。我们的AES、SES和领导者没有像我们想象的那样受到充分的启用。我们已经做出了这些改变，并且我们真正投入时间确保我们的AES了解我们的产品组合和整个客户360。
And we're on sort of the next generation of enablement. It's Mark to talk about this new AI wave is going to create a huge opportunity for us. We need to make sure that we're investing in the enablement to bring our teams along. It's been a very short window around this innovation and we've got some work to do on this. But we're very, very excited with our path for our position in the market. All that we're doing with our customers, the demand we're feeling from our customers.
我们正在进入下一代的能力增强时代。马克谈到这种新的人工智能浪潮将为我们创造巨大的机遇。我们需要确保我们在增强能力方面进行投资，以使团队跟上步伐。这种创新才刚刚开始，我们还有一些工作要做。但是我们对我们在市场上的地位及我们与客户合作的一切以及客户对我们的需求感到非常非常兴奋。
Mark mentioned it and I had the same experience. Every CEO in the world is talking to us about generative AI right now. And we're investing heavily to make sure our account executives, our sales teams, in fact, the entire company is able to articulate our value proposition to our customers. So Amy, I don't know if you have any further comments there.
马克提到了这个，并且我也有相同的经历。现在全世界的CEO们都在谈论生成式AI，我们正在大力投资，确保我们的账户经理、销售团队，事实上整个公司都能够清晰地表述我们的价值主张给我们的客户。所以艾米，不知道你还有什么进一步的评论吗？
Sure. But you mentioned CRPO and professional services. So let me jump in on that. For our guide for this next quarter, we are seeing some pressure from the macro situation and then also specifically from professional services. And there's a bit of a nuance with ProServe. I want to make sure people understand. So if you back up, our customers can contract for professional services in two ways.
当然可以。但你提到了CRPO和专业服务。让我谈谈这些。对于接下来这个季度的指南，我们面临着来自宏观形势和专业服务方面的压力。对于ProServe（专业服务），有一些微妙之处，我们需要确保大家理解。回过头来看，我们的客户可以通过两种方式合同专业服务。
Whether on a time and materials basis, which is typically used for smaller projects, or on a 6C kind of milestone basis. For purposes of CRPO, we only included projected revenue from 6C deals. One of the things that we are seeing right now is not only of professional services at the whole same pressure, but more customers are choosing to contract on a time and materials basis, which is not included in our CRPO. So as a result, we are seeing a double pressure there.
无论是按照时间和材料的方式计费，这种方式通常用于小型项目，还是按照6C里程碑的方式计费。在CRPO的目的下，我们仅包括来自6C交易的预计收入。我们目前正在看到的一件事情是不仅整个专业服务压力增加，而且越来越多的客户选择按照时间和材料的方式合同，这不包括在我们的CRPO中。因此，我们看到了双重压力。
And I'm expecting a full one point headwind of CRPO for the quarter from professional services. Thanks, Louis Bist.
我预计本季度从专业服务方面，CRPO将会面临一个完整的1个点的逆风。 谢谢，路易斯·比斯特。
Elizabeth, Emily, to move the next question, please.
请 Elizabeth 和 Emily，继续回答下一个问题。
Your next question comes from the line of Brad Sills with Bank of America. Your line is open.
你接下来的问题来自银行业务的布拉德·希尔斯。请问你有问题吗？
Oh, wonderful. Thanks. I wanted to ask a question to Brian, I think, here on the efforts here to improve productivity. You mentioned removing some layers here.
哦，太棒了。谢谢。我想在这里向布莱恩提问一个问题，关于在这里改善生产力的工作。你提到要去除一些层级。
My question is, we think of all these actions that you're taking as drivers of margin expansion. But are you started to see some early traction here on the sales productivity front, such that perhaps that's driving some upside-ear across the business. You know, perhaps larger deals now that you're seeing coming out of the field and pipeline and some of the deal closure. Thank you so much.
我想问一下，我们认为你们所采取的所有行动都是利润扩张的驱动因素。但是，您是否开始看到一些初步的销售生产力转变，以至于这可能在业务中推动了一些积极的增长呢？也许你们现在看到的更大的交易来自于现场和管道以及一些交易的关闭。非常感谢。
Thanks, Brad, for the question. I really appreciate it. As you know, we're operating in a constrained environment right now. And so we are really focused on this productivity measure and metric for our organization right now, investing heavily, as I mentioned earlier, and the enablement part of our organization.
感谢你的问题，Brad。我非常欣赏。你知道，我们现在的环境有限，因此我们目前非常关注我们组织的生产率措施和指标，正如我之前提到的，我们正在大力投资我们组织的能力建设方面。
Also looking at other ways to drive productivity. And one of the things that we're talking quite a bit about right now is pricing and packaging, bringing together logical products that we can be selling in a single motion versus our go-to market, which is largely aligned by product. How do we focus on a larger average deal size for every transaction? And so big investments on that front. Really a strong focus on productivity, as it relates to moving people up market as well. We're thinking about self-serve in the bottom end of our market.
我们正在寻找提高生产力的其他方法。目前我们正在谈论的一个重要事项是价格定位和产品捆绑，将逻辑相关的产品组合在一起，以取代我们现有以产品为基础的市场推广方式。我们要如何在每一笔交易中关注更大规模的交易量？因此我们将在这方面进行大量的投资。我们还将致力于提高人员晋升上市场的生产力。我们正在考虑自助服务来覆盖我们市场的低端。
How do we drive a self-serve motion, an automated motion at the low end of our market to bring our account executives up market to drive higher productivity in the sales organization? So clearly a big motion for us right now. Feel very good about our big deal motion. Actually in Q4, we saw some, I was sorry, Q1, we saw some very good big deal execution from the team. That is not really an area that has held us back.
我们应该如何推动自助式运营、自动化运营在我们市场的低端，以带领我们的客户经理提升市场，提高销售组织的生产力？这对我们来说是一个重要的运动。我们现在对于大型项目运动感到非常满意。 实际上，在Q1的时候，我们看到团队的大型项目执行非常出色。这并不是一直以来困扰我们的领域。
We feel very good about our ability to transform companies and transact these large businesses. It really is a velocity business that has held us back a bit on our create and close, some of the SMB transactions. So we have a clear focus in this area to drive the productivity with our plans going to Q2 and beyond in the Q4. Thanks, Brad. Emma, next question please.
我们对于转型公司和完成这些大型业务的能力感到非常满意。在一些中小企业的交易方面，这确实是一个阻碍我们创建和完成的速度业务。因此，在这个领域我们有明确的重点，计划在Q2和Q4以下等方面推动生产力。谢谢，Brad。Emma，请问下一个问题。
Your next question comes from the line of Brent Phil with Jeffries. Your line is open. Amy, regarding America, that was a pretty large diesel, one of your slow-scrothed quarters, I think, ever in America. The rest of the world did diesel, but maybe not quite as the magnitude of the Americas. Can you just speak to what happened there in that region?
下一个问题来自Jeffries的Brent Phil. 你的问题可以提出了。Amy，关于美国，那是你们在美国最慢增长的季度之一，是一个相当大的柴油市场。虽然世界其他地方也有柴油市场，但可能不像美国那样巨大。你能说说在那个地区发生了什么吗？
Sure. So, thanks, Brent, for the question. The Americas did see a deceleration at 10 percent here in your revenue growth, compared to 17 percent in the NAMIA and about 24 percent in nominal A-PAC. We are continuing to see most of the pressure in North America. There were some real pockets of acceleration in NAMIA and in LATAM, particularly in Switzerland, I think Brazil, Italy, so we are seeing some good things, but North America has taken the branch of the deceleration. Brent, do you want to come in and see if you can address that in the audience?
没问题。布伦特，谢谢你的提问。与北美和亚太地区的名义增长率分别为17%和24%相比，美洲的收入增长率下降了10%。我们仍然看到北美地区面临着最大的压力。在北美和拉丁美洲的某些地方，特别是在瑞士、巴西和意大利，我们看到了一些好的迹象，但北美却承担了减速的压力。布伦特，你想来发言看看能否解决这个问题吗？
Sure. I think when we think about our business from an industry perspective, we have a very nice footprint of our great technology companies and financial services company, both of which were a bit slower than we would have liked in the Americas in Q1. And so, as we think about the all-in-size of our Americas business, those industries felt a little bit more of the economic headwind in the quarter in Q1. And so, I think a bit of a slowdown from that perspective is the result you are seeing in America's business. Thanks, Brent. I'm going to ask questions, please.
当我们从行业观点考虑我们的业务时，我们拥有很棒的科技公司和金融服务公司，但它们在Q1季度的美洲表现比我们预期的要慢一些。因此，当我们考虑我们美洲业务的全部规模时，这些行业在Q1季度感受到了更多的经济阻力。因此，我认为从这个角度来看，美洲业务的放缓是您所看到的结果。谢谢，Brent。我将请提问。
Your next question comes from the line of Mark Murphy with JP Morgan. Your line is open. Thank you very much, and I'll add my congrats. Mark, it feels like the tech in software industry has had a recession without the broader economy being in a recession quite yet. And that's very unusual. Do you think with all the purging and optimizing of IT budgets, which is already taking place, plus sales force, the headcount optimization already being underway, that perhaps the next recession might actually be more manageable or easier to navigate than what you had seen in some of the prior cycles?
你下一个问题来自JPMorgan的Mark Murphy。请您发言。非常感谢，我也祝贺您。Mark，感觉科技和软件行业似乎已经经历了一次经济衰退，尽管整个经济还没有陷入衰退，这非常不寻常。您认为，随着IT预算优化和整顿的进行，加上Salesforce的人员优化已经在进行中，也许下一次经济衰退会比以前的周期更容易管理或更容易应对吗？
Well, I think that this is a great question. I tried to address it on the last call. I just really think you have to look at 2020-2021 was just this massive super cycle called the pandemic. I don't know if you remember, but we had a pandemic a couple years ago. And during that, we saw tech buy keep buying like we never saw, it was incredible. And everybody surged on tech buying. So you're really looking at comparisons against that huge mega cycle. And that is what I think is extremely important to understand the relative comparisons. And that is where my head is at, which is I am constantly comparing against what happened in 2021, but also looking at 2020 and 2019.
嗯，我认为这是一个很棒的问题。我在上次电话中已经试图回答了它。我认为你必须看到2020-2021年只是一个被称为大流行病的巨大超级周期。我不知道你是否还记得，但在那段时间里，我们看到科技购买像我们从未见过的那样，这是令人难以置信的。每个人都涌向科技购买。因此，你真的需要对那个巨大的超级周期进行比较。我认为理解相对比较非常重要。而我一直在考虑的就是与2021年发生的事情进行比较，同时也在看2020年和2019年的情况。
That's a little bit different than 08 and that's a little bit different than 01. We didn't exactly have these huge mega cycles that kind of we were exiting. And that's also what gives me tremendous confidence going forward in that what we're really seeing is that customers are absorbing the huge amounts of technology that they bought. And that is about to come, I believe, to a close. I can't give you the exact date and it's going to be accelerated by this AI super cycle. Thank you. Thanks Mark. Have a next question please.
这与08和01年有所不同。我们并没有像现在这样巨大的超级周期。这也是我对未来充满信心的原因之一，因为我们真正看到的是客户正在吸收他们购买的大量技术，这将很快结束，这是我相信AI 的超级周期将加速这一过程的原因。谢谢。谢谢马克。下一个问题请。
这段话意思是，现在的情况与过去的08年和01年已经有所不同。过去我们没有像现在这样的超级周期。我对未来充满信心的原因是客户正在有效地吸收他们购买的大量技术，这一过程很快就要结束。我认为这也将被AI超级周期加速。
Your next question comes from the line of Brent Braseland with Piper Sandler. Your line is open.
你的下一个问题来自Piper Sandler的Brent Braseland。请问您的问题。
Good afternoon. I wanted to circle back to the generative AI discussion if we could. I totally understand how large enterprise is attorney and Microsoft given the productivity tools and suite that they have. But as you start to engage with customers, what's resonating relative to the Salesforce Genai journey? Is it the data layer and customer 360 message that's resonating? Is it the app layer around sales automation functionality that you're going to offer? Just double click on what customers are coming to Salesforce and engaging with you around some of the new things that we'll hear about it sounds like in June.
下午好。如果可以的话，我想回到生成型人工智能讨论的话题上。我完全理解大型企业的律师和微软公司在其拥有的生产力工具和套件方面的优势。但是，当您开始与客户互动时，与 Salesforce Genai 旅程相关的哪些内容受到共鸣呢？是数据层和客户 360 消息，还是围绕销售自动化功能提供的应用程序层？可以详细说明一下客户正在与 Salesforce 探讨的一些新事物吗？听起来好像在6月份会有些消息。
Well, I think that when you look at our artificial intelligence strategy, which in we're talking of largest most important companies and governments in the world, it has to be architected around security. It has to be architected around compliance around trust. It has to be architected around governance. And this is very important. And of course, we're also architecting it around being open. That is, we're working with many AI companies to provide the best solutions for our company. Of course, we have a tremendous relationship with open AI. We also just invested in the topic, go here, many of these companies. But I think ultimately, this is going to be a solution that enterprise customers are going to come in and make sure that their data is protected.
我认为，在谈到全球最大、最重要的企业和政府的人工智能战略时，它必须围绕着安全、合规性、信任以及治理的体系来进行架构。这非常重要。当然，我们也在围绕着开放性进行架构。也就是说，我们正在与许多人工智能公司合作，为我们企业提供最佳的解决方案。当然，我们与开放AI有极好的关系。我们也投资了许多类似的公司。但我认为，最终，企业客户会借此解决方案来确保他们的数据得到保护。
And it's also protected down at the user level. And Shreeny, do you want to come in and talk about exactly what we're doing to make sure that we're delivering the best possible solutions for our customers for AI?
同时，它还受到用户级别的保护。Shreeny，您是否愿意加入并谈谈我们正在做什么来确保为我们的客户提供最佳的AI解决方案？
Yes, Mark. So I think I've met about 70 customers in the last quarter. And like Mark was saying, the only conversation everybody is interested is on AI. And while everybody understands the use cases, they're really worried about trust. And what they are looking for us is guidance on how to solve that. For example, so we are doing a lot of things at the basic security level. We are really doing tenant-level isolation coupled with zero retention architecture at the LLM level. So the LLM doesn't remember any of the data.
是的，马克。所以我认为我上个季度见了大约70位客户。就像马克说的那样，每个人都对AI感兴趣。虽然每个人都理解使用案例，但他们真正担心的是信任。而他们想要我们提供的是如何解决这个问题的指导。例如，我们在基本安全层面上做了很多事情。我们真正做到了租户级别的隔离，并将零保留架构与LLM级别相结合。因此，LLM不会记住任何数据。
Along with that, for them to use these use cases, they have a lot of these compliance like GDPR, ISO, SOC, FedRAM. They want to ensure that those compliance are still valid. And we're going to solve it for that. In addition, the big worry everybody has is people have heard about hallucinations, toxicity, bias, this is what we call model trust. We have a lot of innovation around how to ground the data on 360 data, which is a huge advantage we have. And we are able to do a lot of things at that level.
除此之外，要让他们使用这些用例，他们必须满足许多合规性要求，如GDPR，ISO，SOC和FedRAM等等。他们希望确保这些合规性仍然有效。我们将为此解决问题。此外，人们最担心的是听说过幻觉，毒性和偏见，这就是我们所谓的模型信任。我们在360数据上如何进行数据基础研究方面进行了大量的创新，这是我们的巨大优势。在这个级别上，我们能够做许多事情。
And then the thing which I think Mark hinted at, which is, you know, LLMs are not like a database. Inter-interprise trust, even once you have an LLM, you can't open the data to everybody in the company. So you need ability to do this. Who can access this data? How is it doing both before the query and after the query? We have to build that. And then we have to be not only open but also optimized. We are running an open, the way we will run is we will run like a model talkment because one of the things everybody has to watch out is it's great but what about the cost to serve?
我认为马克暗示的是，LLMs并不像数据库。即使你拥有LLM，也不能向公司中所有人开放数据。因此，你需要有能力进行管理。谁可以访问这些数据？查询前后如何处理？我们必须构建这个功能。同时，我们不仅要保持开放性，还要进行优化。我们正在进行一个开放的模型交流。但大家必须注意成本问题。
Not all models are equal. So we are going to run this and pick, we are going to pick a very cost optimized curve so the value is very high. And our Salesforce AI research has a lot of sales for state of the art models and industry cases which we are optimizing to run at very low cost and high value. At to that we have got the Trailblazer platform which allows low code, high code and many other things. And we are going to optimize the jobs to be done for each industry and job cause.
并非所有的模型都是相等的。因此，我们将运行并选择一个非常成本优化的曲线，以使价值非常高。我们的Salesforce AI研究拥有许多最先进的模型和行业案例，我们正在优化这些模型，以实现低成本高价值的运行。此外，我们还拥有Trailblazer平台，该平台允许低代码、高代码和许多其他功能。我们将优化每个行业和工作的工作任务。
That's really what they are looking for because they have been using our AI platform like Mark mentioned, we already do a trillion transactions per day. And by the way, the data cloud just in a month, we are importing more than 7 trillion parts into the data layer which is a very powerful asset we have. So coupled with all of this is what they are looking for guidance and how we think we can deliver significant value to our customers.
这正是他们所追求的，因为他们一直在使用我们的人工智能平台，就像Mark提到的那样，我们每天已经处理了一万亿的交易。顺便说一句，就数据云而言，在一个月内，我们已经将超过7万亿的数据导入数据层，这是我们拥有的非常强大的资产。因此，他们需要指导，了解我们如何认为我们可以为客户提供显著的价值。
Shreeni, I want to ask you a question. In January you published paper in Nature from your research team which was called large language models, generating functional protein sequences across diverse families. And you really showed something amazing which was that deep learning language models have shown this incredible promise that you just articulated in various biotechnological applications including protein design, engineering. And you also described very well one of our models that we have created internally progen which was a language model that can generate protein sequences with predictable function across large protein families. I was very impressed with that. I am the entire research team that deserves a huge amount of congratulations.
Shreeni，我想问你一个问题。在一月份，你的研究团队在《自然》杂志上发表了一篇论文，名为“大型语言模型，在不同家族中生成功能性蛋白质序列”。你展示了令人惊叹的成果——深度学习语言模型在包括蛋白质设计、工程等各种生物技术应用中表现出了不可思议的潜力，你还很好地描述了我们内部创建的一个模型——Progen，它可以在大型蛋白质家族中生成具有可预测功能的蛋白质序列，我对此印象非常深刻。我想恭喜整个研究团队取得的巨大成就。
So when you look at that especially in the generically and semantically correct word, natural language sentences for diverse topics or how you are going to use that inside our platform against other models that you are seeing like Lama, OpenAI's model and the topic and others, when will Salesforce use our own models like cogen, progen, T code, our blit model, and what we use an outside commercial model like an OpenAI or an entropic. And when will we go to an open source model like we've seen the emergence of so many of those including like Lama?
当你在看到这些话时，尤其是在针对各种话题进行自然语言句子的一般性和语义正确的词汇表达时，你会注意到我们如何将它与像Lama、OpenAI的模型以及其他模型相结合，在我们的平台上如何使用。Salesforce何时会使用我们自己的模型，如cogen、progen、T code、我们的blit模型，以及我们使用OpenAI或entropic等外部商业模型的时候？何时我们会采用开源模型，就像我们看到的许多类似于Lama的模型一样？
Yeah. I think you hinted something very important. I think as you know, Mark, we have our air research team as one of the best in class models set of the art models on different areas. The way we are thinking of it is like anything else where the world is going to go which we strongly believe is going to be multiple models. And depending on the use case, you will pick the right models which will provide you the value at the lowest cost.
是的，我认为你暗示了一些非常重要的事情。正如你所知，马克，我们拥有一支最先进的空气研究团队，能够提供不同领域最佳的模型。我们认为，这就像其他任何事情一样，世界将朝着多种模型的方向发展，根据使用情况，您将选择提供最低成本的正确模型来为您提供价值。
Where we have to run with highly regulated industries where the data cannot leave the trust boundary or where we have significant advantage where we can train on industry specific data or Salesforce specific 360 specific data. Like for example, our effects model are helping our customer's implement or our flow. We will use our internal model where we need more generated image models of something where you need public image databases. We may use a coherent anthropic or a OpenAI. It depends on the use case and which is why in a given request, a secure trusted gateway will decide smartly which is the best use case, which is the model and we always keep running the tournament, which is what I mean. So today one particular model may be good. Tomorrow something else will come and we'll behind the team flip it but our customers don't need to know that.
我们必须在高度监管的行业中运营，其中数据不能离开信任边界，或者我们具有显着优势，可以在行业特定数据或Salesforce特定360度数据上进行培训。比如，我们的效果模型正在帮助我们的客户实现或优化他们的流程。我们将使用内部模型来提供更多图像模型，对于那些需要公共图像数据库的模型，我们可以使用一致的人形模型或OpenAI等。这取决于使用案例，因此在给定的请求中，安全可信任的门户将会智能地决定最佳使用案例和模型。我们始终保持运行比赛，这就是我的意思。因此，今天一个特定的模型可能很好，而明天可能出现更好的模型，我们会在团队中不断地翻新它，但我们的客户无需知道这一点。
We will handle all of it. We will handle the model trust. We will handle all the compliance and all behind the scenes. And this is always what we promised our customers. We will always feature through that's the Salesforce promise to our customers so that they can focus on the business use case.
我们会处理所有事情。我们会处理模型信任。我们将处理所有合规事宜，以及所有幕后工作。这一直是我们向客户承诺的。我们总是通过 Salesforce 承诺向客户提供帮助，让他们可以专注于业务用例。
So just one last follow up question. You've described very well this GPT trust layer which I think is going to be a significant amount of value added that we're going to provide to our customers. It's going to be quite amazing. And then you're developed these specific grounding techniques which are going to allow us to keep our customers data safe and not be consumed by these voracious large language models which are so hungry for all of our customers data. What is going to be the key to actually delivering this now across regulated industries?
这里只有一个最后的跟进问题。你已经很好地描述了这个 GPT 信任层，我认为这会为我们的客户提供相当大的增值。这将是非常惊人的。而且，你已经开发了不同的接地技术，这些技术将使我们能够保护客户的数据安全，不会被这些贪婪的大型语言模型所消耗，这些模型非常渴望我们所有客户的数据。现在真正实现这一点的关键是什么，涉及受监管的行业？
I think the key is innovations we are doing which people will see starting next month is around what we call from generation and grounding. These are techniques which we'll have to do but it will work only because we have all of this is based on underlying data. We have the data cloud where we have all the 360 data which is there. So we're able to ground these models and do it. So there are a lot of other techniques which are very technical which we put it on our blogs but that's the innovation that we're doing and you have to remember that Salesforce also is a metadata model.
我认为我们正在进行的关键创新，人们将从下个月开始看到的，与我们所谓的“生成和基础技术”有关。这些技术是我们必须做的，但它只能起作用，因为我们所有的基础都是建立在数据之上的。我们有数据云，其中包含着所有的360度数据。所以我们能够地面这些模型并加以实现。因此，还有许多其他非常技术性的技术，我们会在博客上发布。但这就是我们正在进行的创新，你要记住，销售力也是一种元数据模型。
So we have a semantic understanding of what our customers are trying to do. We're going to leverage the metadata platform and do this grounding automatically for our customers. Of course we're keeping the trust that's the baseline. Absolutely.
因此，我们对客户要做的事情有一种语义上的理解。我们将利用元数据平台为客户自动进行这种连接。当然，我们会保持信任作为基础。绝对的。
Thank you so much, Rene. Hello, next question please.
非常感谢你，Rene。你好，接下来有什么问题吗？
Your next question comes from the line of RIMO Lenshaw with Barclays. Your line is open.
下一个问题来自巴克莱银行的RIMO Lenshaw。您可以提问了。
意思是该回答来自RIMO Lenshaw，是巴克莱银行的一位代表，该代表的话筒已经打开。
Thank you. A question for Amy on Brian maybe more. The improvement in profitability or the race guidance for profitability and cash. Is that all timing and you talked a little bit about that? Is it just timing or the other factors we should consider and here.
谢谢。这是针对布莱恩的问题，也许是更多关于艾米的。关于盈利能力的改善或盈利能力和现金预测，这是否只是时间的问题，你谈了一些关于这个问题的话题？这只是时间问题，还是我们应该考虑其他因素？
Thank you.
谢谢你。 直接表达感谢的话语，表示对某人的感激之情。
So RIMO, when I start, then I can turn it over to Brian for a little bit more color. So in terms of the great Q1 that we just really pleased to see us coming in at 27.6% and also really pleased about the 28% the rate of 28% for the full year. What really drove the 27.6 was two things. It was the actions that we took that we announced in January with the restructuring. Executing on that as well as having a very disciplined reinvestment strategy. And that led to that. And that's also where we're going to see this going for the rest of the year, driving the expansion to 28% and then also putting us on track for the 30% margin and Q1 of next year.
所以，RIMO，当我开始的时候，我可以将它转交给Brian来增加一些色彩。关于我们非常高兴看到的Q1表现出我们27.6%的业绩，以及全年28%的增速也非常令人满意。27.6%的业绩推动有两个方面，一方面是我们在1月份宣布的重组行动，以及我们非常纪律的再投资策略。这就是推动业绩增长的原因。这也将是我们今年剩余时间的发展方向，推动业绩增长到28%，并让我们朝着明年Q1实现30%的利润率的目标前进。
You know, as I looked though overall at transformation, I would really divide it into two stages. Benefits that we're getting from that initial transformation. And again, that's what you're saying in Q1 and this year. And then the second stage, which is really as we've been going through this comprehensive operating and go to market review, we're going to that review is going to enable the second phase of our transformation. And that's something that's going to be ongoing in long term over the next few years. You'll see benefits to our margin in elder years beyond FY24. Brian, anything you would add?
你知道，当我总体上看到转型时，我真的会将其分为两个阶段。第一个阶段是我们从最初的转型中得到的好处。而且，这就是你在Q1和今年所说的。然后第二个阶段，我们正通过进行全面的运营和市场审查来实现，该审查将促成我们转型的第二阶段。这是一个将在未来几年内持续进行并长期推进的过程。您将在FY24年以后的更长时间内看到我们的利润率的好处。布赖恩，您有什么要补充的吗？
I know, thanks for the question. When we think about longer term structures, we obviously took the action in Q1. But longer term, we're looking at things like how do we leverage co-plan redesign to drive better efficiencies in our organization going forward? How do we continue to look at self-serve at the low end of the market to drive better efficiencies in our organization? So resellers is a potential investment that we'll make in emerging markets is long-term leverage on the efficiency gains. So lots of things that we're doing that will be in sort of the phase two oriented around process improvement and systems improvement. And again, as I mentioned, top plan design that will drive better efficiencies in the organization.
我知道，谢谢你的问题。当我们考虑长期的结构时，我们显然在第一季度采取了行动。但在长期内，我们正在思考如何利用共同的规划重新设计来推动我们组织的更好效率？我们如何继续关注低端市场的自助服务，以推动我们组织的更好效率？因此，经销商是我们在新兴市场上可能进行的一项投资，是长期利用效率提高的潜力。我们正在做很多事情，这些事情都将进入第二阶段，围绕着流程改进和系统改进。正如我所提到的，重点考虑规划设计，以推动组织的更好效率。
Thanks, Rahul. Emma, let's go to the next question, please.
谢谢，Rahul。Emma，我们继续下一个问题吧。
Your next question is from Karl Kierstedt with UBS. Your line is open.
你接下来的问题来自于瑞银的卡尔·凯斯特德特。请开始提问。
Okay, great. I'll direct this to Amy as well. Amy, congrats on that margin improvement. I've got a two-parter both related to margins. First, what is the timing of the receipt of that Bain operational review that might ostensibly kick off the second phase of cost-cutting? And then secondly, you and Brian talked about this reinvestment in R&D and investing heavily around AI. I'm wondering if those planned investments are greater than you anticipated when you initially set the guidance three months ago, such that you need to run a little bit harder on AWPEX management to offset it and keep delivering on your stated margin targets. Thanks so much.
好的，非常好。我也会把这个问题直接反馈给艾米。艾米，恭喜你的毛利率提高了。我有两个问题都关于毛利率。首先，那个贝恩的运营审查报告什么时候可以得到，可能会启动第二阶段的成本削减？其次，你和布莱恩谈论了对人工智能进行大量的研发投资。我想知道如果这些计划中的投资比你三个月前最初制定的指导信息还要大，你是否需要在 AWPEX 管理上更加努力以抵消这些投资，并保持实现规定的毛利率目标。非常感谢。
Great. Thanks, Karl. So first on the timing, as I mentioned, we've been doing this end-to-end comprehensive operating and good market review. The entire company has been involved in that. There's really no scale and unturned. We're getting close to the end of that process. And then we will be moving into the implementation. You'll be hearing more about that in future quarters. Turning to reinvestment, we are keeping a very close eye on reinvestment. It's very excited, particularly, about artificial intelligence, much of what Srini has been talking to you about. I don't view this as a greater investment from what we were looking at earlier. We're really going along with our current plans. We are looking at operating expenses management. And we're looking at it seriously every day. But that's not something that has changed. Thanks, Karl.
很好，谢谢 Karl。首先要说的是时间问题，正如我所说，我们一直在进行全面的运营和市场审查，并且整个公司都参与其中，真的没有留下什么空间。我们已接近此流程的结束阶段，接下来就是实施阶段。日后你会听到更多关于这方面的消息。关于再投资，我们非常注重这个，特别是人工智能，大部分是 Srini 向你们所介绍的。我并不认为这是一个更大的投资，与我们之前的计划相比，我们正在按照我们当前的计划进行。我们正在关注运营费用管理，并且每天都在认真考虑。但是这并没有改变什么。谢谢你，Karl。
Robert, would you like to ask a question, please?
罗伯特，你想问一个问题吗？
Excellent. Our last question comes from the line of cash, Rengen, with Golden Chalk. Your line is open.
很好。我们最后一个问题来自于金粉笔的Rengen。你可以提问了。
Hi. Thank you very much, Dean. My congratulations on not putting up a terrific operational resource, a good cash flow, a good margins, et cetera. Mark, you talked about a super cycle of buying and technology in the years ahead. Can you just distill it for us if you don't mind? What is new about Gen.R.W.A. as far as sales forces are up to Srini to concern, netting out against what Einstein has been able to accomplish for the company? And how did it show up in the product in terms of productivity, what are the scenarios that customer can experience this amazing productivity, and how can you charge more for delivering that kind of value? Thank you so much.
大家好。非常感谢您，迪恩。我祝贺您没有提供出色的运营资源、良好的现金流和良好的利润率等方面。马克，您谈到未来几年的购买和技术的超级周期。如果您不介意的话，您能否将其简化一下？就Gen.R.W.A.的销售队伍和Einstein为公司取得的成就相比，它有什么新的特点让Srini担忧？在产品生产上如何显示出生产力，客户可以体验到哪些惊人的生产力场景，以及如何通过提供这种价值来收取更多费用？非常感谢。
Well, thanks, Cash. We're giving me the opportunity to talk about our AI vision. I'm also going to ask Srini again to fill in some of the details.
好的，Cash，谢谢您给我机会谈论我们的人工智能愿景。我还会再次请Srini填补一些细节。
But I think it started to occur to me. I think folks know I have my neighbor, Sam Altman, as a CEO of OpenAI, and I went over to his house for a dinner, and it was a great conversation as it always is with him. And he had, he said, oh, just hold on one second, Mark. I want to get my laptop, and he brought his laptop out and gave me some demonstrations of advanced technologies that are not appropriate for the call. But I did notice that there was only one application that he was using on his laptop, and that was Slack.
我开始意识到了。人们知道我有一个邻居叫Sam Altman，他是OpenAI的CEO。某天我去他家吃饭，和他聊天总是很棒的。他说：“马克，等一下，让我拿一下我的笔记本电脑。”然后他拿出他的笔记本电脑，给我展示了一些高级技术，但这不适合电话讨论。但我注意到他的笔记本电脑上只有一个应用程序，那就是Slack。
And the powerful part about that was I realized that everything from day one at OpenAI had been in Slack. And as we kind of brainstormed and talked about, of course, he was paying a Slack user fee on and on, and he's a great Slack customer. We've done a video about them. It's on YouTube.
而且重要的是，我意识到 OpenAI 的一切从第一天就在 Slack 上完成了。我们进行头脑风暴和讨论时，他一直在支付 Slack 用户费用，并且他是一个很好的 Slack 用户。我们已经为他们制作了一部视频，可以在 YouTube 上观看。
But I realized that taking an LOM and embedding it inside Slack, well, maybe Slack will wake up. I mean, there is so much data in Slack, I wonder if it could tell him, what are the opportunities in OpenAI, what are the conflicts, what are the conversations, what should be his prioritization, what is the big product that got repressed that he, he never knew about.
我意识到将一个LOM嵌入到Slack中可能会唤醒Slack。我的意思是，Slack中有很多数据，我想知道它是否能告诉他，OpenAI的机会在哪里，有什么冲突，有哪些对话，他应该优先考虑什么，有哪个重要的产品被压制了，他从未知道。
And I realized in my own version of Slack, it sales force, I have over 95 million Slack messages. And these are all open messages. I'm not talking about closed messaging or direct messaging or secure messaging between employees. I'm talking about the open framework that's going on inside sales force and, you know, so many of our customers.
我意识到在我使用的销售助手Slack中，我已经有超过9,500万条Slack消息，而且这些都是公开的消息。我不是在谈论员工之间的私密消息或安全消息，而是在谈论销售助手和我们许多客户之间正在进行的公开对话。
And then I realized, wow, I think Slack could wake up and it could become a tremendous asset with an LOM consuming all that data and driving it. And then, of course, the idea is, as bad as a new version of Slack, not only do you have the free version of Slack, not only do you have the per user version of Slack, but then you have the additional LLM version of Slack.
然后我意识到，哇，我认为Slack可能会被唤醒，并成为一个巨大的资产，使用LOM消耗所有数据并驱动它。然后，当然，这个想法是，除了Slack的免费版本和每个用户版本外，还有额外的LLM版本，这是一个更好的版本。
And for each one of our products, in every single one of our categories, there's that opportunity to upsell and cross sell into the next version of Generative AI. Not just with Slack, but you can also imagine, for example, even with sales force, the ability is we're going to see in June that many of our trailblazers are amazing low-code, note-clone trailblazers.
对于我们的每一个产品，在每一个类别中，都有将其升级并跨销到下一个版本的生成式人工智能的机会。不仅仅是在Slack上，您也可以想象，例如，即使在Salesforce上，我们将在6月份看到许多我们的开拓者是惊人的低代码、笔记克隆的先锋者。
But soon they'll have the ability to tap in to our LLMs, like ProJet and CodeGen, that have the ability to code for them automatically. They aren't coders. They didn't graduate computer science degrees. And if they need to write sophisticated Apex code or other code, it can be a challenge for them. But because, you know, what is there only eight or ten million coders in the whole world? But now with LLMs, you know, everybody can start to code.
很快，他们将拥有能够利用我们的LLMs，例如ProJet和CodeGen的能力，自动为他们编写代码。他们并不是程序员，也没有毕业于计算机科学专业。如果他们需要编写复杂的Apex代码或其他代码，这可能会对他们造成挑战。因为你知道，全世界只有八到十百万程序员，但现在有了LLMs，每个人都可以开始编写代码。
That's an amazing productivity and augmentation of everybody's skill set. And that's a great way to look at what could happen, for example, with our core products. But even with Tableau, which has, you know, tremendous programmatic engine as well, or even Mulesoft, which is a highly programmatic program, highly programmatic product that then coupled with an LLM can have it the ability to go for it.
这是一个令人惊叹的生产力和技能集的增强。这是一个很好的方式来看待我们的核心产品可能发生的事情。但即使是像Tableau这样拥有强大编程引擎的产品，或者像高度程序化的Mulesoft产品，再加上LLM，也能够实现这个能力。
But of course, those LLMs are highly trained models for those specific types of code. And then that is something that we would add on either through partnership or through our own LLMs, which we need to describe. It's another layer of value that we can provide to our customers.
当然，这些LLMs是专门针对特定类型的代码进行高度训练的模型。我们可以通过合作或自己的LLMs来添加这些特定模型，这是我们需要描述的。这是我们为客户提供的另一层价值。
In all cases, customers are going to be more productive. They're going to be more automated and they're going to be more intelligent. And as we look at some of the examples that we've given, like at the New York World Tour, you saw our marketing cloud do something very cool that it couldn't do even just six months ago.
在所有情况下，客户都将更加高效。他们将更加自动化和智能化。我们观察了一些示例，比如在纽约世界巡回演唱会上，您可以看到我们的营销云做了一些非常酷的事情，甚至在六个月前它都做不到。
It's segmented the database on its own. It wrote an email on its own. Of course, it required editing. It also built a landing page on its own. That was amazing. Or as we saw at the Tableau conference, we saw Tableau be able to create its own vizis or visualizations. That was incredible.
它自主地对数据库进行了分段。它也自行编写了一封电子邮件，当然需要进行编辑。它还自主构建了一个落地页。这太神奇了。在Tableau会议上，我们看到Tableau能够创造自己的可视化图表。这太令人难以置信了。
And what we saw at our Trailhead DX, we saw Einstein GPT, which started to do these amazing next generation things. And I think in each of these areas, we can offer more value. But we must do it in the auspices of trust, data integrity, and governance. And that is what we have been working on now for considerable amount of time.
在我们的Trailhead DX活动中，我们看到了Einstein GPT，开始做出令人惊叹的下一代东西。我认为在这些领域的每一个，我们都可以提供更多的价值。但我们必须在信任、数据完整性和治理的保护下实现它。而这正是我们现在已经花了相当长时间在努力的事情。
Of course, we've led, you know, we have always wanted to be the number one AICRM. And we are, if you look at Einstein's transaction level, I think that's enough evidence, right there. But I think this idea of generative AI, this starts to reconsexualize every product.
当然，我们一直希望成为顶尖的AICRM。如果你看爱因斯坦的交易水平，那么我们就已经达到了这一目标，这足以证明了。但是我觉得这个生成式AI的概念，它开始重新构造了每一个产品。
And we will start to build and develop not only extensions to all of our current products, but entirely new products as well. And we have a lot of exciting ideas of things that we can do to help our customers connect with their customers in a new way using generative AI. So if you want to come in and talk about that. Thanks, Mark.
我们将开始建立和开发不仅是对我们现有产品的扩展，而且还有全新的产品。我们有许多令人兴奋的想法，可以使用生成式AI帮助我们的客户以新的方式与他们的客户建立联系。如果你想来谈谈这个问题，那就谢谢Mark了。
So I think the way I see it is this AI technologies are on a continuum. They're predictive and they're generative. And the real long-term goal is autonomous. The initial version of the generative AI will be more in terms of assistance.
我认为，人工智能技术处在一个连续的发展过程中。它们有预测性和生成性功能。真正长远的目标是实现自主功能。初版的生成性人工智能将更多地用于辅助。
And like Mark was saying, we are seeing like the most common use case everybody understands implicitly is self-service bots or in the call center or agent assistance, which I think really helps productivity. But the other use cases which we are going to see, and in fact, I've rolled out our own code elements in our engineering organ, we are already seeing minimum 20% productivity. And in those cases, that's a very key point.
就像马克所说的那样，我们现在看到最常见的使用情况是自助机器人或在呼叫中心或代理援助中使用的机器人，这是每个人都隐含理解的，可以真正提高生产力。但是我们将会看到其他的使用情况，并且事实上，我们已经在我们的工程组织中推出了我们自己的代码元素，已经看到了最少20%的生产力提高。 在这些情况下，这是一个非常关键的点。
Is it a 30% productivity increase in your own engineer using our own? 20% we are seeing minimum in some cases until 30%. Now a lot of our customers are asking the same, we are going to roll line sign GPT for our developers in the ecosystem, which will not only help, not only the local developers bridge the gas, where there's a talent gap, but also it reduces the cost of implementation for a lot of people. So there's a lot of value.
使用我们自己的工程师，您的生产力能否增加30%？在某些情况下，最低也能增加20%，现在许多客户都在询问同样的问题。我们将为生态系统中的开发人员推出GPT产品线，这不仅可以帮助本地开发人员弥合人才鸿沟，而且还可以降低许多人的实施成本。因此，这里有很多价值。
This assistant model is where we'll see a lot of optic. And then I think the fully autonomous cases, for example, in our own internal use cases with our models, we are able to detect 60% of instance and auto remediate. That requires a little bit more fine tuning and we'll have to work with specific customers to get to that level of model performance.
这款助手模型将会出现很多光学应用。此外，我认为完全自主的情况，比如我们在自己内部使用模型的情况下，我们能够检测到60%的实例并自动修复。这需要进行一些微调，我们需要与具体的客户合作，以达到这种模型性能水平。
So I see this is just as the start of this cost. The assistant model is the initial thing to build trust and a human in the loop and validate it. And then as the model gets better and better, we'll keep taking use cases where we can fully automate it.
我认为这只是起步成本。助手模型是建立信任和验证人类参与的最初步骤。然后，随着模型越来越好，我们会继续采用可以完全自动化的用例。
And address this one issue that a lot of customers come in like they did yesterday. And they tell us they think they're just going to take all of their data, all their customer data, all of their information and put it into an LLAM and create a corporate knowledge base. It's going to be one of malgamated database. Why is that a false prophecy? Because even today, any example you see, even though we are hundreds of Slack channels, there are a lot of specific Slack channels which only you want access to. You don't want that.
有一个问题需要解决，很多客户像昨天一样来问我们，他们想把所有的数据、所有的客户数据和信息都放在一个LLAM中，建立一个企业知识库。这是一个错误的预言，因为即使现在，你可以看到许多 Slack 频道，但其中有很多是你只想访问的特定频道。你不想访问其他频道。
LLM doesn't know. There is no concept of it combines all this information. So unless you put the layer, both before who can access the data and then when it generates response, what you can do, you don't want one wealth manager to generally generate a report, an account report where you're mixing customer's balances. So there are a lot of trust issues you have to solve.
LLM不知道。它没有将所有这些信息结合起来的概念。因此，除非您在访问数据之前和生成响应时都使用图层进行管理，您才能做到下面这些内容：您不希望一个财务经理一般地生成一个帐户报告，其中您混合了客户的余额。因此，您必须解决许多信任问题。
The LLM's are good for a lot of very creative, generative use cases. Initially, where it's public data where everybody can use it, those are use cases. I think there are enough of low hanging fruit in the initial phases of the assistant model which we'll solve. The really complex automated cases, the role level, record level sharing, we have a lot of techniques which we are developing, which we will do.
LLM很适合用于许多非常有创意和产生性的用例。最初，公共数据是每个人都可以使用的用例。我认为在助理模型的初始阶段中有足够的低阈值收益，我们将解决这些问题。对于真正复杂的自动化用例，例如角色级别，记录级别的共享，我们正在开发许多技术，将来会实现这些功能。
It's also the search area too. That's one I think we should be tempered with expectations. There's enough of, like I said, the developer example, I gave a product with example, I gave this enough of productivity which we get. We're really excited to show all of this technology at our AI Day of June 12th of New York City. And then also when we get to Dreamforce GPT, we're going to have an incredible demonstration of this technology.
这也是搜索领域。我认为我们应该有适度的期待。正如我之前提到的，开发者示例和产品示例已经显示了足够的生产力。我们非常期待在6月12日的纽约AI日展示这项技术，并在Dreamforce GPT上展示这项技术的令人难以置信的演示。
So with that, we want to thank everyone for joining us today and we look forward to seeing everyone over the coming weeks. Have a great one. This concludes today's conference call.
因此，我们想感谢今天参加我们会议的所有人，并期待在未来几周里与大家再见。祝一切顺利。今天的电话会议到此结束。