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Exam Code: PDI Platform Developer I information source 2023 by Killexams.com team
Platform Developer I
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Killexams : Salesforce Developer information source - BingNews https://killexams.com/pass4sure/exam-detail/PDI Search results Killexams : Salesforce Developer information source - BingNews https://killexams.com/pass4sure/exam-detail/PDI https://killexams.com/exam_list/Salesforce Killexams : 5 Skills Required To Become a Salesforce Developer

With the growing demand for Salesforce developers, more and more people are showing their interest in learning Salesforce. With its wide range of features and capabilities, Salesforce offers lucrative career opportunities for professionals looking to build successful careers as Salesforce developers.

However, to become a master in this field, it's important to hold a specific set of skills that will set you apart from the competition.

Here are the top five skills required to embark on a successful Salesforce development career:

  1. Salesforce Platform Knowledge:

It's essential to have a thorough understanding of the Salesforce platform before you start your career as a Salesforce developer. Learn about the key elements and features provided by each Salesforce product, such as Sales Cloud, Service Cloud, and Marketing Cloud. Learn about the objects, fields, workflows, and security models available in Salesforce. Also, recognize declarative development, which enables you to create applications without writing code, as well. A strong foundation in Salesforce platform knowledge will serve as the building block for your development expertise. Check out igmGuru’s Salesforce training to learn more about Salesforce.

2. Apex And Visualforce:

The programming language Apex was created expressly for customizing and expanding Salesforce. You need to get a solid grasp of Apex if you want to become a skilled Salesforce developer. Study the best practices for Apex development's syntax, data types, control structures, and other elements. Apex is essential for developing custom business logic and automation on the Salesforce platform. Learn Visualforce, a markup language used to create unique user experiences within Salesforce, in addition to Apex. Mastering Apex and Visualforce will empower you to create tailored solutions and enhance the functionality of Salesforce applications.

3. Lightning Component Framework:

Salesforce Lightning is a modern and dynamic framework that allows developers to build intuitive user interfaces. Lightning Components are reusable, modular units that can be combined to create seamless user experiences. As a Salesforce developer, it is essential to develop skills in building Lightning Components using the Aura framework and Lightning Web Components (LWC). Learn about the architecture, events, and data-binding mechanisms involved in Lightning Components. By mastering the Lightning Component Framework, you can craft visually appealing and highly interactive interfaces, elevating user satisfaction and productivity.

4. Integration and APIs:

Integration is a fundamental aspect of Salesforce development. Organizations often require Salesforce to communicate with external systems, such as payment gateways, ERP systems, or social media platforms. To meet these demands, you must possess a strong understanding of integration concepts and be proficient in working with APIs (Application Programming Interfaces). Familiarize yourself with REST and SOAP APIs, as well as authentication and authorization mechanisms. Additionally, explore integration tools like Salesforce Connect and Heroku that expand your capabilities further. With solid integration skills, you can seamlessly connect Salesforce with external systems, enabling data flow and system interoperability.

5. Problem-Solving and Analytical Thinking:

In addition to technical skills, Salesforce developers must excel in problem-solving and analytical thinking. As you work on projects, you will encounter complex business requirements and need to find creative and efficient solutions within the Salesforce platform's confines. Develop your ability to analyze problems, break them down into manageable components, and devise effective strategies to overcome them. Enhance your problem-solving skills by staying curious, seeking best practices, and actively engaging with the Salesforce developer community. By fostering your problem-solving and analytical thinking skills, you will tackle challenges with confidence and deliver innovative solutions.


Becoming a successful Salesforce developer requires a combination of technical expertise and soft skills. Acquiring Salesforce platform knowledge, mastering Apex and Visualforce, delving into the Lightning Component Framework, understanding integration and APIs, and nurturing problem-solving and analytical thinking abilities are essential for your development journey. Additionally, remember to stay updated with the latest Salesforce releases, certifications, and industry trends to stay at the forefront of the field. With determination, continuous learning, and a passion for Salesforce development, you can embark on a fulfilling and rewarding career as a Salesforce developer.

Author Bio

Ravikant loves pursuing excellence through writing and his dedication to technology clearly shows in any draft. He has published many articles in several technology magazines and websites. As a technical writer, he holds 8+ years of experience. He currently writes for igmGuru, a global ed-tech company that offers certification and training for diverse trending courses. He has covered many trending technologies like IoT, machine learning/artificial intelligence, data science with Python, cloud computing, business intelligence, IT, SAP, project management, and more.

Disclaimer: This article is a paid publication and does not have journalistic/editorial involvement of Hindustan Times. Hindustan Times does not endorse/subscribe to the content(s) of the article/advertisement and/or view(s) expressed herein. Hindustan Times shall not in any manner, be responsible and/or liable in any manner whatsoever for all that is stated in the article and/or also with regard to the view(s), opinion(s), announcement(s), declaration(s), affirmation(s) etc., stated/featured in the same. 

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Updated: 30 May 2023, 06:20 PM IST

Tue, 30 May 2023 01:12:00 -0500 en text/html https://www.livemint.com/brand-stories/5-skills-required-to-become-a-salesforce-developer-11685450878140.html
Killexams : Salesforce Shares Fall as Customers Watch Spending

Stephen Lam / Stringer / Getty Images © Provided by Investopedia Stephen Lam / Stringer / Getty Images

Key Takeaways

  • Salesforce shares dropped as CapEx spending rises and customer behavior changes.
  • Salesforce's quarterly earnings, revenue, and current quarter outlook exceeded forecasts.
  • Despite the stock price's decline on Thursday, shares were up about 60% for 2023.

Salesforce (CRM) was the worst-performing stock in the Dow in early trading on Thursday after the cloud-based enterprise software provider reported higher-than-expected spending and warned of changes in customer buying behavior.

Shares dropped even though Salesforce posted strong fiscal 2024 first quarter results, with earnings per share (EPS) of $1.69 and revenue up 11.3% to $8.25 billion. Both were better than forecasts. The company also raised its profit outlook for the full year and gave current quarter guidance that exceeded analysts’ estimates.

However, Salesforce said capital expenditures (CapEx) jumped 35.8% to $243 million, almost $40 million more than anticipated. In addition, COO Brian Millham noted that clients were continuing to look closely at deals, and are taking more time to close them than in the past. He noted that the company’s professional services business began to see less demand for multiyear transformations, and in some cases, they delayed projects.

CFO Amy Weaver added that along with pressure on professional services, more customers are choosing to contract on the time and material basis.

Salesforce shares were down 4.5% as of 11:16 a.m. ET on Thursday, though they were still up about 60% year-to-date. 

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Thu, 01 Jun 2023 03:28:22 -0500 en-US text/html https://www.msn.com/en-us/money/markets/salesforce-shares-fall-as-customers-watch-spending/ar-AA1bZufX
Killexams : Salesforce picked one of its own execs to become Slack’s CEO. Now she’s patching up a $27.7 billion marriage

Jones was blindsided by the news but immediately interested in the “dream job” that combined her love of consumer-focused design with enterprise technology. “I was so emotionally invested because I was so excited,” she says. But she thinking she “wasn’t going to be picked.” 

Jones was a somewhat unlikely contender for the role. For one, she didn’t work for Slack, the workplace productivity platform Salesforce acquired in 2021 for $27.7 billion. The 43-year-old was a Boston-based executive vice president overseeing Salesforce’s experience cloud, commerce cloud, and marketing cloud products—all key pieces of Salesforce’s product offering to enterprise customers. Slack didn’t fit that bill. It represented just 5% of Salesforce’s $31.4 billion in annual sales, and the omnipresent messaging tool didn’t overlap much with Jones’s duties. 

What’s more, Butterfield was departing after reportedly clashing with Salesforce CEO Marc Benioff following the acquisition. (Salesforce declined to comment; Butterfield didn’t respond to a request for comment.) The next Slack CEO needed to take the reins from the platform’s founder, patch up the arranged marriage of Slack and Salesforce, and boost morale among Slack’s workforce even as its new corporate parent instituted 7,000 layoffs, Slackers included. A Salesforce incumbent hardly seemed like the pacifying pick. 

Yet it was Butterfield who publicly endorsed Jones for the job. In late 2022, Butterfield announced his exit—which Salesforce had kept quiet for weeks—and Salesforce named Jones as his successor; she reports to Salesforce chief product officer David Schmaier, not Benioff. In a departing note to Slack workers, Butterfield called Jones “one of us.” Jones says the line referred to her “obsession around customer focus.” But the note was also an effort to win Jones support from a Slack workforce that had the potential to mistrust its new outsider CEO. 

Jones entered the CEO role in January with a mandate to close the gulf between Slack and Salesforce culturally and commercially—to endear the two workforces to each other and effectively pair the companies’ tools to better meet today’s business needs. Plus, she has to convince a skeptical Wall Street of the business case behind the acquisition, Salesforce’s most expensive ever. It’s a daunting task, but Jones happens to be an expert bridge builder—personally, as an all-too-rare Latina tech executive, and professionally, as a veteran of integrating acquired businesses into their larger parents. Ultimately, her success could turn easy-to-use Slack, whose rat-a-tat notifications punctuate the modern workday, into the interface for Salesforce, a pioneering but clunky customer relationship management provider. Enterprise customers everywhere would cheer such a transformation, says Wolfe Research analyst Alex Zukin: “Nobody would ever have to use Salesforce again, and yet everybody would always be using Salesforce.” 

Born in São Paulo, Jones grew up in a small neighborhood within that big city. Her father worked factory jobs. Her mom was a cleaner. At 13, Jones won a school contest to earn a spot in a computer programming class—her first time accessing a computer. Programming ignited her passion for technology and software development, which seemed like “magic” to her.  

Jones earned a scholarship to attend the University of Michigan, but almost didn’t get to go; she failed the Test of English as a Foreign Language required of international students the first time and just barely passed on her second try. When she arrived in Ann Arbor, she was still far from fluent. She missed the weather in Brazil; she lost “a ton of weight” her freshman year because she didn’t like french-fry-heavy Midwestern cuisine. “It was like, Oh, my God, what am I doing here?” she recalls. 

That transition was one of the “hardest things” she’s been through, Jones says. But she made friends in her unfamiliar surroundings, survived that first year, and became fluent in English. She earned a computer science degree and secured an internship at Apple, where she and fellow interns ate lunch next to Steve Jobs in the cafeteria. 

She intended to move back to Brazil, but she got a job at Microsoft as an Excel software engineer and met her husband, an American, in Seattle. (He still works at Microsoft, whose Teams program competes with Slack. “We don’t talk about work,” Jones says.) Microsoft employed people from all over the world—but “not a lot of Brazilians and not a lot of Latina women,” Jones says. She didn’t think much of it at first, but eventually she began noticing little slights, like when “nobody really heard what I said in that meeting,” she says. “I became more conscious over time.” So when Slack employees feel as though Salesforce doesn’t understand them, she has an idea of what that’s like. 

At Microsoft, she helped integrate virtualization startup Softricity, acquired in 2006, into what became Microsoft Intune, a management tool. Later, she oversaw the post-acquisition integration of another Microsoft target: collaboration software platform Groove Networks—an East Coast team acquired by a “giant company on the West Coast.” “There’s always patterns that are not too different,” Jones says. “The biggest one is just understanding each other’s language.” From Boston, Jones helped Microsoft “understand what’s so great about this team.” Feeling like she’d done all she could at Microsoft, she left in 2015 to try her hand at consumer technology at speaker company Sonos before jumping back to enterprise at Salesforce in 2019. 

“There’s always patterns [to integrations] … The biggest one is just understanding each other’s language.”

Lidiane Jones, Slack CEO

In her new CEO role, Jones set out to make Slack more like Salesforce (a moneymaking enterprise tool) and to make Salesforce more like Slack (a creative platform that earns not just begrudging users but genuine fans). 

One of her earliest efforts to breach the cultural divide between Slack and Salesforce teams was a companywide memo featuring five tips for using Slack effectively. It went viral internally and, Jones says, sparked goodwill across teams. Jones advised brevity, consistency, authenticity, and, yes, a healthy dose of emojis. (Her favorite is a custom Slack logo emoji, its colored lines replaced with hearts.) They’re “incredibly effective in separating key points and adding dimension to your posts,” she wrote. 

The business integration challenge can’t be summarized so succinctly.

Jones believes that Slack should be “the front door of Salesforce”—the product Salesforce customers check first. “For every job, you start your day, you open Slack, and you figure out, What should I do now?” she says. “If you’re a salesperson, which accounts should I target this month? Why? Which products are most valuable for these customers?” For Salesforce customers, who rely on the product but can be frustrated by its less-than-intuitive user experience, operating via Slack’s friendly and colorful UX would be transformative. Jones adds: “Salesforce is amazing at leading large enterprise relationships, and we want to bring more of that to Slack.” 

“Salesforce is amazing at leading enterprise relationships, and we want to bring more of that to Slack.”

Lidiane Jones, Slack CEO

Slackifying Salesforce is also a matter of redefining what counts as “creative,” Jones says: “If you’re a marketer, that’s a creative job. If you’re a salesperson or engaging with people, that’s a creative job. We can bring the sensibility of design across the portfolio.” 

Jones says she’s a genuine fan of Slack, having fallen for it while at Sonos. The programming-nerd CEO spends some of the little free time she has building Slack features; her latest is a tool that summarizes a channel or a thread on command.

Jones isn’t just trying to convince her own employees of the Salesforce-Slack synergies. Wall Street thinks Salesforce overpaid for the workplace communications platform and questions why Salesforce customers would fork over extra money for the tool when they likely already have access to rival Microsoft Teams. Salesforce’s stock is down 17% since the deal closed, and activist investors have pressured the company to be more efficient. Slack right now doesn’t complement the Salesforce suite the way the architects of the deal intended, analysts say. Benioff’s big talk in the high-growth days of 2020—he said Slack would put Salesforce on a path to a double its revenue to $50 billion—didn’t help set measured expectations. However, Wall Street is more optimistic about Slack’s long-term prospects. 

“[Slack] hasn’t been the growth driver they expected it to be,” says Baird analyst Rob Oliver. “But I don’t think that says much about the long-term value of Slack.”

“[Slack] hasn’t been the growth driver [Salesforce] expected it to be. But I don’t think that says much about the long-term value of Slack.”

Rob Oliver, Baird analyst

Jones admits the earliest integrations between Slack and Salesforce weren’t particularly sexy; they were tweaks like authenticating Slack and Salesforce systems so users can move seamlessly between the two and access customer relationship management data on both platforms. She says that investors—and others—may be skeptical because the company hasn’t released flashier synergies yet. “The market just hasn’t seen a lot of integrations come to life,” she says. Oliver agrees: “We’re starting to see some of the beginnings of the fingerprints of that plan.” 

Slack does have more exciting integrations up its sleeve, Jones says. In May, Salesforce announced Slack GPT, a suite of conversational A.I. capabilities that mines Slack’s expertise: its knowledge of the people who make up an organization and how it functions. Slack could brief a user on the traits of a colleague they’re about to meet. Users could ask Slack, “What should I know about [them?] How should I prepare? What are two key pieces of information about them?” Jones says. Integrating that technology throughout Salesforce—not just in Slack, but in customer relationship management software, for example—could extend the tool beyond colleagues, to customers. “What’s the context of all that knowledge an organization has?” Jones asks.

The Groove Networks acquisition Jones oversaw at Microsoft had a relatively positive long-term outcome: While the startup ditched its own name, its Boston-based workforce is still Microsoft’s Office Collaboration team a decade later. So is that what Slack’s future will look like? Jones says Slack will remain an independent unit within Salesforce “for the foreseeable future.” “It makes sense because it’s such a great, recognized brand,” she says.

Slack’s brand gives Jones more visibility in her role than she might have if she were simply running a productivity software tool at another giant tech corporation; she’s taking advantage of that spotlight to talk up the business case for Slack at Salesforce. As for the competition? “I don’t hear a lot of people telling me they love to do their day-to-day jobs in Teams,” she says. 

This article appears in the June/July 2023 issue of Fortune with the headline, “In focus: Lidiane Jones.”

Thu, 01 Jun 2023 11:30:00 -0500 en text/html https://fortune.com/2023/06/01/lidiane-jones-slack-ceo-interview-salesforce-integration/?itm_source=parsely-api
Killexams : Salesforce puts generative AI into Tableau, gives Big Data the gift of gab

With the mantra, “A new day for data”, the theme of Salesforce’s Tableau Conference in Las Vegas this week, Salesforce gives Tableau data analysis and visualization platform the power of generative AI, and launches Tableau Pulse to make data less daunting.

Tableau on a tablet.
Image: Timon/Adobe Stock

Tableau, the two-decade-old data platform that Salesforce acquired for $15.7 billion in 2019, will get enhancements that allow for data automation, predictive analysis based on user preferences, thanks to the addition of large language model generative artificial intelligence. The new features include:

  • Tableau GPT gives access to AI-powered analytics to make data digestible for a wide range of users, regardless of the technology or data analysis savvy.
  • Tableau Pulse, an instance of Tableau GPT, will provide automated insights and a personalized analytics experience to business users and data consumers.

What is Tableau GPT?

Tableau GPT, which was built on the native LLM that Salesforce built for its CRM AI platform Einstein, lets users query Tableau with natural language requests for a wide range of data visualizations and analysis. It will be integrated with Salesforce’s other platforms, like Slack (Figure A).

Figure A

Tableau GPT integrated into Slack.
Image: Salesforce. Tableau GPT integrated into Slack.

Francois Ajenstat, chief product officer at Tableau, said that when Tableau was a startup out of Stanford two decades ago, data visualization consisted of tabular reports.

“These were static and boring. The world of data has changed in the last 20 years and it is being used in completely new ways,” he said. “It became interactive. We have the opportunity to change data again and empower more people to use it.”

He said fewer than 30% of people in organizations have access to data. Salesforce’s own research said 41% of business leaders lack an understanding of data because it’s complex or not accessible enough and 67% of business leaders are not using data to decide on pricing in line with economic conditions, such as inflation.

“There are challenges of bringing data analytics to the whole organization,” said Ajenstat. He added that getting to the broadest set of consumers requires the ability to deliver data in diverse ways, not just dashboards. “It has to be easy and familiar.”

What is Tableau Pulse?

Salesforce said Tableau Pulse uses AI to personalize work experiences, employing Tableau GPT to deliver analytics on user-customized metrics, surfacing insights in natural language and visual formats.

It will comprise a new suite of tools that infuse AI throughout the platform, making querying data “feels more like conversation,” said Pedro Arellano, SVP and GM at Tableau. Tableau GPT combines Salesforce’s proprietary models, surrounded by security and governance, he said.

Arellano said Pulse is a reimagining of the analytics experience that expands how people work with Tableau.

“It is no longer just exploring data. It’s also communicating and consuming it. Not just expressing through visualization, it’s language.” Arellano called it a “personal guide for your data, that knows the goals you are trying to achieve and helps you reach those goals.”

GPT and Pulse are designed to be scaled, Arellano explained. “With elasticity and flexibility and lots of breadth and reach, and that Salesforce is infusing ChatGPT-type large language models throughout the company’s services and platforms,” he said (Figure B).

Figure B

Example of a Tableau Pulse report.
Image: Salesforce. Example of a Tableau Pulse report.

“You will see it in Slack and Pulse,” he added. “Because we are taking analytics out of a strictly analytics tool in order to reach recipients of insights where they are today.”

Caroline Sherman, VP of product management at Tableau, said the goal of the new technical innovations is to give people a new way to engage CRM and collaborate with data. “Tableau GPT with Slack and Pulse is a trifecta for people who haven’t been able to adapt data to everyday work,” she said.

Generative AI? Yes, but with caveats

Salesforce’s survey found 57% of senior IT leaders are bullish on generative AI, with 80% seeing it as a boon for data comprehension; 75% said they planned to implement generative AI over the next 18 months.

But 71% said they believe generative AI will introduce new security risks to their data and 66% said their employees don’t have the skills to successfully leverage generative AI. Fifty-five percent of those polled said they believe companies need accurate, complete and unified data for generative AI to work.

Wed, 10 May 2023 01:19:00 -0500 en-US text/html https://www.techrepublic.com/article/salesforce-generative-ai-tableau/
Killexams : Best CRM Software For Australian Small Businesses (June 2023)

The return on investment from selecting the best CRM software can be massive. However, with so many CRM platforms on the market, the search can be overwhelming. To help combat decision fatigue, follow these simple steps to find the best CRM for your small business.

Step 1: Know Your Priorities and Goals

It is imperative to know why you want a CRM system in the first place. A CRM system can only help your business if you outline clear goals. To help clarify goals, begin with a business audit or gap analysis. Review yearly business performance reports to find areas that need improvement and identify key goals with timeline markers. Business goals could vary from expanding product lines to increasing revenue to strengthening customer service. After identifying business goals, consider how a CRM system could help you reach those goals.

Step 2: Find Your Team Members’ Needs

It is important to identify exactly who will be using the system and why. Sales and marketing departments are generally the main users of CRM software, however, every department should have input in the decision-making process for the system to work seamlessly. Ask each team member what their needs are and how they think the software system could help them perform their duties.

Step 3: Determine Important Features

The sheer volume of CRM features and tools is overwhelming. Take control of the situation by making a list of what you are looking for before you begin the search. For the sake of clarity, create a “must-have” features list to narrow down the options. Compile the information gathered from team members, along with your business goals and timeline markers to create the list. For example, if you are using the CRM for marketing purposes, then software with marketing automation, lead tracking and data analysis might be on your must-have list.

No matter what your focus is, make sure robust data security and customer support features are on the must-have list. Required software security features are two-factor authentication, encryption and advanced user permissions. Customer support features like live chat and phone support will be crucial when questions or concerns arise.

Step 4: Consider Different Types of CRM

While all CRM systems should help you develop better relationships with your customer base (hence the name), there is no one-size-fits-all system. CRM solutions can vary widely depending on the features they focus on. The three major types of CRM are:

  • Collaborative. The main focus of the collaborative CRM is providing a seamless customer experience through the various departments of a company. Collaborative CRMs are great for larger companies where the marketing team, sales team and customer support teams are disconnected and need help sharing real-time customer information.
  • Operational. The operational CRM streamlines the customer relations process. It is the best of the three for an all-around CRM solution. Operational CRMs typically leverage three automation features—sales force automation, marketing automation and service automation. The automatic responses help guide the customer’s journey from their first interaction on your website through the sales pipeline.
  • Analytical. Digital platforms make it easy to collect large quantities of customer data. That data is wasted, however, if you do not have a way to analyze it. Analytical CRM analyzes your customers’ data, providing a deep insight into their buying behavior and purchasing trends. Business owners can use these insights to craft smarter marketing campaigns and enhance customer service.

Step 5: Create a Budget

The cost of CRM software swings widely based on the number of users, features, subscription base and more. Prices range from $9 per user per month on the low end to $99 per user per month on the high end. Some companies do offer free versions of their software, however, the features, number of users and storage capacity are highly limited.

Another way to whittle down the plethora of companies is to set a budget at the onset to give you search parameters. This will give you a clear ceiling and eliminate options that live outside your predetermined budget.

Step 6: Research Top CRM Platforms

Once your search is narrowed down to a handful of options, start researching those options. There are a few key things you can use to determine if a platform will be a good fit for your needs.

  • User reviews. Take time to read the user reviews of the potential software on your list. Pay attention to what reviews list as the pros and cons. This will give you a more honest version of the software than the company’s website.
  • Word of mouth. Ask colleagues and other business owners about their CRM system. Are they happy with it? Why or why not? Would they recommend it for someone in your industry?
  • Trade publications. Trade magazines and websites are always a great source of information on all things pertaining to your industry. Spend a few hours researching the mentions of CRM software on any trade publications.
  • Independent software comparisons. There are many reputable websites unaffiliated with software companies that score, compare, and contrast products for consumers. Forbes Advisor is one such website, and we’ve published our guide to the best CRMs for small business for your reference.

Once you have narrowed down your search to one software provider, test it out to make sure it works for your company. Most CRM vendors offer a free full-feature trial of their product. Take advantage of this to ensure the system meets your business requirements and expectations.

Fri, 02 Jun 2023 05:08:00 -0500 en-US text/html https://www.forbes.com/advisor/au/business/software/best-crm-software-for-australian-small-businesses/
Killexams : Salesforce shares drop on slowest revenue growth in more than 10 years

Reuters, the news and media division of Thomson Reuters, is the world’s largest multimedia news provider, reaching billions of people worldwide every day. Reuters provides business, financial, national and international news to professionals via desktop terminals, the world's media organizations, industry events and directly to consumers.

Thu, 01 Jun 2023 00:37:00 -0500 en text/html https://www.reuters.com/news/picture/salesforce-shares-drop-on-slowest-revenu-idUSKBN2XN2U1
Killexams : Salesforce’s Thierry Nicault on how Einstein GPT transforms customer experiences

How does Einstein GPT transform customer experiences with generative AI?

Einstein GPT revolutionises customer relationship management (CRM) by introducing the first generative AI solution that empowers customers to generate trustworthy content using their own data.

By seamlessly integrating Salesforce’s AI models with generative AI technology from a network of partners and real-time data from the Salesforce Data Cloud, Einstein GPT enables users to connect their data to OpenAI’s advanced AI models. This integration allows for the generation of adaptive content within the Salesforce CRM, tailored to evolving customer information and requirements.

Through Einstein GPT, users can leverage its capabilities to create various content types such as articles, emails and landing pages. For instance, salespeople can generate personalised emails that resonate with their customers, customer service professionals can quickly respond to queries with specific and relevant information, marketers can create targeted content to enhance campaign response rates, and developers can auto-generate code to streamline their workflows.

The primary objective of Einstein GPT is to unlock the full potential of user data automatically, enabling faster and more pertinent outcomes. The tool provides pre-built content suggestions that employees can review, validate and personalise as needed.

Rather than replacing people, Einstein GPT aims to enhance employee productivity by offering valuable assistance. Employees receive the suggested content, approve it or make slight modifications, and then send it to customers.

Is there a way it can be misused?

As the foundation of content generation in Einstein GPT relies on trusted and validated data from a company’s CRM system, the risk of misuse is minimal. Unlike ChatGPT, which can access data from various sources, Einstein GPT’s content generation is confined to the familiar and reliable data within the CRM, ensuring security and data integrity.

Can you share an example of how Einstein GPT can be used across different areas such as marketing and development?

Absolutely! Consider a scenario where a marketer wants to launch a new campaign. Traditionally, this process involved designing customer targets, creating landing pages, invitation forms, and email campaigns manually, which could take up to four months.

However, with the assistance of Einstein GPT, the marketer can leverage the CRM’s data and dashboard. They can easily design the customer targets and then request Einstein GPT to automatically generate the landing page, invitation form and email campaign tailored to those targets. What used to be a time-consuming and manual process spanning months can now be accomplished in just one day, thanks to the efficiency of Einstein GPT.

Where does the name Einstein come from?

Einstein GPT holds significant appeal as it builds upon the foundation established by Einstein, the AI component of our portfolio introduced seven years ago. While Einstein provided predictive insights and recommendations to employees, it did not generate content directly.

However, with Einstein GPT, we have taken a significant leap forward. Einstein GPT goes beyond recommendations and offers pre-built content suggestions, akin to having a data scientist within the organisation. This evolution marks the next phase in leveraging AI to propose valuable content for users.

Tell us about your partnership with PwC.

In collaboration with PwC’s Egypt Technology and Innovation Centre (ETIC), we launched a three-week Salesforce training programme. This initiative aims to provide participants with the necessary skills and knowledge to pursue a career within the Salesforce ecosystem. The training programme focuses on enhancing technical skills for newcomers to Salesforce, offering them a platform to develop and refine their abilities.

Our objective is to facilitate and foster skills development on a regional scale. We recognise the abundance of talent in various regions; however, there is a prevailing gap in essential skill sets, a challenge that is not unique to a particular area but exists globally.

To address this, we actively collaborate with partners, such as PwC, who have established centres of excellence, like the one in Egypt, to provide comprehensive training and certification programmes.

We identify promising individuals, particularly exact graduates, and enroll them in these initiatives, offering a high probability of securing internships or permanent positions through an intensive three-week programme.

Additionally, we have formed partnerships with numerous universities across the region, including those in the UAE, Egypt, Jordan and Saudi Arabia.

Through these collaborations, we aim to introduce Salesforce curriculum and nurture a talented and certified community of professionals.

Read: Is ChatGPT worth the hype?

Mon, 29 May 2023 23:15:00 -0500 Divsha Bhat en-US text/html https://gulfbusiness.com/salesforce-on-how-einstein-gpt-transforms-cx/
Killexams : Salesforce is betting that its own content can bring more trust to generative AI

It has become apparent in exact weeks that generative AI has the potential to transform how we interact with software, allowing us to describe what we want instead of clicking or tapping. That shift could have a profound impact on enterprise software. At the Salesforce World Tour NYC event last week, that vision was on full display.

Consider that during the 67-minute main keynote, it took less than five minutes for Salesforce CMO Sarah Franklin to introduce the subject of ChatGPT. The company then spent the next 40 minutes and several speakers talking about generative AI and the impact it would have across the entire platform. The final speaker talked about Data Cloud, an adjacent technology. It’s fair to say that other than a few minutes of introduction, it was all the company talked about.

That included discussions of EinsteinGPT, a tool for asking questions about Salesforce content, and SlackGPT, a tool for asking Slack questions about its content. In addition, the company talked about the ability to create landing pages on the fly, write sales emails (if that’s what you want) and write Apex code (Salesforce’s programming language) to programmatically trigger certain actions in a workflow, among other things.

When you think about the fact that generative AI wasn’t even really a thing people were talking about until OpenAI released ChatGPT at the end of last year, and events like this take months of planning, the company probably had to switch gears recently to focus its presentation so completely on this single subject.

Salesforce isn’t alone in its new focus on applying generative AI to its existing products and services. Over the past several months, we’ve seen many enterprise software companies announce plans to incorporate this technology into their stacks, even if overall most of these new tools are still a work in progress.

Just last week we had announcements from Zoho, Box and ServiceNow, while other companies too numerous to mention individually have made similar announcements in exact months.

A year after we saw the crypto and metaverse hype machines come crashing down, it’s fair to ask if these companies are moving too fast, chasing the next big shiny thing without considering some of the technology’s limitations, especially its well-documented hallucination problem. For this post, we are going to concentrate on Salesforce’s view of things and how it hopes to overcome some of those known issues when it comes to incorporating generative AI onto the platform.

Perhaps it’s unfair to put generative AI in the same category as other hyped technologies because we are only now seeing the direct impact of this approach. It took decades of research, development and technological shifts to get us to this point, said Juan Perez, Salesforce’s CIO, who is in charge of the company’s technology strategies.

Wed, 10 May 2023 11:32:00 -0500 en-US text/html https://techcrunch.com/2023/05/10/salesforce-generative-ai-trust/
Killexams : Salesforce (CRM) Q1 2024 Earnings Call Transcript

Salesforce (NYSE: CRM)

Q1 2024 Earnings Call

May 31, 2023, 5:00 p.m. ET


  • Prepared Remarks
  • Questions and Answers
  • Call Participants

Prepared Remarks:


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' remarks, there will be a question-and-answer session. [Operator instructions] I would like to hand over the conference to your speaker, Mike Spencer, executive vice president and investor relations.

Sir, you may begin.

Mike Spencer -- Executive Vice President, Investor Relations

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 Marc Benioff, chair and CEO; Amy Weaver, president and chief financial officer; and Brian Millham, president and chief operating officer. As a reminder, our commentary today will include non-GAAP measures.

Reconciliations between our GAAP and non-GAAP results and guidance can be found in our earnings and press release. 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 risks materialize or should our assumptions prove to be incorrect, real 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 exact report on forms 10-K, 10-Q, and any other SEC filings.


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This article is a transcript of this conference call produced for The Motley Fool. While we strive for our Foolish Best, there may be errors, omissions, or inaccuracies in this transcript. As with all our articles, The Motley Fool does not assume any responsibility for your use of this content, and we strongly encourage you to do your own research, including listening to the call yourself and memorizing the company's SEC filings. Please see our Terms and Conditions for additional details, including our Obligatory Capitalized Disclaimers of Liability.

The Motley Fool has positions in and recommends Salesforce. The Motley Fool has a disclosure policy.

Except as required by law, we do not undertake any responsibility to update these forward-looking statements. And with that, let me hand the call to Marc.

Marc Benioff -- Chairman and Co-Chief Executive Officer

Thanks, Mike, and thank you all for being on the call. 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 hyperspace button across the key areas of our transformation, restructuring for the short and long term, 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, our investors. Our Q1 results show that we continue to make great progress.

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. 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-GAAP operating margin of 27.6%, up 1,000 basis points year over year.

Incredible. And there's no greater point of evidence to our transformation than this amazing result following the tremendous operating margin Q4. In Q1, we delivered 8.2 billion in revenue, up 11% year over year and 13% 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, up 22% year over year. Our remaining performance obligation ended the quarter at 46.7 billion, an increase of 11% year over year. And through Q1, we've now returned more than $6 billion in share repurchases.

As a result, for the third quarter in a row, we ended the quarter with fewer shares year over year, another amazing point of evidence on this incredible transformation. 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 FY '24, we're raising our non-GAAP operating margin to 28%, an improvement of 550 basis points year over year.

And we remain confident that we'll hit 30% non-GAAP 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 billion to 34.7 billion, over 10% projected growth year over year. 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 Ohana culture. It's our superpower.

And again, I'd like to thank our amazing team for this incredible accomplishment. 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. At 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 from partners like OpenAI, Anthropic, and others, this is a whole new way to work for our customers, users, and trailblazers. 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, far more 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. 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 1 trillion predictions for our customers, an incredible milestone on our AI journey.

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 of 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 and transforming the future of work. Slack GPT can leverage the power of generative AI to deliver instant conversation summaries, research tools, and writing assistance directly in Slack. And you may never need to leave Slack to get a question answered.

Slack is the perfect conversational interface for working with LLMs, which is why so many AI companies are Slack-first and why OpenAI, ChatGPT, and Anthropic squad can now use Slack as a native interface. 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. 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. 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. Every CEO 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 CEO I've spoken with sees AI as a revolution, beginning and ending with the customer. And every CIO I've spoken with wants more productivity, more automation, and more intelligence through using AI.

A great example already deploying this technology is Gucci. We're working with them to augment their client advisors by building AI chat technology that creates a Gucci-fied tone of service. Well, 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.

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 LLMs. This is not true in the consumer environment.

But it is true for our customers, our enterprise customers who demand the highest levels of this capability. For 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 LLMs secure, real-time access to data without the need to move all of your data into the LLM itself. It's an incredible breakthrough for our customers in working with LLMs in a secure and trusted way. While they're using the LLMs, the data itself is not moving and being stored in the LLM. 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 could not be more excited about our AI CRM and delivering on this future of trusted AI through our new Salesforce GPT Trust Layer. 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. In 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 outpatient facility or ambulatory facilities, and their own medical school all in New York. By integrating Data Cloud with Health Cloud, Tableau, MuleSoft, 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. 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 start-ups 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, we're transforming every corner of our company. 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've dramatically increased our margin guidance. 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 our future as we continue on a path to our long-term goal to make Salesforce the largest, most profitable enterprise software company in the world, and the No. 1 safest and most trusted AI CRM. With that, Brian, I'll turn it over to you.

Brian Millham -- President and Chief Operating Officer

Thanks, Marc. As Marc 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 closer to our customers and took complexity out of our business to help us accelerate through the rest of the year.

We clearly defined our return in 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 this quarter, and the energy is incredible. As you heard from Marc, our transformation plant continues to deliver top- and bottom-line growth as we help our customers increase productivity, drive efficiency, and become AI-first companies. 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, create and close, and self-serve. Also, in Q1, our professional service business started to see less demand for multiyear transformations, and, in some cases, delayed projects as customers focused on quick wins and fast time-to-value. But for this reason, we saw strong performance from some of our fast time-to-value efficiency-focused products with sales performance management, sales productivity, and digital service all growing annual recurring revenue above 40% in the quarter. 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.

The world's most recognized companies are relying on Salesforce. More than 90% of the Fortune 100 use Salesforce, and they average more than five of our clouds. This is why we're so excited about our AI plus data plus CRM strategy. As Marc explained, we're building Einstein GPT 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.

Our core offerings remain resilient. In Q1, nine of our top 10 deals included sales, service, and platform. Industry clouds continue to be a tailwind to our growth, and we saw momentum with great customers like Northwell, USDA Rural Development, and NASA, who we showcased at World Tour D.C. in April.

Once again, eight of our industry clouds grew ARR above 50%. I met with hundreds of customers in the quarter, and we hosted 700 meetings in our innovation centers with our top customers and prospects. Generative AI is top of mind for all of them as they look to benefit from the intelligence, automation, and cost savings that Salesforce is uniquely positioned to deliver. We're seeing tremendous appetite for our new generative AI products, starting with Einstein GPT, Slack GPT, and Data Cloud.

Our generative AI products will be catalysts for our future growth. As Marc mentioned, Data Cloud continues to be one of our fastest growing products, and we had great wins in the corner with companies like Major League Soccer and Giorgio Armani. Armani 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 GPT are going to create experiences that weren't possible before and really drive growth.

In an environment where customers are optimizing their current tech stacks, integration and automation continue to be efficiency drivers. MuleSoft again delivered strong results with wins at Siemens [Inaudible] and Vodafone. For the first time, Salesforce was ranked No. 1 in integration by market share in the latest IDC Software Tracker, a great testament to our MuleSoft team.

Tableau is unleashing the power of our data cloud, unlocking customer data, and delivering actionable real-time insights. In the quarter, we had great wins at customers like Union Bank of the Philippines, Discovery Financial Service, Moderna, ADT Solar, and Alaska Air. We've made great investments to reaccelerate Tableau, including new leadership, along with product innovations like Tableau GPT and revenue intelligence, now one of our fastest growing add-ons. I'm really encouraged by the Slack team who has created an ambitious product roadmap with generative AI at the center.

In Q1, we saw amazing momentum with customers, like the California Office of System Integration, Paramount Global, Revel, and OpenAI, and rolled out an AI-ready platform, Slack canvas, and app integrations with ChatGPT and Anthropic squad. 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.

Their focus on customer success continues to be outstanding. As Marc said, our productivity is up, profitability is up, revenue is up, cash flow is up. We're increasing our margin guidance. And Salesforce is leading the way as the No.

1 AI CRM. Now, over to you, Amy.

Amy Weaver -- Chief Financial Officer

Thank you, Brian. As Marc said, a key part of our transformation to profitable growth is short- and long-term restructuring of the company. We have now largely completed the restructuring announced in January, and we're completing our comprehensive operating and go-to-market review. 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 rigor.

We continue to view sales and marketing and G&A as the primary drivers of leverage, while R&D remains an important investment area. Our profitable growth framework, disciplined capital allocation strategy, and opportunity to drive shareholder value are represented in our actions and in our results. Now, turning to our results for Q1 fiscal year '24, beginning with top-line commentary. For the first quarter, revenue was 8.2 billion, up 11% year over year or 13% in constant currency, with the beat primarily driven by strong momentum in Neilsoft and more resilient core performance.

Geographically, we saw strong new business growth in parts of EMEA and Latam, specifically Switzerland, Italy, and Brazil, while we experienced continued pressure in the United States. In Q1, the Americas revenue grew 10%, EMEA grew 12% or 17% in constant currency, and APAC grew 16% or 24% in constant currency. From an industry perspective, manufacturing, automotive, and energy all performed well, while high tech and financial services remained under pressure. Q1 revenue attrition ended the quarter at approximately 8%.

As expected, we saw a modest increase in Q1, partially attributed to the inclusion of Tableau in the metric. We also noted some incremental weakness in our marketing and commerce attrition. As Marc said, non-GAAP operating margin finished strong in Q1 at 27.6%, driven by our discipline investment strategy and accelerating our restructuring efforts. 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 was 4.2 billion, up 21% year over year. 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 CRPO, ended at 24.1 billion, up 12% year over year in both nominal and constant currency, ahead of expectations and driven by strong core performance partially offset by continued create and close softness.

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 returned to more than 6 billion since the program was initiated last August, representing more than 38 million shares. Before 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. Let's start with fiscal year '24. On revenue, we are holding our guidance of 34.5 billion to 34.7 billion, representing over 10% growth year over year in both nominal and constant currency.

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-GAAP operating margin guidance to 28%, representing at 550 basis points improvement year over year. This guidance increases driven by the acceleration of our restructuring efforts and also includes reinvestment in targeted areas, namely in R&D. I'm proud of our progress and remain confident in our trajectory as we progress toward our 30% non-GAAP operating margin target in Q1 '25.

We also remain focused on stock-based compensation and continue to expect it to Excellerate this year to below 9% as a percent of revenue. Before moving to EPS, on restructuring, we now expect the charges in FY '24 to come in toward the higher end of the range previously provided in our last earnings release. As a result of these updates, we now expect fiscal year '24 GAAP EPS of $2.67 to $2.69, including estimated charges for the restructuring of $1.11. Non-GAAP EPS is now expected to be $7.41 to $7.43.

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. 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 of approximately 17% to 18% for the fiscal year.

Now, to guidance for Q2. On revenue, we expect 8.51 billion 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. Our guidance incorporates the momentum of our execution in Q1, offset by the persistent measured buying behavior and a decline in professional services fixed fees contribution.

The professional services impact represents approximately a 1 point headwind in growth. For Q2, we expect GAAP EPS of $0.79 to $0.80 and non-gap EPS of $1.89 to $1.90. And as we focus on shareholder return and discipline capital allocation, we continue to expect to fully offset our stock-based compensation dilution through our share repurchases in fiscal year '24. 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 is well positioned to remain the market leader in this new AI-first world. We are committed to delivering long-term shareholder value. And I personally want to thank our shareholders for their continued support.

Now, Mike, let's open up the call for questions.

Mike Spencer -- Executive Vice President, Investor Relations

Thanks, Amy. Operator, we'll move to questions now. I ask everyone only ask one question in respect for others on the call. In addition, I'd like to introduce Srini Tallapragada, our head of engineering, who will be joining us for Q&A today.

With that, Emma, let's move to the questions.

Questions & Answers:


[Operator instructions] Your first question today comes from the line of Kirk Materne with Evercore. Your line is open.

Kirk Materne -- Evercore ISI -- Analyst

Oh, yeah. Thanks very much, and congrats on the good start to the year. You know, Marc, 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, you know, sort of your thoughts on that and really just the opportunity for you all to monetize AI within your product base. Thanks.

Marc Benioff -- Chairman and Co-Chief Executive Officer

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 Salesforce, 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. It's an incredible technology. And every company is going to have to transform because every company is going to have to become more productive, more 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 CEO of a very large bank here.

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.

But yesterday, there were many questions from my friend, who I'm not going 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. But as we showed him in the meeting 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 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.

So, that is a very powerful moment to realize that the way that LLMs operate is in a wait 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 to 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.


Your next question comes from the line of Keith Weiss with Morgan Stanley. Your line is open.

Elizabeth Porter -- Morgan Stanley -- Analyst

Great. This is Elizabeth Porter on 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? The CRPO guidance for 10% looks like a bit of a slowdown despite the easier comp. And, Amy, you called out pro services at 1 point headwind. So, just any other factors we should keep in mind that may create a challenge over the next couple months. Thank you.

Marc Benioff -- Chairman and Co-Chief Executive Officer

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 Ohana. And, you know, 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. In terms of enablement of 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.

Brian Millham -- President and Chief Operating Officer

Yeah, Marc, thank you. I appreciate it. And, Elizabeth, thank you for the question. I think you're referencing some comments we made on previous calls about enablement being an important strategy for us as we saw during the pandemic.

Not as many of our AEs, NSCs, 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. And we're on sort of the next generation of enablement. As Marc just talked about, this new AI wave is going to create a huge opportunity for us.

And 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 a position in the market. All that we're doing with our customers, the demand we're feeling from our customers, Marc mentioned it.

And I had the same experience. Every CEO in the world is talking to us about generative AI right now. And we are 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.

Amy Weaver -- Chief Financial Officer

Sure, Elizabeth, you mentioned CRPO and professional services, so let me jump in on that. For our guide for this next quarter, we are seeing some pressures from the macro situation, and then, also, specifically from professional services. And there's a bit of a nuance with ProServ. I want to make sure people understand.

So, if you back up, our customers can contract for professional services in two ways, either on a time and materials basis, which is typically used for smaller projects, or on a fixed fee kind of milestone basis. For purposes of CRPO, we only include projected revenue from fixed fee deals. One of the things that we are seeing right now is not only professional services, as a whole, seeing 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're seeing kind of a double pressure there.

And I'm expecting, you know, a full 1 point headwind to CRPO for the quarter from professional services.

Mike Spencer -- Executive Vice President, Investor Relations

Thanks, Elizabeth. Emma, let's move to the next question, please.


Your next question comes from the line of Brad Sills with Bank of America. Your line is open.

Brad Sills -- Bank of America Merrill Lynch -- Analyst

Oh, wonderful. Thanks. I wanted to ask a question to Brian, I think, here on the efforts here to Excellerate productivity. You mentioned removing some layers here.

My question is, we think of all these actions that you're taking as drivers of margin expansion, but are you starting to see some early traction here on the sales productivity front such that, perhaps, that's driving some upside here 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.

Brian Millham -- President and Chief Operating Officer

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, in the enablement part of our organization.

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 in 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 upmarket as well.

We're thinking about self-serve in the bottom end of our market. How do we drive a self-serve motion, an automated motion at the low end of our market to bring our account executives upmarket 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 -- sorry, Q1, we saw some very good big-deal execution from the team.

That is not really an area that has held us back. We feel very good about our ability to transform companies and transact these large businesses. It really is the 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 into Q4.

Mike Spencer -- Executive Vice President, Investor Relations

Thanks, Brad. Emma, next question, please.


Your next question comes from the line of Brent Thill with Jefferies. Your line is open.

Brent Thill -- Jefferies -- Analyst

Amy, regarding Americas, that was a pretty large decel, one of your slow growth quarters, I think, ever in Americas. The rest of the world did decel, but maybe not quite as the magnitude of the Americas. Can you just speak to what happened there in that region?

Amy Weaver -- Chief Financial Officer

Sure. So, thanks, Brent, for the question. The Americas did see a deceleration at 10% year-on-year revenue growth, you know, compared to 17% in EMEA and about 24% in nominal and APAC. We are continuing to see most of the pressure in North America.

There were some real pockets of acceleration in EMEA and in Latam, particularly in Switzerland, I think Brazil, Italy. So, we are seeing some good things. But North America has taken the brunt of the deceleration. Brian, do you want to come in and see if you can address that in more detail?

Brian Millham -- President and Chief Operating Officer

Sure. Yeah, 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 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 a result you're seeing in the Americas business.

Mike Spencer -- Executive Vice President, Investor Relations

Thanks, Brent. Emma, next question, please.


Your next question comes from the line of Mark Murphy with JPMorgan. Your line is open.

Mark Murphy -- JPMorgan Chase and Company -- Analyst

Thank you very much, and I'll add my congrats. So, Marc, it feels like the tech and 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 Salesforce's 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?

Marc Benioff -- Chairman and Co-Chief Executive Officer

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 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. 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.

Mark Murphy -- JPMorgan Chase and Company -- Analyst

Thank you.

Mike Spencer -- Executive Vice President, Investor Relations

Thanks, Marc. Emma, next question, please.


Your next question comes from the line of Brent Bracelin with Piper Sandler. Your line is open.

Brent Bracelin -- Piper Sandler -- Analyst

Good afternoon. I wanted to circle back to the generative AI discussion if we could. I totally understand how large enterprises are turning to 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 gen AI 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 sounds like in June.

Marc Benioff -- Chairman and Co-Chief Executive Officer

Well, I think that when you look at our artificial intelligence strategy, which 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 OpenAI. We also just invested in Anthropic, Cohere, 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. And it's also protected down at the user level. And, Srini, 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?

Srini Tallapragada -- Chief Engineering Officer

Yes, Marc. So, I think I've met about 70 customers in the last quarter. And like Marc was saying, the only conversation everybody is interested is on AI. And while everybody understands the use cases, they're really thinking 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, like, you know, we are really doing tenant-level isolation, coupled with zero-retention architecture at the LLM level so that LLM doesn't remember any of the data. Along with that, for them to use these use cases, they want to have -- they have a lot of these compliances, like, you know, GDPR, ISO, SOC, FedRAMP, they want to ensure that those compliances are still valid.

And we're going to solve it for that. In addition, the big worry everybody has is, you know, people have heard about hallucinations, you know, 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. And then, the thing which I think Marc hinted at, which is, you know, LLMs are not like a database. These intra-enterprise 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'll run is we'll run like a model document because one of the things everybody has to watch out is, it's great, but what about the cost-to-serve? Not all models are equal. So, we are going to run this and pick very -- 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 Salesforce state-of-the-art models and industry cases, which we are optimizing to run at very low cost and high value. Add to that, we've got the Trailblazer platform, which allows low-code, high-code, and many other things. And we're going to optimize for the jobs to be done for each industry and job course. That's really what they're looking for because they have been using our AI platform.

Like Marc 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 records into the data layer, which is a very powerful asset we have. Coupled with all of this is what they are looking for guidance and how we think we can deliver significant value to our customers.

Marc Benioff -- Chairman and Co-Chief Executive Officer

Srini, I want to ask you a question. In January, you published a 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've 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. And the entire research team deserves a huge amount of congratulations. So, when you look at that, especially a kid that generated grammatically and semantically correct natural language sentences for diverse courses or how you're going to use that inside our platform against other models that you're seeing like LLaMA, OpenAI's model, Anthropic, and others, when will Salesforce use our own models like CodeGen, ProGen, TCode, our BLIP model, when will we use an outside commercial model like an OpenAI or an anthropic? And when will we go to an open-source model like we've seen emerge in so many of those, including like LLaMA.

Srini Tallapragada -- Chief Engineering Officer

Yeah, I think you hinted something very important. I think as you know, Marc, we have our AI research team as one of the best-in-class models, state-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.

Where we have to run with highly regulated industries, where the data cannot leave the trust boundary, or where there's significant advantage where we can train on industry-specific data or Salesforce-specific, 360-specific data, like, for example, FX model, helping our customers implement our flow, we will use our internal model. Where we need more generated image models or something where you need public image databases, we may use a coherent Anthropic or 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 scenes flip it, but our customers don't need to know that. We will handle all of it.

We'll handle the model trust. We'll handle all the compliances and all behind the scenes. And this is always what we promise to our customers. We'll always feature proof.

That's the Salesforce promise to our customers so that they can focus on the business use cases.

Marc Benioff -- Chairman and Co-Chief Executive Officer

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 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?

Srini Tallapragada -- Chief Engineering Officer

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 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 blog, but that's the innovation that we're doing. And you have to remember that Salesforce also is a metadata model. So, we have a semantic understanding of what our customers are trying to do. They're going to leverage the metadata platform and do this grounding automatically for our customers.

Of course, while keeping the trust. That's the baseline.

Marc Benioff -- Chairman and Co-Chief Executive Officer

Absolutely. Thank you so much, Srini.

Mike Spencer -- Executive Vice President, Investor Relations

Emma, next question, please.


Your next question comes from the line of Raimo Lenschow with Barclays. Your line is open.

Raimo Lenschow -- Barclays -- Analyst

Thank you. Question for Amy or Brian maybe more. The improvement in profitability or the rate guidance for profitability and cash, is that all timing? Can you talk a little bit about that? Is it just timing, or are there other factors we should consider here? Thank you.

Amy Weaver -- Chief Financial Officer

So, Raimo, why don't I start back and turn it over to Brian for a little bit more color. So, in terms of the great Q1 that we just saw, really pleased to see it's coming in at 27.6%. And, also, really pleased about the 28%, the raise to 28% for the full year. What really drove the 27.6 was two things.

It were 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 in Q1 of next year.

You know, as I look, though, overall at transformation, I would really divide it into two stages. Benefits that we're getting from that initial transformation. Again, that's what you're seeing in Q1 in 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 -- that review is going to enable the second phase of our transformation.

And that's something that's going to be ongoing and long term over the next few years. You'll see benefits to our margin in elder years beyond FY '24. Brian, anything you would add?

Brian Millham -- President and Chief Operating Officer

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 comp 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, and emerging markets is long-term leverage on the efficiency gains. So, lots of things that we're doing that will be in sort of this phase 2 oriented around process improvement and systems improvement, and, again, as I mentioned, top plan design that will drive better efficiencies in the organization.

Mike Spencer -- Executive Vice President, Investor Relations

Thanks, Raimo. Emma, let's go to the next question, please.


 Your next question is from Karl Keirstead with UBS. Your line is open.

Karl Keirstead -- UBS -- Analyst

OK, 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 opex management to offset it and keep delivering on your stated margin targets. Thanks so much.

Amy Weaver -- Chief Financial Officer

Great. Thanks, Karl. So, first, on the timing, you know, as I mentioned, we've been doing this end-to-end comprehensive operating go-to-market ratio. The entire company has been involved in that.

It's really no stone 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 the future quarters. Turning to reinvestment, you know, we are keeping a very close eye on the investment.

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.

Mike Spencer -- Executive Vice President, Investor Relations

Thanks, Karl. Operator, Emma, we'll move to our last question now, please.


Excellent. Our last question comes from the line of Kash Rangan with Goldman Sachs. Your line is open.

Kash Rangan -- Goldman Sachs -- Analyst

Hi. Thank you very much, team. Congratulations on putting up terrific operational results with good cash flow, good margins, etc. Marc, you talked about a super cycle of buying and technology in the years ahead.

Can you just distill for us, if you don't mind, what is new about generative AI as far as Salesforce's opportunities are concerned and netting out against what Einstein has been able to accomplish for the company. And how does it show up in the product in terms of productivity? What are the scenarios by which customers can experience this amazing productivity? And how can you charge more for delivering that kind of value? Thank you so much.

Marc Benioff -- Chairman and Co-Chief Executive Officer

Well, thanks, Kash, for giving me the opportunity to talk about our AI vision. And I'm also going to ask Srini again to fill in some of the details. But I think it started to occur to me -- I think, a lot of folks know, I have -- my neighbor, Sam Altman, is the CEO of OpenAI. And I went over to his house for dinner, and it was a great conversation as it always is with him.

And he had -- he said, "Oh, just hold on one second, Marc. 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. 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 and, you know, on and on. And he's a great Slack customer. We've done a video about them, it's on YouTube. But I realized that taking an LLM 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 never knew about? And I realized in my own version of Slack at Salesforce, 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 Salesforce and so many of our customers. And then I realized, wow, I think Slack could wake up, and it could become a tremendous asset with an LLM consuming all that data and driving it.

And then, of course, the idea is that is 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. 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 Salesforce, the ability as we're going to see in June, that many of our trailblazers are amazing, low-code, no-code trailblazers.

But soon, they will have the ability to tap in to our LLMs, like ProGen and CodeGen, that have the ability to code for them automatically. They are not coders. They did not 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 8 or 10 million coders in the whole world.

But now with LLMs, everybody can start to code. That is an amazing productivity and augmentation of everybody's skillset. And that's a great way to look at what could happen, for example, with our core products, but even with Tableau, which has tremendous programmatic engine as well, or even MuleSoft, which is a highly programmatic product that then, coupled with an LLM, can have the ability to go forward. 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 LLM, as Srini described. It's another layer of value that we can provide to our customers. 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.

It 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 being able to create its own vizzes or visualizations. That was incredible. 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 a considerable amount of time. Of course, we've led -- you know, we have always wanted to be the No.

1 AI CRM, 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 reconceptualize every product. 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. Srini, do you want to come in and talk about that?

Srini Tallapragada -- Chief Engineering Officer

Thanks, Marc. So, I think the way I see it is this AI technologies are on a continuum. It is 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. And like Marc 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 assistant -- assistance, which I think really helps productivity. But the other use cases which we are going to see, and, in fact, I have rolled out our own code LLMs in our engineering org, and we are already seeing minimum 20% productivity. And in those cases --

Marc Benioff -- Chairman and Co-Chief Executive Officer

Well, that's a very key point, isn't it?

Srini Tallapragada -- Chief Engineering Officer


Marc Benioff -- Chairman and Co-Chief Executive Officer

That you're seeing a 30% productivity increase in your own engineering using our own LLMs.

Srini Tallapragada -- Chief Engineering Officer

Twenty percent, we are seeing minimum. In some cases, up to 30%. Now, a lot of our customers are asking the same. We are going to roll Einstein GPT for our developers in the ecosystem, which will not only help not only the local developers to bridge the gaps where there's a talent gap, but also reduce the cost of implementations for a lot of people.

So, there's a lot of value. This assistant model is where we'll see a lot of uptick. 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 incidents 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.

So, I see this as just at the start of this course. The assistant model is the initial thing to build trust and a human in the loop and validate it. And then, as the models get better and better, we keep taking use cases where we can fully automate it.

Marc Benioff -- Chairman and Co-Chief Executive Officer

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 LLM and create a corporate knowledgebase, and it's going to be one amalgamated database. Why is that a false prophecy?

Srini Tallapragada -- Chief Engineering Officer

Because, you know, even today, any example you see, even though we have hundreds of Slack channels, there are a lot of specific Slack channels which only you want access to. You don't want that. 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 it can do, you don't want one wealth manager to generally generate a report -- an account report where you're mixing customers' balances. So, there are a lot of trust issues you have to solve. So, LLMs are good for a lot of very creative, generative use cases. Initially, there is 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 will solve. The really complex automated cases, the role level, required level sharing, we have a lot of techniques which we are developing which we will do. It's also the search area, too.

That one, I think, we should be tempered with expectations. But there's enough of, like I said -- the developer example I gave, productivity example I gave, there's enough of productivity which we'll get.

Marc Benioff -- Chairman and Co-Chief Executive Officer

Well, we're really excited to show all of this technology at our AI day on June 12th in New York City. And then, also, when we get to Dreamforce GPT, we're going to have an incredible demonstration of this technology. 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.


[Operator signoff]

Duration: 0 minutes

Call participants:

Mike Spencer -- Executive Vice President, Investor Relations

Marc Benioff -- Chairman and Co-Chief Executive Officer

Brian Millham -- President and Chief Operating Officer

Amy Weaver -- Chief Financial Officer

Kirk Materne -- Evercore ISI -- Analyst

Elizabeth Porter -- Morgan Stanley -- Analyst

Brad Sills -- Bank of America Merrill Lynch -- Analyst

Brent Thill -- Jefferies -- Analyst

Mark Murphy -- JPMorgan Chase and Company -- Analyst

Brent Bracelin -- Piper Sandler -- Analyst

Srini Tallapragada -- Chief Engineering Officer

Raimo Lenschow -- Barclays -- Analyst

Karl Keirstead -- UBS -- Analyst

Kash Rangan -- Goldman Sachs -- Analyst

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Salesforce (NYSE:CRM) is due to report earnings for its first fiscal quarter on May 31, 2023, after the market closes. The EPS revision trend is highly favorable heading into earnings and the CRM applications provider has seen a large

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Source: Salesforce

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Sat, 27 May 2023 23:42:00 -0500 en text/html https://seekingalpha.com/article/4607903-salesforce-bargain-ahead-of-q1-earnings

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