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Exam Code: Salesforce-Certified-Identity-and-Access-Management-Designer Practice exam 2022 by Killexams.com team
Salesforce-Certified-Identity-and-Access-Management-Designer Certified Identity and Access Management Designer

The Salesforce Identity and Access Management Designer exam measures a candidate’s knowledge and skills related to the following objectives.

Identity Management Concepts: 28%
Describe the role(s) an identity provider and service provider play in an access control solution.
Describe common methods for how trust connections are established between two systems and the methodologies used to describe trust between an identity provider and service provider.
Given a scenario, articulate whether it describes an authentication, authorization, or accounting scenario and what Salesforce feature should be used to accomplish the task.
Given a scenario, recommend the appropriate method for provisioning users in Salesforce and other third-party services (SOAP/REST API, SAML JIT, Identity Connect, User Provisioning for Connected Apps, etc.).
Describe the risks to enterprise security that federated Single Sign-on solutions aim to address.
Given a scenario, troubleshoot common points of failure that may be encountered in a Single Sign-on solution (SAML, OAuth, etc.).
Accepting Third-Party Identity in Salesforce: 22%
Describe the components of an identity management solution where Salesforce is accepting identity from a third party.
Given a scenario, recommend the appropriate authentication mechanism when Salesforce needs to accept Third-Party Identity (Enterprise Directory, Social, Community, etc.).
Given a scenario, recommend the appropriate method of SAML initiation to fulfill the requirements (SP-init, IdP-init.).
Describe the components of a Delegated Authentication solution.
Describe the risks of implementing delegated authentication.
Salesforce as an Identity Provider: 23%
Given a scenario, determine the most appropriate flow type to recommend when implementing an OAuth solution where Salesforce is providing identity to a third party (for example, User Agent, Web Server, JWT, etc.).
Describe the various implementation concepts of OAuth (for example; scopes, secrets, tokens, refresh tokens, token expiration, token revocation, etc.).
Describe the role(s) Connected Apps play when Salesforce needs to provide identity to a third-party system.
Given a scenario, recommend the Salesforce technologies that should be used to provide identity to the third-party system (Canvas, Connected Apps, App Launcher, etc.).
Access Management Best Practices: 15%
Describe the risks that Two-Factor Authentication mechanisms aim to mitigate.
Given a scenario, determine the most appropriate Two-Factor Authentication mechanism for an identity solution.
Given a scenario, identify the risks and mitigation strategies that session security and Two-Factor Authentication enable (for example; High Assurance Sessions, 2FA, etc.).
Salesforce Identity: 7%
Given a scenario, recommend the most appropriate Salesforce license type(s) to support the identity requirements.
Describe the role(s) Identity Connect plays in an Identity Management solution.
Community (Partner and Customer): 5%
Describe the capabilities for customizing the registration experience for external communities (for example; Branding options, self-registration, communications, etc.).

Certified Identity and Access Management Designer
Salesforce Management learning
Killexams : Salesforce Management learning - BingNews https://killexams.com/pass4sure/exam-detail/Salesforce-Certified-Identity-and-Access-Management-Designer Search results Killexams : Salesforce Management learning - BingNews https://killexams.com/pass4sure/exam-detail/Salesforce-Certified-Identity-and-Access-Management-Designer https://killexams.com/exam_list/Salesforce Killexams : Spin Technology Hires Former Salesforce CTO as Strategic Technology Advisor

Industry veteran Steven Tamm will oversee technical strategy for the SpinOne platform

PALO ALTO, CA / ACCESSWIRE / December 13, 2022 / Spin Technology, Inc., developer of the ultimate all-in-one SaaS data protection platform ‘SpinOne' for mission-critical SaaS apps, today announced that former Salesforce CTO Steven Tamm has joined the company as its first-ever strategic technology advisor.

Spin Technology, Tuesday, December 13, 2022, Press release picture

Steven Tamm will advise on Spin Technology's overall technology strategy, with a focus on expanding SpinOne's SaaS Security Posture Management offerings for Salesforce and Slack. Previously, Steven spent over 18 years at Salesforce and directed technical product strategy across all clouds and divisions as the company's CTO. He has an extensive technical background as a software architect and deep experience advising ground-level and pre-IPO startups. Steven received his Master of Engineering from the Massachusetts Institute of Technology (MIT).

"We are excited to bring Steven on board as his expertise and passion are unparalleled and a perfect fit for Spin Technology, especially as we expand our SaaS offering and security solutions to Salesforce and Slack. He has spent more than two decades working with SaaS companies and fully understands the importance of protecting SaaS data that lives within these applications," said Dmitry Dontov, CEO and Founder of Spin Technology. "SpinOne already delivers the most innovative last line of cyber defense for Google Workspace and Microsoft 365, and together we'll continue to grow the platform to solve new challenges that arise from a complex security landscape."

Steven's appointment comes at a period of impressive growth for Spin Technology. This includes closing a $16M Series A round and the expansion of Spin Technology's sales and customer support teams with the addition of a Vice President of Enterprise Sales and Director of Enterprise Customer Support. Additionally, Spin Technology announced the release of SpinOne for Salesforce earlier this year, which provides organizations with the ability to protect their sales pipeline from data loss and corruption by protecting mission-critical Salesforce data. In 2023, the company plans to release additional Salesforce capabilities and launch its integration with Slack.

"Spin Technology is tackling a critical challenge: the security risk that comes with SaaS applications. I'm excited to work closely with Dmitry and the entire Spin team to help customers have streamlined enterprise security for their data," said Steven Tamm, Strategic Technology Advisor at Spin Technology. "Spin is trusted by over 1,600 organizations and is well-positioned to be the top player in a growing market. I'm excited to see what we can accomplish together."

SpinOne provides an all-in-one dashboard for ransomware protection, application security risk assessment, access management, data leak prevention, data loss protection, and security posture management for SaaS environments, including Google Workspace, Microsoft 365, Salesforce, and Slack (coming soon). To learn how SpinOne can help protect your mission-critical SaaS data, request a demo or start your free trial of SpinOne at Spin.ai.

About Spin Technology

Spin Technology is a SaaS data protection company protecting enterprises against SaaS ransomware, risky apps, human error, and insider threats.

SpinOne, the all-in-one SaaS data protection platform for your mission-critical SaaS Apps, provides an extra protection layer of security across multiple environments, including Google Workspace, Microsoft Office 365, Salesforce and Slack. SpinOne is the ultimate SaaS data protection platform that delivers the most innovative last line of cyber defense, SaaS security posture management, and protection for more than 1,600 organizations worldwide to reduce downtime, recovery costs, improves compliance and saves a tremendous amount of time for the SecOps teams. For more information, please visit: https://www.spin.ai/

###

For Media Inquiries:

Escalate PR
spin@escalatepr.com

Alexa Villanueva
Director of Marketing, Spin Technology
alexa@spin.ai

SOURCE: Spin Technology

View source version on accesswire.com:
https://www.accesswire.com/731387/Spin-Technology-Hires-Former-Salesforce-CTO-as-Strategic-Technology-Advisor

Mon, 12 Dec 2022 23:59:00 -0600 en-US text/html https://finance.yahoo.com/news/spin-technology-hires-former-salesforce-140000383.html
Killexams : Salesforce COO Brian Millham - managing and transforming sales in a turbulent macro-economic climate
Brian Millham

Yesterday Salesforce released the fifth annual State of Sales report, based on the opinions of 7,700 sales professionals around the world. The study makes for interesting reading as to what’s happening in the sales industry - you can check out diginomica’s appraisal here.

By happenstance, on the same day the report was made public, the person heading up Salesforce’s own sales operation, Chief Operating Officer Brian Millham, was sharing his own thoughts on what the current and future landscape looks like, at the Barclays Global Technology Media and Telecommunications Conference.

Millham, as we’ve noted previously, has Salesforce - and sales - running through his veins. He was employee number 13 back in 1999 and he’s had around 18 years in various sales roles within the company, run the global business for the commercial division and headed up the Customer Success operation.

He was asked by Salesforce CEO Marc Benioff to take over the running of sales midway through the pandemic, at which point Millham didn’t feel able to take on the role for family reasons. But the offer was repeated in August this year and this time around Millham stepped into the post of COO with a brief from the top both to run the sales organization and transform it.

Elongation

It’s an interesting time for anyone to take on this challenge. Salesforce continues to grow, but the growth rate is inevitably vulnerable to the macro-economic climate, as CFO Amy Weaver reiterated this week, noting that the tough economic headwinds started to be felt around July. She and Benioff have both talked about a slowing down of the sales cycle, something that Millham says he’s experienced:

We had a CEO who was going to purchase, and had purchased previously the same product, just an expansion of the same-size transaction. We thought we checked every box with them and it turns out the Board had to approve it this time and they delayed the deal.

There is, he says, pressure from customers around deep inspection on every transaction, multiple layers of approval, and compression in deal size. This is not what Salesforce has been used to in exact years:

Just in the incremental layers of approvals that are happening out there, and, certainly, elongating sales cycles, our customers are really putting us through incremental processes to get deals done today, and we, as an organization, need to pivot there. We need to make sure our people really understand how to navigate the new environment we are in. [It’s] all about value selling, ensuring that every customer understands the benefits that they are going to get back from the technology they purchase and how quickly they are going to get there.

As well as the evolving messaging, Millham has been making organizational changes, with perhaps the most notable development from an external perspective being a drive to get sales teams back together in the office. He explains:

I believe deeply that my organization needs to be back in the office. We need to be learning from each other and doing stand-and-delivers and practicing these pitches so that we can be better in front of our customers, that we can pick apart what’s working and what’s not. There’s learning that happens on the floors, the networking that happens in the connections. I really want to make sure that we are back in the office. So I will pivot a little bit back to the office. I want to make sure that we are back in front of our customers…It can be a differentiator for us as a business as we get out in front of our customers and go do this work.

Performance

Millham is also a great believer in performance management:

Sort of one of my trademarks as a leader in the Salesforce world for the past 23 years is I want to drive performance management in the organization. Maybe we didn’t do as much of that during the pandemic, maybe it was sort of maybe a softer approach, just people working from home - appropriately, I think.  As we get out of the backside of that and you look at these headwinds, I am very much about how do we make sure that we are asking our employees to do the work, our account executives to deliver the numbers? And frankly, when they don’t, we are going to have to find ways to move them out of the business.

Salesforce has recently made a round of redundancies, and inevitably there may be more to come. That got some negative publicity in November, but Millham is pragmatic about why it happened:

We moved some people out of the business and while it was sort of newsworthy, it really shouldn’t be, as we get into this rhythm, as we ask our employees to deliver the numbers….This is the way we should be running our business all the time, which is you are constantly looking at under-performing people and treat them with grace and dignity, but you have to move them out if they are not performing and that’s always been our culture. We want to make sure the best of the best are sitting in those seats. We pay them well and we expect them to go deliver. When they don’t, we want to help them find other roles, either within the company or outside the company, that’s fine.

And there is a lot being asked of sales, given the current economic climate, with pipeline coverage as a case in point. Millham argues:

I have a strong belief that, as we face these headwinds, I think we need twice as much pipeline if we are going to get to the numbers that we expect to get. If the close rates are dropping a little bit, [if] they are elongating a little bit, we better make sure that we have more pipeline as we enter these quarters to make sure we are delivering the numbers.

It’s all about addressing things that can be managed and controlled and not things that can’t, he adds:

Execution is something that we can control. My philosophy is, lean in on the things that you can control. You are not going to change the economy. You are not going to be the one that goes out and changes currency. Go fix the things that you can in your organization. That’s really been my mindset since I have taken over the organization.

Scale

An interesting challenge - or opportunity? - facing Millham and his team is the sheer size of the Salesforce portfolio of offerings today, a far cry from the founding days of 1999 and the early part of the ‘Noughties’. That has implications for how the sales organization is run:

We do have to be thoughtful about how much a single salesperson can know in that broad portfolio. And it’s always a conundrum of, ‘Hey, how do you not hire so many people that sell individual products, but also being expert in each of these areas as you go to market?’. I want to make sure we bring the specialization we need to go win the deals and differentiate from our competition, but also not show up with the bus of people.

I think if you talk to some of our larger customers, they would say, ‘It feels like a lot of people showing up and selling products!’. It’s one way to ensure that you get growth by products. Dedicate a sales force to it and you will get the growth of that product. At the same time, it’s not the most efficient model. So, how do we bring these things together as we think about our go-to-market strategies?

Some of it is bundling in the technology, but also it’s some of the way we put our people in the market and go after the opportunities out there. I think there’s some real efficiencies gained as we think about our acquired companies, how do we bring in these sales teams into the core, bring them into our core sales offerings, and make sure that we are going to market, not as separate organizations, but one organization to solve our customer’s problem and drive value with that?

Salesforce always looks at Total Addressable Markets (TAMs), says Millham:

I always talk about the TAM for sales force automation. When I started at this company, it was like $2 billion I think; now our cloud is almost $7 billion and growing at double-digit rates. It shows you what the opportunity is ahead. We do not believe that we are hitting any diminishing returns there. I think there’s a lot of opportunity for us to accelerate that. How do we do that for every single cloud as we think about sort of the expansion of our opportunity in these areas?

He cites Sales Cloud as a case in point:

Sales Cloud, in difficult times, it is the one that I think our customers lean on the most. Where’s my pipeline? How deep is my customer relationship? How do I make sure that we are closing every deal that’s out there? And so we see this renewed interest in Sales Cloud when the economy gets a little tough. We saw it back back in 2001, 2002. We actually got pulled up into the enterprise space at that time, because people couldn’t wait for their deployments. They really needed to see their pipelines and so Sales Cloud is becoming a horse for us again in the growth rate we showed.

Looking ahead to 2023, while there’s a lot that can’t be predicted, Millham has some priorities:

We think there’s a huge opportunity for us to go faster on industries. We saw seven of our 15 Industry Clouds grow greater than 50% in our third quarter. Customers want you to show up with relevant products that get me to value faster, and that’s the Industry Cloud. Speak their language, understand how we are going to go drive that forward. International, despite the currency headwinds, will continue to be a strategy for us. Currencies will come back, and we want to own those markets and so we want to go fast in that area.

Overall, after more than two decades with the company, Millham believes there is still a massive opportunity to expand the Salesforce footprint in every customer:

We have seen many customers saying to us, ‘Hey, I want to consolidate all these products that I have and put it on the Customer 360 platform. Make us a deal and we will move and migrate away from those technologies'. And so those are the strategies we want to go run. I am excited about the huge TAMs that we have, the incredible portfolio, killer culture, happy customer base. We think the future is very bright.

My take

I said when co-CEO Bret Taylor announced his surprise departure from Salesforce that Millham would be someone to keep front-and-center of attention in 2023. This latest role he’s taken on would be a critical one at any time, but particularly in the current climate, there’s an enormous amount riding on the kind of operational excellence he advocates. Final words to him:

We have got a plan. The plan is not owned by Bret. It’s owned by the company and the Executive Leadership Team, an Executive Leadership Team that is very, very strong right now.

Onwards!

Fri, 09 Dec 2022 00:44:00 -0600 BRAINSUM en text/html https://diginomica.com/salesforce-coo-brian-millham-managing-and-transforming-sales-turbulent-macro-economic-climate
Killexams : Salesforce deepens integration between Slack, Sales Cloud No result found, try new keyword!At Salesforce’s World Tour NYC event, the cloud-based CRM software maker announced new tools to drive sales teams’ speed and efficiency. Wed, 07 Dec 2022 23:34:00 -0600 en text/html https://www.computerworld.com/ Killexams : What investors are watching when Salesforce reports 3Q results on Wednesday

Club holding Salesforce (CRM) is set to report fiscal third-quarter 2023 results after the closing bell Wednesday, and we'll be looking to see how the enterprise software maker has weathered gathering macroeconomic headwinds.

Tue, 29 Nov 2022 20:58:00 -0600 en text/html https://www.cnbc.com/2022/11/29/what-investors-are-watching-when-salesforce-reports-3q-results-.html
Killexams : Salesforce, Inc. (CRM) Management Presents at Barclays Global Technology, Media and Telecommunications Conference (Transcript)

Salesforce, Inc. (NYSE:CRM) Barclays Global Technology, Media and Telecommunications Conference Transcript December 8, 2022 3:10 PM ET

Company Participants

Brian Millham - President and COO

Conference Call Participants

Raimo Lenschow - Barclays Capital

Raimo Lenschow

All right. Hey, welcome to our lunch session. I hope you are enjoying lunch. I am really happy to have a very distinguished speaker here today and I have all these questions prepared for you, Brian.

Question-and-Answer Session

Q - Raimo Lenschow

But I need to ask you, first, given current events, like, how do you feel? You still here, that’s good. It’s more -- and it’s more what’s the -- we had the news around departures. Maybe you can shed some light on there in terms of what’s the kind of more official version, because like we are kind of getting like, everyone has theories, but it would be nice to hear from you in terms of like Bret’s departure…

Brian Millham

Sure.

Raimo Lenschow

… and what are you seeing in the organization.

Brian Millham

Sure. Yeah, obviously, a pretty big surprise for us, a shock for the organization, pretty sad for me personally, Bret’s a good friend and has been a mentor, a great guy to work with. For me, though, I have been at the company now for 23 years. I have seen a lot of executives come and go. Sort of shed a tear and we have a business to run, is sort of how I think about it.

Bret’s going to go pursue what he wants to pursue. We have a great opportunity ahead of us to go accelerate this business, and so, obviously, disappointed. Love him. He will remain a friend. We actually live in the same neighborhood. I will see him personally. But we have got a plan. The plan is not owned by Bret. It’s owned by the company and the executive leadership team…

Raimo Lenschow

Yeah.

Brian Millham

… an executive leadership team that is very, very strong right now. And so I feel very comfortable with where we are and hate to see him go, but looking forward to the future.

Raimo Lenschow

Okay, perfect. And then to start maybe a little bit, Brian, you have been in the company for quite a while.

Brian Millham

Yeah.

Raimo Lenschow

Talk a little bit about the evolution of your role.

Brian Millham

Sure.

Raimo Lenschow

And you took over, when was it in August…

Brian Millham

Yeah.

Raimo Lenschow

… kind of the expanded responsibility, maybe talk to that first?

Brian Millham

Sure. Happy to do it. I joined the company back in September of 1999 as the 13th employee.

Raimo Lenschow

Yeah.

Brian Millham

Has been a hell of a run for me and most of my career at Salesforce has been on the sales side, sort of 18 years of various roles within the sales organization, ran the Americas business for our Commercial division, then ran that globally. Came back to the Americas when we regionalized our go-to-market strategy, ran all of the Americas.

And then I think in maybe 2018, stepped away for a six-month sabbatical, take a breather, and then came back and ran all of our success operation and that includes our professional services organization, our support operation, our partner and alliance channel and our success motion.

It was great to get to see the other side of this. Marc came, asked me to go run it, because I have always believed deeply in sort of our North Star of customer success. And he said, I really would like you to go run this organization and transform it. You have seen the numbers on the attrition side, something that’s really important to me is that…

Raimo Lenschow

Yeah.

Brian Millham

… we continue to invest in our customer success, the value they are getting from our platform has been a big area of focus for me. Fast forward in August, by the way, in the middle of the pandemic, I was asked to take over all the sales organization. For me personally, it was not a time that I was willing to go do the job, because I had some younger kids that were still around and I want to make sure I saw them off to college. That is now done and I am now sitting squarely in the seat, running all of sales and all of our success motion globally.

Raimo Lenschow

Yeah, yeah. Okay. That’s a good -- yeah, that’s a good journey. That’s a really exciting journey…

Brian Millham

Yeah. Thank you. Greatly appreciate it.

Raimo Lenschow

Yeah. And a couple of weeks ago, you had -- no, it was last week actually, time’s flying, like, you had…

Brian Millham

Yeah.

Raimo Lenschow

… -- Q3 results, like…

Brian Millham

Yeah.

Raimo Lenschow

…and everyone has -- the Bret news kind of had overshade that a little bit. Can you talk a little bit about what you saw in Q3?

Brian Millham

Yeah. A solid quarter for us, particularly given the macro headwinds, double-digit growth on top line and bottom line, $7.84 billion, which is a solid revenue number, 22.7% in op margin, which is a record for us and showing our commitment to operating margin improvement at the company level and we raised the full year guidance. Still committed to all the customer initiatives that we have, very focused on customer success, gave back a little bit to our shareholders on $1.7 billion share repurchase, which was great in the quarter. So a lot of really positive signs in the quarter, solid performance as an organization.

Raimo Lenschow

And from you, like, kind of talking with the fields leaders during the quarter, et cetera, how does Q3 feel compared to Q2?

Brian Millham

Yeah, good question, Raimo. I -- we -- as we talked in Investor Day at Dreamforce, we started to feel the impact of some economic headwinds really in July. They are sort of starting to happen, but really felt them increase in July. We are seeing that increase in Q3. We really felt like this pressure from our customers about deep inspection on every transaction that we are trying to get done with them. We saw compression in deal size of our largest deals sort of getting smaller, multiple layers of approvals, which was unique to us.

I was telling the team, some surprises had happened in the quarter. We had a CEO who was going to purchase and had purchased previously same product, just an expansion of the same-size transaction. We thought we checked every box with them and turns out the Board had to approve it this time and they delayed the deal.

So just in -- just incremental layers of approvals that are happening out there, and certainly, elongating sales cycles, our customers are really putting us through incremental processes to get deals done today and we, as an organization, need to pivot there.

We need to make sure our people really understand how to navigate the new environment we are in. All about value selling, ensuring that every customer understands the benefits that they are going to get back from the technology they purchase and how quickly they are going to get there is really important to us, too.

And so a big effort on the enablement side, too, to pivot away from what was, not completely away, but a messaging around growth for the past couple of years really needs to be about cost efficiencies, about productivity, about automation and about value saved, sort of value delivered against dollars saved in the business.

Raimo Lenschow

And the -- just one last question on that one and I promise to kind of move on, then the -- like when you said July, you got -- you saw it in July and it was kind of -- is it kind of on that level? Or do you think it got a little bit weaker from that?

Brian Millham

Kind of on that level.

Raimo Lenschow

Okay.

Brian Millham

And same -- July was incrementally more difficult than June and May.

Raimo Lenschow

Yeah.

Brian Millham

But then sort of like as we think about the future, we are sort of on that same trajectory as July. Challenging times for us to go get deals done.

Raimo Lenschow

And the -- I mean there’s -- what, like, everyone is kind of working in this environment where deals are more scrutinized, et cetera, and like you have to live with that and customers have to do what’s best for them. But they are same for you the stuff that you can control, like…

Brian Millham

Yeah.

Raimo Lenschow

… and that’s -- and you started talking a little bit about value selling as well. I can imagine as a lot of your sales guys have never probably seen anything like this and et cetera. So what are the -- you mentioned a little bit the value selling, but like what does that concrete mean for you guys to in the organization to kind of switch it a little bit up and just kind of sell differently now?

Brian Millham

Well, first, it’s all -- we are really going back to pivoting our product marketing messaging to this value orientation. A deep investment in enablement right now, if any of you are on the all-hands calls, sorry, on our earnings call, you may have heard I sort of disagreed with our CEO’s stance that we don’t all need to be back in the office. I believe deeply that my organization needs to be back in the office. We need to be learning from each other and doing stand-in delivers and practicing these pitches. So that we can be better in front of our customers that we can pick apart what’s working and what’s not. There’s learning that happens on the floors, the networking that happens in the connections. I really want to make sure that we are back in the office.

So I will pivot a little bit back to the office. I want to make sure that we are back in front of our customers. I know that it sounds like this is the first time you guys have been back together in a couple of years and that feeling of being back together I think is really important. It can be a differentiator for us as a business as we get out in front of our customers and go do this work.

I also believe deeply in performance management and operational excellence. It’s sort of one of my trademarks as a leader in the Salesforce world for the past 23 years is I want to drive performance management in the organization. And maybe we didn’t do as much of that during the pandemic, maybe it was sort of maybe a softer approach, just people…

Raimo Lenschow

Yeah. Happy…

Brian Millham

… working from home and yeah -- appropriately, I think. As we get out of the backside of that and you look at sort of these headwinds, I am very much about how do we make sure that we are asking our employees to do the work, our account executives to deliver the numbers. And frankly, when they don’t, we are going to have to find ways to move them out of the business. You saw some of the action that we took in November.

We move some people out of the business. And while it was sort of newsworthy, it really shouldn’t be as we sort of get into this rhythm as we ask our employees to deliver the numbers. And then on the operational excellence side, a big pivot for us is sort of deep inspection. I -- in these times, we have to make sure every deal is being managed the right way.

On our pipeline coverage, for example, I have a strong belief that, as we face these headwinds, I think, we need twice as much pipeline. If we are going to get to the numbers that we expect to get, we will be better. If the close rates are dropping a little bit, they are elongating a little bit, we better make sure that we have more pipeline as we enter these quarters to make sure we are delivering the numbers.

So operational excellence, some performance management, obviously, a big investment in our enablement efforts or repositioning of our product and our technology in C360, I feel very lucky that we have a broad portfolio of products that we can go out and talk to our customers about and that we can talk to them about cost savings and we can talk to them about efficiencies gains and productivity gains in the organization. So I am excited about going in and accelerating that motion with our customers to make our numbers.

Raimo Lenschow

Yeah. And when you joined in August, like usually you come in -- as a new leader, you come in and you take stock and then you kind of saying, okay, this one [ph]. The point that you just mentioned, was that kind of what you had in mind when you kind of started in August or has the pandemic or all the trouble that kind of started then kind of changed that a little bit?

Brian Millham

Yeah. I mean, I have always had this mindset, as I said, around, hey, I want the performance manage the teams. And so I looked at the numbers and certainly looked at the results in the second quarter and said, hey, are there pockets of performance that we can manage? I love that you said, hey, there are things that you can’t control and there are things that can control. Execution is something that we can control.

And so my philosophy is lean in on the things that you can control. You are not going to change the economy. You are not going to be the one that goes out and changes currency. Go fix the things that you can in your organization. That’s really been my mindset since I have taken over the organization.

Raimo Lenschow

Yeah. And then, like, as a leader, you kind of have to kind of start looking forward a little bit as well. If you -- and you mentioned a great -- the broad product portfolio, like, if you think about the drivers of growth in the future, I mean, it’s going to be a bigger organization. Law of large numbers is coming your way or is the -- against you, like, how do you think about like Salesforce sales motion going forward in terms of positioning the product, positioning their clients?

Brian Millham

Yeah. It’s a broad portfolio and our -- Marc does not believe that the law of large number apply to us. So he still expects the growth rates to be where they should be and I want to sort of embrace that. We have a big portfolio. We have a lot of organic products that we deliver to the market. Genie is an incredible innovation that we can start talking to, to our customers.

We do have to be thoughtful about how much a single salesperson can know in that broad portfolio. And it’s always a conundrum of like, hey, how do you not hire so many people that sell individual products, but also being expert in each of these areas as you go to market.

Raimo Lenschow

Yeah.

Brian Millham

I want to make sure we bring the specialization we need to go win the deals and differentiate from our competition, but also not show up with the bus of people. And one of the ways that we are talking about doing that is bundling products together.

We have done a really nice job in the last year putting products together, like, revenue intelligence, the Sales Cloud products connected and bundled together and fully integrated with our Tableau product and go sell that SKU. So you are bringing more product together, so it’s easier to sell and solving problems for our customers in that context.

We announced today at World Tour in New York a new product called Tableau Genie, again, fully integrated Tableau with our Genie technology. So more products brought together make it easier for our account executives to sell that technology in the market.

Raimo Lenschow

And then the -- I mean, the one success -- not the one, we have like many, but like the one that kind of caught my attention most was the Sales Cloud evolution over the last few years. Because it was, I remember, like a few years back, it kind of law of large numbers, although it doesn’t exist and decelerate into high single and then you changed the approach in terms of packaging it kind of creating bundles, et cetera. Is that kind of a playbook for the whole organization a little bit? Is that kind of what you can...

Brian Millham

Raimo, like you are inside the four walls.

Raimo Lenschow

Yeah, yeah.

Brian Millham

It’s exactly what we think about. I mean, the -- when we looked at what we call the OG cloud, the Sales Cloud and at Salesforce, we didn’t like those growth numbers going to single digits. Surrounding that technology with new offerings really an important strategy for us, how we bundle those products together really an important strategy for us. We always look at TAMs. I always talk about the TAM for Salesforce automation. When I started this company, it was like $2 billion I think.

And now our cloud is almost $7 billion and growing at double-digit rates. It shows you sort of what the opportunity is ahead. We do not believe that we are hitting any diminishing returns there. I think there’s a lot of opportunity for us to accelerate that. How do we do that for every single cloud as we think about sort of the expansion of our opportunity in these areas?

Also tell you, Sales Cloud is, in difficult times, it is the one that I think our customers lean on the most. Where’s my pipeline? How deep is my customer relationship? How do I make sure that we are closing every deal that’s out there? And so we see sort of this renewed interest in Sales Cloud when the economy gets a little tough.

We saw it back – actually back in 2001, 2002. We actually got pulled up into the enterprise space at that time, because people couldn’t wait for their deployments. They really needed to see their pipelines. And so Sales Cloud is becoming a horse for us again in the growth rate showed.

Raimo Lenschow

Is that in a way also the one thing that should supply investor confidence, because if you can take the sales cost [Technical Difficulty] and just kind of, through your own action kind of accelerate the growth against to some really, really healthy numbers, well, you just have to do it for the other clouds, which are less mature and hence you should be able to do it there.

Brian Millham

It’s a great playbook for us, absolutely. And you think about Service Cloud, which is our largest cloud now. I will supply you an example, Slack, fully integrated to do case swarming for our customers. That should be a bundle that we go to market with and expand the opportunity for the total addressable market for Service Cloud. Marketing Cloud has always been that way, a core e-mail engine, but adding a lot of functionality associated with that as well. We have offered our customers incremental product around MuleSoft as an example as well.

So this is a play that we need to go around and continue to accelerate the growth of each of these clouds.

Raimo Lenschow

And then like more going back to your position, like, there’s the product side and you need to kind of work on that, like, but the other thing is like, how do you get it into the market? And there, you need to think about sales, sales enablement, like do you split your Salesforce into kind of experts, like, how many people are touching on an account?

Brian Millham

Yeah.

Raimo Lenschow

Like where are you on that journey or how happy are you with the current positioning there?

Brian Millham

Yeah. Progress, no doubt about it. We are seeing progress in this area. I think if you talk to some of our larger customers, they would say, it feels like a lot of people showing up and selling products.

Raimo Lenschow

Yeah.

Brian Millham

It’s one way to ensure that you get growth by products. Dedicate a Salesforce to it and you will get the growth of that product. At the same time, it’s not the most efficient model and so how do we bring these things together as we think about our go-to-market strategies as we launch into February 1 into next year?

Raimo Lenschow

Yeah.

Brian Millham

Some of it is bundling in the technology, but also it’s some of the way we put our people in the market and go after the opportunities out there.

Raimo Lenschow

Yeah.

Brian Millham

I think there’s some real efficiencies gained as we think about our acquired companies, how do we bring in these sales teams into the core, bring them into our core sales offerings and make sure that we are going to market not as separate organizations, but one organization to solve our customer’s problem and drive value with that.

Raimo Lenschow

And then on that note, like, how -- is then like Customer 360, Genie, et cetera, not like, but especially Customer 360, the one ring that binds them all in a way?

Brian Millham

Yeah. Yeah.

Raimo Lenschow

And then from that perspective, is -- can you then sell it more top down in terms of like account management kind of Customer 360, you need to bring it all together or you need all the other products around it?

Brian Millham

And I’d love to be able to make one sale…

Raimo Lenschow

Yeah. yeah.

Brian Millham

… talk to the CEO, a little bit of headwinds on the big transformations happening right now.

Raimo Lenschow

Okay.

Brian Millham

So first thing in head, maybe I will start smaller and build into that.

Raimo Lenschow

Yeah.

Brian Millham

I think the vision is really important though, Raimo. I think you have to go paint the vision for what’s possible and then if you need to spill in some of the products over time, I think, that’s fine. We want to be the single source of truth for our customers.

We want all customer data flowing to our data lake, Genie, and then making excellent decisions as a sales leader or a head of marketing or head of service based on this data that is flowing in from every source, both internally within your company or externally from the website. How does all that data inform you to make better decisions about the way you support your customers, how you sell to them and how you market to them.

Raimo Lenschow

Okay. The one thing that is kind of a lot more on investor’s mind is now margins.

Brian Millham

Yeah.

Raimo Lenschow

And we can look at your margin structure. Your gross margins are really good, R&D solid.

Brian Millham

Yeah.

Raimo Lenschow

G&A, maybe I can cut a little bit, not me. Sales and marketing is the one area and kind of -- you were kind of far, I know, and the right part of that, like how do you think about that?

Brian Millham

Yeah. It’s a good question. The way I think about it is I am fully accountable to delivering against the plan that we have.

Raimo Lenschow

Yeah.

Brian Millham

We -- I think we told you at Investor Day, we would be sub 35% cost of revenue in the S&M, sales and marketing world. We have some plans, we are going to go look at every aspect of our business and make sure that we are more cost effective and more efficient in the way that we operate.

I will supply you some examples. Self-service is a play for us that many other companies do a lot better than we do. Slack is an example of a company that has an excellent self-service motion that we are learning from. We think we can serve the bottom end of our market very well with a self-service motion.

We can also serve other large enterprises who want to interact with us in that way, everyone sort of thinks about self-service being SMB motion, it actually is how many large customers want to add licenses. They want to just add a few licenses. They don’t want to talk to a salesperson…

Raimo Lenschow

Yeah.

Brian Millham

… and then get the quote back and very manual in process. They want to just transact with us. Indirect channels is another area where I think we can drive some cost down. As we think about the very interesting opportunity, we have to increase the amount of revenue coming from our international markets. We don’t always have to go direct. We can look at ways to leverage in indirect channel and drive our cost down a little bit in markets where reach is probably better through an indirect channel.

There are other areas I am certainly looking at, all the cost structure of my sales organization. If you think about all the ratios in the organization, we -- that support our sale -- selling motion. Have those gotten out of whack and could we go back and look at those layers of management…

Raimo Lenschow

Yeah.

Brian Millham

… within the organization, can we look at that, and certainly, the acquired companies, are there ways to bring them in and drive some cost efficiencies and accelerate the business. It’s not just about taking cost out. It’s also about driving topline growth as well.

Raimo Lenschow

Yeah.

Brian Millham

And so nothing is -- let me put it, everything is on the table as we look at sort of our cost structures here. And a big focus of mine -- I didn’t mention it, but my background was finance and so I started…

Raimo Lenschow

Okay.

Brian Millham

… my career in finance, so I have a -- I managed P&Ls for a very long time and so I am going to look at every aspect of our business to make sure we are driving costs out of it.

Raimo Lenschow

And on that note, like, how do you think about sales capacity at the moment?

Brian Millham

Yeah.

Raimo Lenschow

And I am telling you like the comment you get from everyone is, like that everyone quotes is like, well, Marc Benioff famously said, 2008 biggest mistake, not investing in the downturn…

Brian Millham

Yeah.

Raimo Lenschow

… because you didn’t have then the capacity to kind of sell out.

Brian Millham

Yeah.

Raimo Lenschow

Like where are we now with Salesforce?

Brian Millham

I feel like our capacity is solid right now. There’s another piece of that equation, which is productivity per rep…

Raimo Lenschow

Yeah.

Brian Millham

… and I am very focused on that right now. As I think about our enablement efforts and where I want to dedicate resources. I feel good about our -- the number of people we have on the sales organization. The capacity is solid.

We have hired a lot of people over the last couple of years. I feel like we can go deliver the results with the capacity we have. I want to drive the productivity number as well. I want to make sure that we are enabled and we are selling or managing our people and that’s a number that I look at when I talk about performance management.

What is the productivity per rep and if you are below a certain threshold, it’s not really what we want in the business. We expect better results from you and so productivity is a driver for our business. Capacity certainly is too, but so is productivity and that will be the investment in enablement and deep inspection in our business will drive higher productivity and drive the results for the company.

Raimo Lenschow

Yeah. As part of that, it is also the action you took on headcounts like a while ago, little bit part of that is like, look, I am going to work in investment bank. There was always that 5% rule at the end of the year. In sales for sure, that was always a rule.

Brian Millham

Yeah.

Raimo Lenschow

Is that kind of we are going back a little bit to kind of...

Brian Millham

Absolutely right. And as I said, it shouldn’t have been newsworthy, because this is the way we should be running our business…

Raimo Lenschow

Yeah. Yeah.

Brian Millham

… all the time, which is you are constantly looking at underperforming people and treat them with grace and dignity, but you have to move them out if they are not performing and that’s always been our culture.

We want to make sure the best of the best are sitting in those seats and we pay them well and we expect them to go deliver and when they don’t, we want to help them find other roles, even in within the company or outside the company, that’s fine.

Raimo Lenschow

Yeah.

Brian Millham

But we need to deliver the results and some of that is take that capacity, we take some out and make sure that we are driving better topline growth.

Raimo Lenschow

And remind us like how much of this is an organizational thing, like, you probably know our side, like, the investors think or now we have Amy, she’s poor woman is in charge, everyone else is still out and partying.

Brian Millham

Yeah.

Raimo Lenschow

Like how does the real life situation look, like how serious is the management team on margins?

Brian Millham

It’s not Amy’s plan.

Raimo Lenschow

Yeah.

Brian Millham

It’s our plan, collectively. We all think about it. You asked me about the driving the cost down in sales and marketing. That is my job. I own a big chunk of the headcount in the business right now. How am I going to go deliver and help Amy talk to all of you about better results on op margin?

Raimo Lenschow

Yeah.

Brian Millham

But she also owns G&A and she’s going to drive that cost out. Our product teams are under David Schmaier and he has to go drive costs out. Our marketing organization is looking at all the things that we do and spend money on, and Sarah Franklin as our CMO, is going to take cost out.

So this isn’t an Amy plan. This is a company plan. And by the way, you will notice Marc Benioff is also very much on this journey with us right now and talking a lot about better op margin for the company.

Raimo Lenschow

Okay. And another factor on that is like, and you touched on it a little bit, is like how do we think about the acquisitions like a MuleSoft, like a Tableau, like a Slack now and getting the value out of that?

Brian Millham

Yeah.

Raimo Lenschow

Like the setup that you have at the moment, is that kind of or you kind of, are you happy with that, like, what are you thinking about like those assets in the future?

Brian Millham

I think it’s a big opportunity for us. We are looking at this for next year. We have already started some of the experiments of ways that we can drive more efficiencies. I will supply you an example. In our Japan business, we have moved those sellers from Slack, from Tableau and from MuleSoft, now work for that country leader. It’s no longer a global structure. Those teams now work for Kodison [ph]. We expect better growth that way, more ownership of the growth of those products…

Raimo Lenschow

Yeah.

Brian Millham

… because it’s owned by that individual in that market and there should be some efficiencies in headcount they are getting in the back.

Raimo Lenschow

Yeah.

Brian Millham

There should be some efficiencies in the headcount as we think about driving those results for the organization. Can we take out some layers of management? We put teams together that sell higher price tags per transaction, because they are including more of our, recall the Customer 360 in every transaction?

Raimo Lenschow

Yeah. And then where are we on the terms of kind of bringing, like, MuleSoft, Tableau were kind of more on-premise solutions for a while.

Brian Millham

Yeah.

Raimo Lenschow

Like how do you bring that into like the Salesforce Cloud world?

Brian Millham

Yeah. There’s an active migration. We are really trying to push every net new sale to be cloud for both of those products, but also helping our customers, their customers, our customers jointly move to the cloud offerings. We like our cloud model.

Raimo Lenschow

Yeah.

Brian Millham

And I think we better support our customers when we know more about them, when they are in cloud, we can see how they are using the technology with adoption they are getting from the clouds that they have. And so it’s a big strategy for us to continue to migrate the on-premise customers and products. Those that are -- customers that are using those products, but making sure the net new products are all cloud based…

Raimo Lenschow

Yeah.

Brian Millham

… as we drive forward into next year and beyond.

Q - Raimo Lenschow Raimo Lenschow

And then the other last acquisition is obviously Slack and then we just had the news there, like how -- like, obviously, it’s a loss to you kind of have Stuart and team kind of move. But on the other hand, you owned the asset for a while…

Brian Millham

Yeah.

Raimo Lenschow

… so that’s kind of a normal natural reaction, like how integrated is Slack now and how much of a kind of path ahead do you still have for that one?

Brian Millham

Yeah. So, obviously, the last acquisition we did, so it’s the least integrated of the products.

Raimo Lenschow

Yeah.

Brian Millham

And Slack, sorry, Stuart’s departure from Slack was not a surprise. We had a successor that was ready to go and Lidiane is an amazing leader and really excited that we have taken someone from our core business at Salesforce and put them over the top of Slack and it will be an accelerator on the integration.

As you probably know, Raimo, the majority of their existing customers sort of sit in the product and dev world, a place where Salesforce traditionally has not played. So when you think about an integrated Slack to Sales Cloud or Service Cloud or Marketing Cloud, it’s all upside for us.

And so how do we go faster on those integrations is absolutely part of our strategy when you think about rolling into next year and Lidiane will be a huge partner in that as we drive that forward.

Raimo Lenschow

Okay. Perfect. And I see my time is almost up. Like maybe one last question on, as we think about 2023, you are not going to guide for me here on stage, it’s fine. But like what are the factors that you are thinking about like to kind of run the business and kind of work...

Brian Millham

Yeah. Some of them are ones I mentioned, performance management, operational excellence. I really want to lean into that into next year. We didn’t talk a lot about our industry plays and we think there’s a huge opportunity for us to go faster on industries.

Raimo Lenschow

Yeah.

Brian Millham

We saw seven of our 15 industry clouds grew greater than 50% in our third quarter. Customers want you to show up with relevant products that get me to value faster and that’s the industry cloud, speak their language, understand how we are going to go drive that forward.

International, despite the currency headwinds, will continue to be a strategy for us. Currencies will come back and we want to own those markets and so we want to go fast in that area. I still believe we have a massive opportunity to expand our footprint in every customer.

We have seen many customers saying to us, hey, I want to consolidate all these products that I have and put it on the Customer 360 platform. Make us a deal and we will move and migrate those -- migrate away from those technologies. And so those are the strategies we want to go run. I am excited about the huge TAMs that we have, incredible portfolio, killer culture, happy customer base. We think the future is very bright.

Raimo Lenschow

Yeah. Perfect. Hey. That’s a great summary statement and hey, thanks all for joining us.

Brian Millham

Raimo, thank you so much.

Raimo Lenschow

Thanks.

Brian Millham

I really appreciate it.

Raimo Lenschow

Thanks, Brian. Thank you.

Brian Millham

Thanks so much. Thank you all.

Thu, 08 Dec 2022 11:18:00 -0600 en text/html https://seekingalpha.com/article/4563403-salesforce-inc-crm-barclays-global-technology-media-and-telecommunications-conference
Killexams : Microsoft Dynamics vs. Salesforce | Money

Customer relationship management (CRM) systems manage a complex global customer base and help businesses Boost their bottom line and capabilities. Here are two of the most popular CRM applications to help you choose.

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What is Microsoft Dynamics?

Microsoft Dynamics 365 is much more than just a customer relationship management application — it’s a piece of a larger software suite that can be used for customer relationship management and enterprise resource planning.

Features and functionalities

Microsoft Dynamics analyzes data using artificial intelligence and machine learning (AI/ML). Some of the use cases for Dynamics are marketing and sales, commerce, supply chain and finance, but it can be used in most industries, such as manufacturing, financial services, healthcare and retail. Further, it will be easy to use if you’re familiar with Microsoft Office products.

Dynamics 365 allows you to build custom applications and websites to meet your needs. With the suitable modules loaded up, it can simplify territory management by automating many tasks. Some of these are:

  • Microsoft Dynamics Marketing automation: This function manages and improves task completion time. It can generate leads, identify audiences, design content and manage workflows and events. It also enhances marketing team productivity and marketing accuracy by helping identify possible opportunities.
  • Marketing campaign metrics: Metrics can help you see how effective your campaign is, and adjust accordingly.
  • Salesforce automation: Automatic contact tracking can organize your contacts for scheduling follow-up sessions by showing you who has spoken with a client and their results. It also develops real-time metrics to create sales visuals.
  • Customer service: An administrative center and service hub, the CRM application allows you to keep customer profiles and Boost support and experiences.
  • Field service: Optimizes field representatives and resources. This uses resource scheduling and GPS functionality.
  • Finance: Generate reports, fill ledgers and manage accounts payable and accounts receivable.
  • Human resources: Manages tasks, workflow and benefits, which are automated through an employee self-service website.
  • Supply chain: Identifies and tracks resources and automates orders.
  • Project operations: Connects all loaded modules. Gives leaders real-time insights on progress, resource management and expense tracking.

Microsoft Dynamics pricing

Microsoft Dynamics 365 offers several modules based on your needs. Each module is priced per tenant, user and app.

The Data module provides customer insights and customer voice, with one module for each. Insights pricing is $1,500 per month per tenant and $1,000 per qualified app. The Sales module has five tiers designed for different user needs — Professional, Enterprise, Premium, Relationship and Viva, which range in price from $40 to $162 per month with a fee of $20 for each additional user.

The Dynamics Service module has four tiers. The Professional tier is $50 per user per month and $20 per user per month for each additional user. The Enterprise is $95 and $20, Field Service is $95 and $20, and the Remote Assist is $65 and $20.

There’s a wide variety of additional modules to choose from that range from $50 per month to $1,500 per month. These include marketing, commerce and fraud protection. Supply chain and intelligent order management modules automate logistics and ordering. A finance module and small and medium-sized business modules are available as well.

The user reviews

Most users state that Microsoft Dynamics CRM features an easy administrative experience, and integrates well with Microsoft’s other applications. Average ratings are generally high, giving four out of five stars.

Dynamics is expensive, however, because you need to pay for each tenant, user and module. For this reason, it is best suited for businesses with the extra capital to invest in the CRM/ERP applications they need.

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What is Salesforce?

With Salesforce, customer service is the focus of the customer relationship management application — it works to Boost customer relationships. This is different than Dynamics, which has modules for many different business functions.

For instance, the Dynamics 365 Finance package is designed to assist financial departments with accounting and managing costs while also streamlining payment and collection processes. Salesforce doesn’t have a dedicated financial package: Payment, collections and invoicing are included in its Sales Cloud and are oriented on improving customer experiences.

Features and functionalities

Salesforce designed its application to be customizable per client. The interface can be changed to suit the needs of whoever uses it. It also created a platform to Boost your sales teams’ performance and customer experiences.

Salesforce CRM can also be used in most industries. It provides support, sales, marketing and commerce tools. All applications are cloud-based. This allows authorized users to access information from anywhere at any time. Salesforce operates four different clouds, each with a different fucntion — Sales, Service, Commerce, and Salesforce Marketing Cloud.

  • The Sales Cloud is where sales data is kept. Automated opportunity management, daily task automation and forecasting also exist in this cloud.
  • The Service Cloud stores information about customer concerns, which helps businesses organize, track and resolve issues.
  • The Marketing Cloud automates customer data, engagement, intelligence and loyalty programs.
  • The Commerce Cloud handles payment methods and performs order management tasks.

Each cloud provides data analysis services to help identify areas that need improvement, allowing users to create customizable reports. You can also opt into receiving notices from an automated analytics platform.

One of the most valuable outputs is customer interests and perceptions, as this allows more involvement with customers, since it gives you insight into what they need and are thinking without talking to them.

Salesforce pricing

There are affordable packages for small businesses based on each cloud type:

  • Marketing Cloud Account Engagement: $1,250 per month for up to 10,000 contacts
  • Service Professional: $75 per month, any size service team
  • Sales Professional: $75 per month, any size team
  • Essentials: $25 per month for sales and a support app

There are also several different pricing models for the services provided based on the cloud the service belongs to. Sales Cloud pricing is as follows:

  • Unlimited Edition: $300 per month, with account, lead, contact and opportunity management. Integrate your email integration, mobile app, lead registration and scoring. Collaborate with forecasting and workflow management with 24/7 support.
  • Enterprise Edition: $150 per month with account, lead, contact and opportunity management. Integrate your email, mobile app, lead registration and scoring, collaborative forecasting and workflow management.
  • Professional Edition: $75 per month with account, lead, contact and opportunity management. Integrate your email, mobile app, lead registration, scoring and collaborative forecasting.
  • Essentials Edition: $25 per month with account, lead, contact and opportunity management. Integrate your email and mobile app.

The Service Cloud Prices are as follows:

  • Unlimited Edition: $300 per month sales, support, customizable CRM, web services, 24/7 support
  • Enterprise Edition: $150 per month sales, support, customizable CRM, web services
  • Professional Edition: $75 per month sales, support, and CRM for any team size
  • Essentials Edition: $25 per month all-in-one sales and support

The Salesforce Marketing Cloud includes data and account engagement services that are expensive. They range between $1,250 and $50,000 per month.

The CommerceCloud packages focus on business-to-client commerce and order management. Prices are based on a percentage of merchandise value sold and the number of orders. The B2C Commerce packages are:

  • Plus: 3% of Gross Merchandise
  • Growth: 2% of Gross Merchandise
  • Starter: 1% of Gross Merchandise

Order management also falls under the Commerce Cloud, with growth, starter, and order visibility packages.

Salesforce can be expensive if you need more than one of the cloud-based services. On the other hand, a small business can benefit from the packages designed specifically for its needs. Individual cloud services are best for mid to large-size enterprises.

The user reviews

Reviews are generally positive, with four or five stars out of five-star ratings. Most users say they don’t know how they functioned before implementing Salesforce. The interface is generally easy to use, but it takes effort to bring it to the point of usability. Users also need to be trained, since it’s a completely new platform.

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The pros and cons of Microsoft Dynamics 365

Pros

  • Data centralization
  • UI that reflects all Microsoft products, making it familiar for those that use their software
  • Integrates with Microsoft office suite
  • Modular
  • Native integration with existing products

Cons

  • Dynamics can become very expensive as modules are added
  • Those unfamiliar with Microsoft UI may struggle at first
  • Modularity and scalability require more spending
  • Learning the system takes time

The pros and cons of Salesforce

Pros

  • Compatible with all browsers, allowing for user preference
  • Focused on customer relationship management
  • Modern and easy-to-use user interface (UI)
  • Mature and easy-to-use marketing and e-commerce platform
  • Manages time more efficiently
  • Simplifies account plannin
  • Improves team collaboration

Cons

  • Too complex for smaller business
  • Salesforce is expensive; the rates are all per user
  • Salesforce software has a steep learning curve
  • Scalability allows you to overbuild solutions
  • Fewer integrations in Salesforce

How these solutions enhance the customer experience

Businesses face fierce competition — new ideas emerge, existing products and services evolve, and companies enter and exit the markets live waves on a beach. The ones that want to last must find ways to attract customers and clients with excellent offerings and keep them coming back.

The best way to do that is through user experience. CRMs such as Dynamics and Salesforce can Boost that experience as they each analyze the customer process, from lead generation to post-delivery follow-up services.

Businesses that use these CRM platforms receive data on the whole customer experience. This allows them to quantify their performance with metrics related to customer satisfaction. Solutions can then be created to develop customer loyalty and preference.

The importance of customer relationship management (CRM) software

Improving the customer experience is the ultimate goal for many businesses. More businesses are using artificial intelligence and machine learning (AI and ML) to Boost their internal and external business processes. The competition will eventually tighten significantly more than it is. Only those with the best offerings and experiences can compete in their chosen industry and marketplace.

It’s no secret that many businesses close within one to five years of opening. Many more shut their doors after a decade of operations. Those that make it through this gauntlet must find ways to continue growing — which requires funding and revenues. Customer relationship management software isn’t cheap, and many newer and small businesses cannot afford it.

Thus, a CRM becomes a critical tool for businesses that make it through their first decade. They have more capital to budget toward CRM software solutions and growth. If clients and customers are dissatisfied with a business, they will find another one that offers the same product. The key to keeping a customer coming back is the purchasing experience, and that is what CRM is designed for.

Which CRM software application is right for your business?

If you use Microsoft products currently and have the budget for it, Dynamics integrates with Outlook, Microsoft 365, LinkedIn and more. While you can add or remove modules as needed, you must pay for each additional module and user.

Salesforce is also expensive, but it is overall less costly than Dynamics. It’s geared more toward customer relationship development rather than being a one-size fits all modular CRM/ERP system like Dynamics. Salesforce can be integrated with other applications and services, but you’ll need to purchase additional apps on its AppExchange.

Salesforce benefits smaller businesses because it has solutions designed for them, eliminating having to pick and choose. If you need something the small business package doesn’t have, you can talk to Salesforce and customize it.

Dynamics is all about picking and choosing your services. It can also be used in a small business, but you’ll need to know what you need and what each module does.

Both CRM applications have the potential to change the way your business runs. The critical difference between them is how they are priced. To decide between Microsoft Dynamics and Salesforce, you’ll need to take inventory of what you have. From there, consider what you need now and what you believe you’ll need in the future. For additional products that meet your growing business needs, check out our recommendations for tax software and recruiting software.

© Copyright 2022 Money Group, LLC. All Rights Reserved.

This article originally appeared on Money.com and may contain affiliate links for which Money receives compensation. Opinions expressed in this article are the author's alone, not those of a third-party entity, and have not been reviewed, approved, or otherwise endorsed. Offers may be subject to change without notice. For more information, read Money’s full disclaimer.

Tue, 29 Nov 2022 03:16:48 -0600 en-US text/html https://www.msn.com/en-us/news/technology/microsoft-dynamics-vs-salesforce-money/ar-AA14HtDG
Killexams : Salesforce Earnings: Too Hyped For What It Is
Technology Business Leaders Address Salesforce Conference

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Investment Thesis

Salesforce, Inc. (NYSE:CRM) guidance wasn't the problem. The problem is that investors are becoming increasingly frustrated with their own GAAP EPS figures.

Approximately 8 weeks ago, I wrote an article about Salesforce called Going Nowhere Fast. When I wrote that article, the stock was $150.

Author's work

Author's work

Since that time, tech stocks have been ripping hard. And yet, notwithstanding all these capital flows, CRM at the time of writing is still $151 per share.

So, was there anything in this Q3 earnings report that you didn't know 8 weeks ago? Yes and no. When I wrote "Going Nowhere Fast," I implied just that, that Salesforce is going nowhere fast.

That being said, there are still a few noteworthy items to discuss. So, let's get to it.

What About This For Context?

It's all Go-Go in techland. Once again. Animal spirits are being felt on the Street. And yet, if you'll permit me, I'm going to take a step back, so we can together take a step forward.

If we rewind the clock 4 years to this day, the CRM share price was very approximately $143. For the fiscal year 2019 (note, fiscal 2019 ended in January 2019), Salesforce ended that year with $13 billion in revenues.

And today, as we look ahead to this full fiscal year (ending January 2023), Salesforce is expected to end the year with more than $31 billion of revenues.

That's more than twice the revenues in 4 years, or approximately 24% CAGR. Truly astonishing figures. We should ask Michael Mauboussin to stick that in his Base Rate book (page 22, ~3.2% chance of Salesforce's performance).

But are shareholders any better off?

Revenue Growth Rates Fizzling Out

CRM revenue growth rates

CRM revenue growth rates

The figures above are as reported revenues. A lot of investors have clung to FX-adjusted revenues. But the irony is that when FX-rates were a tailwind last year, investors and companies alike barely made a peep about that.

But now that FX rates are a headwind, companies and analysts are making so much noise about this.

From where I stand, all I see is that Salesforce's growth rates are slowing and the company is maturing. If a company is growing in the low teens, what sort of multiple does the company get?

Before answering this question, investors charge that these are not normal revenues. These are SaaS (Software as a Service) revenues. And SaaS revenues are stable, consistent, and predictable, which portends visibility. They are not cyclical commodities like revenues.

And on that note, I look back at the graphic above. Consider this, up until last quarter, Salesforce was growing at +20% CAGR. Now, it's growing at low teens CAGR. If these revenues are not significantly exposed to the macro environment, what's going on?

This is my point: SaaS companies are highly rated because they are supposed to guide stable growth rates. But it now appears that there's a tremendous amount of cyclicality and macro exposure, even amongst the tech names.

Let's now discuss Salesforce's backlog.

CRM Q3 2023

CRM Q3 2023

What you see above are Salesforce's current remaining performance obligations. That means orders that have been recorded but not yet recognized as revenues.

Put simply, for a growth company, you want to see cRPO high. The higher the better. And ideally, the cRPO figure should be higher revenue growth rates. If that's not the case, that means that future revenue growth rates could slow down. As it now appears to be the case for Salesforce.

Topic Du Jour, Mind the GAAP

CRM Q3 2023

CRM Q3 2023

As we look at the guidance for next quarter, Salesforce is pointing its non-GAAP EPS to $1.37 at the high end.

Essentially saying, the company is going to make $1.37. And of this figure, approximately 20% goes to shareholders, as in $0.25 of EPS.

And shareholders understandably are pushing back. What makes me say so? Because analysts were only expecting $1.35 for Q4. So Salesforce is clearly able to print some impressive EPS figures, $1.37 in Q4 apparently. The only problem is that investors are not really getting all these benefits.

With that in mind, consider this:

CRM Q3 2023

CRM Q3 2023

Above we see that free cash flows were down 52% y/y. And of that $115 million of free cash flow, do you care to know how much was stock-based compensation ("SBC")? $843 million is the figure, up 3.8% compared with the same period a year ago.

CRM Stock Valuation -- How Do We Value CRM?

At the most superficial level, CRM stock is priced at 27x next year's fiscal 2024 non-GAAP earnings. Even if we were to pretend that management works for free and that non-GAAP is reflective of real earnings per share, the fact remains that there are heroic assumption needed for next year if Salesforce's EPS is to substantially outgrow its revenue line.

And I'm not going to say that's impossible. What I will say is that in a high inflation environment, with interest rates staying at close to 4.0%, there's going to be a lot of cost pressures, which will dampen profit margins.

Growing its EPS at 18% CAGR? I very much doubt that.

The Bottom Line

In the past few days, we are seeing the last few companies of this earnings season report.

I believe that if we look at it dispassionately there's a significant discrepancy between what the Street wants, with stocks soaring higher day after day, and companies' guidance.

For their part, companies are remarking that the macro environment is hard. Companies are actively telling investors that their customers are in a "challenging environment" and looking to "reduce costs."

And we know this, from Snowflake (SNOW) to CrowdStrike (CRWD). The message is abundantly clear, customers are pushing back and sales cycles are elongating.

And in that environment companies should not get a premium valuation. SaaS companies or not. Everyone wants to stick with the winners of the past decade. But as we stand right now, Salesforce's stock hasn't gone anywhere in 4 years.

Wed, 30 Nov 2022 08:35:00 -0600 en text/html https://seekingalpha.com/article/4561547-salesforce-earnings-too-hyped-for-what-it-is
Killexams : Salesforce, Inc. (NYSE:CRM) Q3 2023 Earnings Call Transcript

Salesforce, Inc. (NYSE:CRM) Q3 2023 Earnings Call Transcript November 30, 2022

Salesforce, Inc. beats earnings expectations. Reported EPS is $1.4, expectations were $1.22.

Operator: Good afternoon, ladies and gentlemen, and welcome to Salesforce's Fiscal 2023 Third Quarter Results Conference Call. At this time, all participants are in a listen-only mode, and please be advised that this call is being recorded. After the speaker's prepared remarks, there will be a question-and-answer session. And now at this time, I'll turn the call over to your speaker, Mr. Mike Spencer, Executive Vice President, Investor Relations. Please go ahead.

Mike Spencer: Thank you, Bo. Good afternoon, and thanks for joining us today on our fiscal 2023 third 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 Co-CEO; Bret Taylor, Vice Chair and Co-CEO; Amy Weaver, 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 could affect -- that could affect our financial results is included in our SEC filings, including in our most exact report on Forms 10-K, 10-Q and other SEC filings. 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 over to Marc.

Copyright: drserg / 123RF Stock Photo

Marc Benioff: Okay. Well, thank you so much, Mike, and thank you, everyone, for being on the call. I just want to come back to how great it was to see so many of you at Dreamforce in September. It was really a wonderful experience for me personally. It was our most successful, but I really think it was our most important Dreamforce ever, because we were able to come together for what we called our great reunion. And being with you all of you, especially at our IR day, that was a joy for me. Now let's get on to the quarter results. We delivered solid revenue growth and profitability in an increasingly challenging environment. You've seen how we're driving customer success, the strength of our organic innovation and this incredible Trailblazer community and how it manifested at the Dreamforce.

And everywhere we turn, we saw customers learning how to connect with their customers in entirely new ways and the depth of our Customer 360 platform. We're also thrilled to introduce Genie, which is our Customer Data Cloud, and it's one of the most transformational technologies we have ever delivered. And when you hear some of the metrics already coming out of customer adoption with Genie, I think that you'll be incredibly impressed, and I can't wait for Bret to talk about that. The best part of Dreamforce was being together. That was what it was all about for me, and I'm sure it was for you as well, and the 40,000 folks that all came to San Francisco to have this incredible experience and all the additional folks that joined us online. Now let's get to our results.

Revenue in the quarter, well, it was $7.84 billion. That's up 14% year-over-year. I think that's a record for us. And also, it was 19% in constant currency. And we're going to talk about that foreign exchange situation in just a second. We closed some amazing deals in the quarter with great companies like Bank of America, RBC Wealth Management and Dell and other great stories, and I'm also going to get that into a moment as well. And even with purchase decisions receiving greater scrutiny, we continue to gain market share and close marquee transactions. IDC recently ranked Salesforce as the number one in CRM. And now we've done that for nine years in a row. And I'm proud that we've delivered revenue growth in this environment, but especially proud of the team for our continued focus on delivering record operating margins.

And here, you can see now, up 22.7% non-GAAP operating margin we delivered for the quarter. And I think when I look back at various financial crisis, as we think back even, I think, to 2008, 2009, I think it was like somewhere down to 10%. So we've come a long way in a short period of time. So this quarter has been further proof of our commitment to profitable growth, continuing our operating margin growth, continued focus on our revenue growth, continued focus on our market share growth. And a great evidence of that is our remaining performance obligation. Our RPO is now an incredible $40 billion. Now, as I've said in the last few quarters, the dollar had a strong quarter, maybe even a stronger quarter than we had. I think that when we first said that, in the second quarter, folks didn't really understand what we were talking about, or maybe it wasn't the first quarter we said that.

I remember, it was a trip to Japan when I called Amy, and I was asking her what the expectations were for revenue. But when I told her what my guidance was for what and how I was looking at revenue, including foreign exchange, I don't think either one of us could believe what was really happening, and now we've really seen that start to play out. We continue to see the impact of foreign currency fluctuations. And of course, that is our biggest surprise of the year. In the quarter, we saw $300 million year-over-year headwinds to revenue, and we've expected a total of $900 million for the full year. Now that is something we just could not have expected a year ago, and that is when we initiated our revenue guidance. At Dreamforce and in my travels around the world, our customers have been asking how to best navigate this economic situation with the high level of market volatility and uncertainty.

A lot of CEOs have never been through these types of crisis before. They haven't seen these kind of variations in the market or in foreign exchange or even in market demand. Well, we've got a lot to say about that, because this is not our first financial crisis. And I'm seeing a lot of buying behavior that really reflects a lot of what we've seen during other crisis, whether it's 2008, 2009 or even 2001. And obviously, the current economic situation is nowhere near as severe as what happened beginning in 2008, but there are some patterns that we've seen repeat themselves. And in early 2008, we saw customers who are reluctant to expand distribution capacity, they weren't adding service people, they froze their hiring, they initiated headcount reductions.

We saw those occur in that year. We saw that in (ph) as well. I think that, maybe when things start to get a little tough or when the stock market shifts that's when CEOs say, hold on, should we be expanding distribution capacity right now? Should we be expanding service capacity? What do we stop -- let's stop our advertising, let's stop our marketing spend, things that they can immediately take actions on. Well, you couple that with foreign exchange headwinds have become an issue and everyone was shifting their focus to finding efficiencies, reducing their costs, increasing productivity, and again, we're feeling all of this once again. And that led us to the shift of the company. It took us a lot to how we operate and where we are investing our dollars.

We've actually developed our own playbook. We really wrote it all down. We talked about what was happening we knew would happen again. And we had to dust off some of those plans and numbers from 12, 13 years ago from 22 years ago. And we've turned that playbook in gaining market share and focusing on operational discipline and operational excellence, especially in the face of economic headwinds. And as the economy has started to recover, whether it's in 2010, or even in 2002, we were able to radically accelerate our growth. I have to tell you, when we went back as a team and we looked at the numbers, even I was really shocked to see kind of how things change some of the decisions that we made, but then how we all of a sudden were able to navigate so well, and use that as an opportunity to adjust the company in all -- in a number of really critical and strategic areas.

Now I've always believed since that point, especially, that an economic crisis creates these opportunities, and we're squarely in that moment, and we've acted. Starting in July of this year, the buying environment became more measured and foreign exchange headwinds were becoming increasingly complex. We told you then we didn't believe this challenging macro environment was going to be a short-term problem. And you know we're not economists. You know that we don't know exactly what is happening or when the recovery will happen, et cetera, but we do see a lot, and I think we understand a lot about what's going on, because we have such strong global data. And we're not assuming that this economy gets any better anytime soon. We're just reporting what we see with our customers, the kind of changes they make, when they start to feel these headwinds.

We're following our playbook to make sure we're well positioned to gain market share, to increase our profitability, to focus on our operating margin, to focus on the growth of our revenue and be able to continue to invest, especially when the economy recovers. Now for this fiscal year, we're maintaining our revenue guidance of $30.9 billion to $31 billion, up 17% year-over-year or 20% in constant currency. And you saw that, that also included that incremental foreign exchange headwind, and it's even an expected incremental $100 million of foreign exchange headwind just since last quarter. We're raising our fiscal year 2023 non-GAAP operating margin guidance from 20.4% to 20.7%, an expansion of 200 basis points year-over-year, and I expect a lot more, especially with this increased focus we have on expanding our operating margin.

Salesforce is mission-critical to nearly every Fortune 1000 company, because every company is becoming a customer company. And everyone knows that this is the time during a crisis like this that you need to focus on your customers. If you need to do one thing, if there's one critical thing that every company has to do to get through this, is to make sure they maintain their relationships with their customers. It's a critical part of navigating through this time, and you're not going to be successful if you don't stay connected with your customers. We're signing transformational deals with major brands, as every industry continues to digitally transform and that continues to be perhaps the most important initiative of every company, regardless of the economic situation.

When you look at this by industry, it's slightly different for each industry. In telecom, we're working with almost every major players. They transform how they connect with their customers. All telcos must deliver faster, better service to customers, keeping their costs down, focusing on their NPS score, becoming more competitive. We all know that. It's a highly competitive industry. We all understand the dynamics well. It's one of the reasons why we've done so well in all these global telecom companies. But I really want to talk to you about a great example, and this deal that we signed with T-Mobile in the quarter. Now we've done a lot of work with Mike and with T-Mobile over the years, and that's been very exciting to see how they built their company and especially how they've executed the merger and now they have a treeing amazing transformational opportunity on how they work with businesses, and we're working with them to develop a vision for the next-generation user experience for T-Mobile for Business and our professional services team is leading that charge.

Financial Services, well, that's another industry that's been going through one of the most incredible digital transformations, but it's an incredible moment for them actually. It's why we're working with all the major financial service companies to drive stronger client relationships and to unite their teams to be more effective, especially in this environment. It's a golden time for financial services in many ways. A great example is Bank of America, who I think has been a customer for more than 20 years, and we've been with them through many different financial crisis. But in a short amount of time, they've increased productivity and reduce their technical debt. They're saving time and money, they're connecting with their customers in new base.

It's a tremendous relationship with BofA to become their CRM standard. We're delighted to have such great success with them over many decades and to expand this relationship to the business bank, to the corporate bank and the investment bank, it's really an expansion. And I just want to thank Brian for his tremendous loyalty, but also his partnership over so many decades, and it's just a great organization to work with every single day. Well, before I go on, first of all, I want to supply you an invitation. I hope that, you'll all plan to join us in New York City next week, where we're going to host our Salesforce world tour on December 8. Join us in person or online, where we're going to announce some new innovations. And you're going to hear from our incredible customers and so much more.

Now before I end, I have to say something, and it's something that I did not want to say ever, and I'm extremely sad to tell you that, Bret Taylor is going to be leaving the company. Bret and I are like brothers. I love him very deeply. He's an incredible person. And one of the great joys of my company has been having him here. And I'll tell you, for me, this has been a feeling of tremendous loss. I'm experiencing that right now. You can probably hear it in my voice. It makes me think of all the great people that we have actually lost in the company over the time as well, so many great leaders of our industry, but especially now with Bret. This is just really hard for me, and I'm extremely sad to see him go. I know he has created two great companies.

I know he wants to go create a third great company. And you can't keep a wild tiger in a cage. And we got to let them be free and let him go, and I understand, but I don't like it. And Bret, you know that you're always going to be our brother. You know that you -- we love you very deeply, that you have a home here. We're going to try to get you back somehow. So don't think that you're going to somehow get out of this alive, because you're not. And you're always going to be part of our Ohana. And we are really upset about this, and it's going to be a difficult moment for us. But I know that you're going to be with us through the end of the year, and I know you're going to continue to work with us even after this point. But Bret, we love you, and we're so sorry to see you leave the company at the end of this year.

Bret Taylor: Thank you, Marc. It's hard to follow that and trying to keep my composure as well. I just want to start, Marc, by just expressing how deeply grateful I am to you. And just as importantly, the entire Salesforce team. For the past six-plus years, I just couldn't have imagined it when I joined the company, I could not be more proud of the trust, innovation and customer success we've delivered in my time here, particularly over the past few years, I think this amazing community has helped every organization in the world to remain connected to their customers amidst a public health crisis, the economic turmoil, this global pandemic. It's just incredible, and I'm incredibly grateful. And Marc, you personally, you've been my mentor long before I joined this company.

And in the past six years, your relationship has definitely become the most significant in my professional career. I would not be the leader, I am today without you, and I cannot thank you enough for our friendship and our partnership. The past few years have been tumultuous for all of us, and I've recently been reflecting what's been truly important to me. And while there is absolutely no easy time for a transition like this, I really do feel that now is the right time for me to return to my entrepreneurial roots, particularly given the technology landscape and the economy going through such tectonic shifts. Salesforce has never been stronger, and I've never been more confident in the future of the company. And as Marc said, I will remain as co-CEO through the end of the fiscal year, not only to ensure a smooth transition, but most importantly, to ensure that we have a strong close to the quarter and a strong close to the fiscal year.

And as Marc said, even after this transition, I will always, always be a part of this company and always be a part of this community. As Marc said, we had a solid quarter, top -- double-digit top and bottom line performance, demonstrating the strength of our business model and our commitment to operating with discipline and delivering profitable growth at scale. We continue to deliver on organic innovation, and our product portfolio is strategically positioned, mission-critical and highly differentiated. Our ecosystem and our app exchange marketplace are unparalleled in the industry. And as Marc mentioned, as you saw at Dreamforce, our innovation engine is an overdrive, with Genie, Slack canvas, Net Zero Marketplace and more, building on our position as a leader in nearly every CRM category.

Genie, in particular, makes every part of our Customer 360 platform more automated, intelligent and real-time, driving faster time to value for our customers. And the adoption of Genie by our customers, particularly this past Cyber week, has exceeded all of our expectations. The Genie Customer Data Cloud is already processing literally over 100 billion customer records on average every single day. During Cyber Week alone, Genie ingested an astonishing 1.1 trillion records and enabled 43 billion consumer engagements for our customers. Inter, a leading digital banking service company in Brazil, is a great example of Genie's power. Inter was able to consolidate six data systems into one, and they are converting 35 times more customers with Genie.

Like Marc, I met with hundreds of CEOs across every industry over the last few months. In this buying environment, our customers are increasingly focused on three things. First is time to value. Our customers need to quickly get the benefits of their technology investments. Second is ensuring these digital transformation projects drive cost savings in addition to customer satisfaction and top line growth. And third, we know our customers need to consolidate their platforms and vendor relationships to reduce complexity and risk and to drive efficiency. We are delivering on all three at scale today for our customers. Our customers are seeing on average an estimated 25% in savings in their IT costs and 26% increase in employee productivity using Salesforce according to a exact survey of more than 3,500 of our customers.

RBC Wealth Management is a great example. RBC is onboarding new customers in minutes instead of days, and they've consolidated over 26 technology systems into one using our Customer 360 platform, decreasing their maintenance costs by 50%. Despite the economic headwinds that Marc mentioned, we had record low revenue attrition again this quarter, which is a testament to just how mission-critical Salesforce is to our customers, especially in this environment. We also launched new product bundles for sales, service, marketing and analytics. These product bundles are enabling our customers to consolidate their tools on Salesforce, driving efficient growth. We're also closing transformational deals and multi-cloud expansions. This quarter, seven of our top 10 deals included five or more of our clouds.

Now let's turn to the cloud performance. Sales Cloud, our flagship, continues to drive sales productivity for the world's most important brands. Sales Cloud grew 12% year-over-year, a healthy 17% in constant currency, including great customer wins at companies like Bolt, Snowflake and Thermo Fisher. Service Cloud continues to help our customers deliver exceptional customer service experiences and reduce their customer service costs. Service Cloud grew 12% year-over-year or 16% in constant currency, approaching $2 billion in revenue for the quarter, with wins at Carl Zeiss, Dell and Fujitsu. Our Marketing and Commerce Clouds power the digital customer experiences for the world's greatest retailers and browns around the world, and together grew 12% year-over-year or 18% in constant currency, thanks to wins at companies like Banco Bradesco, Hugo Boss and Slack.

We just passed Black Friday and Cyber Monday, and I want to express my gratitude to our engineering teams. Our engineering teams again delivered unparalleled mission-critical reliability and scale to retailers around the world. Even lapping the pandemic, the sales process for our Commerce Cloud in Cyber Week increased 11% year-over-year. And our Marketing Cloud delivered nearly 49 billion messages in Cyber Week alone, up 21% year-over-year. We've now sent 1.4 trillion messages from our Marketing Cloud so far this year, just incredible. Our platform business, which includes Slack, grew 18% or 22% in constant currency, highlighted by wins at Japan Airlines, WorkSafe, Victoria and Zoom. Einstein Artificial Intelligence platform is now generating 194 billion predictions every single day across the Salesforce Customer 360 platform, up 57% year-over-year.

And Slack, which now powers collaboration and workflows across the entire Customer 360, grew 46% year-over-year. Slack is now handling more than 2.6 billion actions every single day and had great wins this quarter with companies like Rivian and Verizon. Data, which includes MuleSoft and Tableau, continues to be core to every digital transformation at every single one of our customers. Data grew 13% year-over-year or 16% in constant currency. We're seeing strong demand from MuleSoft, which reaccelerated in the quarter to 19% year-over-year growth or 23% in constant currency, with wins at brands like Western Union, SmileDirectClub and Kona. Integration transactions on the MuleSoft platform grew to $6.7 billion per day, up 33% year-over-year. Tableau grew at 8% year-over-year or 9% in constant currency, with wins in the quarter at Inter and McLaren Racing.

As a reminder, due to the way we recognize revenue in MuleSoft and Tableau, when the macro environment is difficult, we typically see the effects earlier and more pronounced in these businesses. We're confident in the opportunity ahead for Tableau, and we recently made changes to reaccelerate Tableau growth. This includes new leadership, and as importantly, new product integrations like revenue intelligence, a deep integration between Sales Cloud and Tableau that has become one of our fastest-growing add-on products. And finally, as we mentioned every quarter, our industry solutions continue to be a strength in our portfolio, with out-of-the-box processes that enable our customers to achieve faster time to value and lower implementation costs.

Even with the many successes in the quarter, we expect this increasingly challenging buying environment to continue next year. I'm confident that, Salesforce has never been more mission critical to our customers in this environment. And to wrap, I'm so grateful for our employees, our 80 million Trailblazers, and all of our customers and partners for helping lead the way with innovation, agility and resilience to navigate in these times. And before I pass it to you, Amy, I just want to express my personal gratitude to you. As I became the first-time CEO and you became a first-time CFO navigating the company and navigating our customers through these crisis, I'm so grateful for our relationship and for everything this company has done for me.

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Amy Weaver: Great. Bret, thank you. And let me just start by saying you, it has truly been a joy to work with you for the last six years. I am going to miss you carefully, but I'm also equally excited for you on your next steps, and I know they will be incredible success again. So taking that left turn to our results here. I am pleased to report another quarter of double-digit top and bottom line growth. Despite increasing macro pressure, revenue grew nearly 20% in constant currency. And as we discussed at our Investor Day in September, it's a new day for profitability. I'm very proud of our Salesforce team and all of our employees for generating record operating margin during Q3. Reiterating Marc's comments, profitable growth is a major focus as we lean in on best-in-class operational excellence across all aspects of our business.

As customers focus on optimizing time to value, driving cost savings and consolidating platforms and vendor relationships, we remain well positioned to support them through the current economic environment. Now to our results for Q3 fiscal year 2023, I'll begin with top line commentary. Total revenue for the third quarter was $7.84 billion, up 14% year-over-year, or 19% in constant currency. Foreign exchange continued to be a headwind to our results, as the dollar further strengthened throughout the quarter. For Q3, the total FX impact was $300 million, approximately $50 million more than we had forecast. A few highlights from the quarter. Again, as we outlined at Investor Day, we have three balanced growth pillars: Customer 360 Advantage, industry solutions and geographical expansion.

All of these continue to reflect the growing adoption of our portfolio across our customer base. First, multi-cloud adoption by our customer base continues. Customers with five or more clouds increased ARR by over 20%. Second, our industry solution continues to be a strong tailwind to our revenue growth. Seven of our 13 industry clouds grew ARR above 50% this quarter. In some of the highest performing industries, clouds in the quarter included energy and utilities, manufacturing and our recently announced Automotive Cloud. Finally, from a geographical perspective, Americas grew 16% year-over-year, EMEA grew 10%, 23% in constant currency, and APAC grew 14%, which is 30% in constant currency. And as you have heard, revenue attrition in Q3 was again below 7.5%, reflecting the value that our services are providing to the customer base in this tough operating environment.

Q3 non-GAAP operating margin was a strong 22.7%, driven by our ongoing focus on disciplined execution, our hiring slowdown and resource prioritization. Q3 GAAP EPS was $0.21 and non-GAAP EPS was $1.40. Mark-to-market accounting of the company's strategic investments increased GAAP and non-GAAP EPS by $0.02. Operating cash flow was $313 million in Q3, down 23% year-over-year. CapEx $198 million, resulting in free cash flow of $115 million, down 52% year-over-year, both driven by lower billings. Turning to remaining performance obligation, which represents all future revenue under contract. RPO ended Q3 at approximately $40 billion, up 10% year-over-year. Current remaining performance obligation, or CRPO, was approximately $20.9 billion, up 11% year-over-year and 15% in constant currency.

This includes one point of incremental FX headwinds beyond our Q3 guidance. And finally, Q3 was a milestone corridor for Salesforce. After announcing our first ever share repurchase program on the last earnings call, I am pleased to share that we returned $1.7 billion to shareholders during Q3. Before moving to our guidance, I'd like to comment on the current economic environment. You recall that last quarter we noted measured customer buying behavior really beginning in July. This led to elongated sales cycles, additional deal approval layers and deal compression, particularly in enterprise. As Q3 progressed, we saw an even more challenging buying environment, driving intense customer scrutiny on every investment dollar to ensure the highest return possible.

During Q3, this behavior was most pronounced in our US and major European markets, while Japan remains more resilient. From an industry perspective, the most impacted was retail, consumer goods and communications and media, while the more resilient for travel and hospitality, manufacturing, automotive and energy. And from a product perspective, we continue to see customer spending pressure in commerce and marketing. Now to our guidance. First, on revenue, we are pleased to maintain our fiscal year 2023 revenue guidance of $30.9 billion to $31 billion representing 17% growth year-over-year or 20% in constant currency despite an incremental $100 million FX headwind since our last call. This raises the total year-over-year FX headwind to $900 million.

In addition, our guidance includes flat at slightly above $1.5 billion. As you've already heard, we are deeply committed to expanding our profitability over the long term. I am proud that, we are raising our fiscal 2023 non-GAAP operating margin guidance to 20.7%, an increase of 200 basis points year-over-year. And this guidance also includes approximately 75 basis points of headwind from Slack. As a reminder, because our regional revenue and expenses are generally in the same currencies, there tends to be a natural FX hedge in our operating margin. For Q4, we expect GAAP EPS of $0.23 to $0.25 and non-GAAP EPS of $1.35 to $1.37. For the full year, we expect GAAP EPS of $0.55 to $0.57 and non-GAAP EPS of $4.92 to $4.94. CRPO growth for Q4 is expected to be approximately 7% year-over-year or 10% in constant currency.

This guidance continues to incorporate the more challenging trends in our customer behavior, as previously discussed. We now expect our fiscal 2023 operating cash flow guidance to be approximately 16%, which is at the lower end of our previous guidance, driven by lower billings. This includes a three-point headwind from cash taxes associated with tax law changes, requiring the capitalization certain R&D costs. We now expect CapEx to be approximately 2.5% of revenue for the fiscal year. This results in free cash flow growth of approximately 17% for the fiscal year. Before I close, I'd like to share a few thoughts on fiscal year 2024. As discussed, we are experiencing a very unpredictable macro environment as our customers are looking to ensure their businesses are also healthy for the long term.

Compounding that dynamic is an unprecedented foreign currency market. Therefore, at this time, we believe it will be pretty sure to provide revenue guidance for the next fiscal year. Now in terms of operating margin, we are driving operating discipline and following our playbook that Marc discussed to ensure that we are consistently expanding our operating margin in the face of top line headwinds. And as the leadership team, we're continuing to take a hard look at our cost structure. This is all part of our playbook, and we will continue to take steps that drive profitable growth. Of note, we intend to provide full FY 2024 guidance on our fourth quarter earnings call. So to close, we are helping our customers navigate the current macro environment by bringing much needed efficiencies to their digital strategy with a compelling value case.

Our commitment to disciplined decision-making is unwavering, and we are marching towards our fiscal 2026 target of at least 25% non-GAAP operating margin, inclusive of any capital allocation decision. And as our business grows, we will continue to target returning on average 30% to 40% of free cash flow annually to our shareholders. Now, Mike, should we open up the call for questions.

Mike Spencer: That's good. Thank you, Amy. Bo, we'll go to Q&A and we'll take the first question.

To continue reading the Q&A session, please click here.

Wed, 07 Dec 2022 05:22:00 -0600 en-US text/html https://finance.yahoo.com/news/salesforce-inc-nyse-crm-q3-182351421.html
Killexams : Morae Seamlessly Integrates Salesforce CRM with iManage using AdvoLogix Technology

Press release content from PR Newswire. The AP news staff was not involved in its creation.

SUGAR LAND, Texas, Dec. 8, 2022 /PRNewswire/ -- AdvoLogix®, a leading provider of cloud-based enterprise legal management solutions for Law Firms, Legal Departments, and Government Agencies, has expanded its suite of product offerings to include the ” iManage Integration for Salesforce, Powered by AdvoLogix.” The integration conjoins two of the world’s most prominent and sought-after technological ecosystems, iManage and Salesforce, and makes them both accessible directly within their respective environments.

Morae Global Corporation (Morae) is one of the largest iManage Cloud partners globally and has migrated over 1 billion documents to the iManage cloud. “Task switching is a time and productivity killer. Never in history have there been so many interruptions to avoid. Our integration makes those documents readily available to the Morae client-base without their ever having to leave their Salesforce CRM,” said Dan Bellopede, CRO of AdvoLogix.

“The integration of Salesforce and iManage has been long overdue in the legal technology industry. iManage is the market leader in legal document management, and Salesforce is the world’s leading CRM platform. The marriage of these two products is vital in terms of driving greater user productivity and collaboration,” said Chuck Davis, Managing Director of Morae’s North American Document Management business practice. “Formalizing a partnership between AdvoLogix and Morae makes sense from both a business and technology standpoint and enables us to provide even greater value to our clients.”

Bellopede added, “Our natively built integration is plug and play for both the Salesforce and iManage platforms and supports all of the functionality and user experience directly within each platform. This is a compelling proposition for world’s leading law firms and legal departments who need to ensure their teams can work together and across systems seamlessly. We’re so pleased to partner with Morae to empower the next-level of knowledge and document management.”

The legal industry is currently navigating a shift from legacy norms to smarter technology solutions. Dated practices are being examined with a critical eye as the need to embrace change becomes ever more crucial. AdvoLogix’s natively built integration capitalizes on this trend by bridging Salesforce and iManage with readily available technology solutions for the legal operations and beyond.

About AdvoLogix

Founded in 2006, AdvoLogix is a leading enterprise legal management solution that helps law firms, general counsel and state and local governments automate processes and simplify legal matter management. The AdvoLogix cloud-based enterprise legal management solution centralizes matter management, conforms to unique workflows and practice standards, and provides industry-leading security and reliability. AdvoLogix offers comprehensive configuration and integration with thousands of add-on applications to extend the solution to meet specific business needs. For more information, visit www.advologix.com and follow AdvoLogix on Twitter @AdvoLogix.

Media Contact
marketing@advologix.com

About Morae Global Corporation

Morae Global Corporation is trusted worldwide by leading law firms, legal departments, and compliance executives for the delivery of digital and business transformation solutions. Founded in 2015 by pioneers in the legal operations field, our vision is to execute legal + business strategies, resulting in lasting change, value and protection. Morae’s clients regularly refer us to their peers, our people stay with us, and our services keep clients ahead of what’s next. Morae offers the right people and technology needed by legal professionals across the globe, from our offices on four continents. Learn more at moraeglobal.com.

View original content to obtain multimedia: https://www.prnewswire.com/news-releases/morae-seamlessly-integrates-salesforce-crm-with-imanage-using-advologix-technology-301697740.html

SOURCE AdvoLogix

Thu, 08 Dec 2022 03:05:00 -0600 en text/html https://apnews.com/article/business-cba50c6361a548b59e1483a5fc1c0cb8
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