Atlassian Corp (TEAM) 2021 Q4 法說會逐字稿

Good afternoon.

下午好。

Thank you for joining Atlassian's Earnings Conference Call for the Fourth Quarter of Fiscal Year 2021.

感謝您參加 Atlassian 的 2021 財年第四季度收益電話會議。

As a reminder, this conference call is being recorded and will be available for replay from the Investor Relations section of Atlassian's website following this call.

提醒一下，本次電話會議正在錄音中，可在本次電話會議後從 Atlassian 網站的投資者關係部分重播。

I will now hand the call over to Martin Lam, Atlassian's Head of Investor Relations.

我現在將電話轉交給 Atlassian 的投資者關係主管 Martin Lam。

Sir, please go ahead.

先生，請繼續。

Good afternoon, and welcome to Atlassian's Fourth Quarter of Fiscal Year 2021 Earnings Call.

下午好，歡迎參加 Atlassian 2021 財年第四季度財報電話會議。

Thank you for joining us today.

感謝您今天加入我們。

On the call today, we have Atlassian's Co-Founder and Co-CEO, Mike Cannon-Brookes; and our Chief Financial Officer, James Beer.

在今天的電話會議上，我們有 Atlassian 的聯合創始人兼聯合首席執行官 Mike Cannon-Brookes；和我們的首席財務官 James Beer。

Earlier today, we issued a shareholder letter and press release with our financial results and commentary for our fourth quarter and full fiscal year 2021.

今天早些時候，我們發布了一封股東信函和新聞稿，其中包含我們對第四季度和 2021 財年的財務業績和評論。

The shareholder letter is available on Atlassian's Work Life blog and the Investor Relations section of our website where you will also find other earnings-related materials, including the earnings press release and supplemental investor datasheet.

股東信可在 Atlassian 的工作生活博客和我們網站的投資者關係部分找到，您還可以在其中找到其他與收益相關的材料，包括收益新聞稿和補充投資者數據表。

During the call today, we will make brief opening remarks and then spend the remainder of time on Q&A.

在今天的電話會議中，我們將做簡短的開場白，然後將剩餘的時間用於問答。

This call will include forward-looking statements.

本次電話會議將包括前瞻性陳述。

Forward-looking statements involve known and unknown risks, uncertainties and other factors that may cause actual results, performance or achievements to be materially different from any future results, performance or achievements expressed or implied by the forward-looking statements.

前瞻性陳述涉及已知和未知的風險、不確定性和其他因素，可能導致實際結果、業績或成就與前瞻性陳述中明示或暗示的任何未來結果、業績或成就存在重大差異。

You should not rely upon forward-looking statements as predictions of future events.

您不應依賴前瞻性陳述作為對未來事件的預測。

Forward-looking statements represent our management's beliefs and assumptions only as of the date such statements are made, and we assume no obligation to update or revise such statements should they change or cease to be current.

前瞻性陳述僅代表我們管理層在做出此類陳述之日的信念和假設，如果此類陳述發生變化或不再是最新的，我們不承擔更新或修改此類陳述的義務。

Further information on these and other factors that could affect the company's financial results is included in filings we make with the Securities and Exchange Commission from time to time, including the section entitled Risk Factors in our most recent Form 20-F and quarterly Form 6-K.

有關可能影響公司財務業績的這些和其他因素的更多信息包含在我們不時向證券交易委員會提交的文件中，包括我們最近的表格 20-F 和季度表格 6-中標題為風險因素的部分K。

During today's call, we will also discuss non-IFRS financial measures.

在今天的電話會議中，我們還將討論非國際財務報告準則財務措施。

These non-IFRS financial measures are in addition to and are not a substitute for or superior to measures of financial performance prepared in accordance with IFRS.

這些非 IFRS 財務指標是對根據 IFRS 編制的財務業績指標的補充，但不能替代或優於這些指標。

The reconciliation between IFRS and non-IFRS financial measures is available in our shareholder letter, earnings release and investor datasheet on the IR website.

國際財務報告準則和非國際財務報告準則財務措施之間的對賬可在我們的股東信函、收益發布和投資者數據表上的投資者關係網站上找到。

(Operator Instructions)

（操作員說明）

With that, I'll turn the call over to Mike for opening remarks.

有了這個，我將把電話轉給邁克做開場白。

Thanks for joining the call today, everyone, wherever you are in the world.

感謝大家今天加入電話會議，無論您身在何處。

Scott's out on holiday.

斯科特出去度假了。

So it’ll be just James and I taking your questions today.

所以今天只有詹姆斯和我回答你的問題。

We're in lockdown here in Australia.

我們在澳大利亞這里處於封鎖狀態。

So I hope you and your loved ones are safe, wherever you are.

所以我希望你和你所愛的人是安全的，無論你在哪裡。

As you've already read in our shareholder letter, our Q4 was a ripper of a quarter as we say down here.

正如您已經在我們的股東信中讀到的那樣，正如我們在這裡所說的那樣，我們的第四季度是四分之一的開膛手。

We added over 23,000 net new customers.

我們增加了超過 23,000 名淨新客戶。

We generated revenue of $560 million, up 30% year-over-year.

我們創造了 5.6 億美元的收入，同比增長 30%。

Importantly, we grew subscription revenue 50% year-over-year with cloud revenue up 47% year-over-year.

重要的是，我們的訂閱收入同比增長 50%，雲收入同比增長 47%。

And our cloud migration momentum continues to build.

我們的雲遷移勢頭繼續增強。

Our strong Q4 caps off another year that we're incredibly proud of.

我們強勁的第四季度結束了我們引以為豪的又一年。

We entered FY '21 staring down headwinds, and we exited stronger than ever before.

我們在逆風中進入 21 財年，但我們退出時比以往任何時候都更強大。

I'm proud of our resilience and our ability to execute during a difficult year.

我為我們在艱難的一年中的韌性和執行能力感到自豪。

We've continued to deliver innovation to technical and nontechnical teams, building new products and new capabilities on top of our world class cloud platform.

我們繼續為技術和非技術團隊提供創新，在我們世界級的雲平台之上構建新產品和新功能。

We surged past 200,000 customers and $2 billion in revenue.

我們擁有超過 200,000 名客戶和 20 億美元的收入。

We followed through on what we said that we would do.

我們按照我們所說的去做。

We played offense.

我們打進攻。

We've added more than 1,500 Atlassians to our team.

我們已經為我們的團隊增加了 1,500 多名 Atlassians。

And we'll continue to play offense into FY '22 and beyond.

我們將繼續在 22 財年及以後繼續進攻。

We still have a lot of work to do, but the opportunities in front of Atlassian have never been greater, and we're keen to seize those opportunities.

我們還有很多工作要做，但 Atlassian 面前的機會從未如此巨大，我們渴望抓住這些機會。

Before we move to Q&A, I want to take a moment to thank the thousands of Atlassians around the world whose resilience, passion and commitment drive the innovation that we continue to deliver to our customers every day, every month and every quarter.

在進行問答之前，我想花一點時間感謝全球成千上萬的 Atlassians，他們的韌性、熱情和承諾推動了我們每天、每月和每季度繼續為客戶提供的創新。

With that, I'll pass to the operator for your questions.

有了這個，我會把你的問題轉給接線員。

(Operator Instructions) Your first question comes from the line of David Hynes from Canaccord.

（操作員說明）您的第一個問題來自 Canaccord 的 David Hynes。

This is Luke on for DJ.

這是 DJ 的盧克。

So I just had a quick one, I guess, product-oriented, thinking about your ITSM capabilities, that whole solution set has been considerably bolstered over the last couple years starting with Jira Service Desk and adding incremental functionality with Opsgenie for incident management, Mindville for asset management, Confluence solves knowledge management.

因此，我猜想，我只是有一個面向產品的快速解決方案，考慮到您的 ITSM 功能，整個解決方案集在過去幾年中得到了相當大的支持，從 Jira Service Desk 開始，並使用 Opsgenie 添加用於事件管理的增量功能，Mindville對於資產管理，Confluence 解決了知識管理問題。

It feels like a really full complete solution at this point, which begs the question do you feel like there are other areas there that would still be logical additions to become part of the platform?

在這一點上感覺就像一個非常完整的解決方案，這引出了一個問題，你覺得那裡還有其他領域仍然可以成為平台的一部分嗎？

Thanks.

謝謝。

Maybe I can take that one.

也許我可以拿那個。

Look, we are extremely uniquely positioned in ITSM.

看，我們在 ITSM 中的定位非常獨特。

We see that positioning resonating with customers every single day.

我們看到這種定位每天都在與客戶產生共鳴。

As companies are increasingly blending the line between their software folk and their ops folk between dev and IT, however you say it, we have a single unified pane of glass, as we say, in JSM and then extending to the whole Atlassian family.

隨著公司越來越多地將他們的軟件人員和他們的運維人員在開發人員和 IT 之間的界限融合在一起，不管你怎麼說，我們在 JSM 中擁有一個統一的玻璃面板，然後擴展到整個 Atlassian 家族。

I think we've been very thoughtful and consistent in how we've grown that from 2, 3 years ago when we said we were doubling down on the IT space.

我認為，從 2、3 年前我們說我們在 IT 領域加倍投入時，我們在如何發展這一點上一直非常周到和一致。

And then almost every quarter or 6 months since then, you've seen a steady drumbeat of improvements as we've continued to build the capabilities and go after the opportunities that exist there.

從那時起，幾乎每個季度或每 6 個月，您都會看到持續不斷的改進鼓聲，因為我們繼續建立能力並追求那裡存在的機會。

We're still going to keep doing that.

我們仍將繼續這樣做。

And we believe in the opportunities in the broader IT space very deeply.

我們非常相信更廣泛的 IT 領域的機會。

We think we're the only company that can address those unique requirements as those companies head into future from 50-person companies all the way up to 500,000-person companies.

我們認為我們是唯一一家能夠滿足這些獨特要求的公司，因為這些公司從 50 人的公司一直到 500,000 人的公司邁向未來。

We're very unique in our breadth and span there, and you see it turning up in the results.

我們在那裡的廣度和跨度非常獨特，您會在結果中看到它。

So I guess I don't have a concrete answer other than we deeply believe in the opportunity in front of us in that area, and our uniqueness and position and it's -- I think it's showing in the business we're getting with customers.

所以我想我沒有一個具體的答案，除了我們堅信我們在這個領域面前的機會，以及我們的獨特性和地位，它——我認為它在我們與客戶的業務中得到了體現。

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

您的下一個問題來自摩根士丹利的 Keith Weiss。

Great quarter, guys, and a really fantastic end to the fiscal year.

偉大的季度，伙計們，財政年度的結束真是太棒了。

It really seems like something has catalyzed or something has shifted over the past 2 quarters.

在過去的兩個季度裡，似乎真的有什麼東西在催化或發生了一些變化。

You talked in the letter about the 70% acceleration of large customers coming over to cloud.

你在信中談到了大客戶轉向雲計算的 70% 加速。

Prior, you guys were a little bit more cautious on the pace of that transition.

之前，你們對過渡的步伐更加謹慎。

23,000 customer adds is just a eye-popping number compared to like the 8,000 you did a year ago.

與一年前的 8,000 次相比，增加 23,000 次客戶只是一個令人瞠目結舌的數字。

Is there something in particular -- is it the macro environment?

有什麼特別的——是宏觀環境嗎？

It's just like the product strategy gelling, the distribution strategy is gelling?

就像產品戰略膠凝，分銷戰略膠凝？

Is there something you could point to for that sort of what seems like a catalyst or an inflection point and the momentum on the cloud strategy in just like overall customer additions?

對於那種看起來像是催化劑或拐點的東西以及雲戰略的勢頭，就像整體客戶增加一樣，您有什麼可以指出的嗎？

Yes.

是的。

That's a -- look, I think, we're in a great position across the board, and we continue to take our long-term thoughts in mind.

這是一個 - 看起來，我認為，我們處於一個很好的位置，我們繼續考慮我們的長期想法。

If you think about the last year, in such a maelstrom, boneheaded moves that are really easy to make and we've kept our heads.

如果你想想去年，在這樣一個漩渦中，愚蠢的舉動真的很容易做出，而且我們一直保持頭腦清醒。

We've been very sensible about how we have made decisions throughout this last 12 to 18 months and continue to focus on the long term and focus on our customers.

在過去的 12 到 18 個月中，我們對如何做出決策非常明智，並繼續關注長期並關注我們的客戶。

And so the strength that you are seeing across the board in so many different areas comes from thousands of really smart, really thoughtful long-term decisions that we've made that are continuing to drive the pace and progress of Atlassian and the value to the customers.

因此，您在這麼多不同領域全面看到的優勢來自我們做出的數千個非常明智、非常深思熟慮的長期決策，這些決策繼續推動 Atlassian 的步伐和進步，以及對顧客。

I don't think anything particular has changed in the last 2 years in that philosophy and strategy, which I always say is more important than individual decisions.

我認為在過去的兩年中，這種理念和戰略沒有任何特別的變化，我總是說這比個人決定更重要。

You can certainly point to things like free, which has significantly expanded our funnel and ability to grow the customer number at various sites.

您當然可以指出諸如免費之類的東西，這極大地擴展了我們的渠道和在各個站點增加客戶數量的能力。

You can point to the continued integration of Trello.

您可以指出 Trello 的持續集成。

You yourself have probably asked the whole series of Trello questions over the last 4 years, and our answers have been very consistent and very much the same.

在過去的 4 年裡，您自己可能已經問過整個 Trello 問題系列，而我們的答案非常一致且非常相似。

And that is 4 years' worth of work from the Trello team and the -- all the parts of Atlassian in bringing that in and continue to make it part of the family.

這是 Trello 團隊 4 年的工作，以及 Atlassian 的所有部分將其引入並繼續使其成為家庭的一部分。

That continues to pay off as does our broader shift in migration to the cloud, which gives us a lot of fantastic capabilities for those customers right on top of our platform and all the other things that cloud brings us.

這繼續得到回報，我們向雲遷移的更廣泛轉變也帶來了回報，這為我們平台上的那些客戶以及雲為我們帶來的所有其他東西提供了許多出色的功能。

So I don't have a singular shift.

所以我沒有單一的轉變。

I don't think there's any individual thing that's changed.

我不認為有任何個別的事情發生了變化。

I think it's our 20 years of Atlassian history and making long-term decisions and continue to execute at a very, very high level against those decisions, that is -- that continues.

我認為這是我們 20 年的 Atlassian 歷史和製定長期決策，並繼續在非常、非常高的水平上執行這些決策，也就是說 - 繼續下去。

Your next question comes from the line of Rob Oliver from Baird.

您的下一個問題來自 Baird 的 Rob Oliver。

Mike, I've got one for you.

邁克，我有一個給你。

Just -- I saw that you quoted Randall Ward from Appfire in the investor letter.

只是——我看到你在投資者信中引用了 Appfire 的 Randall Ward。

And I think at least it strikes me one of the things we're seeing playing out for you guys is like the very methodical investments you've made in both the partner network and those who build apps on your platform.

而且我認為至少讓我感到震驚的是，我們看到你們正在發生的事情之一就是你們對合作夥伴網絡和在你們平台上構建應用程序的人進行了非常有條理的投資。

Now you're up over 700.

現在你已經超過700了。

Just wondered if we can just get an update on your philosophy there as that seems to me to be contributing nicely to the kind of early success you're having here in Enterprise, if I understand that right.

只是想知道我們是否可以在那裡獲得有關您的理念的最新信息，因為在我看來，如果我理解正確的話，這對您在 Enterprise 的早期成功做出了很好的貢獻。

And I might squeeze in one for James at the same time, just to say that you guys have set up some fairly conservative targets or at least they seem so to investors around to serve our customers and migration of businesses up through FY '23.

我可能會同時為詹姆斯擠進去，只是說你們已經設定了一些相當保守的目標，或者至少他們對周圍的投資者來說是這樣的，以便為我們的客戶和業務遷移服務到 23 財年。

And given the success you guys are having right now, whether there is any thought of sort of reconceiving those targets?

鑑於你們現在取得的成功，是否有任何重新考慮這些目標的想法？

Look, our channel marketplace continue to be extremely important pillars of the business going forward.

看，我們的渠道市場仍然是未來業務的極其重要的支柱。

They bring -- always have been and continue to do so in the cloud unique capabilities to our customers that we can't bring, right, and we really value them for that.

他們為我們的客戶帶來了——一直並將繼續在雲中為我們的客戶帶來我們無法帶來的獨特功能，對，我們對此非常重視。

They're in geographies, they're in industries, they're in parts of the world that we can't be, and that continues to be the case in the cloud.

他們在地理上，他們在行業中，他們在世界上我們無法到達的部分，雲中的情況仍然如此。

Broadly, you can see that's working.

從廣義上講，您可以看到這是有效的。

Again, in the shareholder letter, we said that our channel partner sales are up over 300% year-on-year when you look at their cloud sales.

同樣，在股東信中，我們說，當您查看他們的雲銷售時，我們的渠道合作夥伴銷售額同比增長超過 300%。

So we've done a lot of work to help our channel partners understand the cloud.

所以我們做了很多工作來幫助我們的渠道合作夥伴了解雲。

It's a big strength of Atlassian's business, and that's resonating with their customers that are our shared customers, and it’s -- that's really working.

這是 Atlassian 業務的一大優勢，這與他們的客戶產生了共鳴，他們是我們的共同客戶，而且 - 這確實有效。

Nothing different in the philosophy there.

那裡的哲學沒有什麼不同。

We have to get our customers through this migration journey, and we have to get the channel and our partners through the migration journey.

我們必須讓我們的客戶完成這個遷移之旅，我們必須讓渠道和我們的合作夥伴通過遷移之旅。

So we do a lot of that the driving, the cloud migration, but also cloud in general.

所以我們做了很多驅動，雲遷移，還有一般的雲。

Obviously, from the point of view of the technology partners in the marketplace, we continue to have great progress with Forge in terms of allowing both our customers and our partners to build and extend Atlassian products, which has always been a hallmark of our philosophy.

顯然，從市場上的技術合作夥伴的角度來看，在允許我們的客戶和合作夥伴構建和擴展 Atlassian 產品方面，我們繼續在 Forge 方面取得了長足的進步，這一直是我們理念的標誌。

We've always been highly extensible and believed in customers' ability to extend our products.

我們一直具有高度的可擴展性，並相信客戶有能力擴展我們的產品。

Forge is a way to do that that meets the cloud regulatory and compliance requirements that we've talked about that are incredibly challenging for SaaS businesses going forward, and we're really taking an engineering first approach to that.

Forge 是一種滿足雲監管和合規要求的方法，我們已經討論過這對 SaaS 業務的未來具有極大的挑戰，而且我們確實採取了工程優先的方法。

Forge allows us to solve those problems, gives great security and peace of mind to the customers using those extensions and technologies.

Forge 使我們能夠解決這些問題，為使用這些擴展和技術的客戶提供極大的安全性和安心。

And we continue to improve that.

我們將繼續改進這一點。

As we've mentioned, with more than 500 apps now on the Forge platform, both from third parties and customers, and we expect that number to continue to grow.

正如我們所提到的，Forge 平台上現在有 500 多個應用程序，來自第三方和客戶，我們預計這個數字會繼續增長。

So no change in broad philosophy to your question around the partner ecosystem, but we continue to help them, and they continue to help us on the long-term migration journey that we’re on.

因此，對於您關於合作夥伴生態系統的問題的廣泛理念沒有改變，但我們會繼續幫助他們，他們會繼續幫助我們完成我們正在進行的長期遷移之旅。

Rob, I will jump in for the second part of your question.

Rob，我會回答你問題的第二部分。

We're certainly pleased with the developing momentum that we have along the migrations timeline.

我們當然對遷移時間表上的發展勢頭感到滿意。

Mike mentioned the statistic with regard to our partners increasing there, migration sales activity, cloud orientation, 300% year-over-year.

Mike 提到了關於我們的合作夥伴在那裡增加的統計數據、遷移銷售活動、雲導向，同比增長 300%。

More broadly, we talked about a 2x volume of migrations year-over-year.

更廣泛地說，我們談到了每年 2 倍的遷移量。

And then I think another important element of this is that quarter-over-quarter, our larger customers we saw -- so those were 1,000 users plus.

然後我認為另一個重要因素是季度環比，我們看到的更大客戶 - 所以那些用戶超過 1,000 名。

We saw them growing migration activity 70% quarter-over-quarter.

我們看到他們的遷移活動環比增長了 70%。

So clearly, with those facts demonstrating nice momentum.

很明顯，這些事實顯示出良好的勢頭。

We came into this process with a little less than a year ago with around 30,000 server customers.

不到一年前，我們進入了這個過程，大約有 30,000 名服務器客戶。

So yes, we're pleased with our momentum.

所以，是的，我們對我們的勢頭感到滿意。

We've got plenty of work ahead of us.

我們有很多工作要做。

We have a ramp to execute on.

我們有一個斜坡要執行。

We feel good about our ability to execute on that ramp.

我們對自己在該坡道上的執行能力感到滿意。

But I think it's a little early to change our thinking around the overall timetable that we've spoken about and that is that we would expect around half of those customers to be migrating in fiscals '23 and '24.

但我認為現在改變我們已經談到的整體時間表的想法還為時過早，那就是我們預計這些客戶中約有一半將在 23 和 24 財年遷移。

And probably that would equate to something of the order of 2/3 of the larger customers migrating in that timetable.

這可能相當於在該時間表中遷移的大客戶的 2/3 左右。

The other thing I would mention is we're pleased with the early pace of the enterprise additions of our cloud products.

我要提到的另一件事是，我們對企業添加雲產品的早期步伐感到滿意。

And I think that will be another important element in terms of bringing more of these larger cloud -- excuse me, server customers to be ready to move over to the cloud.

我認為這將是帶來更多這些更大雲的另一個重要因素——對不起，服務器客戶準備好遷移到雲。

Moving on, your next question comes from the line of Tyler Radke from Citi.

繼續前進，您的下一個問題來自花旗的 Tyler Radke。

Yes.

是的。

You talked about your hiring plans in the letter.

你在信中談到了你的招聘計劃。

And it seemed like on the R&D side, as you've historically been focused there, that's where the bulk majority of your investments are going.

似乎在研發方面，正如你過去一直關注的那樣，這就是你大部分投資的去向。

I was wondering if you could just kind of talk about both the R&D and sales and marketing side.

我想知道你是否可以談談研發和銷售和營銷方面。

I guess, on R&D, what are you most focused on?

我想，在研發方面，您最關注的是什麼？

Is it cloud investment?

是雲投資嗎？

I know you have kind of talked about introducing some new products in the collaborative work management space.

我知道您談到了在協作工作管理領域引入一些新產品。

And then on the salesforce side just how much important is there in hiring sales reps to make these cloud transition to the enterprise customers where things are more complex.

然後在銷售人員方面，僱傭銷售代表以使這些雲過渡到事情更複雜的企業客戶有多麼重要。

I can take that one.

我可以拿那個。

Look, we continue to say that the people are really important to us.

看，我們繼續說人民對我們非常重要。

We've been -- made it quite clear in the shareholder letter, as we did a year ago.

就像我們一年前所做的那樣，我們已經在股東信中非常清楚地說明了這一點。

We're going to continue to take our opportunities on the front foot that we have, continue to build our team.

我們將繼續抓住我們所擁有的前腳機會，繼續建立我們的團隊。

Again, a year ago, we said, we'd be adding over 1,000 Atlassians.

再一次，一年前，我們說過，我們將增加 1,000 多名 Atlassians。

We ended up adding 1,500, which is a fantastic achievement in the year that we've had for our talent teams and everybody around the business that has continued to do that.

我們最終增加了 1,500 人，這對於我們的人才團隊和繼續這樣做的企業周圍的每個人來說都是一項了不起的成就。

Again, more than 1/3 -- I think more than 1/3 of our staff at this stage haven't stepped into an office at this point ever.

再次，超過 1/3 —— 我認為在這個階段我們超過 1/3 的員工在這一點上還沒有進入過辦公室。

So we've had some challenges.

所以我們遇到了一些挑戰。

It's been an interesting year for hiring, and we've done extremely well against that.

對於招聘來說，這是有趣的一年，我們在這方面做得非常好。

Part of what we're saying in the shareholder letter there is, we're going to continue to do that in the year ahead.

我們在股東信中所說的部分內容是，我們將在未來一年繼續這樣做。

We see the opportunity in front of us haven't been greater.

我們看到擺在我們面前的機會並沒有更大。

And we're going to continue to play offense on that side of things, and I expect this a lot of detail and questions around that.

而且我們將繼續在這方面進攻，我希望這有很多細節和問題。

You mentioned the R&D.

你提到了研發。

For sure, that is an area that we will be continuing to hire in.

當然，這是我們將繼續招聘的領域。

It's long been one of our hallmarks and the broader strategy of -- in the long-term investing heavily in R&D hasn't changed, and we will continue to be doing that.

長期以來，這一直是我們的標誌之一，更廣泛的戰略——從長遠來看，大力投資於研發並沒有改變，我們將繼續這樣做。

We've been successful in hiring fantastic engineering, design and product management staff all around the world, and we'll continue to do that in the year ahead.

我們已經成功地在世界各地招聘了出色的工程、設計和產品管理人員，我們將在未來一年繼續這樣做。

On hiring R&D and on sales and marketing, before getting to the second half of your question, TEAM Anywhere is a big and important strategy that I think investors would do well to understand.

在招聘研發以及銷售和營銷方面，在回答問題的後半部分之前，TEAM Anywhere 是一個重要的戰略，我認為投資者應該很好地理解這一點。

Our ability to hire staff all over the world to integrate them and to execute them into our culture is a big change in the last 12 to 18 months, and I believe, is an opportunity for us to both differentiate the company, but also to differentiate ourselves from competitors out there.

在過去的 12 到 18 個月裡，我們在世界各地僱傭員工以將他們整合併執行到我們的文化中的能力是一個巨大的變化，我相信，這對我們來說是一個讓公司與眾不同的機會，同時也是一個讓他們與眾不同的機會我們自己從競爭對手那裡。

And I believe it's starting to pay off.

我相信它開始得到回報。

We have a lot to learn in this area, but that's -- it's really, really important.

我們在這個領域有很多東西要學，但這真的非常重要。

You see that in R&D, but we're also going to see it in sales and marketing, the other areas that you mentioned in.

你在研發中看到了這一點，但我們也將在銷售和營銷中看到它，你提到的其他領域。

In terms of what R&D is focusing on, it's probably the same as it always has been.

就研發的重點而言，它可能與以往一樣。

We have a fantastic set of products that have huge opportunities in front of them in our 3 major markets.

我們擁有一系列出色的產品，在我們的 3 個主要市場中擁有巨大的機遇。

We've talked about Point A little bit last quarter.

我們在上個季度談到了一點點。

We have 5 products in the Point A program at the moment that we are codeveloping with customers and collaborating on.

目前，我們正在與客戶共同開發和合作的 Point A 計劃中有 5 種產品。

All of them are resonating very well at this stage in a whole series of different areas across our 3 markets.

在這個階段，所有這些都在我們三個市場的一系列不同領域產生了很好的共鳴。

And so we will continue to invest in furthering those products and capabilities.

因此，我們將繼續投資於進一步提升這些產品和功能。

And our broader cloud platform, the enterprise aspects of the cloud platform all the way up to the scale aspects of our cloud platform, what we are intending to -- trying -- what we are doing at a world-class scale in our cloud platform is an extremely nontrivial effort.

還有我們更廣泛的雲平台，雲平台的企業方面一直到我們雲平台的規模方面，我們打算——嘗試——我們在雲平台中以世界級規模做的事情是一項極其重要的努力。

And so there's a lot of R&D and engineering investment that goes into continuing to maintain that platform and improve it day in, day out on behalf of the customers.

因此，有大量的研發和工程投資用於繼續維護該平台並代表客戶日復一日地改進它。

Sales and marketing wise, again, we're being very consistent to our strategy.

在銷售和營銷方面，我們再次與我們的戰略保持一致。

We have a high velocity sales and marketing model that I'm sure you’re well familiar with.

我們有一個高速銷售和營銷模式，我相信你很熟悉。

We are continuing to see the opportunities that are in front of us with our sales and marketing staff, and that goes all the way from the marketing team in landing thousands and thousands of customers every quarter up to our Enterprise sales teams that work with our largest customers and continuing to deliver value to them in the largest customers in our customer base.

我們將繼續與我們的銷售和營銷人員一起看到擺在我們面前的機會，這從營銷團隊一直到每個季度吸引成千上萬的客戶，一直到與我們最大的企業銷售團隊合作並繼續通過我們客戶群中最大的客戶為他們創造價值。

Your next question comes from the line of Gregg Moskowitz from Mizuho.

您的下一個問題來自瑞穗的 Gregg Moskowitz。

Congratulations on not only a terrific quarter, but what has also been a transformative year for Atlassian.

祝賀這不僅是一個了不起的季度，而且對於 Atlassian 來說也是變革性的一年。

So for -- I think one of the most impressive data points in my view was the significant acceleration in cloud revenue, 47% year-over-year versus 35% the prior quarter.

因此，我認為我認為最令人印象深刻的數據點之一是雲收入的顯著增長，同比增長 47%，而上一季度為 35%。

Obviously, cloud is ratably recognized.

顯然，雲是公認的。

But James, if you could speak to what drove this degree of acceleration, that would be helpful.

但是詹姆斯，如果你能談談是什麼推動了這種程度的加速，那將是有幫助的。

And then for Mike, just getting back to large customer cloud migrations up 70% quarter-over-quarter, what, if anything, do you think has changed over the past 90 days to get large customers more comfortable with migrating that, again, might drive that sort of increase.

然後對於 Mike，剛剛回到大客戶雲遷移的季度環比增長 70%，如果有的話，您認為在過去 90 天內發生了哪些變化，以使大客戶對遷移更加滿意，再次，可能推動這種增長。

Gregg, I can take the first part of your question around the cloud revenue.

Gregg，我可以回答你關於雲收入的問題的第一部分。

Really pleased with the underlying performance of the business.

對業務的基本表現感到非常滿意。

I would point to 3 particular drivers.

我會指出 3 個特定的驅動程序。

The premium editions that have been in the marketplace for a year or 2 now are proving to be very much popular with our customers.

已經在市場上銷售一年或兩年的高級版現在被證明非常受我們客戶的歡迎。

We continue to see a nice development in the proportion of the total number of customers who are choosing the premium edition.

我們繼續看到選擇高級版的客戶總數的比例有很好的發展。

And we're very much following a strategy we've talked about really for a long time now and that is very consistently adding new functionality, new capability to these editions.

而且我們非常遵循我們已經討論了很長時間的策略，那就是始終如一地為這些版本添加新功能和新功能。

And as we do that, there's a greater and greater pool of our Standard cloud customers and indeed others who are migrating over from a behind-the-firewall product.

當我們這樣做時，我們的標準雲客戶群以及實際上正在從防火牆後產品遷移過來的其他客戶群越來越多。

There's an increasing attraction to these expanding capabilities of the premium offer.

高級產品的這些擴展功能越來越有吸引力。

Now we're just getting going with the Enterprise edition.

現在我們剛剛開始使用企業版。

And I just think that this is another illustration of this long-term strategy to have a full ladder, if you will, really starting with Free, then Standard, Premium and then Enterprise edition.

而且我只是認為，如果您願意的話，這是擁有完整階梯的長期戰略的另一個例證，真正從免費開始，然後是標準版、高級版，然後是企業版。

So that's an important strategy for us that I feel we're executing very well on.

所以這對我們來說是一個重要的戰略，我覺得我們執行得很好。

The second thing I'd point to is just the expansion of the number of users at our current customers.

我要指出的第二件事就是我們當前客戶的用戶數量的增加。

That continues to go very nicely, consistent, obviously, with the value that our customers are seeing in utilizing our cloud products.

顯然，這與我們的客戶在使用我們的雲產品時所看到的價值保持了很好的一致。

And then I think the third thing I would point to is improving rates around churn.

然後我認為我要指出的第三件事是提高流失率。

There are a few things going on here that I think are very much illustrative of the long-term strategies that we have been pursuing.

我認為這裡發生的一些事情非常能說明我們一直在追求的長期戰略。

What we are finding is that initially Free edition customers who then converts to a paid plan are stickier.

我們發現，最初免費版的客戶後來轉換為付費計劃的粘性更強。

We see the same thing for our customers who choose the Premium plans, and my expectation would be consistent with Enterprise.

對於選擇高級計劃的客戶，我們看到了同樣的情況，我的期望與企業版一致。

We'll see how that plays out in the next year or 2. And then perhaps not surprisingly, those who are migrating from behind the firewalls to the cloud offerings are also stickier.

我們將在明年或 2 年看到這將如何發揮作用。然後也許不足為奇的是，那些從防火牆後面遷移到雲產品的人也更有粘性。

So you've got a few different drivers there, in addition to the fact that for the last year, 18 months or so, we've had a variety of specific initiatives where we have used our understanding of the marketplace and the different dynamics as to usage of the cloud products to be able to identify potential areas where we might see churn, and we've been able to work to get in front of those customers and change their minds.

所以你有幾個不同的驅動因素，除了在過去的一年裡，大約 18 個月，我們有各種各樣的具體舉措，我們利用我們對市場的理解和不同的動態作為使用雲產品能夠識別我們可能會看到流失的潛在領域，並且我們已經能夠努力吸引這些客戶並改變他們的想法。

And so that's been another important driver of the cloud business.

因此，這是雲業務的另一個重要驅動力。

One other thing to remember, although I would say also in migrations per se, relatively small impact on the cloud growth rate thus far.

另一件要記住的事情，雖然我也會說遷移本身，但到目前為止對雲增長率的影響相對較小。

And then the other thing to remember is that this time last year, we talked in Q4 of fiscal '20 about the fact that we had about a $10 million revenue headwind as a result of the lockdowns that were ensuing in many parts of the world in those months.

然後要記住的另一件事是，去年這個時候，我們在 20 財年第四季度談到了這樣一個事實，即由於 2019 年世界許多地方隨後的封鎖，我們有大約 1000 萬美元的收入逆風。那幾個月。

And really that all was impacting our cloud business.

實際上，這一切都在影響我們的雲業務。

So that's made the comp in this Q4, fiscal '21, a little bit easier as well.

因此，這也使 21 財年第四季度的比賽變得更加容易。

But a variety of those drivers that I mentioned that are really proving to yield a very strong tailwind for our cloud business generally.

但是，我提到的各種驅動因素確實為我們的雲業務帶來了非常強勁的順風。

Super helpful.

超級有幫助。

And then, Mike, if you had any quick thoughts on what's driving some larger customer cloud migrations that would be great as well.

然後，邁克，如果您對推動一些更大的客戶雲遷移的原因有任何快速的想法，那也很好。

Yes, Gregg, it's probably the -- some of the factors we've talked about earlier.

是的，格雷格，這可能是我們之前討論過的一些因素。

For sure, the channel getting more comfortable with cloud is probably one aspect that I mentioned that is driving that.

可以肯定的是，渠道越來越適應云可能是我提到的推動這一點的一個方面。

We see more -- obviously, the larger the customer is, the more likely they are some sort of partner helping them.

我們看到的更多——顯然，客戶越大，他們就越有可能成為幫助他們的某種合作夥伴。

So that's continuing to build momentum which is good.

因此，這將繼續建立良好的勢頭。

The second thing, I would say, is we continue to work hard, and it's not particularly in the last quarter as much as over the last few years on the Enterprise additions and the capabilities that come with them from access through Premium and Enterprise, as James has mentioned, continuing to resonate with customers.

第二件事，我想說的是，我們繼續努力工作，在上個季度並沒有像過去幾年那樣特別關注 Enterprise 的新增功能以及通過 Premium 和 Enterprise 訪問所帶來的功能，因為詹姆斯提到，繼續與客戶產生共鳴。

And those all have long-term road maps that we have in our public cloud road map about what we're adding to them over time.

這些都有長期的路線圖，我們在我們的公共雲路線圖中都有關於我們隨著時間的推移向它們添加的內容。

So our customers are not just buying into what we've done over the last 12 months, but what we have coming up in our -- the more the customers see us deliver against that road map, when we told you, here are the things we're going to do each quarter for the next year, then we go do them that builds confidence in that part of the customer base -- well, in all the customer base, but particularly in that part of the customer base.

因此，我們的客戶不僅購買了我們在過去 12 個月中所做的事情，而且還購買了我們即將推出的產品——當我們告訴您時，客戶看到我們根據該路線圖交付的東西越多，這就是事情我們將在明年的每個季度都做，然後我們去做那些建立對那部分客戶群的信心的事情——嗯，在所有客戶群中，尤其是在客戶群的那部分。

And the third thing is just continuing to deliver against some of the performance and scale and governance capabilities that the large Enterprise customers require.

第三件事是繼續提供大型企業客戶所需的一些性能、規模和治理能力。

You saw that in the last year with things like data residency, and we'll continue to do that more broadly.

你在去年看到了數據駐留之類的事情，我們將繼續更廣泛地做這件事。

And if there's a fourth one, it's probably our platform capabilities continuing to evolve in the Enterprise direction.

如果還有第四個，那可能是我們的平台功能繼續朝著企業方向發展。

So automation capabilities, smart at scale that do resonate with the larger customers because the big you are, the more data you have, the more teams and more users, the more sort of smart AI machine learning-driven features actually come to help you because we can set them on that data file much more quickly for you.

因此，大規模智能的自動化功能確實會引起更大客戶的共鳴，因為您規模越大，擁有的數據越多，團隊和用戶越多，智能人工智能機器學習驅動的功能實際上就會幫助您，因為我們可以為您更快地將它們設置在該數據文件上。

Automation features, all the things in the platform that we continue to build for the largest customers.

自動化功能，我們繼續為最大客戶構建的平台中的所有內容。

It's probably a small part of all of that collection factors that's driving that success.

這可能只是推動成功的所有收集因素的一小部分。

Your next question comes from the line of James Fish from Piper Sandler.

您的下一個問題來自 Piper Sandler 的 James Fish。

Congrats on the quarter, and ripper in the quarter is understating it.

恭喜本季度，本季度的開膛手低估了它。

I guess going back to this idea of Free to Premium to Enterprise.

我想回到從免費到高級到企業的想法。

I guess maybe walk us through a little bit more of the details on the adoption curve of Standard to Premium to Enterprise.

我想可能會帶我們了解更多關於從標準到高級到企業的採用曲線的細節。

And any sense to the mix within those buckets at this point?

在這一點上，這些桶中的混合有什麼意義嗎？

And how long it takes to move up the stack on average?

平均向上移動堆棧需要多長時間？

Or why customers might not be moving up at this point but could move up over the next 12 months?

或者為什麼客戶在這一點上可能沒有上升，但在接下來的 12 個月內可能會上升？

Yes.

是的。

One of the things I'd start by saying is how the Free editions have really expanded the top of our marketing funnel in an impressive way.

我首先要說的一件事是免費版如何以令人印象深刻的方式真正擴展了我們的營銷渠道的頂端。

We talked in prior quarters about a 3x type factor.

我們在前幾個季度談到了 3x 類型因子。

And frankly, as each quarter goes by, we continue to refine the experience, if you will, that the user has with our Free offering, making it easier to invite others in, on their team, not requiring someone to go through an admin, you would change the trial lengths and so forth associated with the move up to Standard.

坦率地說，隨著每個季度的流逝，如果您願意的話，我們會繼續改進用戶通過我們的免費產品獲得的體驗，讓他們更容易邀請其他人加入他們的團隊，而不需要有人通過管理員，您將更改與升級到標準相關的試用期等。

So we continue to refine the way the user experiences and gains value from our Free offering, but then also is introduced to the additional benefits of the Standard paid plan.

因此，我們繼續改進用戶體驗的方式並從我們的免費產品中獲得價值，但隨後也介紹了標準付費計劃的額外好處。

And so very pleased with how, as we study the different monthly cohorts that have started with Free over the last year or so, how they are moving increasingly towards the paid plans to the degree that we feel very comfortable with the long-term economics of offering free versions of Jira Software, Confluence and Jira Service Management into the market.

非常高興，當我們研究在過去一年左右開始使用免費的不同月度隊列時，他們如何越來越多地轉向付費計劃，以至於我們對長期經濟狀況感到非常滿意向市場提供免費版本的 Jira Software、Confluence 和 Jira Service Management。

And I think that was one of the key initiatives of this last fiscal year that will serve us well out over many years to come.

我認為這是上一財年的關鍵舉措之一，它將在未來很多年為我們服務。

In terms of Premium, yes, we started off 18 months, 2 years or so ago with a relatively modest package of incremental functionality versus the Standard plan.

就高級版而言，是的，我們在 18 個月、2 年左右前開始使用相對於標準版計劃相對適度的增量功能包。

And not surprisingly, and we expected this, it was a relatively modest take-up, but that was just getting us out of the gates, if you will.

毫不奇怪，我們預料到了這一點，這是一個相對溫和的吸收，但這只是讓我們走出大門，如果你願意的話。

And we have, as I mentioned in one of our earlier comments, really routinely expanded what's available in that Premium offering, and we will continue to do that in the years to come.

正如我在之前的評論中提到的那樣，我們確實經常擴展該高級產品中的可用內容，我們將在未來幾年繼續這樣做。

And we've been very pleased with how Jira Software, Jira Service Management and Confluence Premium editions have increased their impact on the overall proportion of cloud customers.

我們對 Jira Software、Jira Service Management 和 Confluence Premium 版本如何增加其對雲客戶總體比例的影響感到非常滿意。

And then we're just really getting started with Enterprise.

然後我們才真正開始使用 Enterprise。

Very early days, but encouraging development thus far.

非常早期，但迄今為止令人鼓舞的發展。

And again, well, this is one of our key areas of focus for R&D development.

同樣，這是我們研發發展的重點領域之一。

And I would expect us to continue to build momentum around the Enterprise editions over the next year or 2. Mike, what would you add to that?

我希望我們在未來一兩年內繼續圍繞企業版建立動力。邁克，你會補充什麼？

James Fish, I think James Beer did a fantastic job actually answering that question.

James Fish，我認為 James Beer 在回答這個問題時做得非常出色。

The only one small element of color I would add, and it may be taken for granted, but I just want to make sure everyone understands.

我要添加的唯一一點顏色元素，可能被認為是理所當然的，但我只想確保每個人都能理解。

A customer does not need to buy one edition across the board.

客戶不需要全面購買一個版本。

So one of our advantages in having a family of products is the adoption curves of each product can go at the pace of the particular customer or group to partner within that customer set of teams, whoever is using that particular product.

因此，我們擁有一系列產品的優勢之一是每個產品的採用曲線可以按照特定客戶或團隊的步伐與該客戶團隊合作，無論誰使用該特定產品。

This is where our ladder is very consciously designed to be customer-friendly and customer-first and is really starting to resonate.

這就是我們的梯子非常有意識地設計為客戶友好和客戶至上的地方，並且真正開始引起共鳴。

So an example there is you could use, Jira Software Enterprise edition or Premium edition in a large company because you have a very mature engineering organization with a lot of capabilities and adopt Confluence Free with a small group of 10 people alongside that as you start to learn about how Confluence can add to your software team.

舉個例子，您可以在大公司中使用 Jira Software Enterprise 版或 Premium 版，因為您有一個非常成熟的工程組織，具有很多功能，並在您開始使用 Confluence Free 時與一小群 10 人一起使用了解 Confluence 如何添加到您的軟件團隊。

As that Confluence deployment grows, you probably move into Standard and you probably move into Premium over time if it's a large company.

隨著 Confluence 部署的增長，您可能會遷移到 Standard，如果它是一家大公司，您可能會隨著時間的推移遷移到 Premium。

And the user base continues to grow, and we have success, right, with your usage.

用戶群繼續增長，我們取得了成功，對，您的使用。

So a single customer can buy different editions of different products at the same time depending on their adoption of each of the different areas and opportunities and markets that we have.

因此，單個客戶可以同時購買不同版本的不同產品，具體取決於他們對我們擁有的每個不同領域、機會和市場的採用。

That's designed like that on purpose so that customers can grow at their own pace in different areas.

這是故意這樣設計的，以便客戶可以在不同領域按照自己的節奏發展。

Your next question comes from the line of Keith Bachman from BMO.

您的下一個問題來自 BMO 的 Keith Bachman。

The first one, I think, is for you, Mike.

第一個，我想，是給你的，邁克。

I wanted to hear a little bit about platform paradigm.

我想听聽一些關於平台範式的信息。

What I mean by that is, where do you think you are now in terms of say, the cloud offering, particularly targeting those large Enterprise customers that James mentioned would still be migrating late in the cycle.

我的意思是，您認為您現在在雲產品方面處於什麼位置，特別是針對 James 提到的那些仍將在周期後期遷移的大型企業客戶。

Where are you in terms of the capabilities on the cloud versus server versus data center?

就雲、服務器和數據中心的功能而言，您在哪裡？

And how might that change over the next year or so in terms of reaching feature parity to already -- to catalyze the great momentum you've already started with?

並且在未來一年左右的時間裡，在達到與已經相同的功能方面，這種情況會如何改變——以催化你已經開始的巨大勢頭？

Great question.

好問題。

Look, we are -- firstly, it should be said that our -- we're very early in the migration journey.

看，我們 - 首先，應該說我們的 - 我們處於遷移旅程的早期階段。

This is -- as we've said repeatedly, this is a multiyear journey, and we will continue to evolve with our customers as we go through that journey.

這是 - 正如我們反复說過的那樣，這是一個多年的旅程，隨著我們的旅程，我們將繼續與我們的客戶一起發展。

The capabilities of the cloud, it should be mentioned firstly, are incredibly unique already.

首先應該提到的是，雲的功能已經非常獨特。

So the cloud had some big differentiations in terms of its capabilities that already give you a choice between the 2, deployment option.

因此，雲在其功能方面有一些很大的差異，已經讓您在 2、部署選項之間進行選擇。

And then we continue to build out our enterprise capabilities, you mentioned the very largest customers.

然後我們繼續建立我們的企業能力，你提到了最大的客戶。

You saw that in the last couple quarters with data residency and continuing to improve things like FedRAMP and a lot of other compliance requirements and enterprise requirements.

您在過去幾個季度中看到了數據駐留並繼續改進 FedRAMP 等許多其他合規性要求和企業要求。

Again, we have a public road map.

同樣，我們有一個公共路線圖。

We explain to customers where we are at that road map and how we're executing against that.

我們向客戶解釋我們在該路線圖上的位置以及我們如何執行該路線圖。

That's really resonating with those larger customers.

這真的引起了那些大客戶的共鳴。

So I think we're in a really good spot in terms of how we go through that journey.

所以我認為就我們如何度過這段旅程而言，我們處於一個非常好的位置。

As we've said, it had a relatively modest impact on FY '21, and we are early in that journey over time as we continue to power through that.

正如我們所說，它對 '21 財年的影響相對較小，隨著時間的推移，我們處於這一旅程的早期，因為我們將繼續努力。

And those customer migrations are coming from server and data center.

這些客戶遷移來自服務器和數據中心。

It should be said for the largest customers that you mentioned in data center, often that journey is not a singular step.

應該說，對於您在數據中心中提到的最大客戶來說，這個旅程通常不是一個單一的步驟。

So that customer can choose to move -- they might have 10,000 users, let's say, on data center and they choose to move 500 or 1,000 of them to the cloud for a particular purpose.

這樣客戶就可以選擇遷移——他們可能有 10,000 個用戶，比如說，在數據中心，他們選擇將 500 或 1,000 個用戶遷移到雲中以用於特定目的。

Maybe it's a unique geographic office.

也許這是一個獨特的地理辦公室。

Maybe it is a large project group, department within the company.

也許是公司內部的一個大型項目組，部門。

That is a behavior that we see often where they will move 500 to 1,000 customers -- users, sorry, to the cloud to test to us.

這是我們經常看到的一種行為，他們會將 500 到 1,000 名客戶——用戶，抱歉，轉移到雲上測試給我們。

And we like that.

我們喜歡這樣。

That lets us demonstrate our capabilities, it lets us demonstrate our enterprise strengths to that customer.

這讓我們可以展示我們的能力，讓我們向該客戶展示我們的企業優勢。

And we are confident that we can give them a great experience, give them a great total cost of ownership equation with the cloud offering.

我們相信，我們可以為他們提供出色的體驗，通過雲產品為他們提供出色的總體擁有成本等式。

That will then resonate through the remainder of those users.

然後，這將引起其餘用戶的共鳴。

So that customer becomes a customer of both cloud and data center in that example.

因此，在該示例中，該客戶成為雲和數據中心的客戶。

And then over time, we would hope that they would move the rest as we demonstrate our capabilities.

然後隨著時間的推移，我們希望他們能夠在我們展示我們的能力時推動其餘部分。

Yes.

是的。

Just to add on one fact to.

只是為了補充一個事實。

Thanks to that, Mike.

多虧了這一點，邁克。

We're now seeing the 25% of our seats migrating into the cloud are coming from the data center.

我們現在看到遷移到雲中的 25% 的席位來自數據中心。

And obviously, the data center is where we've tended to have our larger customers.

顯然，數據中心是我們傾向於擁有更大客戶的地方。

And so again, I think, as the cloud Enterprise editions become more and more capable, I would expect that that trend of data center to cloud migrations will only increase in the next 2-plus years.

同樣，我認為，隨著雲企業版變得越來越強大，我預計數據中心到雲遷移的趨勢只會在未來 2 年多的時間裡增加。

Moving on, our next question comes from the line of Ari Terjanian from Cleveland Research.

繼續前進，我們的下一個問題來自 Cleveland Research 的 Ari Terjanian。

Congratulations on the great results.

祝賀偉大的結果。

Just want to double click on the cloud performance.

只想雙擊雲性能。

I was wondering if there are any patterns you've seen, any surprises in terms of the type of customer among these larger enterprise.

我想知道您是否看到過任何模式，在這些大型企業中的客戶類型方面是否有任何意外。

It seems like growth in America has only decelerated 200 basis points.

美國的增長似乎只減速了 200 個基點。

Is it fair to say most of these are the type of customers you would expect in terms of geography or vertical?

公平地說，其中大多數是您在地理或垂直方面所期望的客戶類型嗎？

Or are you starting to see some more nontraditional customers start to migrate to cloud as well?

或者您是否開始看到更多非傳統客戶也開始遷移到雲？

Yes.

是的。

Just a thought on that.

只是一個想法。

One of the things, we actually shared a little bit about it a quarter or so ago is that we're quite pleased with how we're seeing more cloud take-up within Europe, Middle East, Africa region.

其中一件事，我們實際上在大約一個季度前分享了一點關於它的信息，我們很高興看到歐洲、中東、非洲地區越來越多的雲使用量。

And that has been a part of the world that has been very, very focused on utilizing behind-the-firewall type solutions.

這是世界上非常非常專注於利用防火牆後類型解決方案的一部分。

And so we're pleased to see our European-based partners really taking on the opportunity, understanding the value to their customers of our cloud offerings and then obviously, the customers themselves.

因此，我們很高興看到我們的歐洲合作夥伴真正抓住機會，了解我們的雲產品對他們的客戶的價值，然後顯然是客戶自己。

So again, relatively early days versus say the Americas, where I would say there has been a longer history of wide scale cloud adoption.

再說一次，相對於美洲來說，相對較早的日子，我想說美洲大規模雲採用的歷史更長。

And so we're encouraged by that, and obviously, we'll continue to work at that angle.

所以我們對此感到鼓舞，顯然，我們將繼續在這個角度工作。

Your next question comes from the line of George Iwanyc from Oppenheimer.

您的下一個問題來自奧本海默的 George Iwanyc。

Mike, with the context of continuing to be on offense, can you maybe share some color what you're seeing on the competitive front, maybe broadly speaking.

邁克，在繼續進攻的背景下，你能否分享一些你在競爭前線看到的顏色，也許是廣義的。

And then specifically, maybe a progress with work automation and work management.

然後具體來說，可能是工作自動化和工作管理方面的進步。

Sure, mate.

當然，伙計。

I can talk about that.

我可以談談那個。

We're -- look, we continue to be, as we always have, philosophically aware of what competitors are doing.

我們 - 看，我們繼續像往常一樣，從哲學上了解競爭對手在做什麼。

But we absolutely don't focus on that or on them.

但我們絕對不關注那個或他們。

We always try to put customers first in a big, big way.

我們總是試圖以大、大的方式把客戶放在第一位。

And it's very easy to say that.

說起來很容易。

I would say that Atlassian is a company that actually does that, and we have done for a very long time.

我想說的是，Atlassian 是一家真正做到這一點的公司，而且我們已經這樣做了很長時間。

The -- not really any change in the competitive landscape, I would say, is a brief answer over the last quarter.

我想說的是，競爭格局實際上並沒有任何變化，這是對上個季度的簡短回答。

We continue to be really positive about the opportunities we have and where we sit with our customers.

我們繼續對我們擁有的機會以及我們與客戶坐在一起的位置持積極態度。

Talking broadly about work automation, work management, obviously, it's a very, very large space, continues to be so.

廣泛談論工作自動化，工作管理，顯然，這是一個非常非常大的空間，繼續如此。

We have a number of different offerings targeting that space with customers that resonate very strongly for a whole series of different reasons.

我們有許多不同的產品針對該領域的客戶，這些產品由於一系列不同的原因而引起強烈共鳴。

Trello continues to power along very strongly.

Trello 繼續非常強大。

We're very happy with where Trello sits, and how it has continued to grow over the last year.

我們對 Trello 所處的位置以及它在過去一年中的持續增長感到非常滿意。

That team has done a fantastic job.

那支球隊做得非常出色。

And that is -- that's an exciting area for our business and continues to be so.

那就是 - 這對我們的業務來說是一個令人興奮的領域，並且將繼續如此。

Inside Point A, in terms of innovation and new capabilities, again, Jira Work Management is doing some really excellent work at connecting the Jira family into some of those really exciting areas.

在 A 點內部，在創新和新功能方面，Jira 工作管理再次做了一些非常出色的工作，將 Jira 大家庭與一些真正令人興奮的領域聯繫起來。

It leverages our automation platform, leverages our cloud platform in really good ways to bring the rigor and structure of Jira, which is very needed by a lot of parts of a lot of enterprises into that broader work management arena.

它利用了我們的自動化平台，以非常好的方式利用了我們的雲平台，將 Jira 的嚴謹性和結構帶入了更廣泛的工作管理領域，這是許多企業的許多部分都非常需要的。

And so we're very excited.

所以我們非常興奮。

Obviously, extremely early days for Jira Work Management.

顯然，對於 Jira 工作管理來說，還處於非常早期的階段。

It's only been in the wild for 3 to 6 months at this stage, and continues to be part of the Point A program because we're really collaborating deeply with our customers about how to continue to grow that.

在這個階段，它只在野外出現了 3 到 6 個月，並且繼續成為 Point A 計劃的一部分，因為我們正在與我們的客戶就如何繼續發展它進行深入合作。

All the way across to, I would say, Halp is a good example of a product that is taking alternative view to how work management can be done.

一直到，我想說的是，Halp 是一個很好的產品示例，它對如何完成工作管理採取了另一種觀點。

Halp is a messaging-based service provision tool, a lot of parts of enterprises are actually about one team servicing another team.

Halp 是一種基於消息傳遞的服務提供工具，企業的很多部分實際上是關於一個團隊為另一個團隊服務。

We think about that in the ITSM context, obviously.

顯然，我們在 ITSM 環境中考慮這一點。

But if you look at service-driven organizations in a broader sense, we're going to have to continue to find new ways for teams to service other teams, be that our legal team or our interactive marketing team, and Halp is really resonating strongly because the messaging-based paradigm is a very new one.

但如果你從更廣泛的意義上看服務驅動的組織，我們將不得不繼續為團隊尋找新的方式來服務其他團隊，無論是我們的法律團隊還是我們的互動營銷團隊，Halp 確實引起了強烈的共鳴因為基於消息傳遞的範例是一個非常新的範例。

So we have a lot of very unique capabilities in the broader work management space.

因此，我們在更廣泛的工作管理領域擁有許多非常獨特的能力。

And I would say, my excitement is extremely high about all of the different investments that we have.

我想說，我對我們擁有的所有不同投資感到非常興奮。

Yes.

是的。

Just to add on one other thoughts.

只是為了補充另一個想法。

While obviously the customer count that we publish each quarter, does move around from quarter-to-quarter, we've always expected that.

雖然顯然我們每個季度發布的客戶數量確實會隨著季度的變化而變化，但我們一直期待著這一點。

The 23,000 number that we posted up in Q4, I think, is impressive in terms of illustrating our competitiveness.

我認為，我們在第四季度發布的 23,000 個數字在說明我們的競爭力方面令人印象深刻。

Obviously, those 23,000 companies evaluated their alternatives and chose Atlassian.

顯然，這 23,000 家公司評估了他們的替代方案並選擇了 Atlassian。

And so as Mike referred to there, Trello is an important part of that.

正如 Mike 所說，Trello 是其中的重要組成部分。

We've been emphasizing monetization initiatives there now for 18 months or so as we've discussed in the past.

過去 18 個月左右，我們一直在強調貨幣化舉措。

But this customer increase was broad-based.

但這種客戶增長是廣泛的。

Jira Software, Jira Service management, Confluence and so really encouraging and illustrative of, I think, where we stand on the competitive playing field.

我認為，Jira Software、Jira 服務管理、Confluence 等確實令人鼓舞並說明了我們在競爭激烈的競爭環境中所處的位置。

Your next question comes from the line of Fred Havemeyer from Macquarie.

您的下一個問題來自麥格理的 Fred Havemeyer。

Congratulations on a really strong quarter here.

祝賀這裡的一個非常強勁的季度。

I'd like to ask a bit about some of your integrations and your strategy around that because some of the products highlights in your letter around Open DevOps and the importance of integrations really drive home where it is that you're focusing some of your efforts in product development and investment outside of some of the other topics we've been discussing today.

我想問一些關於你的一些集成和你的策略的問題，因為你的信中強調了一些產品圍繞 Open DevOps 和集成的重要性真的讓你回到了你正在集中精力的地方在我們今天討論的其他一些主題之外的產品開發和投資。

So I'd like to ask, do you view integrations within the Jira ecosystem more as an opportunity to improve retention or as an opportunity to also expand user capture by adding essentially more workflows that can be addressed within the Jira ecosystem?

所以我想問一下，您是否將 Jira 生態系統內的集成更多地視為提高留存率的機會，還是通過添加更多可以在 Jira 生態系統內解決的工作流程來擴大用戶捕獲的機會？

Mike here.

邁克在這裡。

Yes, look, I think that's an extremely good question.

是的，看，我認為這是一個非常好的問題。

Strategically, I would say, we are very pro integration.

從戰略上講，我想說，我們非常支持整合。

Let me explain why that is.

讓我解釋一下為什麼會這樣。

We talked a bit before about what we call Cambrian SaaS.

我們之前談到了我們所說的寒武紀SaaS。

So there is an explosion of SaaS tools happening out there at the moment.

因此，目前出現了 SaaS 工具的爆炸式增長。

It's a very burdened period for new solutions for customers, new applications, niche ones, big ones, small ones.

對於客戶的新解決方案、新應用程序、利基應用程序、大型應用程序、小型應用程序來說，這是一個負擔很大的時期。

And this is a fantastically interesting period to be in SaaS.

對於 SaaS 來說，這是一個非常有趣的時期。

We focus on what's best for our customers.

我們專注於為客戶提供最好的服務。

And when you're doing so, it takes a lot of practicality, pragmatism, a little dose of humility to realize that those customers are going to use a lot of applications that come from other companies for all sorts of reasons.

當你這樣做時，需要大量的實用性、實用主義和一點點謙遜才能意識到這些客戶將出於各種原因使用來自其他公司的大量應用程序。

The best thing we can do is be deeply integrated in all of those places.

我們能做的最好的事情就是深度融入所有這些地方。

We believe that's best for the customers.

我們相信這對客戶來說是最好的。

It is then our job to automate workflows, to coordinate data and to do that the best we can across all of those different applications.

然後，我們的工作就是自動化工作流程、協調數據並在所有這些不同的應用程序中做到最好。

And that leads to the best outcome for the customer, which leads them to, as you mentioned, be retained or enjoy their Atlassian experience, so stay.

這會為客戶帶來最佳結果，正如您所提到的，這會導致他們被保留或享受他們的 Atlassian 體驗，所以請留下來。

It also leads them to have an increasingly integrated, which becomes sticky and more valuable to them, offering set among the different products and applications that we have.

它還導致他們越來越集成，這對他們來說變得更具粘性和更有價值，在我們擁有的不同產品和應用程序中提供集合。

One of our biggest competitive advantages is our developer ecosystem and our extensibility of products.

我們最大的競爭優勢之一是我們的開發者生態系統和產品的可擴展性。

You see that.

你看。

And as Cambrian SaaS continues to drive new evolutions of products and variants in different directions, that allows us to flow into those directions through integrations, through acquisitions, through extensibility, automation in lots of different manners as we navigate that continually evolving world.

隨著寒武紀 SaaS 繼續在不同方向推動產品和變體的新演變，這使我們能夠在我們導航這個不斷發展的世界時，通過集成、收購、可擴展性和許多不同方式的自動化流入這些方向。

And so yes, I think strategically, it's extremely important.

所以是的，我認為從戰略上講，這非常重要。

That it's been part of our open philosophy for customers for a long time now.

長期以來，這一直是我們對客戶開放理念的一部分。

It's part of Open DevOps as you saw, as you mentioned.

正如你所提到的，它是 Open DevOps 的一部分。

And we know that that resonates with customers both philosophically in terms of they like that, they think it's a good position for Atlassian to stand.

我們知道，這在哲學上引起了客戶的共鳴，因為他們喜歡這樣，他們認為 Atlassian 的立場很好。

We've never been a vendor that said, hey, all your stuff is with us and you don't need anybody else.

我們從來不是一個供應商說，嘿，你所有的東西都在我們這裡，你不需要其他人。

No, we don't believe that.

不，我們不相信。

That's not what we tell customers.

這不是我們告訴客戶的。

That's not what we talk to them about.

這不是我們和他們談論的。

So philosophically, that resonates with them.

從哲學上講，這與他們產生了共鳴。

We know from their usage, from their satisfaction, that we are then a better vendor for them.

我們從他們的使用情況和他們的滿意度中知道，我們對他們來說是一個更好的供應商。

So we see that in their numbers in lots of different places, be that analytically usage based or customer satisfaction report based.

因此，我們在許多不同地方的數量中看到，無論是基於分析使用情況還是基於客戶滿意度報告。

And then we believe that results in better economics for Atlassian, which is then shows why those integrations are important for shareholders and the long-term future of Atlassian.

然後我們相信這會為 Atlassian 帶來更好的經濟效益，這也說明了為什麼這些整合對股東和 Atlassian 的長期未來很重要。

That's a philosophy we've had for a long time.

這是我們長期以來的理念。

In fact, we can really show that philosophy in ways that we couldn't beforehand because it really becomes apparent.

事實上，我們真的可以用我們事先無法做到的方式來展示這種哲學，因為它真的很明顯。

Thinking through my own answer, the part that I want to also stress, the data integration piece is really important here.

通過我自己的答案思考，我也想強調的部分，數據集成部分在這裡非常重要。

So we continue to evolve our data platform as a part of our cloud platform to connect objects, to connect elements across the Atlassian and third-party spaces so that we can give smarter and better answers to customers.

因此，我們繼續發展我們的數據平台，作為我們雲平台的一部分，以連接對象，連接 Atlassian 和第三方空間中的元素，以便我們能夠為客戶提供更智能、更好的答案。

And we saw that show up a little bit in the Insight features we shipped in Jira Software that don't just leverage Jira Software data.

我們在 Jira Software 中提供的 Insight 功能中看到了這一點，這些功能不僅僅利用 Jira Software 數據。

They can leverage data from code providers, CICD providers, lots of other partners in DevOps ecosystem to give you the best answers in Atlassian's products and outside of Atlassian's products.

他們可以利用來自代碼提供商、CICD 提供商以及 DevOps 生態系統中的許多其他合作夥伴的數據，在 Atlassian 的產品中以及在 Atlassian 的產品之外為您提供最佳答案。

I think that's a long-term strategic piece here as well is to be able to coordinate and understand data across multiple vendors, gives you those automation capabilities, but also gives you insights and unique places that we can give answers fast.

我認為這也是一項長期戰略，即能夠協調和理解多個供應商的數據，為您提供這些自動化功能，同時也為您提供洞察力和獨特的地方，我們可以快速給出答案。

Just a couple of things to add on to what Mike's commented on there.

只需在 Mike 的評論中添加幾件事即可。

One thing that we've seen going back to talking about churn a few minutes ago is that when our marketplace vendors, partners are a part of the relationship with the customer, when the customer uses an app, our dollar churn declines by around 50%.

幾分鐘前我們回到談論客戶流失時看到的一件事是，當我們的市場供應商、合作夥伴成為與客戶關係的一部分時，當客戶使用應用程序時，我們的美元流失率下降了約 50% .

5-0 percent.

5-0%。

So that's an interesting illustration of the stickiness part of your question.

所以這是你問題的粘性部分的一個有趣的例子。

And then in the shareholder letter this quarter, we've put quite a bit of materials to talking about the different types of partners.

然後在本季度的股東信中，我們提供了大量材料來討論不同類型的合作夥伴。

And one comment we made is an interesting illustration of how they can -- these integrations drive user growth.

我們提出的一個評論是一個有趣的例子，說明了它們如何能夠——這些集成推動了用戶增長。

We talk about being able to request access to Confluence now directly from a Slack channel.

我們談論現在可以直接從 Slack 頻道請求訪問 Confluence。

So it's just an illustration of the sort of thing that Mike's been talking about here.

所以這只是邁克在這裡談論的那種事情的一個例子。

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

您的下一個問題來自 Jefferies 的 Brent Thill。

Congrats on a nice finish to the year.

恭喜這一年取得圓滿成功。

My name is Luv Sodha.

我的名字是 Luv Sodha。

I work with Brent Thill.

我和布倫特希爾一起工作。

I wanted to ask a quick question to Mike.

我想問邁克一個簡單的問題。

First one on the -- could you give us some insight into the impressive net new customer adds?

第一個 - 你能給我們一些關於令人印象深刻的淨新客戶增加的見解嗎？

And what are these customers landing with?

這些客戶是帶著什麼登陸的？

Historically, Jira and Confluence have led that motion, but do you see the new customers kind of adopting the entire solution suite?

從歷史上看，Jira 和 Confluence 引領了這一運動，但您是否看到新客戶採用了整個解決方案套件？

Or is it still certain products kind of leading the charge?

還是某些產品仍處於領先地位？

And then one for James, obviously, the fiscal '22 guidance for subscription revenue growth is low to mid-40s, which is ahead of what you said previously of mid-30s.

然後是詹姆斯，顯然，22 財年訂閱收入增長的指導低於 40 年代中期，這比你之前所說的 30 年代中期要早。

Could you maybe shed some light into what's driving this optimism?

您能否解釋一下推動這種樂觀情緒的原因？

And what level of migrations is kind of embedded into this new guide.

什麼級別的遷移嵌入到這個新指南中。

Thanks, mate.

謝了哥們。

Look, on the new customer number, a few points I would say.

看，關於新客戶編號，我想說幾點。

First, we did say 6,500 of those odd were Trello single user accounts.

首先，我們確實說其中有 6,500 個是 Trello 單用戶帳戶。

So the 23,000 is a really impressive number.

所以 23,000 是一個非常令人印象深刻的數字。

Even if you take out the 6,500 Trello single user customers, you still end up with a very strong quarter for customer adds.

即使您剔除 6,500 名 Trello 單用戶客戶，您最終仍會獲得一個非常強勁的季度客戶添加量。

As we say all the time, that customer number goes up and down.

正如我們一直說的那樣，客戶數量會上下波動。

We don't focus on it.

我們不關注它。

We focus on the activities inside the business that lead to the best long-term customer acquisition.

我們專注於企業內部能夠帶來最佳長期客戶獲取的活動。

Inside that, James has already mentioned free, obviously, continuing to drive that and power the sort of the -- part of the iceberg that's below the water, I guess.

在這裡面，詹姆斯已經提到了自由，顯然，繼續推動它並為水下冰山的那種部分提供動力，我猜。

We don't talk a lot about free.

我們很少談論免費。

They're not customers, right?

他們不是客戶，對吧？

So if they're using the free offerings, we don't count them as customers.

因此，如果他們使用免費產品，我們不會將他們視為客戶。

So as they convert into being customers, they might have actually been using Atlassian's applications for a long time.

因此，當他們轉變為客戶時，他們實際上可能已經使用 Atlassian 的應用程序很長時間了。

So a part of that is just a general rising tide as free is being available for 12 to 18 months now and continues to be so.

因此，其中一部分只是普遍的上漲趨勢，因為現在免費提供 12 到 18 個月，並且繼續如此。

The biggest strength in the number that gives me confidence, I would say, is the fact that it's very across the board.

我想說，這個數字給我信心的最大優勢是它非常全面。

So there's not a particular area that is excelling here.

所以這裡沒有一個特別好的領域。

We see strength across the software, agile and DevOps spaces.

我們看到了軟件、敏捷和 DevOps 領域的優勢。

We see strength in ITSM and Jira Service Management and health and Confluence, and we see strength across the work management arena, Jira Work Management, Trello, Halp, again, Confluence.

我們在 ITSM 和 Jira Service Management 以及健康和 Confluence 中看到了實力，我們在工作管理領域看到了實力，Jira Work Management、Trello、Halp 以及 Confluence。

And it's a very across the board pace and rate that we're seeing.

這是我們所看到的非常全面的速度和速度。

So there's not a particular good answer to your question of which sector.

因此，對於您關於哪個部門的問題，沒有一個特別好的答案。

In fact, the answer is look, it's a result of lots of long-term activities across all the areas and opportunities that we have in front of us in the business.

事實上，答案是看，這是我們在業務中面臨的所有領域和機會的大量長期活動的結果。

We're proud of where we are and the execution we've done.

我們為我們所處的位置和我們所做的執行感到自豪。

I'll turn to James for the second part of your question.

關於你問題的第二部分，我將轉向詹姆斯。

Yes.

是的。

Thanks, Mike.

謝謝，邁克。

A few thoughts around the guide.

關於指南的一些想法。

So both cloud and data center, the 2 components of subscription revenue, good organic tailwinds, if you will.

所以雲計算和數據中心，訂閱收入的兩個組成部分，如果你願意的話，都是很好的有機順風。

We have spoken quite a bit about the cloud business in the last hour or so.

在過去的一個小時左右，我們已經談了很多關於雲業務的內容。

So I wouldn't repeat all of those points.

所以我不會重複所有這些觀點。

But similarly, we've got a lot of new demand for data center.

但同樣，我們對數據中心也有很多新的需求。

We have increasing demand in terms of user count from current data center customers.

我們對當前數據中心客戶的用戶數量的需求不斷增加。

We also raised prices on the data center business around 5 months ago.

大約 5 個月前，我們還提高了數據中心業務的價格。

And so that's a benefit that we'll increasingly start to see as the next several months play out.

因此，隨著未來幾個月的發展，我們將越來越多地開始看到這一好處。

In terms of loyalty discounts, you'll recall that we have stepped down the size of the discount that we offer to migrating server customers for -- both the case where they would migrate to the cloud and to the data center.

在忠誠度折扣方面，您會記得我們已經降低了我們為遷移服務器客戶提供的折扣幅度——無論是他們遷移到雲和數據中心的情況。

So that provides something of a relative tailwind as well.

所以這也提供了一些相對順風。

In terms of the effect of migrations, obviously, that's also going to continue to benefit both the cloud and data center businesses in the coming year.

顯然，就遷移的影響而言，這也將在來年繼續使雲和數據中心業務受益。

I would expect migrations to drive approximately mid-single-digit growth on our subscription revenue growth in fiscal '22 year-over-year.

我預計遷移將推動我們在 22 財年的訂閱收入同比增長大約中個位數的增長。

And while obviously not a subscription revenue issue, the server business, obviously, we stopped selling new server licenses 5 months ago.

雖然顯然不是訂閱收入問題，但服務器業務顯然在 5 個月前停止銷售新的服務器許可證。

We'll stop selling server upgrades to current licenses in 7 months' time or so.

我們將在 7 個月左右的時間內停止銷售服務器升級到當前許可證。

And so then that server business will just naturally decline over time as those customers migrate over either to cloud or to data center.

因此，隨著這些客戶遷移到雲或數據中心，服務器業務自然會隨著時間的推移而下降。

And your last question is from Michael Turrin from Wells Fargo.

您的最後一個問題來自富國銀行的 Michael Turrin。

Some even more fantastic-than-usual phrasing in the letter this time, so kudos there.

這次在這封信中出現了一些比平常更精彩的措辭，所以在這裡表示敬意。

I wanted to go back to one of the hattrick core markets and just touch on ITSM.

我想回到 Hattrick 的核心市場之一，只談 ITSM。

You referenced Jira Service Management now used by more than 30,000 customers.

您引用了現在被 30,000 多名客戶使用的 Jira Service Management。

It's a big number.

這是一個很大的數字。

I was just hoping maybe we could touch on whether the more explicit move towards ITSM is influencing either the type of customer or the pace at which you're adding customers or see engagement from that area.

我只是希望我們可以談談更明確的向 ITSM 的轉變是否會影響客戶類型或您添加客戶的速度或看到該領域的參與度。

Look, I think we've -- as I've said before, we're very happy where we sit in the ITSM space.

看，我認為我們已經 - 正如我之前所說，我們很高興我們坐在 ITSM 空間中。

The type of customer -- look, we -- basically a type of customer that's large that uses ITSM solutions.

客戶類型——看，我們——基本上是使用 ITSM 解決方案的大型客戶類型。

I think one of the exciting parts inside that is that we continue to land smaller customers in ITSM as well as those skills of the large companies are more taken up by small businesses.

我認為其中令人興奮的部分之一是我們繼續在 ITSM 中吸引小客戶，而大公司的這些技能更多地被小企業所採用。

We've seen 50-, 100-, 200-person businesses really thinking deeply around their IT capabilities and technology as a strength broadly.

我們已經看到 50 人、100 人、200 人的企業真正深入思考他們的 IT 能力和技術是一種廣泛的優勢。

And we've long said, we're targeting Fortune [500,000] and we have very big aspirations for that.

我們早就說過，我們的目標是財富 [500,000]，我們對此抱有很大的期望。

We don't think the ITSM opportunity is restricted to the sort of Fortune 2000 or the Global 5000 or whatever.

我們不認為 ITSM 機會僅限於財富 2000 強或全球 5000 強等。

We think the ITSM opportunity is far, far, far broader than that.

我們認為 ITSM 的機會遠不止於此。

And as such, we're thinking about it in that manner.

因此，我們正在以這種方式考慮它。

That plays into Atlassian's core DNA and strengths of how we go about doing what we're doing.

這體現了 Atlassian 的核心 DNA 和我們如何做我們正在做的事情的優勢。

So that part is very exciting.

所以那部分非常令人興奮。

We, for sure, need to solve the needs of the largest enterprises at the same time.

當然，我們需要同時解決最大型企業的需求。

I think you've seen us continue to do that.

我想你已經看到我們繼續這樣做了。

So the type of customers that I believe we will see in ITSM are as broad as the general Atlassian customer base, which I know is not the expectation of some, but I believe that is one of our strengths, our ability to really change the IT and technology capabilities of companies of all sizes, small all the way through to the biggest companies in the world.

因此，我相信我們將在 ITSM 中看到的客戶類型與一般 Atlassian 客戶群一樣廣泛，我知道這不是某些人的期望，但我相信這是我們的優勢之一，我們真正改變 IT 的能力各種規模的公司的技術能力和技術能力，從小到世界上最大的公司。

That's how we think about it, and we'll continue to embrace that opportunity to attack that opportunity with vigor.

這就是我們的想法，我們將繼續抓住這個機會，以充滿活力的方式攻擊這個機會。

And we've said that in the shareholder letter, 2.5 years ago when we said we were going to double down on IT, we meant it when we said that.

我們在 2.5 年前的股東信中說過，當我們說我們將在 IT 上加倍努力時，我們是認真的。

And we managed just as much today.

我們今天也做到了。

There's a huge opportunity in that space and there is in all of our 3 markets that we are that we're playing up against.

在這個領域有一個巨大的機會，在我們所有的 3 個市場中，我們都在與之競爭。

Ladies and gentlemen, that concludes our Q&A session for today.

女士們先生們，今天的問答環節到此結束。

I will hand it back over to Mr. Mike Cannon-Brookes for any closing remarks.

我將把它交還給 Mike Cannon-Brookes 先生，以供結束髮言。

Just wanted to say thank you, everyone, for joining the call today.

只是想說謝謝大家今天加入電話會議。

We appreciate your continued support and questions.

我們感謝您一直以來的支持和問題。

Thank you to all of the Atlassians on a fantastic year.

感謝所有 Atlassians 度過了美好的一年。

We look forward to continuing to power into the future.

我們期待著在未來繼續發力。

And I hope you and your loved ones, wherever you are in the world, remain safe and healthy.

我希望您和您所愛的人，無論您身在何處，都能保持安全和健康。

And we'll talk to you next quarter.

我們將在下個季度與您交談。

Thank you very much.

非常感謝你。

Thank you.

謝謝你。

Ladies and gentlemen, this concludes today's conference call.

女士們，先生們，今天的電話會議到此結束。

Thank you for your participation.

感謝您的參與。

You may now disconnect.

您現在可以斷開連接。