Atlassian Corp (TEAM) 2020 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 2020.

感謝您參加 Atlassian 2020 財年第四季度財報電話會議。

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 Matt Sonefeldt, Atlassian's Head of Investor Relations.

現在，我將把電話轉交給 Atlassian 的投資者關係主管 Matt Sonefeldt。

Thank you.

謝謝你。

Good afternoon and welcome to Atlassian's Fourth Quarter Fiscal 2020 Earnings Call.

下午好，歡迎參加 Atlassian 2020 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-founders and co-CEOs Scott Farquhar and 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 Scott Farquhar 和 Mike Cannon Brookes；和我們的首席財務官 James Beer。

Earlier today, we issued a press release and a shareholder letter with our financial results and commentary for our fourth quarter of fiscal 2020.

今天早些時候，我們發布了一份新聞稿和一封股東信，其中包含我們對 2020 財年第四季度的財務業績和評論。

These items were also posted on the Investor Relations section of Atlassian's website.

這些項目也發佈在 Atlassian 網站的投資者關係部分。

On our IR site, we also have posted a supplemental presentation and data sheet.

在我們的 IR 網站上，我們還發布了補充演示文稿和數據表。

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

在電話會議期間，我們將做簡短的開場白，然後將剩餘時間用於問答。

Statements made on this call include forward-looking statements.

本次電話會議上的陳述包括前瞻性陳述。

Forward-looking statements involve known and unknown risks, uncertainties and other factors that may cause our 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，可能導致我們的實際結果、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 disclaim any obligation to update or revise them should they change or cease to be up to date.

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，如果它們發生變化或不再是最新的，我們不承擔任何更新或修改它們的義務。

Further information on these and other factors that could affect the company's financial results are included in the filings we make with the Securities and Exchange Commission from time to time, including the section titled Risk Factors in our most recent Form 20-F and quarterly 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 20-F 表格和季度 6- 中標題為風險因素的部分K。

In addition, during today's call, we will discuss non-IFRS financial measures.

此外，在今天的電話會議中，我們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 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，而不是替代或優於這些指標。

There are a number of limitations related to the use of these non-IFRS financial measures versus their nearest IFRS equivalents and may be different from non-IFRS and non-GAAP measures used by other companies.

相對於最接近的 IFRS 等值指標，這些非 IFRS 財務指標的使用存在許多限制，並且可能與其他公司使用的非 IFRS 和非 GAAP 指標不同。

A reconciliation between IFRS and non-IFRS financial measures is available in our earnings release and our shareholder letter and in our updated investor data sheet on the IR website.

IFRS 和非 IFRS 財務指標之間的對賬可在我們的收益發布和我們的股東信函以及我們在 IR 網站上更新的投資者數據表中找到。

During Q&A, please ask your full question upfront so that we can easily move through to the next speaker.

在問答期間，請提前提出您的完整問題，以便我們可以輕鬆地轉到下一位演講者。

Also, please be patient if we encounter any disruption or challenging logistics given we're individually dialing in from around the world.

此外，如果我們遇到任何中斷或具有挑戰性的物流，請耐心等待，因為我們是從世界各地單獨撥入的。

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

有了這個，我會把電話轉給 Scott 做開場白。

Thank you, everyone, for joining today and for your continued support.

感謝大家今天的加入以及您一直以來的支持。

We want to start by saying we hope you and your loved ones are healthy.

首先，我們希望您和您所愛的人身體健康。

This is a dynamic moment in time for everyone, including our customers and our employees.

這對每個人來說都是一個充滿活力的時刻，包括我們的客戶和員工。

As you've hopefully read in our shareholder letter, we had strong business results in Q4 and the full year.

正如您希望在我們的股東信中看到的那樣，我們在第四季度和全年取得了強勁的業務成果。

We now serve over 174,000 customers, of which 150,000 use our cloud products.

我們現在為超過 174,000 家客戶提供服務，其中 150,000 家使用我們的雲產品。

For enterprise customers, we are an increasingly important mission-critical utility for enterprises going through digital transformations.

對於企業客戶而言，對於正在經歷數字化轉型的企業而言，我們是一個越來越重要的關鍵任務實用程序。

Continued momentum helped drive $1.6 billion in revenue in 2020 as well as strong profitability and cash flow.

持續的勢頭幫助推動了 2020 年 16 億美元的收入以及強勁的盈利能力和現金流。

As we turn our sight to fiscal '21, we have 3 priorities to help us drive long-term success.

當我們將目光轉向 21 財年時，我們有 3 個優先事項來幫助我們推動長期成功。

First and foremost is to continue supporting our customers and help them stay resilient and successful.

首先也是最重要的是繼續支持我們的客戶並幫助他們保持彈性和成功。

Second is to continue driving transformation into becoming a cloud-first company.

二是繼續推動向雲優先企業轉型。

Third is to make significant progress in our large end markets, agile development, ITSM and nontechnical work management.

三是在我們的大型終端市場、敏捷開發、ITSM 和非技術工作管理方面取得重大進展。

Halp and Mindville, the 2 acquisitions highlighted in our shareholder letter, will help us across all 3 priorities.

Halp 和 Mindville，我們股東信中強調的 2 項收購，將幫助我們完成所有 3 個優先事項。

Because of the macro environment in our cloud focus, fiscal '21 will be a challenging year.

由於我們關注云計算的宏觀環境，21 財年將是充滿挑戰的一年。

We will play offense for the long-term through the short-term headwinds.

我們將通過短期逆風長期進攻。

We'll make choices other companies may shy away from, relying on our past experience to guide our path forward.

我們將做出其他公司可能會迴避的選擇，依靠我們過去的經驗來指導我們前進的道路。

In success, we continue our transformation into a $5 billion global software leader.

成功地，我們繼續轉型為價值 50 億美元的全球軟件領導者。

We provided more detail and many other updates in our shareholder letter issued earlier today.

我們在今天早些時候發布的股東信中提供了更多細節和許多其他更新。

Before we move to question and answer, Mike and I want to both thank our employees who remain a source of strength and inspiration for us during these challenging times.

在我們開始提問和回答之前，邁克和我都想感謝我們的員工，他們在這些充滿挑戰的時期仍然是我們力量和靈感的源泉。

You make unleashing the potential of teams possible.

你使釋放團隊的潛力成為可能。

With that, I'll pass the call back to the operator.

有了這個，我會把電話傳回給接線員。

(Operator Instructions) And your first question comes from Keith Weiss with Morgan Stanley.

（操作員說明）您的第一個問題來自摩根士丹利的 Keith Weiss。

Excellent.

優秀的。

And I appreciate all the detail and some of the incremental detail that we're seeing in the shareholder letter.

我很欣賞我們在股東信中看到的所有細節和一些增量細節。

I was -- in the shareholder letter, you guys did a really good job framing out kind of the impacts that we're likely to see from a more aggressive push to the cloud and the investment that you guys are making behind the new solutions.

我是 - 在股東信中，你們做得非常好，我們可能會從更積極地推動雲計算以及你們在新解決方案背後進行的投資中看到我們可能會看到的影響。

Can you talk to us a little bit about sort of the other side of the valley, if you will, what we could expect in terms of kind of average pricing per customer as they move to the cloud?

您能否與我們談談山谷的另一邊，如果您願意，我們可以在每位客戶遷移到雲時的平均定價方面期待什麼？

What's the time frame for realizing some of the yields on these investments?

實現這些投資的部分收益的時間框架是什麼？

And sort of as we look forward to FY '22 and FY '23, what are the expected benefits out of these investments you're making right here?

就像我們期待 22 財年和 23 財年一樣，您在這裡進行的這些投資的預期收益是什麼？

Keith, Scott first.

基思，斯科特首先。

I'll just talk about some of the macro of this, and then James can talk into the sort of specifics.

我將只談談其中的一些宏觀，然後詹姆斯可以談談具體細節。

As we said in our shareholder letter, moving our customers to the cloud is great for them and great for us.

正如我們在股東信中所說，將我們的客戶遷移到雲端對他們和我們來說都很棒。

In the cloud, we can innovate faster for them.

在雲中，我們可以為他們更快地進行創新。

We get -- we can make improvements and get feedback from customers a lot faster.

我們得到——我們可以做出改進並更快地從客戶那裡獲得反饋。

And for our customers, they benefit by not having to manage all the infrastructure and servers there, and effectively their total cost of ownership reduces significantly.

對於我們的客戶而言，他們無需管理那裡的所有基礎架構和服務器而受益，並且有效地降低了他們的總擁有成本。

We take on a larger percentage of this workload.

我們承擔了更大比例的工作量。

And so it's great for all of us.

所以這對我們所有人來說都很棒。

And James can speak to the specifics, I guess, about how things might change over time.

我猜，詹姆斯可以談談隨著時間的推移事情會如何變化的細節。

Thanks, Scott.

謝謝，斯科特。

I would just add that the long-term economics in our view of the cloud are attractive, as Scott indicated, both to our customers but also to ourselves.

我只想補充一點，正如 Scott 所說，我們認為雲計算的長期經濟對我們的客戶和我們自己都是有吸引力的。

And we see that in our ability to price in a way that reflects the value that we're creating for our customers.

我們看到，我們的定價能力反映了我們為客戶創造的價值。

Of course, our customers enjoy the simplification that comes along with not have to -- having to operate their own software and servers.

當然，我們的客戶享受著無需操作自己的軟件和服務器而帶來的簡化。

What we intend to do over the medium term is help smooth the pathway for particularly our larger server customers as they embark on their cloud migration journey.

我們打算在中期做的事情是幫助我們的大型服務器客戶在他們開始他們的雲遷移之旅時鋪平道路。

We talked in the shareholder letter about how today we still have around 3/4 of our paid users behind the firewall.

我們在股東信中談到了今天我們仍然有大約 3/4 的付費用戶在防火牆後面。

And so we're looking to, in essence, provide discounts to our cloud pricing to these larger server customers as they make their migration.

因此，從本質上講，我們希望在這些大型服務器客戶進行遷移時為我們的雲定價提供折扣。

This gives those customers time to adjust their budgets to be able to realize these benefits around cost and complexity that I mentioned.

這讓這些客戶有時間調整他們的預算，以便能夠在我提到的成本和復雜性方面實現這些好處。

So we're comfortable that over time, this will be a good outcome not just for our customers but very much for our shareholders and our long-term growth.

因此，我們很放心，隨著時間的推移，這不僅對我們的客戶，而且對我們的股東和我們的長期增長都將是一個很好的結果。

Got it.

知道了。

That's super helpful.

這非常有幫助。

And maybe if I could sneak in one follow-up.

也許如果我可以偷偷跟進一次。

I was hoping you could give us a little bit more color on some of the recent acquisitions, and in particular, how you think that changes your competitiveness, particularly in areas like ITSM.

我希望你能給我們一些關於最近收購的更多信息，特別是你認為這會如何改變你的競爭力，尤其是在 ITSM 等領域。

Sure, mate.

當然，伙計。

I can take that.

我可以接受。

Look, we announced the Mindville acquisition today in -- along with our shareholder letter, so I hope you've all seen that and again, Halp, as Scott mentioned in the interim remarks, during the quarter.

看，我們今天宣布了對 Mindville 的收購——連同我們的股東信函，所以我希望你們都看到了這一點，Halp，正如斯科特在本季度的中期評論中提到的那樣。

Look, I think it goes to -- both of these go to our long-term philosophy that there's a line between IT and software development that's increasingly becoming blurred.

聽著，我認為這與我們的長期理念有關，即 IT 和軟件開發之間的界限越來越模糊。

As the teams building software, the teams operating, deploying and managing that software are becoming ever more shared or collaborating a lot more, and you can see that in both acquisitions.

隨著團隊構建軟件，操作、部署和管理該軟件的團隊變得越來越共享或協作越來越多，您可以在兩次收購中看到這一點。

It takes us further towards being the only company, I suppose, that has a broad platform for all sorts of technical team workflows.

我想，這使我們進一步成為唯一一家擁有適用於各種技術團隊工作流程的廣闊平台的公司。

You can also look at Mindville, specifically, as just a part of our sort of steady long-term progress of delivering more value for customers in the IT market.

您還可以特別將 Mindville 視為我們為 IT 市場的客戶提供更多價值的穩定長期進展的一部分。

Obviously, with Jira Service Desk and Opsgenie, and now, Mindville and Halp there, it is, as we've mentioned before, the fastest-growing part of our business that is operating at large scale.

顯然，有了 Jira Service Desk 和 Opsgenie，現在有了 Mindville 和 Halp，正如我們之前提到的，它是我們大規模運營業務中增長最快的部分。

And this will, we think, only continue that trend.

我們認為，這只會延續這一趨勢。

In terms of Mindville, specifically, asset management or CMDB was the most requested area by customers -- of feature area, I suppose, in that offering as people were taking it beyond a service desk into a broader service management offering.

具體而言，就 Mindville 而言，資產管理或 CMDB 是客戶最需要的領域——我想，在該產品中，當人們將其從服務台擴展到更廣泛的服務管理產品時，它就在該產品中。

And it's a very prudent decision.

這是一個非常謹慎的決定。

We know the Mindville team well, and I think we'll work extremely well together.

我們非常了解 Mindville 團隊，我認為我們會一起工作得非常好。

You can see that also in the shareholder letter, we cited the example of Balyasny, which is a great customer example of large companies switching to the Atlassian platform for their broader ITSM needs.

您還可以在股東信中看到，我們引用了 Balyasny 的示例，這是一個很好的客戶示例，說明大公司轉向 Atlassian 平台以滿足其更廣泛的 ITSM 需求。

Your next question comes from Alex Kurtz with KeyBanc Capital Markets.

您的下一個問題來自 KeyBanc Capital Markets 的 Alex Kurtz。

So I think there's a lot of investor discussion inter-quarter about whether you would raise prices this fiscal year, fiscal '21, given COVID and the impact you saw in the SMB space last quarter.

因此，我認為考慮到 COVID 以及您在上個季度在 SMB 領域看到的影響，您是否會在本財年（21 財年）提高價格，因此我認為季度間有很多投資者討論。

So it looks like in the shareholder letter you will be -- pricing will be used.

所以看起來你將在股東信中 - 將使用定價。

But maybe some additional color about the extent and timing versus prior years.

但也許與前幾年相比，範圍和時間有一些額外的色彩。

Well, I can jump in and take that one.

好吧，我可以跳進去拿那個。

I think we should really start by focusing on how we are very mindful of the challenges that our customers are facing in this macroeconomic environment.

我認為我們應該真正從關注我們如何非常注意客戶在這種宏觀經濟環境中面臨的挑戰開始。

And we've reflected that view in a variety of our actions over the last few months.

我們在過去幾個月的各種行動中都反映了這一觀點。

And pricing is another illustration of this point.

定價是這一點的另一個例證。

So yes, there would be some benefit of price in terms of our overall growth rate in fiscal '21 year-over-year.

所以，是的，就我們在 21 財年的整體增長率而言，價格會有一些好處。

But I would really describe this as a modest impact, certainly versus the experience of the last 3 or so years.

但我真的會將此描述為適度的影響，當然與過去 3 年左右的經驗相比。

So I think that's very important to get context around.

所以我認為了解上下文非常重要。

And then I'd just further say that where we do move forward with pricing actions, it will be very much in support of our overall strategy that we've already been talking about today extensively around accelerating the move to the cloud for our customers, given the benefits to them and given the benefits to our long-term model as well.

然後我要進一步說，我們確實推進定價行動，這將非常支持我們今天已經廣泛討論的整體戰略，即為我們的客戶加速向雲遷移，給他們帶來好處，也給我們的長期模型帶來好處。

So only modest benefits from price in fiscal '21 and very much movements that will be consistent with our strategy.

因此，在 21 財年的價格以及與我們的戰略一致的非常多的變動只會帶來適度的收益。

Your next question comes from Heather Bellini with Goldman Sachs.

您的下一個問題來自高盛的 Heather Bellini。

This is Caroline on for Heather.

這是希瑟的卡羅琳。

Just jumping on the different strategies that you're going to be using to migrate customers to your cloud product.

只是跳上您將使用的不同策略將客戶遷移到您的雲產品。

I was wondering, given that you list a number of them, I mean, price cloud discounts is one of them, but you talked about partners, R&D, new product migration tools.

我想知道，鑑於您列出了其中的一些，我的意思是，價格雲折扣是其中之一，但是您談到了合作夥伴、研發、新產品遷移工具。

I was wondering if you can rank order those in terms of like which ones do you think you would have the most impact.

我想知道您是否可以按照您認為您會產生最大影響的方式對它們進行排序。

And then also on the discounts for enterprise server customers, I was wondering if you can give us a little bit more color on the terms of those discounts.

然後還有企業服務器客戶的折扣，我想知道你是否可以在這些折扣的條款上給我們更多的顏色。

And also, like, weighing that versus the fact that last year you did a number -- you did raise prices on server customers, so I'm trying to figure out how does that impact the migration versus the discounts you're planning to give.

而且，例如，權衡這一點與去年你做了一個數字的事實——你確實提高了服務器客戶的價格，所以我試圖弄清楚這對遷移和你計劃給予的折扣有何影響.

I can take the first question that, Caroline.

我可以回答第一個問題，卡羅琳。

I'll leave the discounting section to James.

我將把折扣部分留給詹姆斯。

In terms of the strategies, look, by far, the most important strategy is just building a kickass cloud offering.

就策略而言，到目前為止，最重要的策略只是構建一個kickass雲產品。

We've spent a lot of time and energy making sure our cloud products, the additions, the offering we have and all of the capabilities is the best Atlassian experience that customers will get.

我們花費了大量時間和精力來確保我們的雲產品、附加功能、我們擁有的產品和所有功能是客戶將獲得的最佳 Atlassian 體驗。

If we don't have that, all of the other strategies aren't going to be very, very helpful.

如果我們沒有這個，所有其他策略都不會非常非常有幫助。

Second most important strategy, as we would say, is reducing the friction it takes for customers to move themselves over there in the long-term and also giving them clear guidance about where we are investing and how we see that transition happening over time.

正如我們所說，第二個最重要的策略是減少客戶長期轉移到那裡的摩擦，並為他們提供關於我們在哪裡投資以及我們如何看待隨著時間的推移發生的轉變的明確指導。

These are long-term moves, right, and customers make prudent investment decisions about how they're managing that.

這些都是長期舉措，對，客戶會就他們如何管理這一點做出謹慎的投資決策。

But at the same time, there's a lot of friction we can remove in the process.

但與此同時，我們可以在這個過程中消除很多摩擦。

You've seen that in our migration assistance that we've shipped and continually upgraded to allow you to keep your server and cloud instances running and live as you move your data over to allow you to do test runs of the data movements and all these sorts of things, right?

您已經在我們的遷移幫助中看到了這一點，我們已經提供並不斷升級，讓您在移動數據時保持服務器和雲實例的運行和運行，從而允許您對數據移動和所有這些進行測試運行諸如此類的事情，對吧？

All of these reduce the difficulty and the frictions of customers moving their data and their usage and their users across to those offerings, which, as I said, we continue to make sure are the best example of using Atlassian's products.

所有這些都減少了客戶將數據、使用情況和用戶轉移到這些產品的難度和摩擦，正如我所說，我們繼續確保這是使用 Atlassian 產品的最佳示例。

And then you have various other, as you mentioned, partner strategies, pricing strategies and all sorts of other things.

然後你有各種其他的，如你所提到的，合作夥伴策略、定價策略和各種其他東西。

I think that our long-term consistency on all of those areas is probably the most important thing next to building just a really consistent offering.

我認為，除了構建真正一致的產品之外，我們在所有這些領域的長期一致性可能是最重要的。

You've also seen us, I would say, in terms of building that great offering, continue to ladder out the different additions to cater to our breadth of customers that exist on-premise.

我想說的是，您還看到我們在構建出色的產品方面繼續推出不同的附加功能，以滿足我們在本地存在的廣泛客戶的需求。

So obviously, you saw the introduction of Free in the last quarter or quarter and a half, and then the launch of enterprise at the end of last quarter in the cloud to handle the needs of those biggest customers.

很明顯，您在上個季度或一個半季度看到了 Free 的推出，然後在上個季度末在雲中推出了企業版，以處理那些最大客戶的需求。

It's still in our early access program, but going very well so far.

它仍在我們的早期訪問計劃中，但到目前為止進展順利。

That addition map in the cloud is something we didn't have 2, 2.5 years ago, and we've really worked hard to continue to build out to all of the different customer segments that we have.

雲中的附加地圖是我們在 2、2.5 年前沒有的東西，我們真的很努力地繼續為我們擁有的所有不同的客戶群構建。

So I'll pass to James, just an explanation of how cloud pricing discounts work.

因此，我將向 James 解釋一下云定價折扣的工作原理。

Yes.

是的。

Thanks, Mike.

謝謝，邁克。

No, I'd just say, as you look at our list prices for our different deployment options, there's clearly a significant delta between the server prices and the cloud prices at different points along the user tier scale.

不，我只想說，當您查看我們不同部署選項的標價時，在用戶層規模的不同點，服務器價格和雲價格之間顯然存在顯著差異。

Similar but less so in terms of comparison of list price between data center and cloud.

在數據中心和雲之間的定價比較方面，類似但不那麼重要。

And this embodies the recent price changes that we've made over the last few years.

這體現了我們在過去幾年中所做的最近價格變化。

And so while there is this list price delta, it's really important that we work with our customers to make sure that they are able to focus on the total cost of ownership equation, which we believe is attractive for them, particularly when you add to that the very significant investments that Scott and Mike have been talking about us making in our cloud products over a number of years now.

因此，雖然有這個標價增量，但我們與客戶合作以確保他們能夠專注於總擁有成本等式非常重要，我們認為這對他們很有吸引力，尤其是當您添加到該等式時多年來，Scott 和 Mike 一直在談論我們在雲產品上所做的非常重要的投資。

So the concept behind the discounting that we talk about today is very much to give those server customers a multiyear ladder to gradually get them to the cloud list pricing.

因此，我們今天談論的折扣背後的概念非常重要，是為了給這些服務器客戶一個多年的階梯，讓他們逐漸獲得云定價。

And that gives them the time to work internally within their organizations to sort through unlocking the cost savings, the complexity savings from not having to operate their older software, but instead tap into high-quality cloud services.

這使他們有時間在組織內部工作，以解決成本節約、不必操作舊軟件而節省的複雜性，而是利用高質量的雲服務。

Your next question comes from Gregg Moskowitz with Mizuho.

您的下一個問題來自瑞穗的 Gregg Moskowitz。

In the shareholder letter, you mentioned that you would be making several short-term trade-offs, in addition to the greater discount for migrating server users to cloud as well as the more modest pricing changes that you've been talking about.

在股東信中，您提到除了將服務器用戶遷移到雲的更大折扣以及您一直在談論的更適度的定價變化之外，您將進行一些短期權衡。

Are there other steps that you also plan to take over the near to medium-term that would amount to some sort of economic trade-off or does that essentially capture it?

您是否還計劃在近期和中期採取其他措施，這相當於某種經濟權衡，或者這是否從本質上抓住了它？

So I can jump and take that one, Gregg.

所以我可以跳起來拿下那個，格雷格。

The other things I would just refer to really are the fact that as we continue to emphasize the cloud, invest in the cloud, help our customers migrate over to the cloud, of course, there'll be a reduction in the volume of our server revenues.

我只想提到的另一件事是，隨著我們繼續強調雲，投資雲，幫助我們的客戶遷移到雲，當然，我們的服務器容量會減少收入。

We talked in the letter about the license line, which is now a relatively small part of our overall revenue base, only $20 million in Q4, for example.

我們在信中談到了許可線，它現在只占我們整體收入基礎的一小部分，例如，第四季度只有 2000 萬美元。

That license line during fiscal '21 reducing by about half.

21 財年期間的許可線減少了大約一半。

And then the maintenance line, so the annual maintenance per server customers, are staying about flat.

然後是維護線，因此每個服務器客戶的年度維護量基本保持不變。

And so this is very much what we've been talking about for a while now as we emphasize the cloud, emphasize moving to the cloud from the behind-the-firewall products, particularly the server products.

因此，這正是我們一段時間以來一直在談論的內容，因為我們強調雲，強調從防火牆後產品，特別是服務器產品遷移到雲。

So this is very much the continuation of that clear theme.

所以這在很大程度上是這個明確主題的延續。

And of course, the maintenance line has been heavily benefiting in recent years from price increases.

當然，維修線近年來從價格上漲中受益匪淺。

So that's worth remembering as well.

所以這也值得記住。

And I'd expect that theme around the license line and the maintenance revenue line to build gradually.

我預計圍繞許可線和維護收入線的主題將逐漸建立。

So more of an effect in the second half of the year versus the first half of the year.

因此，與上半年相比，下半年的影響更大。

And then the other thing, just to remind everyone of, and I'd say this is a smaller element of the overall equation, but we have been able to help a number of our customers who have been under particular pressure economically in this COVID-driven environment.

然後另一件事，只是提醒大家，我想說這是整個方程式中的一個較小的元素，但我們已經能夠幫助我們的一些客戶，他們在這個 COVID-驅動環境。

And we'll continue to support customers in fiscal '21.

我們將在 21 財年繼續為客戶提供支持。

So that's also a part of how we're taking decisions that help our customers for the long term.

因此，這也是我們如何做出長期幫助客戶的決策的一部分。

Yes, it impacts us in the short term, but we think that's absolutely the right thing to do.

是的，它會在短期內影響我們，但我們認為這絕對是正確的做法。

I just want to follow-on from James there.

我只是想從詹姆斯那裡跟進。

I just think without getting into all the specifics of all the different things we're doing, the way we think about it is just we want to be good stewards of capital for the long term and the time horizon, we're comfortable making those investment decisions on doesn't fit necessarily within a neat quarter or a neat fiscal year.

我只是認為沒有深入了解我們正在做的所有不同事情的所有細節，我們思考它的方式只是我們想在長期和時間範圍內成為資本的好管家，我們很樂意做這些投資決策不一定適合一個整潔的季度或一個整潔的財政年度。

And so we know through the an '08, '09 downturn, when we invested throughout that, it really set us up for another decade of growth.

所以我們知道，在 08 年和 09 年的低迷時期，當我們在整個期間進行投資時，它確實為我們的另一個十年的增長奠定了基礎。

And whether it was starter licenses for $10 -- or we saw 10-year Atlassians.

無論是 10 美元的入門許可證，還是我們看到 10 年的 Atlassians。

And over the last year and a bit, we've had a lot of 10-year Atlassians that we hired during that '08/'09 has been amazing people that weren't on the market beforehand and haven't been in the market for the last 10 years.

在過去的一年多時間裡，我們在 08/09 年僱傭了很多 10 年的 Atlassians，他們都是很棒的人，他們之前沒有進入市場，也沒有進入市場在過去的 10 年裡。

And so we'll continue to hire.

所以我們會繼續招聘。

We'll continue to do things like Free that set up our funnel really well.

我們將繼續做類似 Free 之類的事情，這些事情可以很好地建立我們的渠道。

We'll continue to be good partners with our customers and generous with them in order to maintain a long-term goodwill.

我們將繼續與我們的客戶成為良好的合作夥伴，並慷慨地對待他們，以保持長期的商譽。

And so there'll be all those types of things, most of which, I think, have a meaningful numerical impact that we're aware of, already in our shareholders letter, but that won't mean that they are the ones that we're doing every single day.

所以會有所有這些類型的事情，我認為，其中大部分都會產生有意義的數字影響，我們已經在我們的股東信中知道了，但這並不意味著它們就是我們的'每天都在做。

Great.

偉大的。

That's really helpful.

這真的很有幫助。

And then a follow-up, if I may, because that's actually a good segue to the introduction in March of free cloud versions across Jira software, Confluence and JFD, which clearly has long-term positive benefits.

然後是後續行動，如果可以的話，因為這實際上是對 3 月份跨 Jira 軟件、Confluence 和 JFD 推出免費云版本的一個很好的延續，這顯然具有長期的積極利益。

You already have talked about the uptake and users that have signed on to those free editions.

您已經談到了註冊這些免費版本的用戶和用戶。

But I guess the question is just around net new logos or net new paid logos, which, obviously, were much smaller than usual this quarter for that specific reason.

但我想問題只是圍繞淨新標識或淨新付費標識，顯然，由於這個特定原因，本季度比平時要小得多。

And I was just wondering, because we do have a couple of things at play with the introduction of free versions and, of course, the pandemic.

我只是想知道，因為我們確實在引入免費版本，當然還有大流行方面有一些事情要做。

If it was possible to sort of estimate roughly how much your net paid ads may have been impacted by the pervasive presence of free, perhaps by looking at the historical run rate of those net new customers who were paying for starter editions.

如果有可能大致估計您的淨付費廣告可能受到免費普遍存在的影響，或許可以通過查看那些為入門版付費的淨新客戶的歷史運行率。

Or any other way that you might be able to measure that perhaps.

或者您可能能夠測量的任何其他方式。

Gregg, it's Scott.

格雷格，是斯科特。

We'll do Scott first, and then James can follow-up.

我們先做斯科特，然後詹姆斯可以跟進。

Look, as you know, there's been a following action for a while, our new customer number bounces around a lot.

看，如您所知，有一段時間的後續行動，我們的新客戶數量反彈了很多。

It's not something that we guide to or we spend a lot of time on a day-to-day basis trying to aim for.

這不是我們指導的目標，也不是我們每天花費大量時間試圖實現的目標。

And in this quarter, we had an expected impact.

在本季度，我們產生了預期的影響。

We -- COVID had some impact in terms of -- with 174,000 customers, we're exposed to every industry on the planet, every size company from large and small.

我們 - COVID 在以下方面產生了一些影響 - 擁有 174,000 名客戶，我們接觸到地球上的每個行業，無論大小公司。

And some of those smaller customers churned as a result of COVID.

一些較小的客戶因 COVID 而流失。

The other part is free.

另一部分是免費的。

As we said, free opens the funnel, but it also defers the time period by which people migrate and upgrade to our paid incidence of our products.

正如我們所說，免費打開了渠道，但它也推遲了人們遷移和升級到我們產品的付費發生率的時間段。

And so that's a longer conversion cycle.

所以這是一個更長的轉換週期。

Also has some short-term headwinds against our customer numbers.

對我們的客戶數量也有一些短期不利因素。

So -- but we're really pleased about that.

所以 - 但我們對此感到非常高興。

Free itself has had a 150% increase in sign-ups, as we mentioned in our shareholder letter.

正如我們在股東信中提到的那樣，Free 本身的註冊人數增加了 150%。

So everything in that sign is really positive, and again, speaks to our long-term investments there.

因此，該標誌中的所有內容都非常積極，並且再次說明了我們在那裡的長期投資。

And as I said before, a starter license is a similar program 10 years ago has paved the way for last decade of growth.

正如我之前所說，入門許可證是 10 年前的一個類似計劃，為過去十年的增長鋪平了道路。

James, do you have anything you want to add to that?

詹姆斯，你有什麼要補充的嗎？

Just a couple of points.

只是幾點。

First, I'd note that our gross new adds of customers, so as before any consideration of churn, they were remaining strong throughout the quarter.

首先，我注意到我們新增的客戶總數，因此在考慮客戶流失之前，他們在整個季度都保持強勁。

So we are pleased with our continuing ability to bring customers into our products and services for the first time.

因此，我們對我們首次將客戶帶入我們的產品和服務的持續能力感到高興。

But yes, churn, obviously, was what drove the lower net customer add number.

但是，是的，流失，顯然是導致淨客戶添加數量減少的原因。

I'd just reecho the fact that it was very much a blend between COVID-driven macroeconomic effects and the broadening access to free versions of Jira Software, Confluence and Jira Service Desk.

我只是重申一個事實，即它在很大程度上融合了 COVID 驅動的宏觀經濟影響和擴大對 Jira Software、Confluence 和 Jira Service Desk 的免費版本的訪問權限。

I note on the COVID-driven impacts that we saw the greatest impact in April, less of an impact in May, and then again, less in June.

我注意到 COVID 驅動的影響，我們在 4 月看到的影響最大，在 5 月影響較小，在 6 月影響較小。

And so as you take a step back and think about the macroeconomic impact and free, we believe that both of these drivers will ebb over time in terms of their headwinds to customer growth.

因此，當您退後一步思考宏觀經濟的影響和自由時，我們相信隨著時間的推移，這兩個驅動因素對客戶增長的不利影響都會減弱。

Obviously, we're not trying to predict the duration of the macroenvironment.

顯然，我們並不是試圖預測宏觀環境的持續時間。

But at some point, that will ebb.

但在某些時候，這將消退。

But having said that, I would expect that in fiscal '21 the customer addition number would show higher variability for both reasons, COVID-driven and free-driven as we work to monetize those free customers gradually.

但話雖如此，我預計在 21 財年，客戶增加數量將顯示出更高的可變性，這兩個原因是 COVID 驅動的和自由驅動的，因為我們正在努力逐步將這些免費客戶貨幣化。

Your next question comes from Nikolay Beliov with Bank of America.

您的下一個問題來自美國銀行的 Nikolay Beliov。

This is actually Jacqueline on for Nikolay.

這實際上是尼古拉的杰奎琳。

A couple of questions.

幾個問題。

I guess the first one is for James.

我猜第一個是給詹姆斯的。

In the past, you've told investors to look at revenue growth instead of billings growth.

過去，您告訴投資者要關注收入增長而不是賬單增長。

It seems like the growth rates have diverged even more recently.

最近，增長率似乎出現了分歧。

Can you talk about the puts and takes here?

你能談談這裡的看跌期權嗎？

Well, thank you, Jacqueline, for the question.

好吧，謝謝你，杰奎琳，你的問題。

We do continue to believe that revenue growth is the best way for investors to think about our business, when you consider that now around 90% of our total revenue is recurring in nature.

我們確實仍然相信收入增長是投資者思考我們業務的最佳方式，因為您認為現在我們總收入的 90% 左右是經常性的。

We're very comfortable that revenue is a strong reflection of the underlying demand for our products and services.

我們很高興收入是對我們產品和服務的潛在需求的強烈反映。

So one thing I'll certainly note is that the cloud business has a blend of subscription terms.

所以我肯定會注意到的一件事是雲業務混合了訂閱條款。

So about 3/4 of our customers take monthly subscriptions as compared to our data center and server businesses being typically annual-type terms.

因此，與我們的數據中心和服務器業務通常是年度類型的條款相比，我們大約 3/4 的客戶按月訂閱。

We note in the shareholder lesser to illustrate this point that at the end of the fiscal year, about 25% of the deferred revenue was cloud-based while a little less than 50% of the revenue was cloud-driven.

為了說明這一點，我們在股東大會上註意到，在本財年末，約 25% 的遞延收入是基於雲計算的，而略低於 50% 的收入是由雲計算驅動的。

So that's the only thing I would add, but we still very much focus on revenue growth as a very fair measure of our progress.

所以這是我唯一要補充的，但我們仍然非常關注收入增長，作為衡量我們進展的非常公平的衡量標準。

Your next question comes from Michael Turrin with Wells Fargo Securities.

您的下一個問題來自 Wells Fargo Securities 的 Michael Turrin。

Most of the investor questions we're getting around the guidance, some of the color across revenue segmentation you're providing.

我們圍繞指南提出的大多數投資者問題，以及您提供的收入細分中的一些顏色。

James, you mentioned the magnitude of expected impacts to license and maintenance here.

詹姆斯，您在這裡提到了對許可和維護的預期影響程度。

The one segment you're not explicitly mentioning there is subscription.

您沒有明確提到的一個部分是訂閱。

Just wondering, is there anything additional you can provide for us in just thinking through the related subscription impacts that could just help us in thinking through the overall mix and offsets here going forward in our models?

只是想知道，在考慮相關訂閱影響時，您是否可以為我們提供任何額外的幫助，以幫助我們考慮模型中的整體組合和偏移量？

Well, thank you for the question.

嗯，謝謝你的問題。

I would just note that we would expect the subscription revenue line to continue to grow very nicely over time.

我只想指出，我們預計訂閱收入線將隨著時間的推移繼續非常好地增長。

Both the cloud business and the data center business for those who need an on-prem solution over the medium-term here.

雲業務和數據中心業務都適合那些需要中期本地解決方案的人。

A lot of opportunity in front of both of those.

在這兩者面前都有很多機會。

On the cloud side, where obviously we're primarily focused, we're seeing, obviously, very strong adoption in terms of those new customers coming in, 95% this past quarter.

在雲計算方面，顯然我們主要關注的是，我們看到，就新客戶的加入而言，我們看到非常強勁的採用率，在上個季度達到 95%。

And we're also seeing nice building volumes of migrations.

我們還看到大量的遷移。

And we expect that to be continuing in the coming years.

我們預計這將在未來幾年繼續。

So that's really the effect there.

所以這就是那裡的效果。

Of course, remember, we've talked about the fact that for those larger migrating customers, we will offer discounts to smooth that pathway that I was referring to earlier.

當然，請記住，我們已經討論過這樣一個事實，即對於那些較大的遷移客戶，我們將提供折扣以使我之前提到的那條路徑順利進行。

Your next question comes from Arjun Bhatia with William Blair.

您的下一個問題來自 Arjun Bhatia 和 William Blair。

So this one's probably for Mike or Scott.

所以這個可能是給邁克或斯科特的。

I read in the shareholder letter, there seemed to be a lot of focus on servers or cloud migrations.

我在股東信中讀到，似乎有很多注意力集中在服務器或云遷移上。

I'm just curious what role you see the data center offering playing at Atlassian long term.

我只是好奇您認為數據中心產品在 Atlassian 長期扮演什麼角色。

And is this a bridge SKU until cloud can handle some of these larger customers, which seems to be relatively soon?

這是一個橋樑 SKU，直到雲可以處理其中一些較大的客戶，這似乎相對較快？

Or do you plan to keep it around longer term, even after customers are comfortable scaling the cloud?

或者您是否打算將其長期保留，即使在客戶對雲擴展感到滿意之後？

Yes.

是的。

Arjun, I can certainly take that.

阿瓊，我當然可以接受。

Look, the data center is a critical offering for our customers at the moment to make sure that the largest scale customers, as you said, can manage their own environments, right, where they have a desire to or a need to.

看，數據中心目前是我們客戶的關鍵產品，以確保最大規模的客戶，如您所說，可以管理他們自己的環境，正確的，他們有願望或需要的地方。

There's no doubt that we're continuing to build out the cloud offerings to handle larger enterprise volumes, to handle the, obviously, increased needs, right, in terms of scale, in terms of security, in terms of data locality, all sorts of SaaS-based needs for the largest enterprise customers.

毫無疑問，我們正在繼續構建雲產品以處理更大的企業數量，以處理顯然增加的需求，對，在規模、安全性、數據本地化方面，各種面向最大企業客戶的基於 SaaS 的需求。

As you can expect, the slowest customers to migrate, we think, over the long term, will be the largest customers, which will mean that data center offering is important for those customers for a long time.

正如您所料，我們認為，從長遠來看，遷移速度最慢的客戶將是最大的客戶，這意味著數據中心產品對這些客戶很重要。

It also has to be a part of their planning, right?

這也必須是他們計劃的一部分，對吧？

As we are clear with the customers about where the best long-term experience is and we help them to manage that migrations, at the same time we have to be clear with them that those offerings are important and a part of their planning, right, both on the data center side and on the cloud enterprise side.

由於我們與客戶清楚最佳的長期體驗在哪裡，並且我們幫助他們管理遷移，同時我們必須向他們清楚這些產品是重要的，並且是他們計劃的一部分，對，在數據中心端和雲企業端。

I would say that as part of our continued long-term communications, we remain driven by customers in this, right?

我想說的是，作為我們持續長期溝通的一部分，我們在這方面仍然受到客戶的推動，對吧？

We do -- it's worth saying we do get a lot of requests from customers that are large to move to the cloud, right?

我們做到了——值得一提的是，我們確實收到了很多來自客戶的大量遷移到雲的請求，對吧？

And so it's not one-way traffic at all.

所以它根本不是單向交通。

We tend to be very, very, very customer-driven and try to be prudent in how we think about helping them with that movement over time.

我們往往非常、非常、非常以客戶為導向，並且在考慮如何隨著時間的推移幫助他們完成這項運動時會盡量謹慎。

Your next question comes from Walter Pritchard with Citi.

您的下一個問題來自花旗銀行的 Walter Pritchard。

Sorry to beat a dead horse on the cloud question.

很抱歉在雲問題上打死馬。

I guess, in the letter, you talked about a 60% uptick in cloud migrations, I think, on the server side.

我想，在信中，你談到了服務器端的雲遷移增加了 60%。

Anything you can tell us around sort of how much greater you expect the migrations to be in fiscal '21 versus '20?

您能告訴我們有關您預計 21 財年與 20 財年的遷移量會有多大的區別嗎？

And any color you can give us around types of customers, products, and I guess you've already kind of answered the question on additions.

您可以圍繞客戶、產品類型為我們提供任何顏色，我想您已經回答了關於添加的問題。

But just curious, more color there, especially on how we should think about the magnitude of the uptick of migrations into the next year.

但只是好奇，那裡有更多的色彩，特別是關於我們應該如何考慮明年移民上升的幅度。

Sure.

當然。

Walter.

沃爾特。

Look, the first thing I would say is in terms of magnitude or in terms of migrations, obviously, we've continued to build-out, as I mentioned before, the product quality and the depth and the breadth of our offerings in the cloud.

看，我要說的第一件事是就規模或遷移而言，顯然，正如我之前提到的，我們一直在繼續構建產品質量以及我們在雲中提供的產品的深度和廣度.

So one would expect that to increasingly point to larger scales of migration, right?

所以人們會期望這將越來越多地指向更大規模的遷移，對嗎？

Just the sheer quality of the offering is improved.

只是產品的絕對質量得到了改善。

The biggest thing that we've done in the last year is to continue to improve our migration assistance and working with partners, both of which have had very positive impacts.

去年我們做的最重要的事情是繼續改進我們的移民援助並與合作夥伴合作，這兩者都產生了非常積極的影響。

The Confluence migration assistant, for example, shipped about 18 months ago, I would guess, the first version.

例如，Confluence 遷移助手大約在 18 個月前發布，我猜是第一個版本。

We've had 2 or 3 versions since then as we keep improving it.

從那時起，隨著我們不斷改進，我們已經有了 2 或 3 個版本。

It now has more than 95% of all Confluence migrations go through that migration assistant.

現在，超過 95% 的 Confluence 遷移都通過該遷移助手進行。

So as that -- as those migration assistants do work, we have to keep tuning them and helping customers' data move through those migration assistance.

因此，隨著這些遷移助手的工作，我們必須不斷調整它們並幫助客戶的數據通過這些遷移助手移動。

That really, really helps that journey become less frictionful.

這真的，真的有助於這段旅程變得不那麼摩擦。

And then it's all about our communication and the customers planning they're going to move this quarter, next quarter, next year, whatever, that's part of their planning.

然後就是我們的溝通和客戶計劃，他們將在本季度、下季度、明年搬家，無論如何，這是他們計劃的一部分。

I mentioned the Confluence migration assistant because it's our oldest and most invested migration assistant.

我提到了 Confluence 遷移助手，因為它是我們歷史最悠久、投資最多的遷移助手。

The Jira Software migration system is a lot newer.

Jira Software 遷移系統更新了很多。

So that shipped in March.

所以在三月份發貨。

And we continue to work on how to improve that.

我們將繼續努力改進這一點。

That's only about 50% of migrations at the moment.

目前這只是大約 50% 的遷移。

So as you would expect, as we improve that migration assistant and the longer it's out, we'll see more Jira Software migrations in the year ahead than we have in the year behind.

因此，正如您所期望的那樣，隨著我們改進遷移助手並且它推出的時間越長，我們將在未來一年看到更多的 Jira Software 遷移，而不是後一年。

And similarly, the Jira Services migration Assistant is in -- I believe, is in beta at the moment, and we'll continue to roll out throughout the year.

同樣，Jira Services 遷移助手正在——我相信，目前處於測試階段，我們將在全年繼續推出。

So I think you will see increased migrations in the year ahead, both through the offerings we have and then the migration assistances continuing to improve.

因此，我認為您將在未來一年看到更多的遷移，無論是通過我們提供的產品還是遷移援助的持續改進。

As well as I would call out our partner network, right, continuing to improve their capabilities, their services, their experience, their history in migrating customers, because especially for those larger customers, we have an awesome network of partners around the world that help them to manage that migration.

除了我會呼籲我們的合作夥伴網絡，對，繼續提高他們的能力、他們的服務、他們的經驗、他們在遷移客戶方面的歷史，因為特別是對於那些大客戶，我們在世界各地擁有一個很棒的合作夥伴網絡，可以幫助他們來管理遷移。

Maybe they're moving things along the way, returning the offerings to their businesses.

也許他們正在沿途移動東西，將產品返還給他們的業務。

So that's a human power that helps, but takes some time to learn and get experience in managing those migrations.

所以這是一種有幫助的人力，但需要一些時間來學習和獲得管理這些遷移的經驗。

Your next question comes from Ittai Kidron with Oppenheimer.

您的下一個問題來自奧本海默的 Ittai Kidron。

Great quarter, guys.

偉大的季度，伙計們。

I have a few questions, first on cloud enterprise.

我有幾個問題，首先是關於雲企業。

Can you talk about what percent -- I know it probably, clearly doesn't apply to all of your customer base, a small subset of it.

您能談談百分比嗎？我可能知道，顯然不適用於您的所有客戶群，只是其中的一小部分。

But maybe you could talk about how much of your revenue, you think, can be captured by cloud enterprise.

但也許你可以談談你認為有多少收入可以被雲企業獲取。

And I'm trying to kind of gauge, first of all, what percent of revenue is exposed to this do you think that can be upgraded?

我正在嘗試衡量，首先，您認為可以升級的收入百分比是多少？

And also, is there an average price increase I can think about relative to the premium tier that cloud enterprise reflects?

此外，相對於雲企業反映的高級層，我可以考慮平均價格上漲嗎？

It's Scott here.

這裡是斯科特。

Thanks for the question.

謝謝你的問題。

And I'll take you back to, I guess, our principles, which is we want to be able to serve all of our customers in cloud, and we have our free additions for the very smallest teams.

我想我會帶你回到我們的原則，即我們希望能夠在雲中為所有客戶提供服務，並且我們為最小的團隊提供免費添加。

And recently, it was just free and standard.

最近，它只是免費和標準的。

And as we've looked to make sure we can handle all those customers, we have gone to premium and now enterprise.

當我們希望確保我們能夠處理所有這些客戶時，我們已經轉向高端，現在是企業。

Now enterprise is still in a closed beta with customers.

現在企業仍處於與客戶的封閉測試階段。

So we're not in a stage where we could talk to overall customer demand or specific pricing on that product.

因此，我們還沒有處於可以討論整體客戶需求或該產品的具體定價的階段。

But when we think about it, enterprise is targeted to the larger customers that have very specific needs around data locality, performance, scale and other things that -- where we believe we can provide a specific offering for those customers.

但是當我們考慮它時，企業針對的是對數據位置、性能、規模和其他方面有非常特殊需求的大型客戶——我們相信我們可以為這些客戶提供特定的產品。

So I guess too soon to kind of answer specifically your questions, but we're committed to handling all of our customers, including the very largest of customers in cloud.

因此，我想具體回答您的問題還為時過早，但我們致力於處理我們所有的客戶，包括雲中最大的客戶。

And as I said before, that we save a lot of money for those customers by handling the total cost of ownership because we can run it cheaper and better than they can.

正如我之前所說，我們通過處理總擁有成本為這些客戶節省了大量資金，因為我們可以比他們更便宜、更好地運行它。

Your next question comes from Robert Majek with Raymond James.

您的下一個問題來自 Robert Majek 和 Raymond James。

Can you share some feedback from the partner channel, which represents 1/4 of total revenue and how they're evolving their practices as you accelerate the shift towards cloud products?

您能否分享一些來自合作夥伴渠道的反饋，該渠道佔總收入的 1/4，以及隨著您加速向雲產品的轉變，他們如何改進他們的實踐？

Sure.

當然。

I can take that one.

我可以拿那個。

Look, I think any large-scale shift in our business like this, is going to impact the partner channel, right?

看，我認為我們業務中的任何大規模轉變都會影響合作夥伴渠道，對嗎？

So you clearly hear that in that feedback.

所以你在反饋中清楚地聽到了這一點。

They're used to working out how to help customers in a certain manner, and they're having to evolve and helping them in a different manner.

他們習慣於研究如何以某種方式幫助客戶，他們必須以不同的方式發展和幫助他們。

This creates opportunities and creates challenges for them, and you get both in the feedback.

這為他們創造了機會，也為他們帶來了挑戰，你會在反饋中得到這兩者。

For example, as I mentioned, migration services for the last year or 2 in the next few years will be a good source of revenue for our partners in terms of helping our customers to move, not just sheerly picking up the data and running the migration assistant, which the customers can probably do themselves, but in terms of how should they think about their business, which has probably changed in the cloud.

例如，正如我所提到的，過去一年或未來幾年的遷移服務將成為我們合作夥伴的一個很好的收入來源，可以幫助我們的客戶遷移，而不僅僅是單純地獲取數據和運行遷移助手，客戶可能可以自己做，但就他們應該如何看待他們的業務而言，這可能在雲中發生了變化。

Like do they need to think differently?

就像他們需要以不同的方式思考？

Do they need to set it up differently?

他們需要以不同的方式進行設置嗎？

Do they need to manage it differently in terms of doing that?

他們是否需要以不同的方式管理它？

Second, the offerings like cloud enterprise and the new extensibility capabilities we have in the cloud are very exciting for partners.

其次，像雲企業這樣的產品和我們在雲中擁有的新的可擴展性能力對合作夥伴來說是非常令人興奮的。

They create a lot more opportunities in the cloud world to manage the customers' instances, manage how they do things.

他們在雲世界中創造了更多的機會來管理客戶的實例，管理他們做事的方式。

Again, cloud enterprise being multi instance, so you can set up as many Jira instances as you want to manage your work.

同樣，雲企業是多實例，因此您可以設置任意數量的 Jira 實例來管理您的工作。

Creates a lot more flexibility for the customer in terms of data management, how they want to manage projects, how they manage the content in Confluence, and the partner can help them manage that to map it closer than ever before to their business to make it a better fit.

在數據管理方面為客戶創造了更大的靈活性，他們希望如何管理項目，他們如何管理 Confluence 中的內容，合作夥伴可以幫助他們管理這些，使其比以往任何時候都更接近他們的業務，從而實現更合適。

So I would say, as a whole, although the partners have made huge strides already in managing that transition in their business, they continue to work with us, and we continue to communicate very much so how that's going to change and work alongside them as we go in that direction.

所以我想說，作為一個整體，雖然合作夥伴在管理他們的業務轉型方面已經取得了巨大的進步，但他們繼續與我們合作，我們繼續進行非常多的溝通，所以這將如何改變並與他們一起工作我們朝著那個方向前進。

Just want to add something there.

只是想在那裡添加一些東西。

Mike did a great job of explaining, but it sometimes gets lost how much of an asset our global partner channel is.

Mike 在解釋方面做得很好，但有時我們會忘記我們的全球合作夥伴渠道有多少資產。

We have just a huge range of partners in tackling verticals.

我們在垂直領域擁有眾多合作夥伴。

And those partners are also key in our marketplace, which has been a huge strength for us and it creates stickiness in our products, and they've done a great job of building those marketplace apps in our cloud.

這些合作夥伴也是我們市場的關鍵，這對我們來說是一個巨大的優勢，它在我們的產品中創造了粘性，他們在我們的雲中構建這些市場應用程序方面做得很好。

And of course, that allows them to be more sticky.

當然，這使它們更具粘性。

So I'm glad you brought up the question because it does speak to the huge benefit we have of this global partner channel, and particularly where we don't have to have post-sales or professional services people on the ground around the world, and we can leverage our partner channel to do that as a huge source of strength for us.

所以我很高興你提出這個問題，因為它確實說明了我們從這個全球合作夥伴渠道中獲得的巨大好處，特別是在我們不必在世界各地派駐售後或專業服務人員的情況下，我們可以利用我們的合作夥伴渠道來做到這一點，這是我們強大的力量來源。

Your next question comes from Brent Thill with Jefferies.

您的下一個問題來自 Jefferies 的 Brent Thill。

This is Luv Sodha on for Brent Thill.

這是布倫特希爾的 Luv Sodha。

I had a couple of questions.

我有幾個問題。

First one for Mike and Scott was around the R&D investment.

邁克和斯科特的第一個問題是圍繞研發投資。

It sounds like you guys are still going to keep the hiring speed up in fiscal 2021.

聽起來你們仍將在 2021 財年保持招聘速度。

And this year, you guys had an impressive -- you had the free cloud additions, you launched premium.

今年，你們取得了令人印象深刻的成果——你們有免費的雲添加，你們推出了高級版。

So like what are sort of the feature sets that this R&D investment is going to be focused on, going forward?

那麼，未來這項研發投資將關注哪些功能集？

And then the second one was around the demand pipeline.

然後第二個是圍繞需求管道。

So I know James, you provided some color around the demand pipeline, seeing the most impact from COVID-19 in April and then improving sequentially.

所以我知道詹姆斯，你為需求管道提供了一些色彩，看到了 4 月份 COVID-19 的最大影響，然後依次改善。

So what has been implied in the guidance for the first fiscal quarter that you provided?

那麼，您提供的第一財季指南中暗示了什麼？

Yes.

是的。

Great question.

好問題。

Look, I think we've obviously got the COVID background, as we've talked about, right?

聽著，我想我們顯然已經有了 COVID 背景，正如我們所談到的，對吧？

And whether the recovery sort of slowly comes back like a marshmallow or snaps back quickly like a rubber band, that is -- that's out of our control.

復甦是像棉花糖一樣緩慢恢復，還是像橡皮筋一樣迅速恢復，那是我們無法控制的。

However, what is in control is our ability to continue to invest prudently and for the long term so that we can come out of this strongly however that happens.

然而，我們能夠控制的是我們有能力繼續審慎地進行長期投資，以便我們能夠有力地擺脫這種情況，但無論如何都會發生這種情況。

In terms of where the R&D dollars are going, that doesn't change, right?

就研發資金的去向而言，這並沒有改變，對吧？

I mean it shouldn't change because of COVID or any background circumstances.

我的意思是它不應該因為 COVID 或任何背景情況而改變。

So as we continue to say, we're trying to build an amazing platform for helping teams work across lots of different markets.

因此，正如我們繼續說的那樣，我們正在努力建立一個令人驚嘆的平台，以幫助團隊在許多不同的市場上工作。

You see that obviously going into the cloud platform, continuing to build out enterprise capabilities there as well as on things like free and helping the smallest group of customers get started and just make their teams more efficient, right?

您會看到顯然進入雲平台，繼續在那裡建立企業能力以及免費的東西，幫助最小的客戶群體開始，讓他們的團隊更有效率，對吧？

That doesn't change.

那不會改變。

We continue to have some amazing opportunities in terms of markets ahead of us, in software, in IT and connecting those 2 markets as well as you've seen with the Mindville acquisition that we announced today as well as in the broader work management for all teams aspect.

在我們面前的市場、軟件、IT 和連接這兩個市場以及您在我們今天宣布的 Mindville 收購以及對所有人的更廣泛的工作管理方面，我們繼續擁有一些驚人的機會團隊方面。

Trello continues to power along really well, and we're happy with how that's going.

Trello 繼續運行良好，我們對它的進展感到滿意。

Confluence continues to become a broader offering, and we continue to work on our overall platform of tying things together.

Confluence 繼續成為更廣泛的產品，我們將繼續致力於將事物聯繫在一起的整體平台。

So just high level, we're really excited about where we're investing our R&D.

所以只是高水平，我們對我們在哪裡投資我們的研發感到非常興奮。

We do think about that in the long term.

從長遠來看，我們確實考慮過這一點。

And as Scott mentioned earlier, we're continuing to invest in hiring and acquiring the best talent that we can into the business, so we can build things for our customers.

正如斯科特之前提到的，我們將繼續投資於招聘和獲取我們可以進入業務的最優秀人才，這樣我們就可以為我們的客戶構建東西。

And I can just add on to the second part of your question.

我可以補充你問題的第二部分。

In terms of the COVID impact that we saw in Q4, I pegged that at around $10 million in revenue in the quarter.

就我們在第四季度看到的 COVID 影響而言，我認為該季度的收入約為 1000 萬美元。

And that was predominantly on the cloud side of our business, which you would expect that's where we tend to serve our small-, medium-sized business-type customers.

這主要是在我們業務的雲方面，你會期望這就是我們傾向於為我們的中小型企業類型客戶提供服務的地方。

We saw some weakness there, particularly around some of the smaller tech companies that we serve, and then, of course, particular industries were heavily impacted by COVID-19.

我們在那裡看到了一些弱點，特別是在我們服務的一些小型科技公司周圍，當然，特定行業受到 COVID-19 的嚴重影響。

And we saw impacts right across the customer size spectrum within those impacted sectors.

我們在這些受影響的行業中看到了整個客戶規模範圍內的影響。

So around $10 million for the quarter.

因此，本季度約為 1000 萬美元。

That includes -- a subset of that $10 million relates to some of the help that we gave to certain of our customers.

這包括 - 這 1000 萬美元的一部分與我們為某些客戶提供的一些幫助有關。

Although I'll note it was a relatively small proportion, less than 2% or so, of our customers came to us for one form of help or another.

雖然我會注意到這是一個相對較小的比例，不到 2% 左右，我們的客戶來找我們尋求一種或另一種形式的幫助。

Looking into fiscal '21, we're assuming -- again, we're obviously not trying to take a call on the macro or the timing of the trajectory of COVID, but we're assuming that there would be effects throughout fiscal '21.

展望 '21 財年，我們假設 - 再次，我們顯然不是試圖對宏觀或 COVID 軌蹟的時間點進行呼籲，但我們假設在整個 21 財年都會產生影響.

So net-net, it would be a bigger effect in fiscal '21 than what we've seen to date.

所以淨淨，它在 21 財年的影響將比我們迄今為止看到的更大。

Your next question comes from Pat Walravens with JMP Securities.

您的下一個問題來自 JMP 證券公司的 Pat Walravens。

This is Joey on for Pat.

這是喬伊為帕特准備的。

Just 2 quick ones from me.

我只有 2 個快速的。

First, how are you thinking about M&A going forward?

首先，您如何看待未來的併購？

And then maybe on the COVID impact, can you maybe touch on what you saw in July and how that compared to June?

然後也許是關於 COVID 的影響，您能否談談您在 7 月看到的情況以及與 6 月相比的情況？

Scott here, I'll take the M&A question.

斯科特在這裡，我將回答併購問題。

James can take the COVID impact one.

詹姆斯可以接受 COVID 影響之一。

The -- look, I mean, M&A hasn't changed for us.

看起來，我的意思是，併購對我們來說並沒有改變。

We've always viewed M&A as one of the areas that we are great at, along with building and developing new products, along with our marketplace, the third-party apps that we provide to our customers.

我們一直將併購視為我們擅長的領域之一，此外還有構建和開發新產品以及我們的市場、我們提供給客戶的第三方應用程序。

It's sort of, I guess, one arrow in our quiver that we can deploy, and nothing's changed.

我猜這有點像我們可以部署的箭筒中的一個箭頭，並且沒有任何改變。

We believe that the most important thing companies need to have that we're interested in looking at is that they align with our mission, that they are around unleashing the potential of every team, and then it's culture fit and other areas.

我們認為，公司需要我們感興趣的最重要的事情是他們與我們的使命保持一致，他們圍繞著釋放每個團隊的潛力，然後是文化契合度和其他領域。

So we're really proud about M&A.

所以我們對併購感到非常自豪。

And we've always been prudent stewards of capital, and that hasn't changed through COVID.

我們一直是謹慎的資本管家，這並沒有因 COVID 而改變。

Like always, if there's opportunities to buy things at a reasonable price that makes sense and add to our product portfolio in areas that we're already looking at, we will do that.

像往常一樣，如果有機會以合理的價格購買有意義的東西，並在我們已經關注的領域增加我們的產品組合，我們就會這樣做。

I will say that the valuations haven't come down as much as many people expected during this time.

我會說，在這段時間裡，估值並沒有像很多人預期的那樣下降。

And we're in no rush to sort of go and deploy capital in areas where we don't believe we can get a great return.

而且我們並不急於在我們認為無法獲得豐厚回報的領域部署資金。

James?

詹姆士？

Yes, I'd just add that we've been discussing how the challenging impacts of COVID lessened as Q4 progressed.

是的，我只想補充一點，我們一直在討論隨著第四季度的進展，COVID 的挑戰性影響如何減弱。

I would just observe that in July, so far, we've seen a continuation of that theme.

我只想在 7 月份觀察到，到目前為止，我們已經看到了該主題的延續。

But I really would want to emphasize, it's early in the quarter, and I'd be not looking to draw too many conclusions here.

但我真的想強調，現在是本季度初，我不想在這裡得出太多結論。

Obviously, the macro factors are really hard to predict.

顯然，宏觀因素真的很難預測。

And we've seen economic openings in certain geographies, followed by less -- or more restrictive economic conditions.

我們已經看到某些地區的經濟開放，隨後是更少或更多限制性的經濟條件。

So that's what we've seen so far, but I would be very cautious about going too far with that.

這就是我們到目前為止所看到的，但我會非常謹慎地不要走得太遠。

Your next question comes from Derrick Wood with Cowen.

您的下一個問題來自 Derrick Wood 和 Cowen。

I wanted to ask about business outside of SMB, outside of distressed verticals and maybe looking at your more stable verticals and your more enterprise-type customers.

我想詢問 SMB 之外的業務、陷入困境的垂直行業之外的業務，也許會關注您更穩定的垂直行業和更多企業類型的客戶。

And I'm curious, given the impact from kind of worker displacement and supporting hybrid work enabled in what you're seeing from a demand perspective?

我很好奇，考慮到從需求的角度來看，工人流離失所和支持混合工作的影響？

You could argue maybe investments in collaboration and workflow would rise, but you could also argue companies still are very much in tactical mode.

你可能會爭辯說，對協作和工作流程的投資可能會增加，但你也可能會爭辯說公司仍處於戰術模式。

So would like to hear how you're seeing conditions and better performing verticals.

所以想听聽您如何看待條件和表現更好的垂直行業。

I can start on that one, and then Scott might perhaps, you want to jump in.

我可以從那個開始，然後斯科特可能會，你想加入。

But we feel as though we are very much in the center of important transformation.

但我們覺得自己好像非常處於重要轉變的中心。

Digital transformation is only being accelerated by the macroeconomic developments that have played out in recent months.

最近幾個月的宏觀經濟發展正在加速數字化轉型。

And we feel that our products and services fit that need for where our customers are going.

我們認為我們的產品和服務符合我們客戶的需求。

And I would just also add how we were very pleased up at the larger enterprise end of our customer base.

我還想補充一下，我們對客戶群的更大企業端感到非常滿意。

As to the large spending statistics that we published, we've traditionally published numbers for customer spending more than $50,000 and $500,000 with us.

至於我們發布的大量支出統計數據，我們通常會發布客戶在我們這里花費超過 50,000 美元和 500,000 美元的數字。

And those customer accounts grew by 44% and 56% year-over-year.

這些客戶賬戶同比增長 44% 和 56%。

And then a new statistic for us, as we continue to scale, is the number of customers spending more than $1 million with us.

然後，隨著我們不斷擴大規模，我們的一個新統計數據是與我們一起花費超過 100 萬美元的客戶數量。

And so we were delighted with that number increasing by 76% year-over-year.

因此，我們對這一數字同比增長 76% 感到高興。

So I think illustrative of the breadth of what we have to offer, the relevance of what we have to offer.

所以我認為說明了我們必須提供的廣度，我們必須提供的相關性。

I'll leave it at that.

我就這樣吧。

Your next question comes from Rishi Jaluria with D.A. Davidson.

你的下一個問題來自 Rishi Jaluria 和 D.A.戴維森。

Just 2 quick ones.

只有2個快速的。

First, diving a little bit more into the churn discussion.

首先，深入討論客戶流失問題。

You've mentioned in the past that your retention rates are about 98% for those customers spending over $5,000.

您過去曾提到，對於那些花費超過 5,000 美元的客戶，您的保留率約為 98%。

Has that been consistent during COVID?

這在 COVID 期間是否一致？

Or has there been changes with, again, the customers around -- larger bill versus just a total customer as a whole -- account as a whole?

或者，周圍的客戶——更大的賬單而不是一個整體的客戶——整體賬戶是否也發生了變化？

And then on cloud revenue side, in the shareholder letter, you said slightly less than half of revenue is cloud.

然後在雲收入方面，在股東信中，你說收入的一半不到雲。

To be clear, that's just the actual cloud revenue?

需要明確的是，這只是實際的雲收入？

That's not including marketplace, correct?

這不包括市場，對嗎？

Because then that's telling us that about 80% of subscription bucket would be actual cloud, which is definitely a lot higher than I expected.

因為那告訴我們，大約 80% 的訂閱桶將是實際的雲，這絕對比我預期的要高得多。

But I just wanted to get a sense, is that directionally the right way to think about that?

但我只是想了解一下，這是有方向的思考方式嗎？

So in terms of the last part of your question, the cloud commentary, obviously, directional rather than terribly specific.

因此，就您問題的最後一部分而言，雲評論顯然是定向的，而不是非常具體的。

Recall, obviously, that the marketplace has been growing nicely for us on the cloud.

回想一下，很明顯，我們在雲上的市場一直在增長。

But traditionally, the marketplace has grown up around server and the data center apps were growing very nicely in the last 1.5 years or so.

但傳統上，市場是圍繞服務器發展起來的，數據中心應用程序在過去 1.5 年左右的時間裡增長得非常好。

So we expect more growth

所以我們期待更多的增長

(technical difficulty)

（技術難度）

And then the other element of your question, if you want to come back to that?

然後你的問題的另一個元素，如果你想回到那個？

Your next question comes from Ari Terjanian of Cleveland Research.

您的下一個問題來自 Cleveland Research 的 Ari Terjanian。

Wanted to follow-on the large deals or growing -- customers spending more than $1 million.

想要跟進大宗交易或增長——客戶支出超過 100 萬美元。

Can you give an update on what's driving that?

你能提供最新的驅動因素嗎？

Any update on Jira line?

Jira 線上有什麼更新嗎？

And as you look into FY '21, with Cameron as Chief Revenue Officer, any changes to go-to-market strategy you're contemplating with your own direct sales force or with partners?

當您展望 21 財年時，Cameron 擔任首席營收官時，您正在考慮與您自己的直銷團隊或合作夥伴一起對上市戰略進行任何更改？

Look, there's nothing changed on our go-to-market strategy.

看，我們的上市策略沒有任何改變。

Over the long term, we don't expect it to have any new terms in the near-term either.

從長遠來看，我們預計它在短期內也不會有任何新條款。

Our go-to-market strategy has always been land customers bottoms-up, and where they need help, assistance, we provide that for them.

我們的市場推廣策略一直是自下而上地吸引客戶，在他們需要幫助和幫助的地方，我們會為他們提供幫助。

Over time, as the deal sizes get larger, their engagement with us, they want a sort of person to talk to.

隨著時間的推移，隨著交易規模越來越大，他們與我們的接觸越來越多，他們想要找一個人交談。

But that engagement is almost always after they're already a long-term customer of Atlassian and they're looking to expand either to mission-critical data center instance or Jira line for reporting up into the C-suite.

但這種參與幾乎總是在他們已經是 Atlassian 的長期客戶之後，他們正在尋求擴展到任務關鍵型數據中心實例或 Jira 產品線，以便向上級報告。

I've spent a lot of time with customers recently with -- that are engaging with our Jira line product.

我最近花了很多時間與客戶打交道——他們正在使用我們的 Jira 系列產品。

And what we're seeing there is that digital transformation is a CEO-level and board-level concern amongst many of our customers.

我們在那裡看到的是，數字化轉型是我們許多客戶關心的 CEO 級別和董事會級別的問題。

And they are still very early in the digital transformation road maps.

他們還處於數字化轉型路線圖的早期階段。

Many have engineering teams, but they've been working in a waterfall fashion.

許多人擁有工程團隊，但他們一直在以瀑布方式工作。

They're not moving fast enough to keep up with today's demands.

他們的行動速度不夠快，無法滿足當今的需求。

And so they're looking to vendors like ourselves to help them unify all their dev teams from the moment they come up with an idea all the way through to launch and maintaining it and running it.

因此，他們希望像我們這樣的供應商幫助他們統一所有的開發團隊，從他們提出一個想法的那一刻起，一直到發布、維護和運行它。

And so that involves our entire product suite.

這涉及到我們的整個產品套件。

And as they look to do that at large scale, they need products like Jira line to manage their portfolio of often thousands, if not tens of thousands of developers, they have building products for them.

當他們希望大規模地做到這一點時，他們需要像 Jira line 這樣的產品來管理他們的產品組合，通常是數千甚至數万開發人員，他們已經為他們構建了產品。

So in short, no changes to our go-to-market.

所以簡而言之，我們的上市沒有任何變化。

And we see, again, all of our product portfolio playing out as we expected, which is we are the only vendor that can handle both end-to-end and the scale that our customers are operating at.

我們再次看到，我們所有的產品組合都按我們的預期發揮作用，這是唯一能夠同時處理端到端和客戶運營規模的供應商。

I just wanted to circle back.

我只是想繞回去。

I think we missed the first part of Rishi's question.

我認為我們錯過了 Rishi 問題的第一部分。

We moved on to the next question a little quickly.

我們很快就轉到了下一個問題。

But it does dovetail nicely into what Scott was talking about with the go-to-market evolution and how we continue to look in the long-term at improving our model.

但它確實與 Scott 所說的市場發展演變以及我們如何從長遠來看繼續改進我們的模型非常吻合。

Rishi asked about the retention rate for customers north of $50,000.

Rishi 詢問了 50,000 美元以上客戶的保留率。

And I just wanted to say it's been holding steady through the COVID challenges.

我只想說它在 COVID 挑戰中一直保持穩定。

So continued retention among the large customers we're happy with as we continue to be a mission-critical part of their infrastructure of their -- how they run their companies as you'd expect that retention rate is holding well.

因此，我們對大客戶的持續保留感到滿意，因為我們繼續成為他們基礎設施的關鍵任務部分——他們如何按照您的預期運營公司，保留率保持良好。

(Operator Instructions) And your next question comes from Jack Andrews with Needham.

（操作員說明）您的下一個問題來自 Jack Andrews 和 Needham。

During the quarter, you announced a variety of integrations between some of your products and third-party DevOps tools.

在本季度，您宣布了您的一些產品與第三方 DevOps 工具之間的各種集成。

And so just philosophically speaking, I mean, how much do you think of the DevOps life cycle that you're interested in addressing directly versus partnering with other third parties?

所以從哲學上講，我的意思是，您對直接解決與與其他第三方合作感興趣的 DevOps 生命週期有何看法？

Scott here, I appreciate the question, Jack.

斯科特在這裡，我很欣賞這個問題，傑克。

If I look at certainly with customers and explain what we do, there's a lot of -- if you think about the broad market, there is plan-and-manage kind of, "What are we going to get done across our organization?" And in that space, Jira, and now, Jira One and other products are totally ubiquitous there.

如果我肯定會與客戶一起看待並解釋我們的工作，那麼有很多——如果你考慮廣闊的市場，就會有計劃和管理之類的，“我們將在整個組織中完成什麼？”在那個空間裡，Jira 以及現在的 Jira One 和其他產品在那裡無處不在。

You then have what -- kind of writing code, testing code, deploying code.

然後你有什麼——編寫代碼、測試代碼、部署代碼。

And in that space, there are thousands of different vendors and different start-ups happening every single day.

在那個領域，每天都有成千上萬的不同供應商和不同的初創企業在湧現。

And Atlassian plays a really important part there with our coding tools, with our deployment tools and so forth.

Atlassian 在我們的編碼工具、部署工具等方面發揮著非常重要的作用。

But there are -- our commitment to our customers in that space is that we will integrate with everything in that space.

但是，我們在該領域對客戶的承諾是，我們將與該領域的所有內容集成。

And everything in that space, because of our market presence and our customer base, they are incentivized to integrate with us.

由於我們的市場佔有率和我們的客戶群，該領域的一切都被激勵與我們整合。

And so our brand promise in that space is, we have things for you, and we have some of the most important pieces in that space.

因此，我們在該領域的品牌承諾是，我們為您準備了一些東西，並且我們擁有該領域中一些最重要的作品。

But I think it's silly for any vendor to promise to be all things to all people in that space, given how quickly technology changes and how people write code evolves over time.

但我認為，考慮到技術變化如此之快以及人們編寫代碼的方式隨著時間的推移而發展，任何供應商承諾為該領域的所有人提供一切都是愚蠢的。

And then at the other -- sort of the end of that, when we say, "Okay, I want to manage, run and support these products." That's where we've increasingly been spending time with all of the ITSM investments, with Jira Service Desk, with Opsgenie that alerts people when you have issues.

然後在另一個 - 有點結束時，當我們說，“好的，我想管理、運行和支持這些產品。”這就是我們越來越多地將時間花在所有 ITSM 投資上的地方，使用 Jira Service Desk 和 Opsgenie，當您遇到問題時會提醒人們。

And so in that area, we're still in the stage where every time we add a feature, we gain more market share there.

所以在那個領域，我們仍處於每次添加功能時，我們都會獲得更多市場份額的階段。

It's still very early.

現在還很早。

But what customers look to us across all of this is that they want effectively a single pane of glass that tells them where are they spending time, how are they managing this huge amount of people that are involved in digital transformation, whether they're writing code or they're designing user interfaces or their frontline support people when the products go down in the middle of the night.

但是，在所有這一切中，客戶對我們的期望是，他們實際上想要一個單一的玻璃面板，告訴他們他們在哪里花費時間，他們如何管理參與數字化轉型的大量人員，他們是否正在寫作代碼，或者他們正在設計用戶界面，或者當產品在半夜出現故障時，他們的前線支持人員。

They want something that coordinates all that work.

他們想要協調所有工作的東西。

And we're the only vendor that can do that end-to-end.

我們是唯一可以做到端到端的供應商。

And so the integrations we announced in DevOps were part of that, effectively demonstrating, again, like no other vendor can do that, we are that single pane of glass, no matter what you use at a sort of detailed level.

因此，我們在 DevOps 中宣布的集成就是其中的一部分，再次有效地證明，就像沒有其他供應商可以做到的那樣，無論您在某種詳細級別使用什麼，我們都是單一的玻璃面板。

DevOps, whether you use our products or you use a third party, Atlassian is the only vendor that can sort of go after the C-suite and then down to the people writing code in the trenches.

DevOps，無論您使用我們的產品還是使用第三方，Atlassian 都是唯一一家可以在某種程度上追隨 C 套件，然後下到在戰壕中編寫代碼的人的供應商。

Jack, I just wanted to add one thing there.

傑克，我只是想在那裡添加一件事。

Scott and I've always believed it's incredibly important to communicate our philosophies of how we think about the world as much as the actions we're taking on a quarter-to-quarter basis.

斯科特和我一直認為，就我們如何看待世界的理念以及我們每季度採取的行動進行交流是非常重要的。

I hope you can see that in our shareholder letters.

我希望你能在我們的股東信中看到這一點。

We're long-term-thinking people.

我們是有長遠考慮的人。

We've built a long-term thinking business, and we believe that the shareholder letter, as much as anything else, is about philosophy of how we think about the world.

我們建立了一個長期思考的企業，我們相信股東信和其他任何東西一樣，是關於我們如何看待世界的哲學。

I think you can see over the last, almost 20 years now, and you will see continuing on, we're extremely pro interoperability.

我認為您可以看到過去近 20 年，並且您將繼續看到我們非常專業的互操作性。

So you asked about integrations and how that works.

所以你問了集成以及它是如何工作的。

While we obviously make sure our own applications work incredibly well together, we are -- we think it's incredibly important, as software continues to evolve that interoperability between the best-of-breed vendors, between all vendors that customers show up with, is incredibly important.

雖然我們顯然要確保我們自己的應用程序可以非常好地協同工作，但我們認為這非常重要，因為軟件不斷發展，最佳供應商之間的互操作性，客戶出現的所有供應商之間的互操作性令人難以置信重要的。

You've seen that in our partnerships continuing to evolve with Slack and with Zoom and with Dropbox, all of which I believe had announcements within this quarter and continue to work well with the thousands of different integrations that we have.

您已經看到，在我們與 Slack、Zoom 和 Dropbox 的合作夥伴關係中，我相信所有這些都在本季度發布，並繼續與我們擁有的數千種不同的集成很好地合作。

This also plays well into our cloud journey, because integration interoperability in the cloud is even easier than it was on -- in the on-premise world because of the standardized end points.

這也很好地融入了我們的雲之旅，因為雲中的集成互操作性比以前更容易——在本地世界中，由於標準化的端點。

No one has to upgrade their software.

沒有人必須升級他們的軟件。

It's all running on the latest versions.

這一切都在最新版本上運行。

So we think that's going to be an increasingly important part of our story, as Scott mentioned, in development and IT areas, but increasingly in work management for all in every area.

因此，我們認為這將成為我們故事中越來越重要的一部分，正如 Scott 提到的，在開發和 IT 領域，但在每個領域的所有人的工作管理中也越來越重要。

And I think that's a really good philosophical stance for us to have and only increasing as a strength of ours going forward.

我認為這對我們來說是一個非常好的哲學立場，並且只會隨著我們前進的力量而增加。

There are no further questions at this time.

目前沒有其他問題。

I'll turn the call back to Mike for closing remarks.

我會把電話轉回給邁克，讓他結束髮言。

Just wanted to say thanks, everyone, for joining on the call today.

只是想說謝謝大家今天加入電話會議。

I appreciate all the time and thoughts and your ongoing support as investors and as shareholders and stakeholders in our business.

我感謝所有的時間和想法以及您作為投資者以及我們業務的股東和利益相關者的持續支持。

I hope you and your loved ones are safe and stay safe throughout the quarter, and we'll talk to you shortly.

我希望您和您所愛的人在整個季度都保持安全，我們會盡快與您聯繫。

This concludes today's conference call.

今天的電話會議到此結束。

Thank you for joining.

感謝您的加入。

You may now disconnect.

您現在可以斷開連接。