Atlassian Corp (TEAM) 2020 Q1 法說會逐字稿

Good afternoon.

下午好。

Thank you for joining Atlassian's earnings conference call for the first quarter of fiscal 2020.

感謝您參加 Atlassian 2020 財年第一季度財報電話會議。

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 Martin Lam, Atlassian's Senior Manager of Investor Relations.

我現在將把電話轉給 Atlassian 的投資者關係高級經理 Martin Lam。

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

下午好，歡迎參加 Atlassian 2020 財年第一季度收益電話會議。

On the call today, we have Atlassian's Co-Founders and Co-CEOs, Scott Farquhar and Mike Cannon-Brookes; our Chief Financial Officer, James Beer; and our President, Jay Simons.

在今天的電話會議上，我們有 Atlassian 的聯合創始人和聯合首席執行官 Scott Farquhar 和 Mike Cannon-Brookes；我們的首席財務官 James Beer；和我們的總裁傑伊·西蒙斯。

Earlier today, we issued a press release and a shareholder letter with our financial results and commentary for our first 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 財年第一季度的財務業績和評論。

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

這些項目也發佈在 Atlassian 網站 Investors.atlassian.com 的投資者關係部分。

On our IR website, there is also an accompanying presentation and data sheet available.

在我們的 IR 網站上，還提供了隨附的演示文稿和數據表。

We'll make some brief opening remarks then spend the rest of the call on Q&A.

我們將做一些簡短的開場白，然後在電話會議的其餘部分進行問答。

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.

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。

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 titled Risk Factors in our most recent form 20-F and quarterly report on Form 6-K.

有關可能影響公司財務業績的這些因素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 表格中標題為風險因素的部分和表格中的季度報告6-K。

In addition, 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 IFRS 財務指標。

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 they 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，它們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, our shareholder letter and in our updated investor data sheet on our IR website.

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

I will now turn the call over to Scott for opening remarks before we move to Q&A.

現在，在我們進行問答之前，我將把電話轉給 Scott 做開場白。

Thanks, everyone, for joining today.

謝謝大家今天的加入。

We're out of the blocks in good form in fiscal 2020.

我們在 2020 財年處於良好狀態。

This quarter, we grew revenue by 36% year-over-year and generated more than $62.4 million of free cash flow.

本季度，我們的收入同比增長 36%，產生了超過 6240 萬美元的自由現金流。

We also added over 7,000 net new customers during the quarter and now have more than 159,000 customers in total.

我們在本季度還增加了 7,000 多個淨新客戶，現在總共有 159,000 多個客戶。

This quarter, we introduced 2 important new editions of our cloud offerings, free and premium.

本季度，我們推出了 2 個重要的雲產品新版本，免費版和高級版。

Our disruptive business model continues to win new customers, both large and small, and these new editions offer them more choice and capabilities.

我們顛覆性的商業模式繼續贏得大大小小的新客戶，這些新版本為他們提供了更多選擇和功能。

We wanted to be easier and less costly for teams to get started in the cloud and grow with us as their needs change and become more complex.

我們希望團隊在雲中起步並隨著他們的需求變化和變得更加複雜而與我們一起成長，從而變得更容易、成本更低。

Premium illustrates the increased sophistication of our enterprise cloud offerings, providing large companies the flexibility and the tools they need.

Premium 說明了我們的企業雲產品越來越複雜，為大公司提供了他們需要的靈活性和工具。

We are also excited to have acquired Code Barrel, the creator of Automation for Jira.

我們也很高興收購了 Jira 自動化的創建者 Code Barrel。

As a platform for managing work and workflows, Jira is in a unique position to help automate manual steps in the workflow to help people and teams advance work more efficiently.

作為管理工作和工作流的平台，Jira 在幫助自動化工作流中的手動步驟以幫助人員和團隊更有效地推進工作方面處於獨特的地位。

Automation is an increasing priority for our customers because it helps them move faster and collaborate more effectively.

自動化對我們的客戶來說越來越重要，因為它可以幫助他們更快地行動並更有效地協作。

Automation for Jira is already used by thousands of teams and is another important step as we continue to enhance our cloud products.

Jira 自動化已被數千個團隊使用，這是我們繼續增強雲產品的又一重要步驟。

We've provided more detail on these announcements along with many other updates in our shareholder letter that we issued earlier today.

我們在今天早些時候發布的股東信中提供了有關這些公告的更多詳細信息以及許多其他更新。

And with that, I'll pass the call over to the operator for Q&A.

有了這個，我會把電話轉給接線員進行問答。

(Operator Instructions) Your first question comes from the line of Heather Bellini with Goldman Sachs.

（操作員說明）您的第一個問題來自高盛集團的 Heather Bellini。

I wanted to ask a little bit just because there's been some concern over the past few days about -- if you've started to see any change in the customer buying patterns, right?

我想問一點只是因為過去幾天有人擔心——如果你開始看到客戶購買模式有任何變化，對嗎？

I mean I know you guys don't have a direct sales force.

我的意思是我知道你們沒有直銷隊伍。

But I know James has obviously seen different cycles from time to time, being at different companies.

但我知道詹姆斯顯然不時看到不同的周期，在不同的公司。

But any sense that there's been any change in the demand environment?

但是，是否感覺到需求環境發生了任何變化？

And then I had a follow-up question, just if you could share with us anything about any potential impact you saw from the price changes, if there's a way to help think about the impact on the quarter, whether we should be thinking about it more similar to kind of the fiscal year '18 price increase where the timing was more similar.

然後我有一個後續問題，如果您可以與我們分享您從價格變化中看到的任何潛在影響，是否有辦法幫助考慮對本季度的影響，我們是否應該考慮它更類似於 '18 財年的價格上漲，其中時間更相似。

Or is it potentially more like last years in terms of the behavior in deferred revenue?

還是就遞延收入的行為而言，它可能更像去年？

Heather, let me start off with our answers.

希瑟，讓我從我們的答案開始。

First of all, I wouldn't say we've seen any material change in customer buying patterns.

首先，我不會說我們已經看到客戶購買模式發生了任何重大變化。

We've been pleased by the results.

我們對結果感到滿意。

The overall strength, right across the product sets and our different deployment options.

整個產品集和我們不同的部署選項的整體實力。

So nothing material in that regard.

所以在這方面沒有什麼實質性的。

Reaction to price increase, Jay, if you want to start off with that one, and then I can come back on some of the timing items.

對價格上漲的反應，傑伊，如果你想從那個開始，然後我可以回來討論一些計時項目。

I think similar to how we've reported in the past, it was in line with expectations.

我認為與我們過去的報導類似，這符合預期。

So -- and I think customers -- and part of that is just around the planning that we do that goes into the increases that we do communicate to customers and the way we communicate those price increases to customers.

所以 - 我認為客戶 - 其中一部分只是圍繞我們所做的計劃，這些計劃涉及我們與客戶溝通的增加以及我們與客戶溝通這些價格上漲的方式。

So I think we're pleased with how it's been adopted.

所以我認為我們對它的採用方式感到滿意。

Yes.

是的。

And in terms of the timing, we announced our price increases at the start of this past September.

在時間方面，我們在去年 9 月初宣布了價格上漲。

And so a couple of weeks earlier than was the case a year ago.

所以比一年前的情況提前了幾週。

And so more in line with the timing of fiscal '18.

因此更符合 18 財年的時間安排。

And so for that reason, we expected that there would be some additional customer activity in Q1 as there was in Q1 of fiscal '18.

因此，出於這個原因，我們預計第一季度會有一些額外的客戶活動，就像 18 財年第一季度一樣。

And that there would be potentially some of that bleeding over into Q2 as well, again as there was in fiscal '18.

並且可能會有一些流血到第二季度，就像在 18 財年一樣。

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。

I found it interesting, just in follow-up to Heather's question, that your EMEA revenue growth actually reaccelerated this quarter just given again some of the macro and other concerns that we've all heard about.

我發現有趣的是，在 Heather 的問題的後續行動中，你的 EMEA 收入增長實際上在本季度重新加速，只是再次考慮到我們都聽說過的一些宏觀和其他擔憂。

Is there anything that you would call out with respect to your strong execution in EMEA?

關於您在歐洲、中東和非洲地區的強大執行力，您有什麼想說的嗎？

Thank you, Gregg, for the question.

謝謝你，格雷格，你的問題。

Recall that over half of our partners are based in EMEA.

回想一下，我們一半以上的合作夥伴位於歐洲、中東和非洲。

We have over 500 partners around the world, and they have tended to be quite active helping their customers, our customers, step in front of the price increases.

我們在全球擁有 500 多個合作夥伴，他們往往非常積極地幫助他們的客戶，我們的客戶，搶在價格上漲的前面。

We saw this in the last couple of years.

我們在過去幾年看到了這一點。

And while that activity generally impacts our deferred revenue balances, there are, I think as we've discussed in the past, a couple of revenue drivers there as well.

雖然該活動通常會影響我們的遞延收入餘額，但我認為正如我們過去所討論的那樣，那裡也有幾個收入驅動因素。

And so that is a part of what's driving those strong results both in EMEA and in APAC as well.

因此，這也是在 EMEA 和 APAC 取得強勁業績的部分原因。

Okay.

好的。

That's really helpful, James.

這真的很有幫助，詹姆斯。

And then just as a follow-up, I realize that we're only 1 quarter, of course, into fiscal '20.

然後，作為後續行動，我意識到我們只有 1 個季度，當然，進入 20 財年。

But just relative to your prior guidance for the cloud mix shift to cause a 100 basis point revenue growth headwind for the year, have you seen anything at this point that perhaps might tilt you into one direction or another?

但是，相對於您之前對雲組合轉變導致今年收入增長 100 個基點的逆風的指導，您在這一點上是否看到任何可能使您轉向一個或另一個方向的事情？

Or do you still see how that's probably the right landing spot for the cloud impact this year?

還是您仍然認為這可能是今年雲影響的正確著陸點？

Yes.

是的。

And I would continue to say that, that 1-point headwind to revenue growth year-over-year is what we're expecting.

我會繼續說，收入同比增長 1 個百分點的逆風是我們所期望的。

Recall that there were 3 elements to that when we talked about it 90 days ago.

回想一下，當我們在 90 天前談論它時，有 3 個要素。

The first, the launch of free editions of Jira Software and Confluence.

首先，推出免費版的 Jira Software 和 Confluence。

The second thought that we would offer free trials of our cloud product to the user of that same product behind the firewall and then the mix shift that you're referring to in the question.

第二個想法是，我們將向防火牆後面的同一產品的用戶提供我們的雲產品的免費試用，然後是您在問題中提到的混合轉變。

And one of the other things to recall is that we just rolled out the free versions of Jira Software and Confluence just quite recently.

需要記住的另一件事是，我們最近才推出了 Jira Software 和 Confluence 的免費版本。

And so continue to be of the view that, that 100 basis point headwind is the right way to think about those 3 issues combined.

因此繼續認為，100 個基點的逆風是考慮這三個問題的正確方法。

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。

Very nice quarter.

非常好的季度。

Two questions.

兩個問題。

One on sort of the new customer adds.

一位新客戶補充道。

You guys have been adding customers at a really nice clip.

你們一直在以非常好的剪輯添加客戶。

Saw a really good growth in that net new customer add this quarter, like 20% on a year-on-year basis.

本季度新增淨新客戶增長非常好，同比增長 20%。

Anything in particular driving that kind of stronger new customer adds in Q1?

是什麼特別推動了第一季度增加的那種更強大的新客戶？

And anything in that, that wouldn't be repeatable for the rest of the year, number one.

而其中的任何事情，在今年剩下的時間裡都是不可重複的，第一。

And number two, another acquisition, sort of going deeper into sort of the opportunity around Jira and some of that core IT.

第二，另一次收購，更深入地挖掘圍繞 Jira 和一些核心 IT 的機會。

We haven't heard as much about this stuff outside of the IT department.

在 IT 部門之外，我們還沒有聽到太多關於這些東西的消息。

Can you give us an update on kind of how we're thinking about the opportunity for Jira outside of the IT department?

您能否向我們介紹一下我們如何看待 Jira 在 IT 部門之外的機會？

And is the focus still there in the same way it had been historically in terms of expanding the use cases outside of those core IT use cases?

在將用例擴展到那些核心 IT 用例之外，重點是否仍然像以往一樣？

Keith, Jay here.

基思，傑在這裡。

I'll take the first part and then hand it off to Mike on the second one.

我會拿第一部分，然後把第二部分交給邁克。

In terms of customer growth, really contribution across the board from all the major products that are -- contribute to new customer adds.

在客戶增長方面，所有主要產品的真正貢獻是 - 有助於增加新客戶。

As we talked about last quarter, there's one component in there related to the monetization improvements that we introduced at Trello around board limits for team usage.

正如我們在上個季度談到的那樣，其中有一個組件與我們在 Trello 圍繞團隊使用的董事會限制引入的貨幣化改進有關。

And there is some nascent pent-up demand within the existing customer base that's contributing to the number, not in a materially outsized proportion, but it is in there.

現有客戶群中有一些新的被壓抑的需求對這個數字有所貢獻，雖然不是很大的比例，但它就在那裡。

And that's maybe one component as we roll through a year of those monetization improvements in the base that will moderate a little bit.

這可能是我們通過一年的基礎貨幣化改進的一個組成部分，這將有所緩和。

And just one thing to add onto that briefly, we continue to see more than 90% of those new customers going straight to our cloud services.

簡單補充一件事，我們繼續看到超過 90% 的新客戶直接使用我們的雲服務。

Mike?

麥克風？

Yes.

是的。

Keith, my -- look, we obviously continue to remain bullish and focused on the opportunities both inside and outside the IT and software department.

基思，我的 - 看，我們顯然繼續看好並專注於 IT 和軟件部門內外的機會。

You referenced the acquisition of Code Barrel.

您提到了收購 Code Barrel。

Obviously, automation is an area that we already have quite a variety of offerings in -- now in Trello, in Opsgenie, and we had some automation features in Jira Service Desk.

顯然，自動化是一個我們已經提供多種產品的領域——現在在 Trello 和 Opsgenie 中，我們在 Jira Service Desk 中提供了一些自動化功能。

This really lets us expand that automation offering across the whole Jira platform.

這確實讓我們能夠在整個 Jira 平台上擴展自動化產品。

So when you talk about non-IT teams, where does that mainly exist?

那麼當你談到非 IT 團隊時，它主要存在於哪裡？

Obviously, Jira Core just for business workflow and process management at all sorts of levels.

顯然，Jira Core 只是用於各種級別的業務工作流和流程管理。

This automation fits directly inside of that sweet spot for companies that are modeling all sorts of processes on top of Jira already.

對於已經在 Jira 之上對各種流程進行建模的公司，這種自動化直接適合該最佳點。

This just gives them extra superpowers.

這只是給了他們額外的超級大國。

And then within Service Desk, it's also incredibly important because Service Desk, while it continues to land very strongly in IT, does expand very well outside of IT to all sorts of other flow-based teams within an organization, be it in legal or finance or HR, workplace management, any of these sorts of things.

然後在 Service Desk 內部，它也非常重要，因為 Service Desk 雖然繼續在 IT 領域非常強大，但確實在 IT 之外很好地擴展到組織內的各種其他基於流程的團隊，無論是在法律還是財務方面或人力資源，工作場所管理，任何這些事情。

That automation obviously works very well in those areas as well.

這種自動化顯然在這些領域也很有效。

Obviously, in this case, automation doesn't affect Trello or Confluence or anything else we sell outside of -- to business teams.

顯然，在這種情況下，自動化不會影響 Trello 或 Confluence 或我們向業務團隊以外銷售的任何其他東西。

But from an automation point of view, yes, very, very strong for the whole Jira platform, both inside and outside IT.

但從自動化的角度來看，是的，對於整個 Jira 平台，無論是在 IT 內部還是外部，都非常非常強大。

And obviously, for us, the core of that business is a bunch of really kick-ass people that came from Atlassian to start with.

顯然，對我們來說，這項業務的核心是一群來自 Atlassian 的非常出色的人。

So we know the people really well, and I think it's going to work really well.

所以我們非常了解這些人，我認為它會運作良好。

Makes us very happy.

讓我們非常高興。

Your next question comes from the line of Arjun Bhatia from William Blair.

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

Maybe I just wanted to follow up on the acquisition that you were just talking about.

也許我只是想跟進你剛才談到的收購。

Just to try to get a better understanding of how you might integrate this into Jira and how you might monetize it.

只是為了更好地了解如何將其集成到 Jira 以及如何通過它獲利。

I think it's -- I think I read that it's largely sold through the marketplace today.

我認為它是 - 我認為我讀到它今天主要通過市場銷售。

But can you maybe just walk us through how the monetization model might work?

但是，您能否簡單介紹一下貨幣化模型的運作方式？

Is this something that you plan to introduce on the premium products only?

這是您打算僅在高級產品上引入的東西嗎？

Or is this going to be widely available across all Jira tiers?

或者這是否會在所有 Jira 層中廣泛使用？

Arjun, Scott here.

阿瓊，斯科特在這裡。

We've had some success.

我們已經取得了一些成功。

We've acquired Butler and did something similar where we had a lot of success at packaging part of it in our premium, allowing part of it in our sort of standard offering for customers to get a taste of it.

我們已經收購了 Butler 並做了類似的事情，我們在將部分產品包裝在我們的溢價中取得了很大的成功，允許部分產品在我們的標準產品中供客戶體驗。

And in this bigger acquisition, I think we'll also have some existing customers particularly around the existing customers in terms of transition period.

在這次更大的收購中，我認為我們還會有一些現有客戶，特別是在過渡期的現有客戶周圍。

So there's a lot of things to consider there.

所以那裡有很多事情要考慮。

But we do think it will help bolster our premium offering over time, and this is something our customers are really interested in.

但我們確實認為，隨著時間的推移，這將有助於增強我們的優質產品，這是我們的客戶真正感興趣的東西。

Great.

偉大的。

And then maybe on the freemium products that you launched, the freemium for -- or the free tiers of Jira and Confluence, can you just give us a sense of what you're seeing from customers in the initial phases of its launch?

然後也許在您推出的免費增值產品、免費增值產品——或 Jira 和 Confluence 的免費層級上，您能否讓我們了解一下您在其發布的初始階段從客戶那裡看到了什麼？

I know it's still early, but are you seeing a big uptick of new customers coming in into that free tier?

我知道現在還為時過早，但您是否看到進入該免費級別的新客戶大幅增加？

And maybe on the other side, what are you seeing from existing customers that used to be paying but might have moved down to the free tier?

也許在另一方面，您從過去付費但可能已經降到免費層的現有客戶那裡看到了什麼？

Yes.

是的。

Like well -- if I think about our disruptive model over the years, like we've always tried to make sure our products are accessible for every size company.

同樣——如果我想想我們多年來的顛覆性模式，就像我們一直試圖確保我們的產品可供各種規模的公司使用一樣。

The start-ups that's coming out of university, people just starting with 2- or 3-person organization, all the way up to people that use our things with 30,000, 50,000 people and expand that gamut.

剛從大學畢業的初創企業，從 2 人或 3 人的組織開始，一直到使用我們產品的 30,000、50,000 人並擴大範圍。

And we've always had a pricing to appeal to that.

我們一直有一個定價來吸引這一點。

If I would go back to 20 years when we started, only the Fortune 500 could afford software, and we pioneered the model to make software affordable to companies of all sizes.

如果讓我回到我們剛開始的 20 年，只有財富 500 強才能買得起軟件，我們開創了這種模式，讓各種規模的公司都能買得起軟件。

And if you go over down with free and premium, it's continued to improve that in the cloud.

如果您繼續使用免費和高級版，它會繼續在雲中改進。

And on the premium side, it's making sure our largest customers have the features that they need to continue their expansion in the cloud or to move their on-premises deployments to the cloud.

在高端方面，它確保我們最大的客戶擁有繼續在雲中擴展或將其本地部署遷移到雲所需的功能。

And on the free side of things, it's around to make sure again that those companies who normally charge a couple of dollars a month, that the barrier of the credit card, if we can remove that, we believe there will be a large increase in the funnel there.

在免費的方面，再次確保那些通常每月收取幾美元的公司，信用卡的障礙，如果我們能夠消除它，我們相信會有很大的增加那裡的漏斗。

Now on the free, I think it has to do -- the question was how much it's opened the funnel.

現在免費，我認為它必須這樣做——問題是它打開了多少漏斗。

Not in a position to talk through that at the moment.

目前無法談論這個問題。

And so apart from saying that we are pleased by the results internally of how that is going and -- but it's still early days, and we don't want to look at some of those things in cohorts over a long period of time to make sure that it really uplifts.

因此，除了說我們對內部進展的結果感到滿意之外——但現在還處於早期階段，我們不想在很長一段時間內將其中一些事情放在同夥中確保它真的提升了。

But irrespective of, I guess, the short-term benefit, the long-term benefit is ensuring that every single company of every size can use Atlassian products.

但是，我想，不管短期利益如何，長期利益是確保每家不同規模的公司都可以使用 Atlassian 產品。

And just to emphasize what I was mentioning earlier about that effect of free being embedded within that 1-point headwind to our revenue growth rate in FY '20.

並且只是為了強調我之前提到的關於免費嵌入到 20 財年收入增長率的 1 點逆風的影響。

Your next question comes from the line of Michael Turits with Raymond James.

您的下一個問題來自 Michael Turits 與 Raymond James 的對話。

This is actually Robert Majek on for Michael.

這實際上是邁克爾的羅伯特馬傑克。

Sounds like Opsgenie is doing really well as part of the Atlassian family.

聽起來 Opsgenie 作為 Atlassian 家族的一員做得非常好。

Can you just give us some more color there, the changes you made that led to an accelerated growth rate?

你能給我們更多的顏色嗎，你所做的改變導致了加速的增長？

And maybe more broadly, if you can just talk more about the long-term opportunity for that asset?

也許更廣泛地說，如果您可以更多地談論該資產的長期機會？

Michael, it's Scott here again.

邁克爾，斯科特又來了。

With regard to the Opsgenie acquisition, we just actually had a party in our office to celebrate 1 year of closing last night.

關於 Opsgenie 的收購，我們實際上只是在昨晚在我們的辦公室舉行了一個聚會來慶祝關閉 1 年。

So it's great, it seems that was like only yesterday.

太好了，好像就在昨天一樣。

The acquisition is doing really well inside Atlassian.

此次收購在 Atlassian 內部做得非常好。

And the deal with the space, the incident management companies around the world are struggling to how do they release software at a faster pace, how do they keep up with their competitors.

與空間的交易，世界各地的事件管理公司都在努力如何以更快的速度發佈軟件，如何跟上競爭對手的步伐。

And you're seeing the whole movement around things like DevOps, and being part of that is making sure that when incidents happen as they naturally do, that people are going to respond quickly and have the right people available.

你會看到圍繞 DevOps 之類的事情的整個運動，並且作為其中的一部分，確保當事件按自然發生時，人們將迅速做出反應並有合適的人可用。

And that's what Opsgenie does.

這就是 Opsgenie 所做的。

Now Opsgenie, we're pleased with some of the integration that we've done on the product side, the identity side, on the user space side that I was hoping we have a lot of opportunity there to put those products together particularly with our large existing base.

現在 Opsgenie，我們對我們在產品方面、身份方面、用戶空間方面所做的一些集成感到滿意，我希望我們有很多機會將這些產品放在一起，特別是與我們的現有的大基地。

We have seen a doubling of the rate of paid seats since we acquired the company.

自從我們收購該公司以來，我們看到付費席位的比例翻了一番。

I think we've put it on our shareholder letter, and that's been great, and we still think we have a long way to go in terms of introducing our existing customers to the Opsgenie product.

我認為我們已經把它寫在我們的股東信中，這很好，我們仍然認為在向現有客戶介紹 Opsgenie 產品方面還有很長的路要走。

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

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

I just want to follow up on that thread.

我只是想跟進那個線程。

Just in your shareholder letter, talking about the free tier, doubling the pace of growth for Opsgenie from a user perspective.

就在您的股東信中，談到免費層級，從用戶的角度來看，Opsgenie 的增長速度翻了一番。

When you see that kind of result, is that how you might think about future M&A that you can really accelerate a product in market where maybe as a stand-alone entity, a company just can't get to that kind of growth rate, that might change how you think about future M&A?

當您看到這種結果時，您可能會如何看待未來的併購，您可以真正加速市場上的產品，也許作為一個獨立的實體，一家公司無法達到那種增長率，可能會改變您對未來併購的看法？

Or do you think that was really specific to the markets that Opsgenie serves?

還是您認為這真的是 Opsgenie 服務的市場所特有的？

So I guess the question is, when you see that impact, do you think you guys might want to be a little bit more aggressive on it -- in M&A?

所以我想問題是，當你看到這種影響時，你認為你們可能想在併購方面更積極一點嗎？

I'll take that.

我會接受的。

It's Scott here.

這裡是斯科特。

And Mike might want to add something at the end.

邁克可能想在最後添加一些東西。

When we think about M&A, we think a couple things.

當我們考慮併購時，我們會想到幾件事。

Firstly, it's got to be a great culture fit for the company.

首先，它必須是適合公司的良好文化。

That's first and foremost.

這是首要的。

It's very hard to change culture.

改變文化非常困難。

Second, it has to be a mission fit.

其次，它必須適合使命。

So there's no point acquiring companies that don't work with our mission, which is unleash the potential of every team.

因此，收購不符合我們使命的公司是沒有意義的，我們的使命就是釋放每個團隊的潛力。

And third, is a business model fit.

第三，是商業模式的契合。

It's more difficult, though not impossible, to change a company's business model.

改變公司的商業模式更加困難，儘管並非不可能。

Take it from a low volume/high price to high volume/low price, for example, is a difficult thing.

比如從低量/高價到高量/低價，是一件很難的事情。

And then after that, we consider technical and other things.

然後，我們會考慮技術和其他方面。

And so if we do find companies that align with our mission, with our culture and with our business model, we will consider them.

因此，如果我們確實找到了符合我們使命、文化和商業模式的公司，我們會考慮他們。

And we do believe that our base of 159,000 customers and millions of teams around the world is something where they're interested in other products that we can bring to market for them, both acquisitions and new products that we'll develop organically.

我們確實相信，我們在全球擁有 159,000 名客戶和數百萬團隊的基礎是他們對我們可以為他們推向市場的其他產品感興趣的地方，包括我們將有機開發的收購和新產品。

So we think the opportunity is really large, we're not about kind of acquiring stuff for revenue's sake.

所以我們認為機會真的很大，我們不是為了收入而收購東西。

There's a lot of things that we could -- just random things introduced into our customer base that may bring short-term revenue but don't bring us closer to our mission, and we want to be very disciplined about not going after those types of opportunities.

我們可以做很多事情——只是隨機引入我們的客戶群，可能會帶來短期收入，但不會讓我們更接近我們的使命，我們希望非常自律，不要追求這些類型的機會。

Yes.

是的。

I would just add one small thing.

我只想添加一件小事。

Obviously, we -- you've seen us make a series of changes in Opsgenie, and it's -- obviously, we're generally pleased about how it's going.

顯然，我們 - 你已經看到我們在 Opsgenie 中進行了一系列更改，而且 - 顯然，我們通常對它的進展感到滿意。

I do believe companies have a DNA.

我確實相信公司有DNA。

We obviously have a long-term philosophy, a DNA of having a long-term philosophy and making changes at our patience over the long term.

我們顯然有一個長期的哲學，一個擁有長期哲學的 DNA，並在我們的長期耐心下做出改變。

As Scott mentioned, 159,000 customers, we have a massive distribution engine for software.

正如斯科特所說，我們擁有 159,000 名客戶，擁有龐大的軟件分發引擎。

But you still have to have fantastic applications with really great feature sets.

但是您仍然必須擁有具有真正出色功能集的出色應用程序。

Opsgenie has the best features in the market.

Opsgenie 具有市場上最好的功能。

And we have an ability to put a disruptive price against it to really make a huge dent.

我們有能力為它設定一個顛覆性的價格，從而真正產生巨大的影響。

I think that fits our DNA in a really, really good way.

我認為這以一種非常非常好的方式符合我們的 DNA。

So part of the reason we've been so excited about the team since they've come on board, and we're starting to see some pretty great results.

因此，自從他們加入以來，我們一直對團隊如此興奮的部分原因是，我們開始看到一些非常好的結果。

Taking our model up against big enterprise software is something that we're very familiar at doing, have almost 20 years now of history of success of doing so and intend to continue that.

將我們的模型與大型企業軟件進行對比是我們非常熟悉的事情，現在已經有近 20 年的成功歷史，並且打算繼續這樣做。

Your next question comes from the line of Derrick Wood with Cowen and Company.

您的下一個問題來自 Cowen and Company 的 Derrick Wood。

Nice job on the quarter.

本季度幹得不錯。

I wanted to touch on what you're seeing in terms of rate of activity from customers moving from server to either data center or cloud.

我想談談您所看到的客戶從服務器轉移到數據中心或云的活動率。

And I guess on cloud specifically, now that you've got Cloud Premium out, I know it's still very early.

我想特別是在雲上，既然你已經推出了 Cloud Premium，我知道現在還為時過早。

But I mean as you look over the next 12 to 24 months, do you see migration being more gradual as enterprises slowly get more comfortable?

但我的意思是，當您展望未來 12 到 24 個月時，您是否認為隨著企業慢慢變得更加舒適，遷移會更加漸進？

Or do you see perhaps more of a hockey shape just with more acceptance to cloud and the advancements you're making with your premium SKU?

或者您是否看到更多的曲棍球形狀只是對雲的更多接受以及您使用高級 SKU 所取得的進步？

Derrick, Jay here.

井架，傑在這裡。

We talked a little bit about this on the last call.

我們在最後一次電話會議上談了一點。

I mean we're seeing increasing interest in cloud generally but also in cloud from our server customer base.

我的意思是，我們看到對雲的興趣越來越大，而且我們的服務器客戶群也對雲感興趣。

And so part of what we've invested, we made big investments in migration tooling just to make that process simple.

因此，作為我們投資的一部分，我們對遷移工具進行了大量投資，只是為了簡化該過程。

We've made some pricing calibration adjustments to make it easier for customers to move.

我們進行了一些定價校準調整，以使客戶更容易移動。

And then we're working a lot more closely with customers to make sure that the planning of that move and the implementation of that move is smooth.

然後，我們與客戶進行了更密切的合作，以確保這一舉措的規劃和實施的順利進行。

I think in -- just in terms of the demand environment, it's increasing at a steady clip.

我認為——就需求環境而言，它正在穩步增長。

And I think what we've signaled last quarter is just the investments that we've made over the past year and just the readiness to make sure that when customers do want to move because it is both -- in some cases, it's a replatforming, it's saying I'm going to take an instance that I have 3 or 4 or 5 years of history with, and I want to move that smoothly to -- from infrastructure that I'm hosting and managing to infrastructure that I no longer have to manage because Atlassian can do a better job of it for me.

而且我認為我們在上個季度發出的信號只是我們在過去一年中所做的投資，以及確保當客戶確實想要搬家時的準備，因為這兩者兼而有之——在某些情況下，這是一個平台重組，意思是我要舉一個我有 3 年或 4 年或 5 年曆史的實例，並且我希望將其順利轉移到 - 從我託管和管理的基礎架構到我不再擁有的基礎架構管理，因為 Atlassian 可以為我做得更好。

And then data center is a little bit of a different, not even a migration pattern.

然後數據中心有點不同，甚至不是遷移模式。

It's basically an upsell from a standard version of server on-prem to a high-availability instance of the on-prem infrastructure.

它基本上是從標準版本的本地服務器到本地基礎設施的高可用性實例的追加銷售。

And that's still a motion that really, really large customers are choosing, which is fine because we're celebrating the customers' choice to either remain on-prem or go to cloud if they want to.

這仍然是一個非常非常大的客戶正在選擇的動議，這很好，因為我們正在慶祝客戶選擇要么留在本地，要么在他們願意時轉到雲端。

And just a couple of things to emphasize what Jay was saying there.

還有幾件事可以強調傑伊在那裡所說的話。

We're obviously very pleased with the rate of growth of our subscription business, which encapsulates both our cloud and data center business.

我們顯然對訂閱業務的增長速度感到非常滿意，它包含了我們的雲和數據中心業務。

So that grew 50% in Q1.

因此，第一季度增長了 50%。

And then you mentioned the potential effect of Cloud Premium.

然後您提到了 Cloud Premium 的潛在影響。

As I've said in the past, I wouldn't expect Cloud Premium offerings for JSW and Confluence to drive a material revenue effect in FY '20.

正如我過去所說，我預計 JSW 和 Confluence 的 Cloud Premium 產品不會在 20 財年帶來實質性的收入影響。

I think we see the benefits of that downstream.

我認為我們看到了下游的好處。

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

您的下一個問題來自美國銀行的 Nikolay Beliov。

Just to follow up on the last question, you've put in place channel incentives, product incentives, pricing incentives to steer the server customer base to the cloud version.

只是為了跟進最後一個問題，您已經實施了渠道激勵、產品激勵、定價激勵來引導服務器客戶群轉向雲版本。

Do you envision this being, I don't know, like 2-, 3-year process or 5-, 6-year kind of like transition of that installed base and the $400 million worth of maintenance to cloud?

我不知道，您是否設想過這種安裝基礎的 2 年、3 年或 5 年、6 年的類似過渡以及價值 4 億美元的雲維護？

I mean the transition will happen over years.

我的意思是這種轉變將在數年內發生。

It will be gradual.

這將是漸進的。

Okay.

好的。

And James, question for you.

還有詹姆斯，問你問題。

You raised the revenue guidance for the year in line with the Q1 beat.

您根據第一季度的節拍提高了本年度的收入指導。

I'm just wondering what kind of puts and takes you're considering for the rest of the year as you provided the updated guidance for the year?

我只是想知道在您提供今年更新的指導時，您在今年餘下時間考慮什麼樣的看跌期權？

Yes.

是的。

Well, versus the midpoint of our original guide 90 days ago, we've obviously raised beyond the Q1 beat quite substantially.

好吧，與 90 天前我們原始指南的中點相比，我們顯然已經大大超過了第一季度的表現。

And this reflects our ongoing confidence, as I've said right at the outset of the call, across the products and across the deployment options.

正如我在電話會議開始時所說的那樣，這反映了我們對產品和部署選項的持續信心。

So really, that's the logic behind the moves that we've made today on the guide.

真的，這就是我們今天在指南中採取的行動背後的邏輯。

Your next question comes from the line of Gray Powell from Deutsche Bank.

您的下一個問題來自德意志銀行的 Gray Powell。

So yes.

所以是的。

So on an absolute dollar basis, you added more revenue to the subscription line than any prior quarter ever.

因此，以絕對美元計算，您為訂閱線增加的收入比以往任何一個季度都多。

I know you're not going to give exact numbers.

我知道你不會給出確切的數字。

But maybe like broadly speaking, how much of that is being driven by just normal demand versus customers shifting from server to cloud?

但也許從廣義上講，其中有多少是由正常需求驅動的，而不是客戶從服務器轉移到雲計算？

Well, I would say that the gradual server-to-cloud transition is building momentum.

好吧，我會說逐漸從服務器到雲的過渡正在形成勢頭。

But what I really would say, and when you think about that subscription growth rate, it just represents the underlying strength of both the cloud business and the data center business.

但我真正想說的是，當你考慮訂閱增長率時，它只是代表了雲業務和數據中心業務的潛在實力。

So we're pleased by how both of those business lines are growing very substantially.

因此，我們對這兩條業務線的大幅增長感到高興。

Your next question comes from the line of 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。

Congrats again on a strong quarter.

再次祝賀一個強勁的季度。

I had a couple questions.

我有幾個問題。

One was given the impressive subscription year-over-year growth rate of 50% this quarter, I know last quarter, you guys mentioned that you would hit -- grow over 40% year-over-year for subscription.

本季度訂閱量同比增長 50% 令人印象深刻，我知道上個季度，你們提到你會達到 - 訂閱量同比增長超過 40%。

So is there any update to that?

那麼有什麼更新嗎？

And then the second question was really that this is the first time you guys have done price increases on the data center product.

然後第二個問題真的是你們第一次對數據中心產品進行漲價。

So has there been any initial reaction to that and -- from customers, if you have seen that?

那麼，是否有任何初步反應——如果你看到了，來自客戶？

Yes.

是的。

So let me take the first part of that.

所以讓我來談談第一部分。

So in terms of the subscription business, we guided at the outset of the year that we thought we could beat 40% growth year-over-year.

因此，在訂閱業務方面，我們在年初指導我們認為我們可以實現 40% 的同比增長。

Obviously, the Q1 result is a very nice down payment, if you will, on achieving that objective.

顯然，如果您願意，第一季度的結果是實現該目標的非常好的首付。

So nothing to update around that at this time.

所以目前沒有什麼可更新的。

And in terms of the price increase activity around data center customers, Jay, would you want to take that one?

至於圍繞數據中心客戶的提價活動，Jay，你願意接受那個嗎？

Yes.

是的。

No.

不。

It -- they had a fine reaction.

它——他們的反應很好。

I mean the price increase in data center was super nominal.

我的意思是數據中心的價格上漲是非常名義上的。

As you mentioned, it was the first adjustment we made to data center pricing since introducing it 4 years ago.

正如您所提到的，這是自 4 年前推出數據中心定價以來我們對數據中心定價所做的第一次調整。

Your next question comes from the line of Jack Andrews with Needham.

您的下一個問題來自 Jack Andrews 與 Needham 的對話。

I was wondering if you could speak about the broader demand trends and competitive landscape as it relates to Trello.

我想知道您是否可以談論與 Trello 相關的更廣泛的需求趨勢和競爭格局。

It seems like in this broader collaboration space, more companies are increasing some focus and investments there.

似乎在這個更廣泛的協作空間中，越來越多的公司正在增加一些關注和投資。

So I was just wondering, are you seeing any sort of inflection in the demand for more general collaboration tools?

所以我只是想知道，您是否看到對更通用協作工具的需求出現任何變化？

Look, I mean I would say more general collaboration tools continue to be something as -- that grows as business evolves, right?

看，我的意思是我會說更通用的協作工具仍然是——隨著業務的發展而增長，對吧？

Our people are getting more comfortable with using these types of tools.

我們的員工越來越習慣於使用這些類型的工具。

You have obviously people joining the workforce who are incredibly comfortable with mobile-based collaboration apps and things like that.

很明顯，有一些人加入了勞動力市場，他們對基於移動的協作應用程序和類似的東西非常滿意。

But nothing unusual in the last quarter over a general shift towards collaborative tools both in -- as we would say, in specific domains.

但是，在上個季度，在特定領域向協作工具的普遍轉變沒有什麼不尋常的——正如我們所說的那樣，在特定領域。

So I would argue that Jira, Confluence, other tools we have, are actually modern collaboration tools that have all the modern collaboration features from our Teamwork Platform that focus on specific domains whether it be project management, workflow management or document collaboration, but nothing particularly changing over than a general movement in our direction which is obviously where we intend to be.

因此，我認為 Jira、Confluence 和我們擁有的其他工具實際上是現代協作工具，它們具有我們團隊合作平台的所有現代協作功能，專注於特定領域，無論是項目管理、工作流管理還是文檔協作，但沒有什麼特別的改變而不是朝著我們的方向進行總體運動，這顯然是我們打算去的地方。

(Operator Instructions) Your next question comes from the line of Rishi Jaluria with D.A. Davidson.

（操作員說明）您的下一個問題來自 Rishi Jaluria 與 D.A.戴維森。

Two here, first on Trello, I mean now up to 50 million users.

這裡有兩個，首先是 Trello，我的意思是現在有多達 5000 萬用戶。

Can you maybe help us understand if you've seen particular traction in specific industries, lines of business within organizations, specific geographies?

您能否幫助我們了解您是否在特定行業、組織內的業務線、特定地區看到了特別的吸引力？

And alongside that, on the monetization side, I know you introduced board limits relatively recently and that seems to be helping.

除此之外，在貨幣化方面，我知道您最近引入了董事會限制，這似乎有所幫助。

But maybe help us understand what the path to monetization for Trello looks like going forward?

但也許能幫助我們了解 Trello 未來的盈利之路是怎樣的？

And then on the automation for Jira and the acquisition there, maybe just help us understand the technology a little better.

然後關於 Jira 的自動化和那裡的收購，也許只是幫助我們更好地了解這項技術。

Is this similar to the Butler acquisition for Trello?

這類似於 Trello 收購 Butler 嗎？

Or is this more robust, maybe even slightly similar to an RPA offering?

或者這是否更強大，甚至可能與 RPA 產品略有相似？

Rishi, I'll certainly take the first half there.

Rishi，我一定會在那裡上半場。

I guess I could take the second half too.

我想我也可以參加下半場。

Look, on Trello, we continue to be extremely positive.

看，在 Trello 上，我們仍然非常積極。

As we said in the shareholder letter, we passed 50 million registered users this quarter, which is again a huge jump on last year and continues to power along really nicely.

正如我們在股東信中所說，本季度我們的註冊用戶超過了 5000 萬，這與去年相比又是一個巨大的飛躍，並且繼續保持良好的勢頭。

So as we say pretty much every quarter to you guys, the first goal is to continue Trello growing the way it's growing, and I think we're sort of ticking that box and continue to travel well there.

因此，正如我們幾乎每個季度都對你們說的那樣，第一個目標是繼續 Trello 以它的增長方式發展，我認為我們正在打勾並繼續在那裡順利發展。

Those users are all across the globe.

這些用戶遍布全球。

It's a very global phenomenon.

這是一個非常全球性的現象。

It's an application that works as well in Android in Brazil as it does in iOS in America or on a desktop in Australia.

該應用程序在巴西的 Android 中與在美國的 iOS 或澳大利亞的桌面上一樣好用。

So as in terms of a global application, it is very, very large, and I think we're showing in the numbers that we can continue to grow it very strongly.

因此，就全球應用程序而言，它非常非常大，我認為我們的數字表明我們可以繼續非常強勁地增長它。

We are, as you mentioned, starting to monetize it more in the last sort of 6 to 12 months, seeing good traction happening there.

正如您所提到的，我們在過去的 6 到 12 個月內開始將其更多地貨幣化，看到那裡出現了良好的牽引力。

Just in terms of managing how, we separate between the free and paid offerings.

就管理方式而言，我們將免費和付費產品區分開來。

You mentioned board limits, a few other small tweaks and changes we've made to monetization and pricing.

您提到了董事會限制，以及我們對貨幣化和定價所做的其他一些小調整和更改。

I would just say again that comes from a sort of long-term patient philosophy as a company and our DNA of having -- being very, very expert at how we optimize pricing for different customer groups and customer segments and make sure that, that drives, firstly, growth, and then second, value to Atlassian after we deliver value to our customers.

我只想再說一遍，這來自於作為一家公司的一種長期的耐心理念和我們的 DNA——非常非常擅長我們如何為不同的客戶群體和客戶群優化定價，並確保這能夠推動，首先是增長，其次是在我們為客戶提供價值之後對 Atlassian 的價值。

And Trello is no different there.

Trello 在那裡也不例外。

The only difference, which I already pointed out, is we're still not actively cross-flowing users to other Atlassian properties yet.

我已經指出的唯一區別是，我們還沒有積極地將用戶交叉流到其他 Atlassian 屬性。

It's on the list.

它在名單上。

We'll get there.

我們會到達那裡。

But we're not actively looking at it today.

但我們今天並沒有積極關注它。

The other 2 priorities are taking more of that in the short term.

其他兩個優先事項在短期內佔據了更多的份額。

I guess I can take the Automation for Jira.

我想我可以使用 Jira 自動化。

Look, technologically, I'm not sure at what depth you want an answer to that question.

聽著，從技術上講，我不確定你想要這個問題的答案有多深。

It's similar to Butler in some ways in terms of how, I guess, it works as an automation, obviously, built completely differently inside of the Jira stack, it's a very different world.

它在某些方麵類似於 Butler，我猜它是如何作為自動化工作的，顯然，它在 Jira 堆棧內部構建完全不同，這是一個非常不同的世界。

It's -- for the basics of things like RPA, for sure, you could use it to automate some of this, but it's not -- I wouldn't say it's a competitor to RPA tools in that way.

它是——對於像 RPA 這樣的基礎知識，當然，你可以用它來自動化其中的一些，但它不是——我不會說它是 RPA 工具的競爭對手。

It's more about automating, I guess, repetitive -- or tasks that you don't necessarily need to do.

我猜這更多是關於自動化，重複性或您不一定需要做的任務。

So I've given the example of -- our legal team uses Service Desk very heavily to manage incoming contracts and move them around.

所以我舉了一個例子——我們的法律團隊非常大量地使用服務台來管理傳入的合同並移動它們。

They can look for missing fields, missing data, other things they would need and bounce it straight automatically back to the user to get more information or to move it to the next stage in the workflow without one of our very expert lawyers with their legal degrees having to spend time moving tickets around, which they shouldn't have to do, right?

他們可以查找缺失的字段、缺失的數據和其他他們需要的東西，並自動將其自動退回給用戶以獲取更多信息或將其移至工作流程的下一階段，而無需我們擁有法律學位的非常專業的律師不得不花時間移動車票，他們不應該這樣做，對吧？

They want to focus on high-value work that leverages their skills, and automation just lets us take that to millions and millions of Jira users around the world.

他們希望專注於利用他們技能的高價值工作，而自動化只是讓我們將其帶給全球數百萬 Jira 用戶。

So I think we're incredibly positive about the impact it can have.

所以我認為我們對它可能產生的影響非常積極。

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

您的下一個問題來自 George Iwanyc 與 Oppenheimer 的對話。

So just another one on Code Barrel from an expense perspective.

因此，從費用的角度來看，這只是 Code Barrel 上的另一個。

Is the acquisition pulling forward some expenses?

收購是否會帶來一些開支？

And is that kind of embedded with maintaining the operating margin guidance?

這種嵌入是否與維持營業利潤率指導有關？

Yes.

是的。

That's -- George, we've embedded all of that within the guidance.

那是——喬治，我們已經將所有這些都嵌入到了指導中。

That's right.

那就對了。

Yes.

是的。

Are you accelerating investment in other areas internally as well?

您是否也在內部加速對其他領域的投資？

Well, I wouldn't point to any particular acceleration driven by the acquisition per se.

好吧，我不會指出收購本身所驅動的任何特定加速。

Obviously, we're very pleased to be adding the Code Barrel team.

顯然，我們很高興加入 Code Barrel 團隊。

And as I say, we've catered to each of the effects there within the guide that we've issued.

正如我所說，我們已經在我們發布的指南中迎合了每一種影響。

Okay.

好的。

And just broadly speaking.

只是廣義地說。

On the IT side, has the competitive dynamics changed at all with the ramp of Jira Service Desk and Opsgenie and all the other efforts that you're doing focused right there?

在 IT 方面，隨著 Jira Service Desk 和 Opsgenie 的興起以及您正在做的所有其他努力，競爭動態是否發生了變化？

Yes.

是的。

Scott here.

斯科特在這裡。

The competitive dynamics, I don't think they've changed significantly over the last couple quarters.

競爭動態，我認為他們在過去幾個季度沒有發生顯著變化。

We feel increasingly confident about our position in IT.

我們對自己在 IT 領域的地位越來越有信心。

As we sort of mentioned before, IT and software are becoming increasingly closer together, and that's an area that we have a real strong market position given that we have a large number of software developers and tools and products to help them be productive.

正如我們之前提到的那樣，IT 和軟件之間的聯繫越來越緊密，鑑於我們擁有大量的軟件開發人員和工具和產品來幫助他們提高工作效率，這是我們擁有真正強大市場地位的領域。

And as those teams work closer together, they're looking to have one stack to pull those things together.

隨著這些團隊更緊密地合作，他們希望有一個堆棧來將這些東西整合在一起。

So from that, we feel, I guess, increasingly confident at our position in the market.

因此，我想，我們對自己在市場上的地位越來越有信心。

But if we're looking at other people out there, I don't think there's any major change in the competitive dynamics.

但如果我們看看其他人，我認為競爭動態沒有任何重大變化。

(Operator Instructions) There are no further questions at this time.

（操作員說明）目前沒有其他問題。

I will turn the call back over to the presenters.

我會將電話轉回給演示者。

Thanks, everyone, for joining the call today.

謝謝大家，今天加入電話會議。

From Mike and Scott down in Sydney, James and Jay up in San Francisco, we appreciate your time very much and look forward to keeping you updated on our progress as we travel into the future.

從邁克和斯科特在悉尼，詹姆斯和傑伊在舊金山，我們非常感謝您的時間，並期待在我們走向未來時讓您了解我們的最新進展。

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 participating.

感謝您的參與。

You may now disconnect.

您現在可以斷開連接。