>> Announcer: From London, England, it's theCUBE, covering Coupa Inspire '19 EMEA, brought to you by Coupa. >> Hey, welcome to theCUBE! Lisa Martin on the ground in London at Coupa Inspire. Because I'm in the UK, I have to say, you know of Sting, right? Well, guess who's here? Somebody cool enough to go by one name, it's Chandar, the CMO at Coupa. Welcome back! >> Great, Lisa, it's great to be here. >> So, this morning kicked off with Rob's talk all about community. One of the interesting things about Coupa is this community that you guys have built. Talk to me about, I know $1.3 trillion of spend is going through the Coupa platform, the community. Talk to me about how you've cultivated this community at Coupa. >> Yeah, it's a great question. Now, if you take a step back, you know, people don't buy features, people buy tribal feelings. And if you think it, if you look at, like, you know, if you look at a product like Harley-Davidson. Anybody can go buy any bike, but people are not buying the features, they're buying the tribal feeling of being part of that community. If you look at a product like Peloton, you know, people can go buy, have any stationary bike or any workout bike today. But they want to be part of that community. And as my wife tells me, Sephora, right? I don't have a lot of experience with that-- >> She's right. >> She is right, great, (Lisa laughs) thanks for the endorsement there. But again, it is about being part of the community and people like that and stuff, and that's what we're doing is, it's the features or the capability, it's the community the tribal feeling, and that's what Rob was talking about, the inspirational attributes of these different people that are part of this community, and how we're trying to, how we are building this community by showcasing the great leaders and their attributes and how they're transforming change in their organizations, and that's what we're creating in this conference, the feeling, the #emotion, of I want to be part of this cool club, and that's what we're doing. >> You know, a lot of companies talk about customer first, customer centricity. The community here is really helping Coupa innovate on its own technology. Talk to me about some of the things that, you know, since we last spoke, a few months ago, that have been inspired by the voice of the community. >> Yeah, so, you know, there is this concept of co-creation that Rob talked about today with our community. And a lot of the community is inspired by the community and it's for the community. And we have a number of innovations, 80 plus innovations that have been inspired in the last one year by the community. And even a concept like Source Together that Rob talked about, and the idea of Source Together is how can we come together as one community and drive the best negotiated savings together with a supplier, this is an idea that's been co-created with the community. So there's a number of different things. You look at community intelligence, Rob talked about commodity insights, as well as a number of other capabilities that we are showcasing today, has been driven, co-created, inspired by the community. And that's what's great. You want to set the innovation agenda for the industry by having this community inspire us. In fact we had our customer advisory board at every conference that is happening for us, and that's what drives to a lot of the innovation that we do today. >> Speaking of customers, Rob shared a lot of examples during his keynote this morning. I lost count of how many of your Coupa Spendsetters were mentioned, other customers, all with very strong business, measurable business outcomes. I know tomorrow in your keynote, you're going to be talking with a number of customers. But some of the things that are interesting about what Rob shared is these are examples that aren't just about refining procurement and reducing spend and, it's much more transformative. Give me some of your favorite examples of where this is beyond improving procurement. >> Yeah, it's a great question. It's a great question. And we have a number of stories, for example, tomorrow in my keynote, I'm going to be talking about storytelling, right. I'm going to be talking about how we can inspire the community through storytelling, and great storytelling starts with great storytellers. And these Spendsetters, and we can see them in the hallways here, we have found about 15 of them, and they're all great storytellers for one reason. They have great transformative stories in business spend management, but what makes them a great storyteller is that they're telling a story beyond the boundaries of the business spend management. Let me give a couple of examples, right. So one story that I'll highlight tomorrow is about Jarkko, the CPO of Telia. Now, I don't know if we know Telia, but 60% of the word's internet traffic goes through Telia. >> 60%? >> 60%. So everyday morning, checking out coupa.com that we all do. >> Every day. >> Or I'm looking at some less popular sites like Facebook or LinkedIn or anything else, you're probably on the Telia network, especially in this part of the world. And their challenge, their business spend management challenge is, they're pretty fragmented across the Nordics and the Baltics and other regions, and now with Jarkko, he's a strategic crusader, not a hired gun, but more of a driven crusader who's come in, transformed the sourcing function, made it more strategic, consolidated seven systems into one system with Coupa, and had 20,000 employees using that as well as all the different people for sourcing, so that they get the global benefits of scale across the regions. Now that's a great business spend management story, but what makes him a great storyteller, he's telling a story beyond the boundaries of business spend management, because he's not talking about savings attainability, he's talking about environmental sustainability, and the story he talks about is what their initiative at a board level is, you know, zero emission and zero waste by 2030, and how the work that his team is doing is directly impacting that board level initiative on how are they driving a communication strategy across the supplier base to get their environmental plans into the Telia's operations, and how me measures plans and progress of every supplier in their CO2 emission, and how that's going to be an explicit part of how they work with their suppliers, and how he is the trusted advisor that he is actually challenging everybody to rethink this whole idea of source to pay. That is telling a boundary beyond the boundaries of business spend management, it's telling a story. So that's one example, right. >> Is that a gentleman who's in procurement in finance within an organization? >> He is the CPO, the procurement-- >> That is having an impact on the sustainability footprint of the company. >> That's right, so directly associating with the initiative at a board level, right. So he's shifted it, by shifting the storytelling from talking about savings attainability to environmental sustainability, he shifted the perception of the organization from something that's operational to something that's very strategic in the organization. So that's one good storytelling. The other one I'll highlight, an example, is Matthieu at Global Fund. Now the Global Fund is the world's largest financier of fighting malaria, AIDS, HIV in 100-plus countries. They disperse $4 billion every year for that. And they have this partner called OneWorld.org, it's powered by Coupa, that Matthieu and his team are doing. So he could get a great business spend management story. He can say, you know, I've driven digital transformation, I've done 99.9% of my POs are electronic, and I've come to this new age of where, you know, on contract spend is being done, et cetera. Now what makes him a great storyteller, he's telling the story beyond the boundaries of BSM again. He's talking about a story of how this, the work that his team is doing, is directly impacting saving 32 million lives. How they are treating millions of people, get the right treatment for HIV, help pregnant mothers or on HIV, they get the right treatment on time, so that the babies don't get infected with HIV, and how they're distributing hundreds of millions of mosquito nets throughout the world for preventing malaria, through this OneWorld tool that's powered by Coupa to get the right medication on time. So that's millions and millions of lives, but the speed and ease of every single medication to get there, has an impact on the life of that person, and that's the story he's telling. >> This is so interesting, because it's so common for businesses to tell the common success story, and a lot of what Coupa shares of customers holding those big white cards with big numbers of what they're saving are very impactful. What was the idea behind the Spendsetters program, 'cause when I was reading a few of them in preparation to come here, it seems like it was a little bit more about the person and how that individual has facilitated transformation. Tell me about the concept-- >> It's a great point. There's two components to it, right. One is empirical, two is emotive. And if you look at both concepts, one of them is the empirical value that, yes, ultimately Coupa is about driving value, and that has to be as a company, has a capability of driving value to our customers. And that's the empirical value of you have driven so much saving, so much percentage of spend, and you know, millions of dollars, billions of dollars savings et cetera. Procter & Gamble, for example, $2.5 billion in savings. That's the empirical value. It's very clear, that's the value. But behind that is a person, and that is the emotive story of what is that person, what is the personal story, what have they gone through in their life, what's their, you know, nurture and nature, and how that's influenced them that's becoming, that made them into the great leader today, and that's the emotive stories we're trying to also tell on the Spendsetters site. So there's the value side of the story, and then there is the emotive side of the story, and the spendsetters.com is purely on telling the human stories, because behind every purchase order is a person, and we're telling the story of that person. >> So as we look at the changing role of the Chief Procurement Officer, the changing role of finance decision makers, not just here in the UK, and I know Coupa recently did a study that showed that 96% of UK financial decision makers said, "Hey, I don't have complete visibility over all my spend", so big opportunity there, but even from a transformation perspective, the Spendsetters examples, how is that showing that Coupa can fundamentally help a business not just change procurement, but have such wide lasting impacts? >> Yeah, I think ultimately, if you look at procurement, you know, for it to go as going from operation to strategic, you're just getting that seat at the table. And getting that seat at the table in any executive discussion is about first aligning to some strategic initiative that is important at that executive table. So more as we align these value stories and the value that procurement is driving, through these strategic initiatives that are important at the board level, at the executive level, the more the profile and the more the R-E-S-P-E-C-T, as we like to say, and get that seat at the table, and that's what this whole Spendsetters program is aiming to do is A, showcase the personal heroes, and B, showcase how they're telling stories that align to bigger level initiatives, that's getting them get that elevate their position and get that seat at the table. And that's what the plan is there. >> So, lots of growth. Second quarter results, I was taking a look at those, revenues up, billings are up, very high renewal rates. So from a customer satisfaction perspective, the data is there to show that Coupa is going in the right direction. From your perspective, how influential are your existing, your incumbent customers in helping prospective customers evaluate Coupa and go, this is the right decision for us. >> It's a great question. You know, I say we live in a peer-bound world, right, where it's really, we more and more, first of all, 80 to 90% of buyers' journeys are self directed, because buyers have more power than ever before, and second of all, anything we do within our personal lives as well as in business decisions, we rely more on peers and people we trust to help us make those decisions, right? From that perspective, our best sellers, the best sellers we have in this conference, are our customers. I just came from an executive luncheon, where we had 50% of the room was customers and 50% of the room was prospects, and we had our best sellers, not our salespeople, our customers talking to the prospects, in real, authentic conversations of what's value, what's their journey, what did they struggle with, and what are the lessons learned, and how did they get there. And those are really meaningful interactions that ultimately is going to make a prospect, influence a prospect on what decision they have to make. >> Absolutely. >> So that's very, very important from us, and then providing a platform for this authentic dialog and these authentic interactions. That's important for us. And also, I think, you know, ultimately in a SaaS business, the true measurement of success, I say is two things, right. One is what I call lifetime value, and two is the number of brand advocates. So the idea there if someone is staying with you longer and giving you lifetime value, and is shouting from the rooftop that I really love my interaction with this brand, then invariably you're driving value to them in a long term way. And that's really the true measure of success, and that's what excites us from our perspective. >> And is the foundation of that trust? >> The foundation of that is two things. It's trust based on value, right, and you've got to deliver value, and Rob has a great line where he talks about, it is not about customer satisfaction, it's about customer success. 'Cause many times a customer may be satisfied, may not really know what their success metrics really mean, but it's not about sometimes a customer may not be satisfied, but really be successful because you're driving the true metrics what is important to the customer. So once you get the value delivered, and do it in an open, authentic way, then, in that case, there's trust that build, and based on that trust, you earned that trust, and that becomes the foundation of the lifetime value. >> We were talking about, well, we, Rachel Botsman was talking about the importance of a brand, any brand, earning trust. A lot of times she gave that example in her keynote where she showed three brand logos, Uber, Facebook, and Amazon, and said, trust is so contextual and so subjective, but clap for which brand you trust the most. And it's so interesting when she started talking about, Facebook got the least, in fact Facebook got no applause at all, I was expecting a few folks (Chandar laughs) to maybe do some clapping, but Amazon being the clear winner, and I thought, yeah, I trust Amazon to deliver whatever it is that I buy when they say they're going to deliver it, and she said she trusts them to do the same, but, would you trust them to pay their taxes on time-- >> Chandar: Sure. >> So when she started talking about trust being subjective and contextual, it really kind of changes the whole dynamic. >> Chandar: It does. >> So that earned trust, but also the ability to reduce the risk that your customers are facing, whether it's overpaying suppliers or paying duplicate invoices, that trust risk balance seems pretty critical as well. >> Ti does, it does. It's an interesting perspective. I think because, in that case of Amazon, I think there's operational trust, that they're going to get the job done and deliver the whatever you ordered in one day with frame or two days with frames, this is operational trust. But is there a trust in the sense of purpose is where she was going with, right. And today for organizations, especially with the millennial crowd, as being customers as well as employees, the question is, you can get operational trust, but you also have a sense of purpose that they trust in, and have that be, and be authentic as an organization. And that's why is say it is not being, you talk about AI, as artificial intelligence, the real AI is authentic interactions. >> Lisa: Authentic interactions. >> And that's really the authenticity as a brand, being open, and acknowledge your failures but strive for excellence for success, and have this open platform with your customers, and always look towards adding value. I think that invariably, over time, creates this trust feeling that ultimately drives long term lifetime value for us. So that I think is the most important thing. >> Absolutely. So tell me again, which three customers are going to be on stage with you tomorrow sharing their stories? >> It's great, I have three. One, Procter & Gamble, a company that my mom knows about, my 86-year-old mom. So one of the greatest brands, so that's a great story about, again, they have a great business spend management story, but they're telling a story beyond the boundaries of business spend management and it's a fun story. And then we're going to have the Global Fund. Again, I told you, one of the world's largest financier of fighting HIV, malaria and AIDS. And we're going to have Telia, one of the largest telecommunications providers. >> Excellent. So really kind of showing the breadth of the technologies and the industries that Coupa helps to transform. >> And the breadth of the personalities, and the people behind that are driving all this change. >> Excellent, well Chandar, thank you for joining me on theCUBE. I wish we were going to be here tomorrow to see your keynote, but it sounds exciting and the Spendsetter program is certainly one that I think is quite differentiated in terms of telling those transformative stories that you said are both empirical and emotional. >> Yes, thank you Lisa, it's great to be here. >> Likewise. >> Great. >> For Chandar, I am Lisa Martin. You're watching theCUBE from Coupa Inspire London. Thanks for watching.

>> Announcer: From the Cosmopolitan Hotel in Las Vegas, Nevada, it's theCUBE. Covering Coupa Inspire 2019. Brought to you by Coupa. >> Welcome to theCUBE. Lisa Martin on the ground at Coupa Inspire '19 from the Vegas. I'm very pleased to welcome not Bono, not Sting, it's Chandar, the CMO of Coupa. Chandar, welcome to theCUBE. >> Lisa, thank you, it's great to be here today. >> This is a really cool event. Procurement is sexy. >> It is sexy. >> It can be so incredibly transformative to any organization. I loved how the last two days, what you guys have done is a great job of articulating Coupa's value in procurement, invoicing, payments, expense, through the voices of your customers and I think there's no better brand value that you can get. >> Sure, absolutely. >> Tell us a little bit about your role as the CMO of Coupa and marketing in a fast-growing company with a product that people might go, "I haven't heard of that, what is that again?" >> Yeah, it's a good question. I think if I look at it, my role is at Coupa, especially, for Coupa, what's interesting about it, as you said, is that every company makes money, every company spends money. So, invariably, Coupa can be used across a set of different companies. One from the Golden State Warriors to Procter & Gamble to the Lukemia & Lymphoma Society. Across the board. And then, from our perspective, holistically, we're looking at business, but managed from different aspects of spend. You said procurement was in expenses. So, my role is to build a marketing engine to get the flywheel effect of first you drive awareness. All marketing starts with awareness and you said people haven't heard of it. And so, to first to drive awareness in a very thoughtful way to the right contextual community we want to go after. And, two, drive acquisition, we'll drive close synergies between sales and marketing to ultimately drive pipeline and win rates and ultimately deals. And then, very importantly in today's world, is to drive the advocacy and get your most passionate customers to evangelize about the brand, so that you create the flywheel effect of awareness, acquisition, and advocacy. And, that's really what my role today is. >> And, I love how I read an article where you call that the stairway to marketing heaven. So, I thought, I wonder if you're a guitar guy, but you're right. It's how to drive awareness, but in a meaningful, thoughtful way. Especially today, with all all the technology, we wake up with it, right? Our phone is our alarm clock. We are bombarded by ads. If we're on Instagram, following our favorite celebrities or whatnot and it's scary when they have the right context, but it has to be thoughtful. We need to know our audience. So, you describe this stairway to marketing heaven, as you just mentioned, it's awareness, it's acquisition, which is key. But, I feel like a lot of companies don't forget the advocacy part, but they don't invest enough in it because that's the best salesperson for your technology, is the people that are using it successfully, right? >> Totally. Yeah, so, in fact, there was a study about a couple of years which looked at how balanced the boat is in terms of spending in presale versus post-sale. And, it's interesting that 87% of B2B marketing spend was presale. In other words, only 13% of people were investing in retention marketing, adoption mastery, customer marketing, and this is what advocacy marketing. And, in today's world, that doesn't work because you got to balance the boat because, to your point, you're getting in a peer-bond world where your existing customers are your best sellers. And, prospects who have all the buying power today are looking to your existing customers to guide them in their purchasing decisions. So, as an organization, if you balance the boat, then you're going to get the flywheel effect going for you in terms of driving the right advocacy across all channels. Just not your own channel if you earn channels to ultimately drive that acquisition going. >> Do you think that's actually more valuable? 'Cause it's one thing to have on your .com site, your social media sites, all these great things about your technologies, etc., coming from customers or from product experts, from influencers. Talk about the value. As technology advances so much and we are influenced by so many other channels, the value of the earned channel and that peer-to-peer relationship. >> Yeah, I think, as I say, that every mom says her baby is good-looking. But, in software, not every baby is really good-looking. Which means, if you take that analogy and extend it, if you're coming to your own channel, invariably, you're going to see some great customer videos about your product, you're going to see some great endorsements and testimonials, you're going to see some great quotes about your product. The reality, there's no bad news about your product on your own website, on your own channel. But, the reality is there are some, some people who might have different opinions. If you go to Glassdoor, no company gets a five on Glassdoor. And, if you take the same thing and extend it to earned channels for advocacy, folks like G2 Crowd, TrustRadius, and B2B, for example, are becoming more relevant today than before because two things. One is 85% of our customers' journey is self-directed. >> Lisa: That much? >> That much and Forrester has anywhere from 60 to 80, but reality is whether you're buying a car or you're buying Coupa. Today, a customer is discovering more journeys. And, in that process, they are looking to more of these earned channels as validation of which ones to go after than just your own channels. So, that's why we got to balance the boat and distribute our advocacy spend dollars across both your own channels and your earned channels. And, that's really important for you and the flywheel will pay off for you over time from that perspective. >> It will and that seems like a lot of the things that Suzy Irwin was talking about to the audience earlier. That's common sense. Why is it that you see these marketing budgets that are so heavily weighted towards just getting awareness, getting customers acquired, and then not thinking about retention marketing account based marketing. >> I'll tell you why. I think any smart CMO will conceptually agree with you. Nobody's going to say, of course, this is not important for me to get advocacy. The challenge comes in in terms of how that marketing department is measured. What gets measured gets funding at the end of the day. >> Lisa: That's a good point. >> And, reality is a lot of these B2B companies are still measuring marketing based on, what's the pipeline you're driving and what's at the top of the funnel metrics that you're driving? In reality, that's a little bit of a skewed thing because then if that's what you're being measured at the board level, at the executive level, then guess what? All your funding is going to go towards that. But, really, the true measurement of marketing, one, is about, yes, you have to get pipeline. You have to influence win rates at the bottom of the funnel and that's where product marketing comes in. But, as importantly, you have to look at the number of brand advocates you create and lifetime value of a customer. >> Yes, CLV, yes. >> And, that's really, really, customer lifetime value is so important because in a SaaS business, ultimately, the Mufasa metric, I'm a Lion King fan. The Mufasa metric is really lifetime value because if a customer stays longer with you, pays you more, and is shouting from the rooftop, then, invariably, that SaaS business is doing well. And, that's why you have to balance the boat in terms of post-advocacies, post-acquisition spend into advocacy, as much as you've done in pre-acquisition. >> When you came into Coupa a couple of years ago, have you been able to shift those budgets because you're able to demonstrate the value that that advocacy piece generates with the flywheel? >> Absolutely and I have a very progressive-thinking CEO who's partners with me on this too. So, we've been absolutely able to do that. In fact, what we're trying to do at the end of the day and most software companies, the real goal should be creating a tribe. In technology, you have to create a tribe to be a titan. And, it's just not about the capability, it's about the community. And, that's really what we're trying to do at Coupa is to create the tribal community feeling. So, if the community is bigger than the brand, it is about the community itself and learning, sharing, and growing with each other and being successful. And, we're just fostering that. So, from that perspective, if you look at this conference and the investment we're making here, some of the programs we're doing in terms of advocacy, what we call spend sellers, etc., is all about that community tribal feeling and go establish that. To use some inspiration from our consumer brands, if you really think about it, people don't buy what they want. People buy what they want to be. So, let me give you what I mean by that. What I want could be a bike. It could be any motorbike, but what I want to be could be part of a very special community and that's why Harley Davidson is successful. What I want could be any stationary bike today, but what I want to be is part of some cool community like Peloton. That's why Peloton is successful. So, similarly for us, what I want could be some spend management software, but what I want to be is part of this community, this cool club, and that's the feeling we're trying to create in the post-acquisition cycle. >> I love that you said that because you talked about that this morning and I loved how you had the word community on the slide and then broke that out into communication unity. And, one of the senses that I got yesterday when-- >> Chandar: Rob was talking about it. >> Yeah, when Rob kicked off everything is this is a very collaborative community. We think about that in terms in terms even like a developer community or something like that. But, Coupa is now managing $1.2 trillion of spend through the platform that every other business that's using Coupa gets to benefit from. It's customer-centric, it's supplier-centric, but it's about applying the right technologies, AI, machine learning, to all this data, so everybody benefits. >> That's right and one of the interesting aspects of community building is one aspect of community building is that Marc Benioff had a great, evangelistic marketing was a way of community building. He would come in and really evangelize and this is where we're going and you all need to come with us. When I was at Marketo, it was interesting. Community building was through more educational marketing and doing it through this, I'm going to educate you through though leadership. Another good way of community building is through product intelligence, which is community intelligence. So, collectively, the sum of all parts are smarter than the parts themselves. And, Rob has a great line, which says, "None of us is as smart as all of us." And, the fundamental community intelligence offering is based on this first principle. So, example, if I'm the community of Coupa customers, the next customer is smarter than the previous customer because the collective intelligence grew, which means I can then go benchmark it myself. I gave an example this morning of USO, the company that provides services to the United States troops. And, when Rick Quaintance at USO benchmarked himself using community intelligence, versus the rest of the community, he realizes that his invoice cycle times are seven times lower. So, that kind of intelligence is extremely beneficial and invaluable to companies. So, that's the value of the community, is providing the collective intelligence. Waze is a great consumer example. Those of us who use Waze for traffic know that it's all community driven and each one of us is smarter because we're collectively using it. It's the same concept in applying that to B2B software. >> So, as we see, you mentioned the over 80% of the buying decision is self-directed whether we're buying a car or Coupa software. Did Coupa foresee that in the last decade to see we're going to have to go to a more community-driven collaboration because the consumer of any thing, any product or service, is going to be so empowered 'cause that's a part of the Coupa foundation. >> It is. >> Lisa: Which, we don't see a lot in companies that are 10 plus years old. >> Yeah, and credit to Rob for his vision for this. It's because I think early part of the company, he wrote into the contracts that the company can benefit. Collectively, every company can benefit by being part of this community. And, the fact is data's aggregated, abstracted, there's no information that is sensitive, etc. But, the fact is we all can collectively benefit through it. That was a great vision of Rob and early people and that's benefited us because the benefit is really over scale and time. Now, your $1.2 trillion, it is really statistically significant in each different industry to get that intelligence. And, that is one of the other reasons we launched our business spend index. It's called spendindex.com. Where we can use the billions of dollars spent in the community to provide a leading indicator of economic growth based on current business spend sentiment. You think of ADP as this payroll, it's called ADP payroll thing that comes out and the gross domestic product report comes out. Those tend to be rear-view mirror lagging indicators. But, as we're using community-based intelligence to provide a windshield, a leading indicator of where the economy is going. So, there's so many different use cases. Benefiting based on spend you're doing as well as where the economy is going and all this is based on the intelligence. >> It's so powerful because, to your point, you're not looking behind. >> Chandar: It's the windshield. >> Exactly, able to be looking forward. So, with all the announcements and the great things that have come out with the AWS expansion, what you guys are doing with Coupa Pay. I was shocked to learn the percentages of businesses that are still writing paper checks. Or, the fact that a lot of companies have 10 plus banks that they're working with. There's still so much manual processes. You must just be, the future is so bright, you got to wear shades with Coupa. But, what excites you about what you guys have announced the last coupe of days and the feedback that you're hearing from your tribe? >> I think there's two kinds of things. One is continue to set the innovation agenda for the industry. And, really, you have to look at every customer on their unique journey of maturity and maturation, so we have a very thoughtful, what we call, maturity index, The business spend management index. Whereas, you are seeing some of these customers, for example, you mentioned, may be in the first stage of this maturity, where, for them, it's just getting automation and going from paper to paperless could be the first step. But, some other customers might say, "I've gotten there, "but I want to get the next level of sophistication "to orchestrate these business spend processes." So, what's exciting for us in the feedback is we're creating product capability across this maturation journey for our customers to make them successful at each of those places. And, Coupa Pay is one example of that. Whereas, some of the other pieces we talked about, we announced about some of the community offerings that we did also is on that. So, that's one exciting piece. The other exciting piece that customers tell us at this conference is, "Foster platforms for us "to engage with each other, learn from each other, "share from each other, and grow with each other." So, even stuff that Rob talked about, which is sourced together. This concept of customers coming together to drive a sourcing process and, again, the collective intelligence in the community, that, we're getting very, very positive feedback from that perspective. And, ultimately, Rob has a really good saying that, "It is not about customer satisfaction. "It is about customer success." That's a delineation there. A customer could be very satisfied with you, but they may not be necessarily successful. And, we say, it's not about satisfaction. It's about success. And, by creating this innovation cycle and then having a post-implementation process that's getting true value, that's truly how we drive customer success. >> And, something that I've heard over and over as I've talked to a number of your customers yesterday and today is how much they're feeling Coupa is listening. Their feedback is being incorporated. They're actually influencing the development of the technology and that was loud and clear the last two days. >> Yeah, I think there is, Rob talked about the number of features that are being influenced by the community and we have these-- >> 300 plus in the last 12 months. >> Yes, 300 plus in the last 12 months. And, there's this concept of two ears, one mouth. And, listen, learn, and innovate and that's the philosophy here. But, it's a right mix of listening to customers, learning from them, and getting the right input from them for driving innovation, as well as having strategic vision on where this market is going and having the right mix of those to provide the capability to customers. >> Wow, you're on a rocket ship. Chandar, it was great to have you on theCUBE. You'll have to come back. >> Yes, Lisa, absolutely, I'll come back and it was a pleasure being here. Awesome. >> Awesome, thank you so much. For Chandar, I'm Lisa Martin and you're watching theCUBE from Coupa Inspire '19. Thanks for watching. (techno music)