from Chicago it's the cube covering Oracle transformation day 2020 not to you by Oracle consulting welcome back everybody to this special presentation of the cube where we're covering the rebirth of Oracle consulting it's a digital event where we're going out we're extracting the signal from the noise we happen today to be in Chicago which is obviously the center of the country a lot of big customers here a lot of consultants and consulting organizations here and a lot of expertise Mike Owens is here as a group VP for cloud advisory and a general manager of Oracle elevate Mike thanks for coming on the cube I appreciate it I'm glad to be here so I could ask you elevate in your title what is Oracle elevate yeah Oracle elevate was actually announced Oracle OpenWorld last year it's the partnership that we really had to actually take her skill of the next level so we actually did it with Deloitte Consulting so the goal is to actually take the capabilities of both organizations Deloitte really has functional capabilities and expertise with an Oracle practice and obviously Oracle has Oracle technical expertise the combination the two really allows us to scale provide sort I call the one plus one equals three effort for customers now you've got a decent timeline or observation over the past several years you joined three years ago you were at some brand name companies first of all what attracted you to come to Oracle consulting yeah absolutely so Oracle was in the point where they were doing a lot of stuff around on Prem on-premise software right the old ERP type stuff they were doing cloud they sort of had to have this sort of transformational moment I was asked to come in an Oracle consulting in their early days and say hey look we're trying to transform the organization from on-prem consulting over to cloud consulting coming to help us with this stuff that you've worked from your prior to cloud companies and help us really move the organization forward and look at things differently so it's definitely been a journey over the last three years I've taken it from really 85% of the 90% of our revenue around on Prem type of engagements to now actually splitting the organization being dedicated huntersam on cloud which is just a huge transformation last three years yeah of course I work was a product company and you're you're at your then CTO Larry Ellison said we're going cloud first and that happened during your tenure you came in I'd believe prior to that what kind of effect did that have on the organization I mean we we know from a product standpoint but but just culturally and just a mindset yeah absolutely it had a huge effect in their organization they they started splitting the organization to actually have be dedicated organizations whether it's sales on product whether it's support for product pre-sales support or engineering and solutions architecture and or consulting so we've now split the organization's to primarily support those different lines of business and what that allows us to do is actually focus that and put a lot of the stuff on cloud and moving the company at cloud first at this point we still have a lot of organizations to do either on Prem type of work and things like that they can't move over that's supportive but you're gonna see a larger shift of the cloud first right to actually move our customers and our organizations and back to wheats you hear a bunch of our executives talk about we also actually use our own capabilities as well to you know whether it's a our machine learning we actually use in our own HR systems if I do my expense reporting there's actually a I bought that I can actually put stuff in there and automatically pulls it in we actually take those capabilities and consumer ourselves right because we have to believe and what we actually create as well your definition to cloud of course is different from you know the hyper scale cloud providers would say our cloud is like per scale put it in our cloud on Prem you guys don't buy into that obviously your definition is it's the experience the weather wherever your data is we're gonna bring that cloud experience clarify that if you would yeah I'll kind of give the Oracle version and what I what I've talked about for years for Oracle R for cloud consulting as a whole or cloud capabilities right so Oracle really looks at true enterprise capabilities and it's kind of what I've been talking about for years publicly as well too is cloud is really when they say cloud it's not just 100% in cloud it's a combination that you pull from on-premise systems and an engagement you know your systems of record all get created together sometimes it's an ecosystem with another company right so the more connected we are so a cloud is really an enabler to sort of pull everything together right Oracle's really focused on a lot on the enterprise capabilities some of the other cloud providers do great on some of the systems of engagement the smaller applications that that's what's sitting in someone's cell phone or hands all the time Oracle is really around foundation of the database and data so we start with that enterprise and come up versus creating that really snazzy application - coming down to make it at a prize level so we take it that approach I look at cloud computing and my definition is really different than most people it's really around it's a roundel way of doing business and what I mean by that is it's it's a business that's technology enabled specifically right so you have to change the way that you do business the way that you engage with your customers with with their customers right the actual customers on the endline cloud capabilities really are on changing your operating model it's change and change the way that you organize you govern you know you can't just if you take a great capability and move it forward and then turn around and do it in the same way in process that's where you lose the efficiency if you talk about things like business case where we see the technology itself as a standalone we'll give 30% of that business case changing the way that you operate and engage people will actually give you the bigger benefit right so if you actually go for as we talked about a cloud transformation not only is around changing the capabilities from the tools standpoint it's your people and your skills and your operating model right so if you look at an operating model potentially has seven or eight dimensions depending on what organization you kind of talk to your right Gartner or whatever right if you don't hit every single understand the impacts of everything portion of the operating model would make the change you will not reap the benefits and my limit test is that experience has to be the same whether it's in your public cloud whether it's on pram whether it's in a partner you know multi cloud and that you guys actually came up with the notion of same-same sometime to actually deliver that but but do you feel like you're you're there now with customers that yeah that buy-in and lean in yeah absolutely and so the concept of you know what I call your master alas or picking it up and moving it over there has no value it could be the first step so a cloud journey it may give you informally but it should be the first step in your journey you know so if we talk about like cloud journeys if you're gonna say you know it's the same safe you're gonna move it over there that may give you back to the sort of the slope on the business case that's going to give you a incremental that would should self fund then a go okay I'm gonna take that I'm going to decompose that okay great now I'm gonna expand on that I'm gonna take that money to actually reinvest Automation right so if you move it over to infrastructure right where you're gonna get the automation is really on the pass later all the services in the monitoring the autonomous capabilities all those kind of things that's where you drive efficiency and scale so you basically so fun with the infrastructure transformation with potentially typical journey we see customers with right as let's move it let's use that funding to actually automate it it gets more savings we use that more for innovation so it's kind of a continuous stream you want to get to the point where you can actually have a continuous innovation stream and what I mean by that is you have a mechanism or a capability if you look at our Gen 2 cloud versus our Gen 1 cloud Gen 2 cloud actually can take an inch of all the capabilities that we have from the past layer through automation right and then as you do that we actually won't have a continuous process where you constantly look for innovation and incrementally add pieces over time it's no longer it's a Big Bang it's just a continuous stream of innovation so ok so you've made the statement that the business case for Oracle gen 2 cloud is overwhelming first of all what really what's the underpinning of Gen 2 cloud can you give us throw to the bumper sticker on that yeah all the underpinning magenta to cloud is really if you look at the Gen 1 cloud was purely just an infrastructure layer Gen 2 is really based on a segmenting security which is a huge problem out in the marketplace right a so we actually have a sort of a world-class way we take a segment security outside of the actual environment itself it's completely segment which is awesome right but then they also will you actually move it forward the capability of the entire thing is built on sort of the autonomous enterprise or autonomous capabilities everything is sort of self-healing self-funding are not sorry so healing and self-aware that continually moves it forward so the goal with that is is if you have something that takes mundane tasks back to that you have people that are no longer doing those capabilities today so the underpinning of that and what that allows you do is actually take that business case and you reduce that because you're no longer having a bunch of people do things that are no value add those people can actually move on to do back to the innovation and doing those higher-level components so the so the business case is really about I mean primarily I would imagine about labor cost right IT labor cost we're very labor intensive we're doing stuff that doesn't necessarily add differentiation and value to the business you're shifting that to other tasks right yeah so the big components are really the overall cost the infrastructure what it takes to maintain the infrastructure and that's broken up into kind of two components one of it is typical power physical location of building all those kinds of things and then the people to do the automations that take care of that right at the lower level the third level is as you continue to sort of process in automation going forward the people capability that actually maintains the applications becomes easier because you can actually extend those capabilities out into the application then you require fewer people to actually do the typical day-to-day things whether it's DBAs that are like that so it kind of becomes a continuous stream there's various elements of the business case you could sort of start with just the pure infrastructure cost and then get some of the process and automations going forward and then actually go that even further right and then as organizations as a CIO one of the questions I always have is where do you want to end on this and they say well what are you talking about alright it's really I'm late ever done you're on it and you're on a journey you're on a transformation I go this is the big boy big girl conversation right do you want to have an organization that actually it stays the same from the headcount standpoint are you trying to look to a partner to do the were you trying to get our operating model what is your company trying to get you to look at right because all those inflection points takes a different step in the cloud journey so as an adviser right as a trusted adviser I asked those herbs a half a dozen or so questions I would kind of walk your organization through on sort of a cloud strategy and I'll pick the path that it kind of works with them and if they want to go to a managed service provider at the end we would actually prepare someone either bring the partner in or have a little associate a partner we've heard it off - but we put the right pieces in place to make sure that that business cake works well that's it really important point because a lot of custom customers would say I don't want to reduce headcount I want to I'm starving for people I want to retrain people you know some companies may want to say hey okay I got a reduce headcount it's a mandate but but most at least in these boom times are saying I want to ship so buy point to the business cases if you're not going to you know cut people then you have to have those people be more productive and so the example that you gave in terms of making the application developers more productive is relevant and I want to explain this is that for example very simple you're I'm inferring you're gonna be able to compress the time to value you're gonna reduce you lower your breakeven you know accelerate the time to positive cash flow if you will that's an example of a value component to the business and part of the business case the people look at that and is that absolutely that's what it is definitely the business case and one we call it the you know when you get your rate of return right the more that we can compress that and I would say back to the conversation we had earlier about elevate and some of the partnership's we have with Deloitte around that a lot of that is to actually come up with enough capabilities that we can actually take the business case and actually reduce that and have special other things we can do for our customers or on financing and things like that to make it easier for them right we have options to make customers and actually help that business case some of the business cases we've seen our entire IT organizations saving 30 plus percent well if you multiply that on a you know a large fortune 100 that may have a billion dollar budget that's real money yeah but and okay yes no doubt but then when you translate that into the business impact like you talked about the ite impact but if you look at the business impact now it becomes telephone numbers and actually CFOs often times you just don't even believe it but it's true because if you can make the entire organization just you know a half a percentage point more productive and you get a hundred thousand employees I mean that is that overwhelms actually the IT business case yeah and that's where that back to the sort of the the steps in the business case is on the business and application side is making those folks actually more productive in the business case and saving them and adding you know whether it's a financial services you're getting an application out to market that actually generates revenue right so that's it's sort of the trickle effect so when I look at I definitely look at it from a IT all the way through business I am a technically a business architect that does IT pretty damn good yeah enables that sort of business absolution how do you let's talk about this notion of you know continuous improvement how are people thinking about that because you're talking a lot about just sort of self funding and and self progressing you know sort of an organic entity that you're describing how are people thinking about that yeah and I would say they're kind of a little bit older map right but I would say that goal is what we're trying to embed back to the operating model we want to really embed is you know sort of the concept of a cloud center of excellence and as part of that at the end you have to have a set of functionality of folks that's constantly looking at the applications and/or services of the different cloud providers at capabilities you have across the board everyone's got a multi cloud environment right how do they take those services they're probably already paying for anyways and as the components get released how can you continually put little pieces in there and do little micro releases quarterly aren't sorry weekly you know every month versus a big bang twice a year right those little automation pieces continually add innovation in smaller chunks and that's really the goal of cloud computing and you know is you can actually break it up it's no longer the Big Bang Theory right and I love that concept embedding that whether you actually have a partner with some of the stuff that we're doing that actually we embed what we call like a day-to services that that's what it is is to support them but us constantly look for different ways to include capabilities that were just released to add value on an ongoing basis you don't have to go hey they're great that capability came out it'll be on next year's release no it could be next week it could be next month right well so the outcome should be you should be dramatically lowering costs really accelerating your time to value it really is what you're describing and we've been talking about in terms of the autonomous you know Enterprise it's really a prerequisite for scale isn't it it is absolutely right and so when we use the term autonomous Enterprise - I love that because that's actually the term I've been using for a few years even before Larry started talking about the autonomous database I talked about that environment of constantly look at a cloud capability and everything that you can put from a machine or into AI under basically basically let it run itself the more that you can do that the higher the value you can put those people off in a higher-level tasks right that's been going on every provider for a while Oracle just has the capabilities now within the database that takes it to the next level right so we still are the only organization with that put that on top of our gen 2 cloud where all that is built in as part of it going forward that's where we have the upper level really at the enterprise computing level right we can we can work at all types of workload but where we are niches is really those big enterprise workloads because that's where we started from data Enterprise I don't want to make it a technology discussion but you said the only organizations meaning the only technology company would that autonomous database capabilities that yes sir yes okay so I know other sort of talk about it but you know Oracle I think talks about it more forcefully will dig into that and and report back Mike thanks so much for coming on the cube really appreciate it good stuff anything thank you very much all right and thank you for watching but right back with our next guest you're watching the cube we're here in Chicago covering the rebirth of Oracle consulting I'm Dave Volante look right back

>> live from Las Vegas. It's the Cube covering magenta. Imagine twenty nineteen. Brought to you by Adobe. >> Hey, welcome back to the Cube. Lisa Martin at Imagine, twenty nineteen from the Wynn Las Vegas. It's happy hour here, but I really wish I had a Coke. I don't have one. But I do have a gentleman from Coca Cola, please doing me and welcoming a couple of guests to the Cube. We have Enrique no great day. The director of Direct to Consumer for Coca Cola Mexico. Enrique, Thank you for joining us. >> Thanks, Lisa. Nice to meet you. >> And we have from forty for Raghu Kerala managing partner. Welcome to >> the Cube. You nailed the name. There you go. Talk >> to >> that interview. I did my best. All right, so here we are in imagine, twenty nineteen with about thirty, five hundred or so people. This show is one that has a tremendous amount of energy. It's like you gave everybody a cook when they walked in the door. Didn't really need it, But we've heard a tremendous amount of positivity people very excited for being able to leverage the power of data to deliver really impactful experiences and as consumers of any product. We want a brand to know us. We want them to help us make our lives better. Before we dig into that with Coca Cola, argue, let's start with you. Forty four is one of magenta owes partners. Give us a little bit of a history there on what you guys do, together with the Gento and four customers like Coca Cola, Mexico. >> Thank you, Lisa, and thank you for inviting us here today. Well, when we put together forty four, we ask yourself some questions like, How do we aspire to be great? And one of the things was to surround ourselves with great partners and adobes definitely been a great partner for us, because what we want to do is bring tea to our customers. A not just a sight but an experience for their consumers. They can live on and grow and invest in a platform. And what we found with Adobe and the Magenta Commerce cloud was a way that we could start building something in an array, tours greatness by using data and insights to build upon our knowledge. And luckily, way found a great partner in Coca Cola that we could aspire to be great together to the end. Consumer e commerce is still in this early days, and what we wanted to say is that a great brand could start and start looking at e commerce in a way to improve their customers. Lives be available in moments that of need and moments of want. And that's something we started doing with North America about four years ago and brought that to Western Europe. And now Lat Ham in the last year has been a great experience partnering with you. >> CocaCola is a brand that everybody knows globally. It's one of those almost feel good brands, right? I mean, you just can't help but get a smile on your face when somebody asked If you want a cup full, of course, who would say no to that? Give me a little lemon twist and I'm very happy, but something that you guys are doing together with Coca Cola. Mexico was really inspirational, and it's really helping to transform and improve people's lives. And we could talk to us about the program that you're building with forty four and how it's actually making giving people access to things that they don't just want that they actually need, like, quality of life, type of sure products. >> So thanks. Thanks a lot, Lisa, for the invitations. So first of all, you know, we have a big challenge, because way No, we have a great brand way, actually have a lot of brands, and that's the challenge. So how can we create this? The solution where we can access people to this? Never. It's for life. So it's not only Coke way have a lot of different products, and Wei have in Mexico is that it's, ah, project that we are calling Coca Cola. It's Coke at home on what we do there is. We are providing the consumers a subscription model where we are enabling the access to multiple beverage products any time on everywhere. So that's that's That's the ambition we have we launched last year in the city of Monterrey. It's It's our first city. We are planning to scale this business into the whole country and probably Latin America. First on, why not probably the states on some foreseeable future. >> So this is more than on demand. I live in Silicon Valley, where we're pretty, you know, we have high expectations and I want to order something, whether it's on door dash or through Google expressed our Amazon that I wanted to show up within an hour. But that's, you know, I might be lazy, that I don't actually want to get in my car and driver walk somewhere. But what you're talking about this is this is not just I want Coca Cola products on demand. This is actually reaching people that really have a strong and need for this type of service. Talk to us about that human interaction and what you guys are really enabling there for your consumers. >> Sure, so So, yeah, United. So the thing is, what we see, the big opportunity here is way. Want to be closer to our consumers? We went to understand them. We want to to hear from them, to receive feedback directly back the way we are used to working Coca Cola in the past one hundred and thirty three years that that's a history of cardiac alights way have the customers that interact with consumers, and then we get some information from the consumers. We've been great doing marketing campaigns, you know. But right now the challenge that we're facing is we want to have direct feedback from them. So we're creating this eco system where we are getting feedback. We're getting knowledge from them, and we know exactly what what's their their needs. The pain points, their suffering, Andi the way what we can solve them and probably eventually some future products. But we can create for them with the specific necessities that they have. So that's what we're creating there. That's a big thing. >> And so we're gonna talk to us about the opportunity to work with a brand like Coca Cola that's been around for over one hundred thirty years, talk about transformation and be able to enable them to really kind of not just delight customers. But there's an emotional connection that people >> have this products. So we always say, like ideally done way can add value from the state of desire to the state of consumption, and in between is a transaction. It's fulfillment, its operations and perhaps unique to most clients of, um, Magenta and Adobe. Coca Cola in Mexico owns a full relationship, and it's a full branded piece from creating that desire in your heart in your mind in your taste buds, but then owning that all the way through the delivery trucks and the people delivering it to your door. And that's something that a CPD firm just actually, I'm not sure of any other CPV firm does in the US or in Mexico at this point. And but then what is the excellence mean? We haven't untidy of excellence of what Coke means to us, the nostalgia and what it means today. But that also raises the high bar because we're not allowed to not be excellent at any other touch point of the brand. But definitely it's fun, right? It's a challenge, you know, making money online. That's the easy part, Being really proud of what you're doing online. That's kind of what makes you go to work every day. >> Being relevant for consumers is what, yeah, >> being relevant? Absolutely, especially because there's a lot of choice with most products and services that are available to us as consumers these days. And if you think of you know, we've been talking a lot at this event about the customer experience and customer experience management, and how can Adobe Inn Magenta enable their customers to use data to understand what delivering what my customer wants to improve. Whether it's, you know, we talked to HP Inc this morning allowing me to order a new PC or printed or ink and have it delivered specifically exactly the way that I wanted to. Whether it's, you know, getting a Coca Cola. I want whoever I'm interacting with to give you a seamless experience. But use the data that you're collecting about me to make my life better. Make my life easier, more seamless. Frictionless. How are you guys at forty for helping Enrique and team utilize that data too crude to really enhance this consumer experience and maybe even create more brand loyalty? Yeah, it's >> interesting. I think data is a tool, but then your hypothesis, where you go from has to be endemic to the brand and for Coca Cola. On the internal, we think of it as a portfolio portfolio of different products in different needs states from hydration to enjoyment from special moments to everyday moments. But then that allows you to start thinking, How do I be part relevant part of more moments and then you could say, Where does data fit into that and now I can understand how there's a new moments being made because people's lives change and the youth always find different ways in different ways of living in different way from being. How can we be relevant to them through our throughout all of that, from the moment you wake up in what you need state is there to special moment of happiness, and they have a company that has products that could live up to. All of that is great and you know you need a portfolio. But you also need to being desire and wanted need all together in one thing, because one person has all of that and one company came, fulfill it if you think about it from a idea of moment. But then what data? Khun, Due to bring those to life >> so soon being relevant, continuing to be relevant is challenging. It's going to require you to really look at trends across a spectrum of, say, consumer behaviors. Enrique, what are some of the trends that you guys are seeing with this project that you've launched in Mexico, and how were you going to be using those trends to expand this globally? >> Sure, Yeah, So? So first of all, as you, as you know, probably e commerce in Mexico is is quite a small right now. So the thing is, it's growing in, you know, very aggressive rates on DH. It happens the same in the rest of Latin America countries. So what What other retailers are looking at is they want to create this this big business right now because they know that in the future it's going to be the competitive advantage for them. So So I think that's something that not many sippy jeez are looking at. There's a lot off are things that must happen inside the companies to enable this on DH. In my experience, the most challenging things and it's not a trend, but it's it's a challenge that we face us as a big city. Gee, Cos is how can we change the culture inside the company? Because this is the main barrier we have. We face when we see and I I'm going to give you the example of Mexico when we see the digital sales of the beverage in Mexico, it comes about two point five percent of the total sales that we have so its its really small if you compare it to the rest of the retail. So whenever we go to the to the rest of the corporation and the rest of the building in Mexico, we say that we want in best, and we want to do there's there's a lot of barriers, you know on the challenge, the main challenge that we face right now. The's companies that want to go direct ical Sumer is this is happen. We changed the mindset, change the culture, and I think that's the most relevant. It's no trend, but it's It's the most relevant challenge that we're facing right now, >> a big challenge because not just for for every convict, but a company with the history that Coca Cola has to be able to start leveraging that data to start to change mindsets and ship cultures. Where are you guys on that journey? And how is your partnership with forty four may be a facilitator of that cultural change? >> Yeah, sure, So it's to be really honest. We're we're beginning this journey way have some countries that are ahead of us. We have some examples in China, For example, curriculum, China's great things cortical in North America is doing very big things in Mexico and Latin America. We're starting the journey on the thing. What we realized is that we need to get together with people that know of this matter. Way are really good at marketing. We're really good at a commercial approach. Operational approach ware not the best at the commerce, but we. That's why we are partnering with guys that no one, we're partnering with platforms like Adobe Magenta, too. To achieve this, that's that's the thing, right? >> Yeah, >> Rookie will finish with you. What are some of the things that you have seen and heard at? Imagine twenty nineteen from a technology innovation perspective that give you the confidence that adobe in Magenta Technologies are going to be able to deliver, what it is that Enrique and his team need to make that barrier change internal evaporate. Yeah, >> I mean, I think when you think of technology right now, even within adobes, it's what the combination of different products that adobe has and how they're going to come together. So the roadmap is a critical piece of it. I think there's been a great announcement of Sensei's coming in and being part of the core offering to make each interaction a little smarter, but also really see the payoff and save what's the real need that trying to be solved, then back that into the products that you see to cut between the different between a press release and a road map? And I think when you come to a summit like this, you hear things from Adobe. But then you also hear the reactions from the customers. And if you hear those both at the same time, you find that great thing in the middle >> of >> what's actionable. And I think if you think of only customer opinions or the what the platform says individually, I think they're less relevant than finding that really time reaction to trends and say, Honestly, sometimes you're drowning in technology and you wantto move the business forward and react to that weak sales that month's numbers. But then you say, Well, let me take a step back and look at the road map or vice versa, and I think everybody's in different stages of where they're going. So until you get that wisdom from everybody else, anyone announcement might be might take you off course. But then you start saying other people are in my boat. Other people are filling my opportunity, sent my sense of opportunity, and other people are feeling my sense of pain. And it's great to see a community come together. It's five thousand people that all want to accomplish something different things, but they want to accomplish success. Whatever. However, they personally define it. >> And it is to your point. It's a very, very strong community here. But we thank you both so much for taking the time to share with us what you guys are doing together with Coca Cola run that everybody knows and loves. So I say we go get a cookie cola and wrap this segment. What do you think you're all right? >> Moment is coming. >> Fantastic. You're watching the Cube. I'm Lisa Martin from Imagine, twenty nineteen from the Wynn Las Vegas. Thanks for watching

>> live from Las Vegas. It's the Cube covering magenta. Imagine twenty nineteen. Brought to you by Adobe. >> Welcome back to the Cube. Live from Las Vegas, Lisa Martin with Jeff correctly or coming to you from Magenta. Imagine twenty nineteen with about thirty, five hundred or so folks here. Big community, big open source spirit. We're very pleased to welcome from the keynote stage. Jenny Chang, The pee at PayPal. Jennie. Welcome to the Cube. >> Thank you. Thanks for having me, Lee. >> So really enjoyed your keynote this morning. We'Ll get into a lot of the specifics, but just looking at Magenta Oh, Adobe, This evolution of e commerce that's really driven by consumers. We want to have everything right on her phone as easily as possible. We went out lightning fast. Talk to us. About From what? You seen this evolution of e commerce and where we are today. >> Yeah, It's been a fascinating journey. Toe watch us move from point no sale, mood from brick and mortar Teo online and engaged. And I think as part of that, you know, you think about the amount of time you spend on your mobile phone. It's not surprising that most sites. Fifty percent of the visitors on that site are on their mobile devices, and they're staying longer. Maybe you're killing time, right? Waiting for your husband to finish something or your child to come out of class. And so we naturally tend to get on our mobile phones, and we look for things to do so that engagement on the mobile phone it becomes absolutely critical and what's been fascinating As part of the conference, we've been sharing some early results about mobile optimization. And what we're finding is, even though engagement is going up from a mobile phone, revenue is not there. >> The gap. >> Yeah, there's a big, big gaffe, and you look at that. And you think, Well, I need to figure out how to actually convert some of these people coming to my website. So we've been partnering with a lot of the Sai community here, really interest in trying to understand best practices, and it's been a fun process for almost the last year. Things that you would think would help conversion don't necessarily help. And then the very, interestingly enough, other things that you may have said well, that seems unnecessary or busy on my mobile phone are actually improving conversion. So we've been really just sharing our early results in really encouraging everyone to participate. It's free, and we want to do is really come up with best practices and really help everyone essentially convert more and get more revenue. >> There's two things that strike me. It is you say that one is just the behaviour of a mobile phone in interaction is so different. You said. It's often when you're waiting, waiting in the grocery store line, you're waiting to pick up your kid your weight. So it is a much more kind of frequent fast in and out which which we keep hearing right. You need to connect with people over time in both the ways. But the other thing, when you say the conversion is actually not as high as you would expect. But at the same time we're hearing now that the content is so much so important and having things that aren't directly commerce to drive your engagement with that client in the way of content and forums and other things. I wonder if maybe that's why the conversion is there. You're getting him there, which is great they're hanging out longer, which I'm sure is a terrific metric. So maybe they're not converting because they're engaging with that other content arm or engaging with the brand. A >> combination of a couple things and one of them tear point is, you know, for better, Worse. You're easily interrupted when you're on your mobile phone to >> just trip when >> we have you, how can we quickly get to you? Pass that point of check out right? And I think part of that is, as you know, it's if you're like me, I will. Fat finger. You know, I have a difficult time typing on my mobile device. So wanted things we talk a lot about is removing that friction. So how do you make it really easy? See right. So if you're able to store your credentials, if you're able to make it simple to check out right, that's ultimately the goal for a lot of our merchants here, which is when we've got you. We've got to capitalize on your attention right at that moment in time and make it super easy for you to convert one of things that's been interesting about the optimized kind of mobile optimization results we've seen is that what we're finding is that a lot of people, what they're looking for at that point of engagement is coupon codes and you get distracted. You'LL think Well, I'm going to buy that. But maybe I need to go look for a coupon. >> Go back to my email me >> on And so you know So there are a lot of interesting ideas that were having as a community to share. How can we do that? How can we make sure? Maybe you get your coupon code, but you don't click off and disappear and maybe forget to come back on. I notorious for doing that. I'm also notorious for putting something in my shopping cart getting distracted and walking away. And so I think a lot of it is looking at these various ways to make sure you are back and engaged. And I think this is a big part of where the journey will go with the Palmers going forward. I think we'LL be looking at now that we've got your eyeballs. Now that we've got your time, how do we convince you this is going from a browse mode? Teo actual shop mode, >> right, creating more shop, a ble moments as magenta is marketing, material says. But also to your point about simplicity, probably for even any any generation is its basic marketing. Don't deliver a great piece of content and have a hyperlink in the first sentence that's going to take your audience somewhere else. Keep me in the experience. Use enough money. What do you say? Enough of the data to where it's going from. Creepy Teo >> Magic, Right, Right, right, right. If it works, it should be magic, right? But I already bought the tent. Now I need it. I need a sleeping bag. Don't keeps his enemy tent ads, right? >> Right. But that simplicity is sort of in AP in experience. Consistency is really key. Otherwise, your point and your point. We're doing this often while we're doing something else. There's a lot of multitasking going on. Make it easier, but also use the data with these systems that you're integrated with to know exactly. I bought it sent. I don't need one, but I might need that these other things >> right, right. And I think that's really where things are moving with artificial intelligence and machine learning We're trying to understand us a shopper and be able to predict right What else? You know, Bond from the tents. Now, maybe it's time to get a low. You know, uh, camper, maybe that's your next step up, right? Maybe you move into an RV. Who knows? Right. So I think there are evolution's to that buying experience >> with other evolution. Which people is that the very beginning was the alternative payment methods, right? Not not just your basic credit card or cash. And I don't know. It's a lot of people know that you guys have venmo, which if you have kids, you know we don't have young kids. You don't know what Venmo is. I wonder if you've got a take on, you know, as these alternative methods by come up and then we're also surrounded with alternative financing types of platforms where they're not using traditional FICO scores. They're not using kind of a traditional apply get approved process. It's really dynamic on the financing side as well. >> Yeah, onto your point. So PayPal. One of our best kept secrets I like to say is that we have both Braintree and Venmo is part of our overall services and then even broader than that. What we've done is packaged up the ability to really think about alternative pay methods based on what region you're on as well, because depending where you are outside the U. S. You might actually use a completely different payment method. And I think for us in the U. S. Were not as familiar with some of these other payment options. And what it does is it really allows for a lot more cross border trade as well for our merchants as they would look and offer kind of what is most relevant again. Get to you to go from brows mode to actually check out mode and to get to that actual conversion piece. So that's one of them. And then I would say, just generally on the credit comment, we actually credit at PayPal as well. And what we're always looking at is what our other ways we can help people finance and really kind of worked through the evolution of payments. I think some of the statistics that you've probably heard related to savings in the US, especially it's a bit staggering that we have, on average, uh, majority people have less than four hundred dollars in savings there, one paycheck away. And the reality is, it's tough. That's a really, really tough. And so I think, to be able tio, have a source of credit where you could bridge that gap and, to your point, not have to go through the entire credit processes. Sara Lee I think having those options are always good. >> Talk to us about what you guys are doing with Walmart. He showed that you came here this morning that it was very interesting from a collaboration. A partnership standpoint. >> I'm very passionate about this because pay panelists overall has a mission of democratizing financial services, and I think we're very fortunate being in high tech and being in the situation. We are where we're able, Tio not be intimidated necessarily by all this new technology on all the different options out there. So the partnership with Walmart was at the end of last year, and it really was looking at How do we get people access to their papal dollars easier, Faster and we continuously see this divide between the digital on the physical realms of accessing money. And so we opened up an option partnering with WalMart for us, which is it's really easy to rip a pal out. You bring up a unique bar code, you can go into a Wal Mart store and essentially like a debit card. It debits it out of your PayPal account and the Wal Mart cashier hand. You're the catch, which is super convenient again and an easy way to get to your money if you need something immediately. So I'm really excited. Proud of that, >> he said. You launch that last year. Some of the data, the market data that demonstrated that this was a good direction, her paper out to go in to be able to open up. This is a CZ, the ability to give people more access to their dollars, whether they're online or in physical locations. >> Yeah, I think it's someone of those overall statistics. We look at a lot because we're really looking at continuously bridging our open two sided network. We've got this great merchant face twenty one million merchants and then we're at almost round track to be almost three hundred million consumers, and we can we look at the consumer side and you think about Venmo you think about papal? We really started as a peer to peer right now, right? Oh, I owe you twenty bucks for dinner last night. Let me pay, pal. You that money, let me venmo you that money. And at some point, the question becomes will. Then how do I easily access my money? How do I make sure that I have access to it again? Not just digitally, but physically. And I think when we're looking at those realms, we're looking at more options to give people that ability, that if they need to get to that cash quickly, that can get to it quickly. They don't need to worry about getting to a bank. Um, you know, I think the reality is it's easier to get to a lot of Wal Mart stores in the U. S. Then it is necessarily to every bank out there. And so I think we're constantly looking at where can partnerships really add value to our overall customer base? And as I mentioned this morning's keynote, I love when partners really can work together and it becomes truly, you know, a little bit of a trite saying. But no one plus one is greater than two scenario, and I think when you can do that, it adds so much value to both sides of the equation. That's was really exciting for me. That's why I love partners, >> but also giving cut consumer's choice. Where you think this morning in your keynote, you showed this cute picture daughter approved your girl's in that ten years ago and then today, and, you know, ten years ago you couldn't just go in on happened order groceries. Now you were saying, when you know your mom would have to get multiple stores to get what you want, and now we can get it so easily. But there's also this sort of interesting dynamic where people still want to have that physical interaction, depending on the type of product or service. So being able to give customers that choice of being able to transact it through the app online or being able to access their money, for example, your Walmart. I mean, oftentimes, if I'm running out running errands and I don't have my wallet, and I know all right, I know the stories I can use bright certain payment methods from my phone, and that's great because I had that choice. And that's something that seems like PayPal is working to facilitators meeting consumer demand. Where it is. >> Yeah, I think that's the reality of what? Where we live right now, which is our customers want us there at that point of engagement. So don't make me necessarily. Come, Teo, you I would like you to come to me and you know, for better. Worse. It is a little bit of the overall experience that they're looking for, which is to say, I've got my favorite places to either shop or engage on my mobile device. So make it easy for me. And I think that's ultimately what we're kind of looking for. I know is a working parent. I'm always looking for convenience than I've just said. I'm gonna write a book on convenient parenting like that gets work for me. >> That was part of that. We'd be a bestseller. I think parents of humans or canine think we could all use any inspect a >> furry child as well. So yes, >> I'm curious what we're going to see in the next year, too. With that conversion of actually enabling an organization to not just have a great mobile experience, whether it's with like progressive Web maps that they were talking about this morning. But it's one thing to have a great mobile experience. It's a whole other thing to convert that to revenue. So curious to see with partnerships of papal, for example, with Beno how merchants of any sides are actually able to start increasing conversion from visitor to revenue. >> And I mentioned it as part of what we're doing with what we're calling smart payment buttons. And I think that's smart. Payment button concept is really again focused on giving you options to check out with whatever is easier for you but also looking to say, Let's make it easy. So how do you do that without having to type everything again? Because if you're an avid online shopper like I'm not, it's It becomes tiresome to feel like you have to sign up at every website, or you have to enter all your shipping information again your payment information. And so I think it's really looking at How do we give you that digital wallet access so that you have the ability to make it easy? Yes, and I think that's ultimately What we're kind of all looking for is how do you make it convenient? Easy for me to do what I want to do and do what I have to do. >> Spend more of my money. Thank you so much for joining me on the Cuban. Talking about what you guys are doing. A papal with your partners with Gento, etcetera. It's very interesting. And we look forward to seeing great things to come and not focus by long Communion. Parenting? Yes. Watch out like an advance. Copy you? Yeah. Thank you. Pleasure. Okay. For Jeff Rick, I'm least Martin live. The Cube is alive. Magenta. Imagine twenty nineteen from Las Vegas. Thanks for watching.

>> Live from Las Vegas. It's the queue covering Adobe Summit twenty nineteen brought to you >> by Adobe. >> Well, Brian, welcome to the Cube Lives Conversations here. Recovering Adobe summat twenty nineteen in Las Vegas. I'm tougher with Jeff Frick co hosting for the next two days wall to wall coverage around Adobe Summit, a company that is transformed from some making software to being a full blown cloud and data provider. Changing the user experience That's our Kino revue. Jeff, this morning was the keynote. The CEO Sean Tom knew no. Ryan took over in two thousand seven. Bruce Chizen Cube alumni, right. What a transformation. They actually did it. They kind of kept down low. But over those years absolutely changed the face of Adobe. We're seeing it now with a slew of acquisitions. Now seventeen thousand people attending this conference. This is kind of interesting story, your thoughts >> a lot of interesting stuff going on here, John and I think fundamentally they they took the risk right. They change your business from a by a news buying new license every year for eight hundred bucks. Nine hundred bucks, whatever used to be for Creative Cloud to go to an online model. And I think what was interesting about what Johnson, who said, is when you are when you're collecting money monthly, you have to deliver value monthly. And it completely changed the way that they paste their company the way they deliver products the way their product development works. And they moved to as we talked about all the time, instead of a sample of data that's old and making decisions. Now you can make decisions based on real time data in the way people are actually using the product. And so they've driven that transformation. And then now, by putting your whole sweet and with these gargantuan acquisitions of Mar Keto, now they're helping their customers really make that transition to a really time dynamic, digitally driven, data driven enterprise to drive this customer experience. >> It's interesting. Adobes, transformations, realist, legit It happened. It's happening. It's interesting, Jeff, you and I both live in Palo Alto, and I was looking through my Lincoln and my Facebook. There's literally dozens of friends and your colleagues over the years that I've interfaced with that all work at Adobe but feed all the acquisitions. They've built quite a huge company, and they brought a different set of experiences, and this is the to be the big story. That hasn't been told yet. Adobe again. This our first time covering Adobe Summit and excited to be here and continue to cover this. But here's what's going on That's really important. They transformed and are continuing Transformer. They did it in a way that was clever, smart and very predictive in their mind. They took a slow, slow approach to getting it right, and we heard the CEO talk about this. They had an old software model that was too slow. They want to attract the next generation of users, and they wanted to reimagine their product and the ecosystem changed their business model and change their engagement with customers. Very targeted in its approach, very specific to their business model. And their goals were innovate faster, moved to the cloud moved to a subscription based business model. But that's not it. Here the story is, the data equation was some kind of nuances in the keynote, like we didn't get the data right. Initially, we got cloud right, but data is super important, and then they got it right, and that's the big story. Here is the data driven and this is the playbook. I mean, you can almost substitute Adobe for your company. If someone's looking to do Tracy, pick your spots, execute, don't just talk about >> it, right? Right? Yeah. They call it the DDO in the data driven operating model, and he pulled up the dash board with some fake data talked about The management team runs off of this data, and when you know it's everything from marketing spend and direct campaigns and where people are sampling, there was a large conversation, too, about the buyer journey. But to me, the most important part is the buying act is not the end of the story, right. You want to continue to engage with that customer wherever and however, and whenever they want you. There was an interesting stat that came out during the keynote, where you know the more platforms your customer engages with you, the much higher the likelihood that they're goingto that they're going to renew, that they're going to retain so to me. I think you know, we talk a lot about community and engagement and this experience concept where the product is a piece of the puzzle, but it's not. It's not the most important piece that might be the piece Well, what she experiences built around, but it's It's just a simple piece. I think the guy from Best Buy was phenomenal. The story, the transformation, that company. But they want to be your trusted. A provider of all these services of two hundred dollars a year. They'LL come take care of everything in your home so you know they don't just want to ship a box. Say, say goodbye. They want to stay. >> Well, let's talk. Let's talk about that use case. I think the best bike Kino Best Buy was on the Kino with CEO. But I think that what I what? I was teasing out of that interview and you just brought it up. I want to expand on that They actually had massive competition from Amazon. So you think, Oh my God, they're going to be out of business? No, they match the price. They took price off the table so they don't lose their customers who want to buy it on Amazon. You can still come in the story of experience, right? They shifted the game to their advantage where they said, we're not going to be a product sales company. We're going to sell whatever the client want customers want and match Amazons pricing and then provide that level of personalization. That then brought up the keys CEOs personalization piece, which I'd like to get your thoughts on because you made a stat around their emails, right, he said, Quote personalization at scale, Right? That's what they're >> that's that they're doing right? And he talked about, you know, they used to do an e mail blast and it was an email blast. Now they have forty million versions of that e mail that go out forty million version. So it is this kind of personalization at scale. And you know, the three sixty view of the customer has been thrown around. We could go in the archives. We've been talking about that forever. But it seems that now you know the technology is finally getting to where, where needs to be. The cloud based architectures allow people to engage in this Army Channel way that they could never do it before. And you're seeing As you said, the most important thing is a data architecture that can pull from disparate sources they talked about in the Kenya. The show does they actually built their customer profile as the person was engaging with the website as they gave more information so that they can customize all this stuff for that person. Of course, then they always mentioned, But don't be creepy about it. I >> don't have too >> far so really delivering this mask mask, personalization at scale. >> I think one of the lessons that's coming out a lot of our interviews in the Cube is Get the cloud equation right first, then the data one. And I think Adobe validates that here in my mind when it continue investigating, report that dynamic the hard news. Jeff The show was Adobe Cloud experiences generally available, and I thought that was pretty interesting. They have a multiple clouds because a member they bought Magenta and Marquette on a variety of other acquisitions. So they have a full on advertising cloud analytics, cloud marketing cloud and a commerce cloud. And underneath those key cloud elements, they have Adobe, sensi and Adobe Experience platform, and we have a couple of night coming on to talk about that, and that's making up. They're kind of the new new platform. Cloud platforms experience Cloud. They're calling it, but the CEO at Incheon quote. I want to get your reaction to that. This, he said, quote people by experiences, not products. That's why they're calling it the experience cloud. I hear you in the office all the time talking about this, Jeff. So it's about to experience the product anymore, >> right? It is the passion that you can build around a community in that experience. My favorite examples from the old days is Harley Davidson. How many people would give you know they're left pinkie toe, have their customers tattoo their brand on their body? Right in The Harley Davidson brand is a very special, a special connotation, and the people that associate with that really feel like a part of a community. The other piece of it is the ecosystem. They talk about ecosystem of developers and open source. If you can get other people building their business on the back of your platform again, it's just deepens the hook of engagements that opens up your innovation cycle. And I think it's such a winning formula, John, that we see over and over again. Nobody can do by themselves. Nobody's got all the smartest people in the room, so get unengaged community. Get unengaged, developer ecosystem, more talk of developers and really open it up and let the creativity of your whole community drive the engagement and the experience. >> We will be following the personalization of scale Cube alumni former keep alumni who is not at the show. I wanted to get opinion. Satya Krishna Swami. He's head of persuasion. Adobe had pinned them on linked him. We'LL get him on the Cuban studio so keep on, we're going to follow that story. I think that's huge. This notion of personalization of scale is key, and that brings us to the next big news. The next big news was from our friend former CEO of Marquette. Oh, Steve Lucas. Keep alumni. They launched a account based experience initiative with Adobe, Microsoft and Lincoln, and I find that very interesting. And I'd start with Ron Miller TechCrunch on Twitter about this. Lincoln's involved, but they're keeping in Lincoln again. The problem of data is you have these silos, but you have to figure out how to make it work. So I'm really curious to see how that works, so that brings up that. But I think Steve Lucas it was it was very aggressive on stage, but he brought up a point that I want to get your thoughts on, He said. Were B to B company, but we're doing B to seeing metrics the numbers that they were doing at Marquette. Oh, we're in the B to see rain. So is this notion of B to B B to see kind of blurring? I mean, everyone is a B to C company these days. If everything's direct to consumer, which essentially what cloud is, it's a B to see. >> Yeah, well, it's interesting records. We've talked about the consumer ization of again. Check the tapes for years and years and years, and the expectations of our engagement with applications is driven by how we interact with Amazon. How we interact with Facebook, how we interact with these big platforms. And so you're seeing it more and more. The thing that we talked about in studio the other day with Guy is that now, too, you have all these connected devices, so no longer is distribution. This this buffer between the manufacturing, the ultimate consumer, their products. Now they're all connected. Now they phone home. Now the Tesla's says, Hey, people are breaking in the back window. Let's reconfigure the software tohave a security system that we didn't have yesterday that wasn't on our road map. But people want, and now we have it today. So I think Steve's perception is right on. The other thing is that you know, there's so much information out there. So how do you add value when that person finally visits you in their journey? And let's face it, most of the time, a predominant portion of their engagement is going to be Elektronik, right? They're going to fill out a form. They're going to explore things. How are you collecting that data? How are you magic? How are you moving them along? Not only to the purchase but again, is that it was like to say, is never the orders, the reorder in this ongoing engagement. >> And that's their journey. They want to have this whole life cycle of customer experience. But the thing that that got that caught me off guard by McKeen against first time I went satin Aquino for an adobe on event was with me. All these parts coming together with the platform. This is a cloud show. Let's plain and simple. This is Cloud Technologies, the data show we've gone to all the cloud shows Amazon, Google, Microsoft, you name it CNC Athletics Foundation. This is a show about the application of being creative in a variety of use cases. But the underpinnings of the conversations are all cloud >> right, And they had, you know, to show their their commitments of data and the data message right? They had another cube alumni on Jewell of police have rounded to dupe some it all the time, and she talked about the data architecture and again, some really interesting facts goes right to cloud, she said. You know, most people, if you don't have cloud's been too much time baby sitting your architecture, baby sitting your infrastructure Get out of the way Let the cloud babe sit your infrastructure and talk. And she talked about a modern big data pipe, and she's been involved with Duke. She's been involved with Spark has been involved in all this progression, and she said, You know, every engagement creates more data. So how are you collecting that data? How are you analyzing that data and how are you doing it in real time with new real time so you could actually act on it. So it's It's very much kind of pulling together many of the scenes that we've uncovered >> in the last two parts of a Kino wass. You had a CEO discussion between Cynthia Stoddard and >> Atticus Atticus, other kind. Both of them >> run into it again. Both big Amazon customs, by the way, who have been very successful with the cloud. Then you had and you're talking engineering, that's all. They're my takeaway from the CEO. One chef I want to get your thoughts on because it can be long in the tooth, sometimes the CEO conversation. But they highlighted that cloud journey is is there for Adobe Inn into it? But the data is has to be integrated, totally felt like data. Variables come out the commonality of date, and she mentioned three or four other things. And then they made a point and said, quote data architectures are valuable for the experience and the workload. This is critical with hearing us over and over again. The date is not about which cloud you're using. It's about what the workload, right, right? The workloads are determining cloud selection, so if you need one cloud. That's good. You need to write. It's all depending on the workload, not some predetermined risk management. Multi cloud procurement decision. This is a big shift. This is going to change the game in the landscape because that changes how people buy and that is going to be radical. And I think they're they're adobes right on the right wave. Here they're focusing on the user experience, customer experience, building the platform for the needs of the experience. I think it's very clever. I think it's a brilliant architecture. >> Yeah, she said that the data archive data strategy lagged. Right? The reporting lag. They're trying to do this ddo m >> um, >> they didn't have commonality of data. They didn't have really a date. Architecture's so again. You can't build the house unless you put in the rebar. You build the foundation, you get some cement. But once you get that, that enabled you to build something big and something beautiful, and you've got to pay attention. But really, we talk about data driven. We talk about real time data, they're executing it and really forcing themselves by moving into the subscription business model. >> Alright, Final question I want to get one more thought from you before I weigh in on my my answer to my question, which is What do you mean your opinion? What was the most important story that came out of the keynote one or two >> or well or again? You know, John, I was in the TV business for years and years before getting into tech, and I know the best buy story on what came before them and what came before them and what came before them. So what really impressed me was the digital transformation story that the CEO shared first, to basically try to get even with their number one competitors with which was Amazon in terms of pricing and delivery. And then really rethink who they are Is a company around using technology to improve people's lives. They happen to play in laundry. They play in kitchen, they play in home entertainment. They play in computers and education, so they have a broad footprint and to really refocus. And as he said, To be successful, you need to align your corporate strategy and mission with people's strategy and mission. Sounds like they've been very successful in that and they continue to change the company. >> I agree. And I would just kind of level it up and say the top story, in my opinion, wass the fact that Adobe is winning their innovating. If you look at who's on stage like best buy into it, the people around them are actually executing with Cloud with Dae that at a whole another level that they've gone the next level. I think the big story here is Adobe has transferred, has transformed and continues to do transformation. And they just had a whole nother level. And I think the story is Oracle will be eating their dust because I think they're going to tow. You know, I think sales force should be watching Adobe. This is a big move. I think Oracle is gonna be twisting in the wind from adobes success. >> Well, like he said, you know, they tie the whole thing together from the creativity, which is what creative cloud is to the delivery to them, the monetization in the measuring. So now they you know, they put those pieces together, so it's a pretty complete suite. So now you can tie back. How has my conversion based on What type of creative How is my conversion based on what type of campaigns? And again the forty million email number just blows me away. It's not the same game anymore. You have to do this and you can't do by yourself. You gotta have automation. You got have good analytics and you got a date infrastructure that will support your ability to do that. >> So just a little report card in adobe old suffer model that's over. They have the new model, and it's growing revenues supporting it. They are attracting new generation of users. You look at the demographics here, Jeff. This is not, you know, a bunch of forty something pluses here. This is a young generation new creative model and the products on the customer testimonials standing on this stage represent, in my opinion, a modern architecture, a modern practice, modern cloud kind of capabilities. So, you know, Adobe Certainly looking good from this keynote. I'm impressed, you know. Okay, >> good. Line up all the >> days of live cube coverage here in Las Vegas for Doby summit. I'm John for Jeff. Rick, Thanks for watching. We'll be back with a short break

>> Live from Las Vegas. It's the queue covering Adobe Summit twenty nineteen brought to you by Adobe. >> Everyone. Welcome back to the cubes. Live coverage. Adobe summat twenty nineteen here for two days. I'm John for a jefe. Rick. Our next guest is Mark Lenhard. SVP of Growth. Part of the big news is the adobe commerce cloud mark for me with magenta Now Adobe, Great to see you. Thanks for coming on. Thanks for having me. It's real pleasure to be here. So very impressive. Adobe with there the creative products at their end user applications Really great stuff. People know it. It's a cloud service. The transformations happened. But what's really happening to is this platform continues to get billed. You guys with Magenta, one of the big pieces of the puzzle Marquette O's got. They got a big piece over there. You guys are a big part of commerce Cloud big news here. What's the Commerce cloud about? You guys announced the hear of the show. When is going to be available? What's the features? What's the dude? So give us the overview. No, >> great And again, Thanks for having me. It's really been It's been a wild year with the Magenta acquisition coming in really folding into a suite of products on the experience side that really are designed to really help companies transform themselves right and really own the entire customer experience all the way from Discovery through to Buy to through Renew. >As we saw this morning.  And Commerce really fits in there nicely in the Buy section and what was announced today is with Adobe Commerce. Cloud is the opportunity which available now for for our larger merchants and enterprises to get the core magenta platform, which are our customers know in love. But get that in a way that's managed by adobe eyes more fully integrated into the other products and services. So you can deliver that full customer on tow n journey on which hand features which will will happen over time, particularly as we get two more data driven data driven insights and over time sense A and air power tools. >> You know, I love looking at slides because you can tell a lot by a slide right when the lame out these chinos kind of architecture slides. But I think it's interesting about the adobe experience. Cloud is, it lays out nicely because you have cloud modules. If you will are building blocks, you got the add cloud, the analytics cloud, the market cloud and the commerce cloud. Then you got platform underneath, enabling. That's a lot of nice decouple but cohesive elements to it. Which really is a testament to that kind of how they're laying out that experience, cloud and experience. What is the commerce clouds roll in that? Because you guys have to be highly cohesive to do the kind of levels of commerce that's demanded and B to B. Now it's changing them. We'LL direct a consumer business model, so it's a consumer like marketing function in a B t B context. How is that changing? What magenta wass and what's it turning into as commerce cloud specifically? Well, >> you know, a lot of it is just really leveraging a lot of the features of functionality that Magenta had really just fit in really, really nicely into that, that user journey, right? And so where magenta is really slotting in nicely is in that by section, right? If you've got discovery by to renew by all the way to through her new magenta and the corps platform, there really helps deliver that so that our customs, whether there be to be or or B to C or they're trying to go direct to consumer. They're able to develop that content, that rich content market to those customers, drive them Teo to magenta, enable them to transact and then actually renew induced. You know, everything from diddle products to consumers for two physical goods. >> It's interesting you look at the slides to it. It feels like an operating environment, right? Because you have cloud you guys air on cloud. There's a lot of touch points with other pieces of the system means an operating system basically almost not technically, but a platform. You could put the platform, you're gonna talk the things so data I could imagine is critical. If you want to do that journey and you're a big part of the by piece, you've got to talk to others. Other pieces of the platform. How important is the data architecture? Can you explain how you guys look at that? Because now you come into the adobe >> fold, >> their data centric data super important. We heard that in the keynote. What's the role of data and all this, and how do you see >> that? So it's it's absolutely critical. Azi mentioned on being able to harmonize that across the platform and be able to have all of those pieces talk to each other so that you can get everything from behavioral data front. I know what you're doing on a website. I know what you're doing on instagram other platforms two I know whatyou're transacting. I know what you're buying two. I know what you're renewing on and what you're coming back to be able to pull that all together and not just pull it together in a data cluster. But to be able to actually take those insights and are sorry, take that data and develop insights out of it and then, most importantly, take action on. So one of the announcements we made really was around analytics. And as we pull that into adobe Commerce Cloud enabling our adobe analytics to have some dashboards that roll out, you know, we know we commerce really well. Whether it be to be or be to see, we know what those customers those merchants need to look at, be able to spin up those dashboards right away, so they can not only gather all the data but start seeing the insights immediately so they could take action. >> But what I thought was kind of interesting is is everyone used to think that the transaction was the goal, right? It's all feeding the funnels, all feed to try to get that transaction. What we heard today was so important that a transaction is just one piece of ah, of a much broader experience. Right is the word, but really oven engagement and an ongoing relationship with that individual, whether it be a company or a single person. So I'm interested from your point of view. You guys were all about The transaction is funny. It's weird. It didn't happen earlier. Job is all about, you know, the creative in the marketing and getting it up to that point of transaction. But it's really you guys just want to get in kind of a virtuous cycle where it continues that multiple transactions and multiple experiences that support each other as being really stand alone. >> No, that's I think I agree with that. I mean transactions obviously really important >> to our customers that definitely wanted and that it's necessary. I can't remember the word they used in the keynote, but it's it's definitely important But it's not the animal you know, kind >> of. It's part of the entire experience, right? So when customers are buying today, they're buying experiences. And those experiences include the actual purchase they're making right, the product digital or physical that they're making. But it includes all the way up to that to that experience, all the content they see before then the experience, how they experience the brand before, then on. Then you know, likewise after the transaction, right? How? How? How does the brand follow up and interact with the customer afterwards? Most of our merchants, all of our merch, all of our brands were looking, have lifelong relationships with customers. And so that entire and and experience is >> important. Mark Talk about the community. Expect we covered your show, Magenta. Before the acquisition last year, the key was there. We were. I was very impressed. I had no idea that depth the community that you had in that company when you guys came over. What was the feedback? What's the result? What's the plan when you share some update impact of the community and the role of the community for the commerce cloud? >> Absolutely. I mean the community for us is is near and dear. I mean, it is It is the core of who magenta is and wass on is transferred over now to Adobe. You probably heard this morning shots and you're talking about how important as soon as he got out on stage. How important community wass magenta community. But the broader now adobe community. We've got about three hundred seventy five thousand community members. These include developers, partners that are really court of the functionality. About fifty percent of our code is developed by by the community and developers in the community. That's omit that code back to us on DH. They're the life blood of how we grow and support the business going for >> a fifth between Adobe Magenta cause you mentioned that that might be kind of a nuanced point. You were very community. Lot of open source got a co creation on the product side adobes a creative, absolute density time. But the fit between your culture at Magenta and the Bilby culture and where they are today and where they're going >> now there's that absolutely some overlap in our community and in a lot of our partners are out helping our merchants create content right, create that brand experience. And they leverage the creative side right in the products in the suite of services that the creative side of the House provides. And then that feeds in directly into into driving awareness and marketing and sales. So a lot of overlap. Their >> growth question for you are kind of more of an operational question, you know, in any major shifts. Certainly, Cloud. We've seen that it's here. Been for a long time. But as you start to see, new APS and new kinds of business models emerge that are continue to transform operationalize ng new things is very difficult for an enterprise, our business and sometimes culture. Sometimes it's tech, tech, um, something just don't know what the new environments like tools and technology. So you know, getting something operationalized that's a game changer his heart. How do you look at that? How do you guys approached that market on the go to market on how you guys do with the marketing mix? What some of the things that you do take something that's new and new capability and operationalized for a customer? Yeah, there's a couple >> things. One is the culture which you developed, right? So the people and really working Teo to train and developed a culture and hire the right talent, that is is, quite frankly, just open to change, right? You've got to be agile because I could come in here and tell you five things you've got to do today. Tomorrow will be totally different, right? And so you've got to be You've got to be agile. Build that build that culture of agility. Thie. Other thing I'd say is, you know, find partners who will help you simplify the problem, right? It's very easy to create a lot of complexity when you've got change. But, you know, Chantal did a great job this morning, kind of showing the dashboards that we use internally on. That was through a lot of work and a lot of process to get that. But way had to simplify it down into what are the key metrics that you really need to watch on? I'd say that's the third thing is, you've gotta follow data. You've got to be data driven and develop insights out of that data because things are too fat moving too quickly to have years to develop a gut reaction to it. Right, You've got it. You've got to see the date and you've got to see it when it happens in real time >> and moving fast cuts good. But you apply that to data as well. So that's right. This is what we've got the right >> platform. And we were trying to develop very real time relevant rich platform that you could get that data out in a way that's digestible so you could take action. >> How does a company take advantage of the data that they have? What some approaches that you guys see is low hanging fruit use cases, something overwhelmed with data. Either Number day. We heard from your customer at the Dollar Shave Club talking about There's so many dates, so many data points coming in from multiple directions and going out multiple directions to on the channel that I'm gonna call it. >> How do you get >> a hottie? How'd you get your hands on that data? It's overwhelming. What's what's, um approached? People could take >> eso couple things there. One is, you know, decide before we even start looking at data. What do you think is important, right? So really simplified, clarified down what? What you need to be tracking. And then it's very easy to have twenty different systems that you bring in all separately and try to stitch them together. It's more important. One of things you tried to do with Dobie Commerce Cloud is bring together something that's already kind of pre pre pre integrated together to make it easier to kind of get up and running and get going. Because it is it is very difficult. Teo, pull all that together unless you've got you've got a framework of things working together and then having the dashboards rebuilt. So you, Khun, you can get up and running and then over time you can tweak it and customize it. But But getting those core inside >> we're talking on came before we started about operational versus our operational data verses trying to boil the ocean over. And that's it. That's the best practices are distracted or approach, you see? >> Yeah, Wait, I called a little bit of more operationally I, which is so many different use cases for for making data driven decisions on things that are really top of mind for merchants. Today. We hear a lot about one on one personalization, which you know super important. Particularly you move from being our computer based e commerce to mobile to voice right. Getting that. Getting that personalization right is critical, but there's a lot of things on the back end to that can happen, right? How do you tag pictures? How do tag merchandise? How do you really streamline the filming process? So you're getting the product from the right place at the right person as quickly and cheaply a sponsor. >> One of the questions. One of the comments on the Keen I thought was great from engineering talk part talk track was open day to open a P. I's very critical. We're big believers of that. But as customers or challenged with first party data, they're relying on these platforms like Facebook instagram of the things that are not actually being more open. The stricter access to the data Twitter's all got days out. They get that data hard to get linked in date. It's hard to get Facebook data. Um, how how do you look at those those silos? How should customers be thinking about their data strategy, knowing that some of it might only be able to get through scraping or other techniques. It's can't maybe reliable. So how do you guys look at that? What's, uh, what's the approach that they have more first partied on their site? Or is it there is a methodology or mechanism that they could deploy >> eso no silver, no silver bullet. But I think first and foremost always have to keep the customer first. Right, And so trust and transparency is of the utmost importance on. So it's important and we do this. And everything we built today is to be able to build that trust and transparency, both with our own direct customers, the merchants we may have. But also it's equally important that trust, though, that we're building for that merchant with those with those end customers that that that has to be paramount to everything else. So you know, when in doubt, err on the side of creating real deep trust and transparency with >> customs. Also, talk about the culture and adobe you're now part of the company from Magenta is a good culture. They're good fit, as you mentioned absolutely for the folks watching here and seeing the keynote, the company's transformed and continues to transform with cloud with data on the right way. From our our estimation for the folks that might not be comfortable or not. Might not know Adobe. I should say, What is it about? What's it, what's going on at a Toby? What's what's the magic here? There's a top story >> there. There is, There's a lot. There's there's a lot going on and, you know, the integration with gentle of the last guest. Nine months now, when went by Fast has been It's been phenomenal, I think is, you said not only has there been a strategic fit between the product's set on DH, what were what adobes trying do overall, but a cultural fit is well. They're really dedicated to creating a new environment where people can thrive on being respectful of individuals and really driving in helping transform the world. And so when you've got a mission of really, how do you help digitally transform, whether it be two C or B to B B to be customers? It's amazing. There's just a lot a lot going on. >> Final question. What's your plans for this year? What's your goals? Grow the commerce piece get a chip didn't get available. What's the Your objectives, >> you know, continue to scale up a platform which is just phenomenal. The only one in the industry that really delivers great B to C and B to B experience is on really scale that up and helped deliver, particularly for our larger midmarket enterprise customers help them deliver on the promise that is, that is, that is the digital age >> and for customers. What should they be thinking about? Now? >> You know, it goes back to How do you really develop that? That customer journey that built a brand write The most important thing is your brand and what you're doing there. And how do you customers have? Higher in the end, user customers have higher and higher expectations these days. And how do you really follow them through? The entire customer joined in >> the Holy Grail that we've been chasing for a long time. Now we get some visibility. Yeah, absolutely. It's really coming. Markman hard here on the Q. Thanks for coming on and sharing your insights. Appreciate it. Thank you. Coverage here. I'm John with Jeff with Mark. Stay with us for more after this short break.