Slack: The hidden costs of AI, price increases and margin impact

In this episode of Pricing Page unPacked we dive into Slack’s journey from a simple messaging app to an organizing app that can seem near ubiquitous for many industries.  Ulrik Lehrskov-Schmidt and Rob Litterst share their insights on Slack’s AI rollout, tiered features, and dynamic pricing strategies.

You’ll learn about their tiered AI features—basic summaries, advanced analytics, and enterprise-grade AI—and the surprising pricing tactics that drive user adoption while keeping margins healthy.

For more information, catch us on https://www.willingnesstopay.com/

Transcript

SPEAKER_01 0:03

Welcome to Pricing Page Unpacked. I'm Rob Litterst and I'm joined by Uric Lerkopf Schmidt, pricing expert and CEO of Willingness to Pay. Each week we take a real company's pricing page and break it down. The decisions behind it, the trade-offs, and what it tells us about how the company actually wants to grow. No slides, no scripts, just a real conversation between two friends who live and breathe pricing. Let's dive in. All right, Uric. Today we have got a company that is near and dear to my heart. I have a love-hate relationship with this company, mainly love, mainly love, but some hate. Um, today we're going to talk about Slack. Um, Slack was founded in 2009 as Tiny Spec. It was actually an online gaming company, and they pivoted uh when they realized that their internal chat tool was more popular than the actual game. Um, they officially launched Slack publicly in 2013. I remember this vividly because I was working in sales at HubSpot and we used uh HipChat, which was an Atlassian product. So, as far as Slack's product, so they kicked off with a messaging platform, um, which is real-time messaging via channels, direct messages, shared workspaces. A bit later, they introduced this concept of Slack Connect, which secures communication with external partners, clients, and vendors. And Slack Connect is pretty cool. We use it at pricing SaaS with all of our partners, as you know. And it's a very, very cool integrated way to work between companies. I Ben Thompson is very bullish on this. I've read a few of his articles in Stratekery around Slack Connect and how it kind of like becomes this work operating system. And I am like I'm a big fan of Slack Connect and what they're doing there. Beyond that, they have a workflow builder, search and knowledge tools, AI capabilities, which we will definitely dig into, and deep integrations with a lot of different companies, particularly Salesforce. They are a Salesforce company. I believe they were acquired back in 2021 for 27.7 billion. So a very big payday for Slack back then, especially considering SaaS multiples today. They have tens of millions of active users, hundreds of thousands of paying organizations globally, and a multi-billion dollar annual contribution to Salesforce's bottom line. Another thing about Slack and kind of like where I usually start with their pricing is they are kind of one of those OG PLG SaaS companies, kind of like in the same bucket as Zoom, where they had a really interesting freemium model. For Slack, they allowed people to use the product basically, more or less like not necessarily like unlimited, but they they really allowed people to use the product with a big gate on message history. So like they only allowed you to have message history for 90 days. And if you wanted message history beyond that, you needed to upgrade. There's some other kind of feature throttles as well, but they were one of the first companies that really kind of like embraced that PLG growth strategy. And then they eventually layered on sales led growth. A woman from HubSpot named Danny Hersberg, who was a great sales leader at HubSpot, actually ended up leading enterprise sales at Slack and kind of like led their sales forward till the IP out. So with that, Ulrich, let's get into Slack. They've done some interesting things. They obviously have a very interesting and kind of ubiquitous product. They recently launched an AI product.

SPEAKER_00 3:07

We have a lot of interesting stuff to talk about. We have a lot of the AI functionality. We have this PLD motion, sort of free to paid. And then we'll see also, like you mentioned a little bit, like then they have like enterprise sales. So they have the also this sort of shift from the PLD to sort of the sales led motion and sort of how they're sort of handling that switch. So, so uh yeah, let's uh let's open up the the time series of pricing periods here.

SPEAKER_01 3:31

Awesome. So the first thing that I wanted to mention, Oric, we we've talked a ton about AI pricing, um, how companies are going to market with AI pricing. I think in general, the trend that we've seen is companies trying to get AI into the hands of their customers as much as possible and going for kind of like volume and usage and like trying to get people to use their AI features. And I think it kind of goes back to this like, do you have an AI narrative question for legacy SaaS companies? Right. And it's like, if nobody's using your AI features and you're not seeing any margin compression, you probably don't have an AI story yet. What I think's interesting about Slack is a few things around AI. First and foremost, I think Slack has one of the more compelling value propositions for an AI feature of any SaaS company, period. I have used Slack for over 10 years. I still have absolutely zero idea how to find things in Slack in an efficient way. Like I still can't find anything. And I think having an AI feature or add-on that allows you to easily pull the exact thing that you're looking for and find it is incredibly valuable. Another thing around AI for Slack that is interesting is they're kind of like integrations and how they integrate with everything. We actually use Claude integrates with Slack. So if I am looking for something on Slack, I can actually use Claude to search Slack. And so there's kind of redundancy there. It's kind of like this question of like, like what interface do I prefer? Would I rather use an AI feature within Slack, or would I rather just use Claude where we're doing all this other work anyway to search Slack for whatever it is that I'm looking for? So we can get into both of those. The thing that I think is most interesting about how Slack rolled out AI is it took the exact opposite approach to a lot of the companies that were trying to kind of like get everybody on board into AI. It started with their biggest customers, rolled it out only to enterprise customers. And for the companies that they rolled out their AI add-on for, you had to add it to all of your users. And I think when they originally launched their Slack AI, it was about $10 per seat, which is like for the pro plan, that would be dub, that would be double what you're paying for your total contract value. So not exactly like a small fee, relatively. And they clearly went with like a very focused target point.

SPEAKER_00 5:46

Yeah. So I think with any feature, AI features included, you there are many ways to self-aslide and dice it, but one way to do it is like for subfeatures, you kind of just know, like before you launch it, that it's gonna be valuable. And the customers know too. So it's like for whatever reason, it's like super apparent, like, okay, this is just gonna add like a tremendous amount of like value to me or cut costs or whatever it is. And then for other features, it's more like, hey, it has to be experienced and explored. So I think AI is is one of these features where for some companies, like Slack, it's super evident. Even before I used it, that yeah, that would be really useful here because it's a mess and I can't find anything. And that is exactly what AI has proven to help with in other use cases. So it's sort of evident why it would create value, which is why it makes sense to monetize immediately, right? For other companies, it's a little bit more unclear how AI is gonna help me use that product in a better way, which means that for other companies that did the same thing that Slack does here, which is like, okay, you can buy AI for another one of 10 bucks per user, they actually didn't see the kind of uptake that Slack did, which goes because it was like, I don't know what I'm getting. Like it's not immediately clear to me how AI would help this product experience. So, and then so what we saw because of the cost component of AI, actually, a lot of, especially sort of larger companies, did what Slack did, which was you can now buy AI, but it's a separate add-on. It sort of sits on the side of what you bought before, but we need to cover costs, so you have to sort of purchase it here. And then it kind of whether Slack just knew that they had something that worked, or whether they just did what everybody else was, which was charges as an add-on, and it just worked for them because in their case it was just apparent that it would generate value from day one. That's a little bit unclear. But so whether it was intentional or they got lucky, it worked. Um, but that's because of sort of the inherent nature of the Slack product and the AI sort of ability to help there. Um but uh but I think for in their case it it then it worked. And then it also I think becomes clear that it needs to be integrated more into the product. Um they could have gone that from day one, but but I think Slack, like many other companies, had to sort of try it out. Like they had to sort of get used to both the infrastructure running it in the product, but also see how users were actually using it and ramping up costs before they could just go all that.

SPEAKER_01 8:10

Yeah, I think it makes a ton of sense. And I think for them, you know, that with enterprise companies, like you're going to have more stuff in there and you're and you're going to have more organizational context that you need to unpack with AI and need to find with AI. And so I think there's another added benefit. It's like if we can solve this and like really create value for the most complicated use cases, it makes the downstream storytelling so much easier. Like every other customer is going to be way easier to get on AI and like the value prop will be that much easier. On the kind of AI feature front, and this is something that we've been experiencing at Pricing SAS. What's your take on like actually using Slack's AI feature versus accessing it or tapping into it through the LLM of your choice? Claude has these MCPs where you can plug into products like Slack. ChatGPT has these connectors where you can do the same thing. I'm curious like where you think the market is on this sort of stuff because we we launched the PricingSaS MCP recently, and one of our partners who is trying to use it, like they they don't even, their organization isn't even allowed to use Claude. And we've been trying to get them on the ChatGPT side of things, and it's it's been a learning process. And so I'm wondering like how much of a bubble am I in thinking that like, you know, there there is some redundancy here versus like most of the market just wanting this functionality in the actual apps that they're using.

SPEAKER_00 9:31

I think the wise thing is to integrate broadly across with AI right now, right? So instead of like owning, trying to own the AI use case for your product, that so what's the alternative? The alternative is that somebody else that has like a Slack clone allows Plaud and everyone else to get access. And then unless you're able to sort of compete with that use case, you might lose out to those guys, right? So it's one of these where, and we've seen it in in like in many other tech spaces where people that want to integrate more broadly, they are the easiest ones to work with because people use all these other solutions and they have to work together. So instead of trying to sort of own the whole workflow on anything, you just provide an option for using something that is built in, and then you integrate with everyone that also does it. And then that usually becomes the like that's that's a pretty much a winning recipe. Not in all cases, but but in many cases, that's what's doing it. And then and for Slack, you say, well, if they're paying for it and not using it, you're getting none of the cost but all of the revenue. And the customer then just decides to sort of also pay for like a more specific solution as well, which is fine. So I do think that actually that is not even detrimental to Slack. It's like I would say it's actually sort of benefit through and through.

SPEAKER_01 10:49

Or we can shift from how it's started to how it's going um with Slack. And I think they basically like if you look at where they started, um, they launched with this Slack AI add-on available only for the enterprise grid. Eventually, they made it available for the business plus plan and they made it available for the pro plan. So they went with kind of like the conventional like, let's start with an add-on, let's give people their AI sandbox, let them play with it, add it onto their existing plan. But then they made this big change in Q2 of last year, where they basically got rid of the add-on entirely and just bundled it in almost as like a feature category within their core plans, right? And so they they had this kind of like AI value ladder that they created where the pro plan gets basic AI, which is basically just AI conversation summaries. The business plus plan gets advanced AI. So they're really packing a lot in here. Conversation summaries, workflow generation, AI search, daily recaps, file summaries, and then enterprise gets something called enterprise grade AI, which is kind of curious because it's the exact same features as Business Plus. Um curious what the differentiators are there. But I'd be curious what you think about this kind of staggered AI functionality across their plans, what it means for their AI story, is this smart compared to just having an add-on? Like I'd love any of your thoughts on um on this kind of bundling that they did with Slack AI.

SPEAKER_00 12:12

So I think it's one of these where like AI isn't a feature, right? You might as well write software. Like it's like what so it just is a technology, like it does something. So, but but it's unclear what it does. Maybe, maybe it's clear like in a given product what it would do, maybe it's not. So people are using a sort of offhand, like, oh, we have AI functionality, which to many people translate into okay, so the thing that your solution did yesterday, it's gonna do tomorrow, but now a little bit better or smarter. Like maybe the UI, the workflow changed. Maybe it's like so, but it's the fundamentals of the outputs of the product are the same. So I think what what Slag is doing here with a feature like AI is actually two things. So one is that they're actually breaking it down into sort of what you might call the actual feature. So it's like summaries, workflow generation, search, read, and so forth, right? And then just being very specific with those and say, hey, these are the actual new things that have been added using the technology of AI, but you know, or upgraded, added or upgraded, right? So that's sort of one thing where they're just taking AI and sort of breaking it into sort of the component use cases and then being very specific with those, and then not giving all use cases across all tiers. It's rather saying, hey, we're like these features, we use it with here, summaries is for everyone, but you know, recaps and search is not for everyone, and so on. So I think that is also what I would uh recommend everybody doing as sort of a like a baseline analysis, which is what does the AI actually do for our users? And then just being very specific about that instead of just calling it AI. The second thing that I see Slack doing here is they're trying to do what I call a tiered feature. So that would be like having basic dashboards versus advanced dashboards. Both the dashboards, but you're doing like a better version of it in a higher plane, right? So here they're just doing it with the AI, and it's a little bit unclear what that means. It's like advanced AI versus enterprise grade AI. Is it because it's safer faster? Like like what whatever it is that makes it enterprise grade is unclear. Sounds nice, but you know, but but it's but what I'm actually getting for it is is a little bit unknown. I and I'm sure that a SARP person can explain it to me. But uh but it's one of these things where they're trying to communicate that uh the quality of these features uh is somehow different at the enterprise level. Maybe they're using the latest model, maybe in the advanced AI that's cheaper, they're not using the latest model. Could be any one of those things. But they are at these terms trying to articulate that that there is some sort of ascension here on that individual feature level as well. So uh, and I think so they're they're trying to sort of pull out like all the stops to to make this work here.

SPEAKER_01 14:56

Another thing that you can spot on this pricing page that I think is really interesting and also contrarian to how people typically think about AI pricing, is on the left, which is kind of the before, you can see they have the full price for the business plus plan, right? $15 per month with the AI add-on available. So this $15 per month doesn't even include the AI add-on, right? You get over to the after, and they have now raised the price of the business plus plan with AI to $18 per month, which, okay, that makes sense. That kind of like squares with how I would think about changing prices for AI. But then they're offering this 50% off for three months. So they're actually cutting the price of the product in half for three months after adding AI to it, which feels risky given everything that people are saying about margins and like AI costs and everything like that. Can you unpack that a little bit and kind of what you think is going on there with these prices?

SPEAKER_00 15:51

I think so. I would imagine a few things. So one is someone in the CFO office of Slack has done the following calculations. Okay, so we have whatever, 10 million users and they all log in like 10 times a day. So that's 100 million logins. And then we estimate that they're gonna use the AI functionality between like one to 10 times. So let's say an average of two. So that's 200 million AI prompts per day times the average number of token consumption for each of these features, which like behind that is like 20 meetings with the dev team on how AI actually produces tokens and what the costs are for tokens, multiplied by the number of tokens that we have to run all these AI queries, and then we get like a billion of costs, whatever it is. And then we have to then divide by number of total users that were 10 million, and then we get to some sort of cost number that then becomes the baseline that we have to charge to introduce AI to these customers. So that is sort of how you generate that sort of version one pricing for AI. So you then make sure that you're getting paid for it, which is why sort of these things, like in the before picture here, it was an add-on, it was 10 bucks per user. And for sure, there's like some version of the math I just outlined behind that. So, which is like a conservative worst case, let's not lose our shirt kind of cost math that creates that lowest level um AI price. What then happens is that some people buy that, they have actual usage, which now gives Slack actual users' data on well, how much how much are they actually using AI? So, what they're doing in the second version is that you can actually say that from the 15 to the 18 bucks, instead of adding like $10, which was the original price of the AI, they're actually only adding $3. So what happened is like, oh, they found out that people are not using it either. I one or two things. Either people are not using it as much as our worst case scenario, and which was the foundation of the first price, or we actually got smarter in so we used like cheaper models, the infrastructure got better, like all the like we prompted in a better way. So the actual sort of consumption went down or combination of both, which means that we can now offer cheaper. So it's a little bit like you're you're opening like an all-you-can-eat pizza restaurant and you charge like a lot of money because you're afraid that it's going to be all rugby players coming eat the week. And then you find out that it's like a mix of families and everyone else, and you can actually lower the price to sit down. So it's a little bit what happened here with the AI. Another thing that I think is interesting is that if you look at the pro plan after promotion, it ends up at $8.75. And then you can sort of transition into for only 25 cents extra for $9, you can actually transition into the business plus plan with all of the AI. So what they're trying to do is they're trying to make the incremental cost jump between the plan with that is paid with not a lot of AI and the one that has all of the AI as small as possible. I'm guessing they must have tested just like flattening it out, like, hey, you're paying $875 now and $875 now. Well, how about doing $875 for the for the business plus brand? But now they just decided that they want to like just a little bit of tiny extra money for it, just for maybe psychologically preparing people to actually get that some upgrade feel. So when they hit the full AC later, they don't churn at that point. But Joe, I think I think there's there are at least two mechanisms going on. One is they got smarter on the cost side, so they actually could lower the price of AI. And then they're trying to sort of flatten the jump from the non-AI plane to the AI plane to make it almost um imperceptible. Yeah, that makes a lot of sense.

SPEAKER_01 19:24

And it it kind of swears with what we've seen elsewhere too. I mean, in a different way. I like that they're giving pro plan users some access to AI. And if you look at like another collaboration tool, productivity tool, like Notion has Notion AI. They also started with an add-on and then they bundled it into their core plans. But all they really allow you to do until you get on their business plan is trial it. So it like I would consider basic AI kind of similar to that, but you do have this persistent feature of like AI conversation summaries, which is nice. You you get a taste of it. Um, Notion, you know, you get like a certain trial amount and then you don't really get to use it anymore. But Notion did this, Loom did this with like a business plus AI plan. It seems to be kind of like the popular path right now to bake all of your AI functionality into your business plan and use that as kind of like the big differentiator. Last thing on this page, so I I think like we talked about Slack being a PLG legend, right? They're one of like the initial PLG companies. They had this great freedom motion that really gained a lot of steam, put them in the mix. You know, I think we we talked a little bit about their acquisition with Salesforce. And before that, Teams had kind of come into the picture and I think stifled their growth a little bit in the enterprise just because folks that already had Microsoft tended to stay with teams. But they clearly, you know, they're doing over a billion in revenue. They um they're a great company. The interesting thing to me is that like why why do you think they don't show enterprise pricing at all? Because you look at what they're doing on the lower end. They have a free plan, they have this very accessible pro plan, a business plan that they're making more accessible, and then they have this kind of contact sales for enterprise. And it just doesn't even seem like like there isn't that much differentiation with the enterprise plan. I'm just curious what you think is going on here and like if this is what you would do or if you would encourage them to be a little bit more transparent on the higher end.

SPEAKER_00 21:15

So I think I think what's gonna what what happens here is that they found out that probably just through the natural evolution of Slack, that that some people would call in and say, hey, I love your product, but we have 5,000 people and we can't pay like half a million a month for this. Like it's it's just like it's not gonna work. So we need a discount. And so you negotiate that with a customer, and then the next customer, so maybe so instead of like what's that, like five million a year, you you get them to pay whatever eight hundred K, something like that, right? So it's still like like a really good deal size, like that's how you grow to a billion revenue. You you acquire like a thousand customers that pay you a million years, like that's something so so you. Actually, don't need like it's only a thousand customers. So you can actually like like process through these and then like like that's how you grow. The problem is that the next customer that comes through the door, they're being sort of hard asses about it. So you can only get those guys to pay 500k. But then the next company again, they're the software, so you have to get them to pay 1.1 million. So suddenly you have these three customers that are all like similar sizes, one paying like 500k, one paying one on 1 million. And basically they're like, Yeah, well, that's what sales does. Like they approach the individual account and then they figure out what the right price is through the negotiation process, right? And then to give so what happens in an organization here is that you're saying, well, we have no idea where to start, and we don't want to scare them away. So we just want to have the conversation, and then that individual sales rep is gonna have the mandate to like they get the best out of them that they can. So I think that's usually what happens in this type of contact Goss function is that it's the prices become so extreme if you say, hey, you know, the enterprise plan is gonna be whatever, 30 bucks a month, right? And then customers, well, I have 10,000 degrees, so that's you know, not gonna work at all, right? So, so, so, so I think it's it's it's just one of these scenarios where where they just take it off, have a conversation, and then move on. The issue is that so if you look at at the total sort of PL of Salesforce, so they're a public company, and I I can't remember the numbers exactly, but it's something like the following. They spend $13 billion a year on sales and marketing costs, and then they grow about $3 billion. So they have like like the CAC spend is like 4x of their actual growth. And I don't think it's because it's hard for them to acquire customers. I think it's that most of that CAC spend actually goes to renew customers. It's actually because they have a ton of enterprise deals and all of them needs to be fully renegotiated every year or every two years, three years. Every new add-on, like Slack, is going to be sold to those guys by someone you're getting on the phone or sending them an email and having a meeting and going through an entire process. So that means that you're actually incurring this like huge operational friction of maintaining revenue with these accounts. So what I see is sort of Slack and other sort of PLG ODs doing is that they they run into this sort of enterprise-level sales and then suddenly they sort of abandon what worked, which was a very scalable, predictable pricing model that was the same for everyone, and then they turn into sort of a fully sales company at the end of the market where the most money is. And then usually what happens then is that if you take like a pie chart of Slack's revenue and say, well, out of 100% of revenue, how much is actually in this like undiscounted PLG type motion? I'm pretty sure that you're gonna get less than 30%. Yeah. So 70% of the revenue or more is gonna be in this sort of sales led messy category where we have to negotiate it all the time. And the issue is that it just it saps margin. It just takes a ton of effort to renew. And when you introduce new AI functionality like this, what is not gonna happen is you're sending an email to all of the customers and say, hey, prices just went up, whatever, 20, 20% because of AI, have a nice day. What happens is that you do that to the 30% of revenue that's like the PLD or like self-served. And then for everyone else, you have to sort of restart the sales motion. You have to, and then that means that you have to re-spend the acquisition cost. So not only does AI have a ton of inherent infrastructure costs to deliver, you are also spending acquisition costs to get people to use it up front for something like a sales led motion here. And I think that's where it starts to compress margins and the business case starts to break down a little bit for some of these companies. I think it has to be factored in by the by the CRO and the CFO office when you're trying to sort of move AI into the customer base. It's like, okay, so how much do we actually want to negotiate this? Because that is going to be a not insignificant part of the cost of actually doing AI in in our Russia.

SPEAKER_01 26:10

Yeah. It's really well put. So last time when we kicked this thing off, we started this kind of like end-of-the-episode ranking that we're still working through. But I think it's I think it's a good heuristic. It's um kind of like the classic Wall Street analyst, buy, sell, hold. And it's it's basically like how we can contextualize these pricing pages and kind of like how well we think they're doing, right? So for Slack, like buy would be you really like what you what they're doing, keep doing it, don't change a thing, you're good. Hold would be, you know, think you're doing okay. There's probably room for improvement, like nothing, uh, nothing really damning there. And sell would be, okay, this pricing is in the gutter. We need to change something immediately. Uh, we could probably get a little bit more nuanced here and have like strong sell, strong hold, all that, or strong hold, strong buy, but let's just stick to the three for now. Where do you land with Slack? Well, what do you think about these guys and they're pricing a packaging engine?

SPEAKER_00 27:07

I like Slack, but I think it's a hold and not a buy. And so, so here's what I like. I like the way that they're experimenting relatively deliberately and quickly with the AI functionality. So they they bring it in, they charge money for it, they very quickly find a way to integrate it into the product and drop the price, and then start to sort of move, like ascend or expand customers up tier into the AI functionality. So it's compared to so many other sort of larger accounts, I think I think they're doing it with deliberation and with speed. And I'm sure that they're gonna figure out how to make money off of this, given the process and the approach. So that means that regardless of whether I I like the way that they have done it right now, the just like looking at the time series and how they're going about it gives me like a lot of confidence that they're like that is good. So the reason that it's not a buy for me is still this like sales-led motion that is just taking up too much space at the top end of the structure here. So it's like too too much of the revenue is going to be sales-led. And it I don't think for Slack that it actually needs to be. And I think this is sort of an organizational or sort of cultural issue that they that got, I assume, I don't have the info, but I assume it got worse when they got acquired by Salesforce. And I think, especially with AI, they would be better served by leaning into the PLG routes a little bit more and even into sort of the low end of enterprise here. So I I would need to see some of that before it's uh before it's a buy.

SPEAKER_01 28:41

I love that. And I honestly think that that touches on something that people miss with PLG. Is I feel like so many people look at PLG as purely an acquisition thing. But I think PLG is a huge expansion lever and just creating those sorts of touch points within the product. I mean, HubSpot, which we're gonna talk about next time, they have like the classic up arrow that means you need to upgrade anytime you want to use anything. And I trust me, like I've talked to people who get really frustrated with that. And like I've gotten frustrated with it myself, but it's a great way to kind of get people, like push people along and get them to realize they need to upgrade and use features that they really want.

SPEAKER_00 29:17

Love it. I'm looking forward to Hotspot as well. Slag is awesome. As I just said, I think I think they're going about like from a process point of view in a really like smart and deliberate way with like introducing AI and making changes. So let's just agree to revisit this in a year. I'm definitely curious as to what they are doing and how they're approaching it. And uh, you know, maybe it's a buy at that time. So um let's let's uh circle back to this one for sure.

SPEAKER_01 29:40

Awesome. Sounds good? I'll be here. That's it for this episode of Pricing Page Unpacked. If this was useful, subscribe to the podcast on the podcast player of your choice. Enjoy the discussion in the pricing SaaS community on LinkedIn or the willingness to pay YouTube. Remember, your pricing page is not just a page, it's a strategy statement. And we'll see you next week on Pricing Page Unpacked, where we are going to be tearing down and unpacking HubSpot. See you then.