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In particular, Ariba sold software to run RFPs, manage contracts with suppliers, analyze corporate spending and ensure financial compliance. In 2002, the company invested significantly in sales and marketing, but suffered a decline in revenue. At the outset, Ariba sustained very high gross margins, in the low 80 percent range.
I manage North America sales for Slack, and I’m joined by my colleague Dannie Herzberg, who runs mid-market sales in our sales development team. Following five years at Oracle, I was lucky to land at Salesforce.com in 2002. A third bucket actually guides how we’ve built our sales development program here.
And, they would do a multiyear agreement with us to work together for a number of years, and then we would renew that contract from time to time. We moved from using more offshore people, we moved to onshore people. That was basically shifting to be much less offshore, and to be much more onshore consultants.
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