And so as companies increase all the people involved with technical areas or non-technical areas, we are there to help them collaborate and so that helps me do well. Also, if you look at our penetration inside companies, our largest accounts are smallest accounts, like we still have large increases like we are very well penetrated in the organization. And so I get comfort that over time our seats per customer will go up and we are not any sort of point of saturation there. And lastly, if you look at the products, like, our product customer or products to see is still relatively low compared to the opportunity we have ahead of us. And so we have always tried to focus on not the things that do change but the things that don’t change over the long-term, I know Jefferies just talked about at Amazon, that’s something they focus on is — focus on things on — investments on areas that don’t change.
And teamwork and humans working together is a problem that’s always going to exist over the long-term and that’s where our investments have been. So I can’t predict the next 18 months, what look like in the broader macro economy, but I woke up and I feel like very well placed for the long-term.
Peter Weed: Thank you.
Operator: Your next question comes from Mark Cash from Raymond James. Please go ahead.
Mark Cash: Thanks for the question. This is Mark on for Adam. I kind of wonder how level that the TEAM was asking and I was wondering if you could expand upon the impact of migrating data center and server advantage pricing customers to list pricing in regards to how that’s baked into the revenue margin guidance you just provided? Thank you.
Cameron Deatsch: Well, I can speak. This is Cameron again. I will speak to the overall — how we think about the pricing strategy broadly. The idea here right now, as you know, many of our server — the server pricing that we have today, especially for higher tier customers, above 500 users on our 2,000 user 10,000 limited. There’s a significant price difference between server and data center or cloud. Today, if the customer chooses cloud over data center for those customers, cloud is a less expensive option. However, the bulk of our data center customers are sitting on pricing that is significantly less than our cloud list price today. And what you have seen over the last few years is us doing incremental price increases to effectively close that gap.
All that pricing is available online. We expose all of it to our customers. None of it is hidden. All of our customers get the same price. And if you look to our historic price changes over the last few years, you can see that we are slowly closing that gap between legacy data center pricing and our cloud list price. So within the next few years, eventually all customers, at least ,from a pricing perspective, have the incentive to choose cloud regardless. As far as how much growth that’s driving for our business, once again, that goal of 10% of revenue growth in the cloud is coming from these server or data center to cloud migrations.
