ChargePoint Holdings Inc (CHPT) 2021 Q2 法說會逐字稿

Ladies and gentlemen, good afternoon. My name is Nye, and I will be your conference operator for today. At this time, I would like to welcome everyone to the ChargePoint Second Quarter Fiscal 2022 Earnings Conference Call and Webcast. (Operator Instructions) I would now like to turn the call over to Patrick Hamer, ChargePoint's Vice President of Capital Markets and Investor Relations. Patrick, please go ahead.

女士們，先生們，下午好。我叫 Nye，今天我將擔任你們的會議接線員。此時，我想歡迎大家參加 ChargePoint 2022 財年第二季度收益電話會議和網絡直播。 （操作員說明）我現在想把電話轉給 ChargePoint 的資本市場和投資者關係副總裁 Patrick Hamer。帕特里克，請繼續。

Good afternoon, and thank you for joining us on today's conference call to discuss ChargePoint's second quarter of fiscal 2022. This call is being broadcast over the web and can be accessed on the Investors section of our website at investors.chargepoint.com.

下午好，感謝您參加今天的電話會議，討論 ChargePoint 2022 財年第二季度的情況。電話會議正在網上播出，可以在我們網站 investors.chargepoint.com 的投資者部分訪問。

With me on today's call are Pasquale Romano, our President, Chief Executive Officer; and Rex Jackson, our Chief Financial Officer. This afternoon, we issued our press release announcing results for the second quarter of fiscal 2022 ended July 31, 2021, which can be found on our website.

和我一起參加今天電話會議的有我們的總裁兼首席執行官 Pasquale Romano；和我們的首席財務官 Rex Jackson。今天下午，我們發布了新聞稿，宣布截至 2021 年 7 月 31 日的 2022 財年第二季度業績，可在我們的網站上找到。

We would like to remind you that during the conference call, management will be making forward-looking statements, including our fiscal third quarter and full year 2022 outlook and our expected investment and growth initiatives. These forward-looking statements involve risks and uncertainties, many of which are beyond our control and could cause actual results to differ materially from our expectations. These forward-looking statements apply as of today, and we undertake no obligation to update these statements after the call. For a more detailed description of factors that could cause actual results to differ, please refer to our Form 10-Q filed with the SEC on June 11, 2021 and our earnings release posted today on our website and filed with the SEC on Form 8-K.

我們想提醒您，在電話會議期間，管理層將發表前瞻性陳述，包括我們的第三財季和 2022 年全年展望以及我們預期的投資和增長計劃。這些前瞻性陳述涉及風險和不確定性，其中許多是我們無法控制的，可能導致實際結果與我們的預期存在重大差異。這些前瞻性陳述從今天起適用，我們不承擔在電話會議後更新這些陳述的義務。有關可能導致實際結果不同的因素的更詳細描述，請參閱我們於 2021 年 6 月 11 日向美國證券交易委員會提交的 10-Q 表格以及我們今天在我們的網站上發布的收益報告以及向美國證券交易委員會提交的表格 8- K.

Also, please note that certain financial measures we use on this call are non-GAAP. We reconcile these non-GAAP financial measures to GAAP financial measures for the current quarter in our earnings release and for our historical periods in our investor presentation posted on the Investors section of our website. And finally, we'll be posting the transcript of our call today to our Investor Relations website under the quarterly results section.

另外，請注意，我們在此次電話會議中使用的某些財務指標是非公認會計原則。我們將這些非 GAAP 財務指標與 GAAP 財務指標在我們的收益發布中以及我們在我們網站投資者部分發布的投資者介紹中的歷史時期進行了核對。最後，我們將在季度業績部分下將今天的電話會議記錄發佈到我們的投資者關係網站。

And with that, I'll turn the call over to Pasquale.

有了這個，我會把電話轉給 Pasquale。

Thanks, Pat, and thanks to all for your interest in ChargePoint and joining us for our second quarter earnings call. I'll provide a business update to give you some perspective before turning the call over to Rex for financials and an update of our guidance reflecting our revenue diversity.

謝謝帕特，感謝大家對 ChargePoint 的關注並加入我們的第二季度財報電話會議。在將電話轉給 Rex 獲取財務信息之前，我將提供業務更新，以便為您提供一些觀點，並更新我們的指南以反映我們的收入多樣性。

We are pleased to share more about the execution against our plan and our strong quarter for ChargePoint. The results from this quarter can be described with one word: scale, scale across our 3 verticals and scale in both North America and Europe. We are a larger company than we were pre-COVID and growing more quickly. This quarter, from both a quarter-over-quarter and year-over-year perspective, exceeds revenue growth rates from the quarter that ended on July of 2019. We had strong commercial execution as businesses of all types continue to invest in EV charging for their customers, employees and visitors.

我們很高興分享更多關於我們計劃的執行情況以及 ChargePoint 的強勁季度。本季度的結果可以用一個詞來描述：規模、橫跨我們 3 個垂直領域的規模以及在北美和歐洲的規模。我們是一家比 COVID 之前更大的公司，並且發展得更快。本季度，無論是環比還是同比，都超過了截至 2019 年 7 月的季度的收入增長率。我們的商業執行力很強，因為各類企業繼續投資電動汽車充電他們的客戶、員工和訪客。

Interest in EV charging solutions from fleet operators continues to be high. In June, we announced the industry's most comprehensive fleet charging portfolio. Earlier this month, we announced the acquisition of ViriCiti, a leading fleet vehicle management provider, and we expect the addition of the team, customers and technology from this acquisition to further strengthen our reach in eBus and commercial fleet.

車隊運營商對電動汽車充電解決方案的興趣持續高漲。 6 月，我們發布了業界最全面的車隊充電產品組合。本月早些時候，我們宣布收購領先的車隊車輛管理提供商 ViriCiti，我們預計通過此次收購增加的團隊、客戶和技術將進一步加強我們在 eBus 和商業車隊方面的影響力。

In residential, demand for home charging continues to be strong and our ability to serve all types of residential settings is a differentiator. From a geographical perspective, our North American execution remains strong as businesses continue to recover from the effects of COVID. Europe is growing quickly. Our activated port count is up 44% in Europe for the first half of the year versus BloombergNEF European public connector growth of 13% over the same period. And we expect our position in Europe will expand meaningfully following the close of the acquisition of has·to·be, post-regulatory approval, with the addition of their networked ports under management position added to our existing position. has·to·be has a talented team, robust technology and an impressive base of customers, including Arval, Audi, GP JOULE, IONITY and Porsche, just to name a few.

在住宅中，對家庭充電的需求持續強勁，我們為所有類型的住宅環境提供服務的能力是一個差異化因素。從地理角度來看，隨著企業繼續從 COVID 的影響中恢復，我們在北美的執行力依然強勁。歐洲發展迅速。今年上半年，我們在歐洲的激活端口數量增長了 44%，而同期 BloombergNEF 歐洲公共連接器增長了 13%。我們預計我們在歐洲的地位將在收購 has·to·be 後監管批准後有意義地擴大，在我們現有地位的基礎上增加其管理地位的網絡港口。 has·to·be 擁有一支才華橫溢的團隊、強大的技術和令人印象深刻的客戶群，其中包括 Arval、Audi、GP JOULE、IONITY 和 Porsche 等。

Before I jump into the business, I'll share a few comments on the market tailwinds supporting electrification more broadly. As we have said, ChargePoint's success is directly tied to the arrival of electric vehicles. BloombergNEF published its electric vehicle outlook in June, which was the first major increase to their outlook in 5 years. Sales of EVs accelerated in North America and Europe in the first half of 2021. And according to BNEF, North America EV sales were up 97% year-over-year for the first half and European EV sales were up 153%.

在我進入這個行業之前，我將分享一些關於更廣泛地支持電氣化的市場順風的評論。正如我們所說，ChargePoint 的成功與電動汽車的到來直接相關。 BloombergNEF 於 6 月發布了其電動汽車展望，這是 5 年來首次大幅上調展望。 2021 年上半年，北美和歐洲的電動汽車銷量加速增長。根據 BNEF 的數據，上半年北美電動汽車銷量同比增長 97%，歐洲電動汽車銷量增長 153%。

We are witnessing more vehicles coming to market in exciting form factors for a broad array of use cases. We continue to test new vehicle models that run the gamut of passenger fleet and transit in our state-of-the-art test facility in Campbell, California.

我們正在見證越來越多的車輛以令人興奮的外形尺寸進入市場，用於廣泛的用例。我們繼續在我們位於加利福尼亞州坎貝爾的最先進的測試設施中測試新車型，這些車型適用於客運車隊和公交車。

Turning to policy, much continues to evolve. On vehicle and emissions policies, President Biden issued an executive order calling for half of all new vehicles sold to be zero emission by 2030. The Trudeau administration set a goal of 100% zero emission vehicle sales by 2035. And the EU Fit for 55 package announced in July provides the sectoral policy tools to meet the 55% emission reduction ambition by 2030. It's an effective mechanism to hasten the transition to BEVs. This collection of efforts has the support of many major automakers. It helps create category awareness, and we expect the pace of electrification to continue to accelerate.

談到政策，很多事情還在繼續發展。在車輛和排放政策方面，拜登總統發布行政命令，要求到 2030 年銷售的所有新車中有一半為零排放。特魯多政府設定了到 2035 年實現 100% 零排放汽車銷售的目標。以及歐盟 Fit for 55 套餐7 月宣布的政策工具提供了到 2030 年實現 55% 減排目標的部門政策工具。這是加速向 BEV 過渡的有效機制。這些努力得到了許多主要汽車製造商的支持。它有助於建立類別意識，我們預計電氣化的步伐將繼續加快。

We are also seeing unprecedented progress in infrastructure funding. In the U.S., we were pleased to see the Senate include $7.5 billion to expand charging in the recently passed bipartisan infrastructure bill. The Speaker of the House has committed to voting on this bill by September 27. The Senate has also passed a $3.5 trillion budget framework, which is backed by the President and includes instructions for lawmakers around changes in the tax code to make the President EV goal more attainable. The budget framework was adopted by the House last week, and we are closely tracking the drafting of this legislation and other actions in Congress, with potential incentives for EV charging for communities and fleet.

我們還看到基礎設施融資取得了前所未有的進展。在美國，我們很高興看到參議院在最近通過的兩黨基礎設施法案中撥款 75 億美元用於擴大收費。眾議院議長已承諾在 9 月 27 日之前對該法案進行投票。參議院還通過了一項 3.5 萬億美元的預算框架，該框架得到了總統的支持，其中包括對立法者有關稅法改革以實現總統電動汽車目標的指示更容易實現。眾議院上週通過了預算框架，我們正在密切跟踪這項立法的起草和國會的其他行動，以及對社區和車隊電動汽車充電的潛在激勵。

States play an important part in infrastructure funding independently and in crafting mechanisms for the disbursement of federal funds. California is a leader and an influential market. The passing of a state budget that included up to $3.9 billion for zero-emission vehicles and charging incentives over the next 3 years will support continued infrastructure buildout.

各州在獨立的基礎設施融資和製定聯邦資金支付機制方面發揮著重要作用。加州是一個領導者和一個有影響力的市場。通過一項包括未來 3 年內高達 39 億美元的零排放汽車和充電獎勵的國家預算，將支持持續的基礎設施建設。

We believe we are well positioned to enable our customers to leverage public funding in addition to ongoing private investment. Our teams have more than a decade of grants management experience, having worked with federal agencies, regional governments and local partners, to successfully build charging to support communities and connect corridors.

我們相信，我們有能力讓我們的客戶在持續的私人投資之外利用公共資金。我們的團隊擁有十多年的贈款管理經驗，曾與聯邦機構、地區政府和當地合作夥伴合作，成功建設充電站以支持社區和連接走廊。

Turning to our verticals. First, let's look at what's happening in commercial. It enjoyed its best quarter yet with sequential billings growth of over 46% and year-over-year billings growth of over 90% from the same period last year. As a technology company with software at our core, we are pleased to report subscription revenue for the quarter grew 12% from the first quarter and 23% year-over-year. We finished the quarter with approximately 118,000 active ports on our network, an increase of about 6,000 ports sequentially. This includes over 5,400 in Europe, up from over 4,700 ports last quarter, not including the approximately 40,000 ports to be integrated on the close of the has·to·be acquisition.

轉向我們的垂直領域。首先，讓我們看看廣告中發生了什麼。它享受了迄今為止最好的一個季度，與去年同期相比，環比增長超過 46%，同比增長超過 90%。作為一家以軟件為核心的技術公司，我們很高興地報告本季度訂閱收入比第一季度增長 12%，同比增長 23%。本季度結束時，我們的網絡上有大約 118,000 個活動端口，比上一季度增加了大約 6,000 個端口。這包括歐洲的 5,400 多個港口，高於上一季度的 4,700 多個港口，不包括在 has·to·be 收購結束時將整合的大約 40,000 個港口。

Exciting deployments with auto dealerships, both North America and European as well as fueling and convenience locations like [Come and Go], led to a record quarter for shipments of DC fast ports. The total fast charge ports in our network grew to over 3,700 as of quarter end.

北美和歐洲的汽車經銷商以及 [Come and Go] 等加油站和便利站的令人興奮的部署導致 DC 快速端口的出貨量創下了創紀錄的季度。截至本季度末，我們網絡中的快速充電端口總數已增至 3,700 多個。

We continue to work with the industry to enable drivers to roam across networks in North America and Europe. This quarter, we crossed over 200,000 roaming ports accessible to drivers using ChargePoint.

我們繼續與業界合作，使司機能夠在北美和歐洲的網絡中漫遊。本季度，我們跨越了超過 200,000 個可供使用 ChargePoint 的司機訪問的漫遊端口。

In fleet, we had a record quarter with growth of 187% year-over-year from a billings perspective. We believe fleet represents an enormous opportunity for ChargePoint, and we are seeing activity across the vertical, including delivery and logistics, transit and work vehicle fleets.

在機隊方面，我們有一個創紀錄的季度，從賬單的角度來看，同比增長 187%。我們相信車隊代表了 ChargePoint 的巨大機會，我們看到了整個垂直領域的活動，包括交付和物流、運輸和工作車隊。

RFP activity is widespread. In June, we successfully unveiled what we believe is the industry's most comprehensive charging portfolio that was designed with our fleet management software at its core to ensure cost-effective operational readiness for fleets of all types and sizes. The recently closed ViriCiti acquisition extends existing ChargePoint functionality with direct vehicle data, enabling additional functionality, including battery health monitoring, OEM-agnostic telematics, vehicle maintenance support and vehicle operations data.

RFP 活動很普遍。 6 月，我們成功推出了我們認為是業界最全面的充電產品組合，其設計以我們的車隊管理軟件為核心，以確保為各種類型和規模的車隊提供具有成本效益的運營準備。最近完成的 ViriCiti 收購通過直接車輛數據擴展了現有的 ChargePoint 功能，從而實現了額外的功能，包括電池健康監測、與 OEM 無關的遠程信息處理、車輛維護支持和車輛運營數據。

Fleet managers are focused on integrated vehicle and charging visibility, access and control, and we believe that the combined offerings of ChargePoint and ViriCiti will be a force in this space.

車隊經理專注於集成車輛和充電的可見性、訪問和控制，我們相信 ChargePoint 和 ViriCiti 的組合產品將成為這一領域的一股力量。

In the residential vertical, our strategy to serve all needs is paying off. These include single-family residences, apartments and condominiums and employers who offer electric vehicles bundled with home charging made available through leasing companies. Crossing over from the fleet vertical, employers requiring employees to take work vehicles home overnight use our home charging services that enable fuel cost reimbursement for overnight charging.

在住宅垂直領域，我們滿足所有需求的戰略正在取得成效。其中包括單戶住宅、公寓和共管公寓，以及通過租賃公司提供與家庭充電捆綁在一起的電動汽車的雇主。從垂直車隊跨越，要求員工將工作車輛帶回家過夜的雇主使用我們的家庭充電服務，該服務可以報銷過夜充電的燃料成本。

Q2 residential billings were very strong, up over 79% year-over-year and 43% sequentially. We continue to offer seamless access to EV charging with integrations into leading consumer platforms. This quarter, with our strategic partner, Mercedes-Benz, we announced a new benchmark for EV charging in North America, with ChargePoint powering the Mercedes me Charge vehicle ecosystem to be launched with the all-new EQS luxury sedan and included with all EQ future mobility products for Mercedes-Benz. With our software, drivers can seamlessly find, navigate, connect and secure pay for charging in the vehicle and from the Mercedes me app across the ChargePoint network and roaming partners, including charging in access-controlled environments like workplaces, shopping malls and hotels.

第二季度住宅賬單非常強勁，同比增長超過 79%，環比增長 43%。我們通過與領先的消費者平台的集成，繼續提供對 EV 充電的無縫訪問。本季度，我們與我們的戰略合作夥伴梅賽德斯-奔馳宣布了北美電動汽車充電的新基準，ChargePoint 為 Mercedes me Charge 車輛生態系統提供動力，該生態系統將與全新的 EQS 豪華轎車一起推出，並包含在所有 EQ 未來梅賽德斯-奔馳的移動產品。借助我們的軟件，駕駛員可以通過 ChargePoint 網絡和漫遊合作夥伴在車內和 Mercedes me 應用程序中無縫查找、導航、連接並確保支付充電費用，包括在工作場所、購物中心和酒店等訪問控制環境中充電。

Our customer growth continued in the second quarter, building off a strong start to the year where we eclipsed 5,000 customers. We continue to see a steady rebuy rate of well over 60%. We are adding customers quickly while growing with existing customers rapidly.

我們的客戶在第二季度繼續增長，為今年我們超過 5,000 名客戶的強勁開局奠定了基礎。我們繼續看到遠高於 60% 的穩定再購買率。我們正在快速增加客戶，同時與現有客戶一起快速成長。

ChargePoint continues to invest heavily in our team. We finished the quarter with over 1,000 employees. As a technology company, we are especially proud of our engineering and technical staff that tops more than 500, not including the capable team of ViriCiti and the additional expected team following the close of the has·to·be acquisition.

ChargePoint 繼續大力投資我們的團隊。我們在本季度結束時擁有 1,000 多名員工。作為一家技術公司，我們尤其為我們超過 500 名的工程和技術人員感到自豪，這還不包括 ViriCiti 的有能力的團隊和完成收購後預期增加的團隊。

The teams managing our supply chain have navigated a dynamic environment. Rex will give you more color on margins and how ChargePoint is navigating through this global headwind, including responding to the demand for our product in the second quarter that exceeded our forecast.

管理我們供應鏈的團隊已經在動態環境中航行。 Rex 將為您提供有關利潤率的更多信息，以及 ChargePoint 如何應對這一全球逆風，包括應對第二季度超出我們預期的產品需求。

Before turning it to Rex, I would like to reiterate that ChargePoint's scaling of the new fueling network is generating notable environmental impact, having enabled over 3 billion electric miles driven and avoiding 462,000 metric tons of greenhouse gases and roughly 120 million gallons of gasoline by the end of Q2.

在轉向 Rex 之前，我想重申 ChargePoint 對新加油網絡的擴展正在產生顯著的環境影響，已實現超過 30 億英里的行駛里程，並避免了 462,000 公噸溫室氣體和大約 1.2 億加侖的汽油Q2結束。

Rex, over to you for financials.

雷克斯，交給你財務。

Thanks, Pasquale, and good afternoon, everyone. First, my comments are non-GAAP, where we principally exclude stock-based compensation and the effect of the valuation of our stock warrants. This quarter, we also exclude legal expenses associated with our secondary offering completed in July, our ViriCiti acquisition completed in August and our pending acquisition of Thanks, Pasquale, and good afternoon, everyone. First, my comments are non-GAAP, where we principally exclude stock-based compensation and the effect of the valuation of our stock warrants. This quarter, we also exclude legal expenses associated with our secondary offering completed in July, our ViriCiti acquisition completed in August and our pending acquisition of has·to·be we announced in July and we expect to close later this calendar year. For a reconciliation of these non-GAAP results to GAAP, please see our earnings release.

謝謝，Pasquale，大家下午好。首先，我的評論是非公認會計原則，我們主要排除基於股票的薪酬和我們的股票認股權證估值的影響。本季度，我們還排除了與 7 月份完成的二次發行、8 月份完成的 ViriCiti 收購以及即將收購的 Thanks、Pasquale 和大家下午好相關的法律費用。首先，我的評論是非公認會計原則，我們主要排除基於股票的薪酬和我們的股票認股權證估值的影響。本季度，我們還排除了與 7 月份完成的二次發行、8 月份完成的 ViriCiti 收購以及 7 月份宣布的 has·to·be 待定收購相關的法律費用，我們預計將在本日曆年晚些時候完成。如需將這些非 GAAP 結果與 GAAP 進行核對，請參閱我們的收益發布。

Second, after a quick review of our results, I will provide revenue estimates for fiscal Q3 and for the fiscal year.

其次，在快速回顧我們的結果後，我將提供第三財季和本財年的收入預估。

Third, consistent with our March and June calls, and as you can see in our earnings release, we report revenue along 3 lines: network charging systems; subscriptions; and other. Network charging systems represents our hardware, all sold with our cloud services solutions. Subscriptions includes those cloud services, our assure warranties and our ChargePoint as a Service offerings, where we bundle our solutions into a recurring subscription. Other consists of energy credits, professional services and certain nonmaterial revenue streams.

第三，與我們 3 月和 6 月的電話一致，正如您在我們的收益發布中看到的那樣，我們按 3 條線報告收入：網絡收費系統；訂閱；和別的。網絡充電系統代表我們的硬件，所有這些都與我們的雲服務解決方案一起銷售。訂閱包括那些雲服務、我們的保證和我們的 ChargePoint 即服務產品，我們將我們的解決方案捆綁到定期訂閱中。其他包括能源信貸、專業服務和某些非物質收入流。

Q2 revenue was $56 million, up 61% year-over-year, well above the high end of our previously announced guidance range of $46 million to $51 million and up 39% sequentially. The top line success was across all verticals and geographies. Network charging systems at $41 million was 73% of total revenue for the quarter and grew 91% year-on-year and 53% sequentially.

第二季度收入為 5600 萬美元，同比增長 61%，遠高於我們先前宣布的 4600 萬至 5100 萬美元指導範圍的上限，環比增長 39%。最重要的成功來自所有垂直領域和地區。網絡充電系統收入為 4100 萬美元，佔本季度總收入的 73%，同比增長 91%，環比增長 53%。

Subscription revenue of $12 million was 22% of total revenue and up 23% year-on-year and 12% sequentially. Subscription growth trails network charging systems revenue growth for 3 primary reasons: first, mix as both DC network charging systems and home have a lower ratio of subscription-to-hardware revenue than our overall average; second, our quarterly sales are typically strongest in the third month of each quarter, which amplifies network charging systems revenue taking its shipments versus ratably recognized subscriptions; and third, for most of our solutions, we begin revenues for subscriptions at a fixed time after the associated hardware shipment to accommodate installations.

1200 萬美元的訂閱收入佔總收入的 22%，同比增長 23%，環比增長 12%。訂閱增長落後於網絡充電系統收入增長有 3 個主要原因：第一，混合，因為 DC 網絡充電系統和家庭的訂閱與硬件收入之比低於我們的總體平均水平；其次，我們的季度銷售額通常在每個季度的第三個月最為強勁，這擴大了網絡收費系統的收入，其出貨量與公認的訂閱量相比；第三，對於我們的大多數解決方案，我們在相關硬件發貨以適應安裝後的固定時間開始訂閱收入。

We are particularly pleased that our deferred revenue from our subscriptions representing recurring revenue from existing customer commitments and payments hit $100 million this quarter for the first time.

我們特別高興的是，我們的訂閱遞延收入代表了來自現有客戶承諾和付款的經常性收入，本季度首次達到 1 億美元。

Other revenue at $3 million and 6% of total revenue decreased 16% year-on-year due to lower utilization-based energy credits but increased 10% sequentially.

由於基於利用率的能源信貸減少，其他收入為 300 萬美元，佔總收入的 6%，同比下降 16%，但環比增長 10%。

We look at verticals from a billings perspective. Billings by vertical for Q2 were commercial 75%, fleet 12%, residential 11% and other 3%, consistent with billings by percentage for Q1. We are very pleased to see strong growth, total billings up 87% year-on-year and 42% sequentially on consistent mix, demonstrating strength across all our verticals.

我們從賬單的角度來看垂直領域。第二季度的垂直賬單為商業 75%、車隊 12%、住宅 11% 和其他 3%，與第一季度的百分比賬單一致。我們很高興看到強勁的增長，總賬單同比增長 87%，在一致的組合下連續增長 42%，展示了我們所有垂直領域的實力。

From a geographic perspective, Q2 revenue from North America was 91% and Europe was 9%, consistent with recent breakdowns by geography. Europe held its percentage in a high-growth quarter with its best quarter ever at $5 million in total revenue and up 38% year-on-year and 42% sequentially.

從地域角度來看，第二季度北美收入為 91%，歐洲為 9%，與最近按地域分類的情況一致。歐洲保持了高增長季度的百分比，總收入為 500 萬美元，同比增長 38%，環比增長 42%，創歷史最佳季度。

Our customer rebuy rate, a cornerstone of our business model and reflecting our land-and-expand strategy, remained over 60% of total billings, a compelling indicator since we add hundreds of new commercial customers per quarter. And from a scale perspective, we also continued our channel success with approximately 62% of our business driven by our channel partners and continuing to add partners at a strong rate.

我們的客戶再購買率是我們商業模式的基石，反映了我們的土地擴張戰略，仍然佔總賬單的 60% 以上，這是一個引人注目的指標，因為我們每個季度都會增加數百個新的商業客戶。從規模的角度來看，我們還繼續我們的渠道成功，我們約 62% 的業務由我們的渠道合作夥伴推動，並繼續以強勁的速度增加合作夥伴。

Turning to gross margin. Non-GAAP gross margin for Q2 was 23%, flat to Q1. Continued improvements in our cost of goods sold and renewed strength in commercial offset supply chain challenges, particularly incremental logistics costs, which had an approximately 3-point negative impact on gross margin for the quarter.

轉向毛利率。第二季度的非美國通用會計準則毛利率為 23%，與第一季度持平。我們的商品銷售成本持續改善，商業抵消供應鏈挑戰恢復實力，特別是增量物流成本，這對本季度的毛利率產生了大約 3 個百分點的負面影響。

Non-GAAP operating expenses for Q2 were $53 million, a year-over-year increase of 70% compared to a COVID-impacted prior year quarter and a sequential increase of 13%. We continue to invest heavily in sales and marketing to support our land-and-expand model in North America and Europe, in R&D and operations to support significant new product development and a rapidly expanding customer base and G&A expenses to support continued growth in the business and increased public company-related expenses.

第二季度的非美國通用會計準則運營費用為 5300 萬美元，與受 COVID 影響的去年同期相比增長 70%，環比增長 13%。我們繼續大力投資銷售和營銷以支持我們在北美和歐洲的土地擴張模式，研發和運營以支持重要的新產品開發和快速擴大的客戶群以及 G&A 費用以支持業務的持續增長並增加了與上市公司相關的費用。

Looking at cash, we finished the quarter with approximately $618 million, with approximately $44 million in from warrant exercises, resulting from the redemption of our public warrants, offsetting cash used by operations. We have funded in Q3, thus far, approximately $80 million of our $90 million acquisition of ViriCiti. And on completion of regulatory review, we expect to fund the cash component of the has-to-be acquisition at approximately $135 million, potentially also in Q3. As a reminder, this acquisition is a blend of cash and stock, and I'll cover the stock in a minute.

看看現金，我們在本季度結束時獲得了大約 6.18 億美元，其中大約 4400 萬美元來自認股權證，這是由於贖回了我們的公共認股權證，抵消了運營使用的現金。到目前為止，我們已經在第三季度投資了 9000 萬美元收購 ViriCiti 中的大約 8000 萬美元。在完成監管審查後，我們預計將為必須收購的現金部分提供大約 1.35 億美元的資金，也可能在第三季度。提醒一下，這次收購是現金和股票的結合，我會在一分鐘內介紹股票。

Pasquale spoke about the strategic and operating merits of both transactions. From a financial perspective, we expect these 2 acquisitions combined to contribute approximately $4 million in total revenue in Q4, to be generally accretive to gross margin, to add approximately $8 million to $10 million in combined operating expenses in Q4 and to provide synergistic sales opportunities for both our hardware and software. Our new guidance, which I will provide shortly, reflects ViriCiti's expected contributions since the August close and assumes has·to·be closes in late Q3. I do not expect to provide future breakouts for these acquisitions but I wanted to give you a sense of initial sizing as we integrate them into our operations.

Pasquale 談到了這兩項交易的戰略和運營優勢。從財務角度來看，我們預計這兩項收購將在第四季度貢獻約 400 萬美元的總收入，總體上會增加毛利率，在第四季度增加約 800 萬至 1000 萬美元的合併運營費用，並提供協同銷售機會對於我們的硬件和軟件。我將很快提供的新指引反映了 ViriCiti 自 8 月收盤以來的預期貢獻，並假設必須在第三季度末收盤。我不希望為這些收購提供未來的突破，但我想讓你了解我們將它們整合到我們的運營中時的初始規模。

Regarding share counts. During the quarter, we issued 8.8 million shares of common stock in connection with the final SPAC merger earnout, 4.4 million shares of common stock in connection with warrant exercises and 3.9 million shares under our employee stock plans. We finished the quarter with 322 million shares outstanding. After giving it back to the acquisition of has-to-be, we expect to have roughly 328 million shares outstanding.

關於股數。本季度，我們發行了 880 萬股與最終 SPAC 合併收益相關的普通股，440 萬股與認股權證行使相關的普通股，以及 390 萬股員工股票計劃。我們在本季度末發行了 3.22 億股流通股。在將其返還給收購 has-to-be 之後，我們預計將有大約 3.28 億股流通股。

And finally, we completed an underwritten secondary offering in July for 13.8 million outstanding shares held by existing stockholders in order to improve our float and broaden our stockholder roster. ChargePoint offered no primary shares in this transaction.

最後，我們在 7 月完成了現有股東持有的 1380 萬股流通股的承銷二次發行，以改善我們的流通量並擴大我們的股東名單。 ChargePoint 在此次交易中未提供主要股份。

Turning now to guidance. As Pat mentioned, demand for our solutions in Q2 outstripped our expectations and production ramp. And we continue to watch, as we all do, the COVID situation, including its implications for ongoing supply chain challenges and heightened logistics costs. Despite these factors, we turned in a strong first half performance and are excited about our revenue momentum going into the second half.

現在轉向指導。正如 Pat 所提到的，第二季度對我們解決方案的需求超出了我們的預期和產量增長。和我們所有人一樣，我們繼續關注 COVID 情況，包括它對持續供應鏈挑戰和物流成本增加的影響。儘管有這些因素，我們上半年的表現仍然強勁，並對我們進入下半年的收入勢頭感到興奮。

Accordingly, for fiscal Q3, we expect total revenue of $60 million to $65 million at midpoint, an increase of 72% versus Q3 of last year and a sequential increase of over 11%. For the fiscal year, we are taking our revenue guidance of 15% from $195 million to $205 million, to $225 million to $235 million at the new midpoint, representing a 57% increase year-on-year.

因此，對於第三財季，我們預計中點總收入為 6000 萬至 6500 萬美元，比去年第三季度增長 72%，環比增長超過 11%。對於本財年，我們將 15% 的收入指引從 1.95 億美元提高到 2.05 億美元，達到新中點的 2.25 億美元到 2.35 億美元，同比增長 57%。

And with that, I'll turn the call back to Pat.

有了這個，我會把電話轉回給帕特。

We would like to thank you again for your interest in ChargePoint. We are very proud of our quarter defined by broad and accelerating scale in North America and Europe across each of our 3 verticals. We believe our technology, capital-light business model and market share position us well to continue to execute in this very exciting market.

再次感謝您對 ChargePoint 的關注。我們為我們的季度感到非常自豪，該季度定義為北美和歐洲在我們的 3 個垂直領域中的廣泛和加速的規模。我們相信我們的技術、輕資本商業模式和市場份額使我們能夠很好地繼續在這個非常激動人心的市場中發揮作用。

(Operator Instructions) The first question is from Gabe Daoud with Cowen.

（操作員說明）第一個問題來自 Gabe Daoud 和 Cowen。

I was hoping we could maybe just start with the financials for a bit. I just noticed there's a margin degradation on the subscription line quarter-over-quarter. It looked like it was only 35% in 2Q. I think you've been closer to 50% in prior quarters. Is there anything that, Rex, you can maybe point to there as to what drove that degradation sequentially?

我希望我們可以先從財務開始。我剛剛注意到訂閱線路的利潤率環比下降。看起來它在第二季度只有 35%。我認為你在前幾個季度已經接近 50%。雷克斯，您是否可以指出是什麼導致了這種退化？

So as you know, in the subscription line, and you're talking about just the pull line, yes, so the 2 things that we charge against that line from a COGS perspective are the call center costs, to where we're supporting some drivers, and then we also -- clearly, when you have assure warranties in your favor -- or sorry, in your contract, any cost of repair that we have though against that. I would say there's nothing unusual in the quarter that would suggest something that's a long-term trend in that regard. So I think it's just an anomaly.

因此，如您所知，在訂閱線路中，您只是在談論拉線，是的，所以從 COGS 的角度來看，我們對該線路收取的兩件事是呼叫中心成本，我們支持一些司機，然後我們 - 顯然，當您有對您有利的保證時 - 或者抱歉，在您的合同中，我們有任何維修費用。我想說本季度沒有什麼異常表明這方面的長期趨勢。所以我認為這只是一個異常現象。

Got it. Got it. And then, I guess, as a follow-up, could you maybe just talk a little bit about the supply chain situation currently? Obviously, you guys continue to do a nice job offsetting an increase in logistical costs. But just curious what you guys are anticipating moving throughout the rest of this year.

知道了。知道了。然後，我想，作為後續行動，您能否談談目前的供應鏈情況？顯然，你們繼續很好地抵消了物流成本的增加。但只是好奇你們在今年餘下的時間裡會期待什麼。

So that's a great question. In Q2, I would say we did a nice job managing it. You could probably tell, looking at the balance sheet, we were not able to build inventories, so we're very much procuring and shipping. We did run into a little bit of more demand than we could meet, so there were some shipments that didn't happen due to the supply chain. The biggest issue is mostly higher logistics costs, but to a lesser degree, there are some component shortages out of the market. So I do -- again, I think we managed that really well. It hit us 3 points in Q2. Without that, we would have hit 26% gross margin, showing some nice progression from Q1.

所以這是一個很好的問題。在第二季度，我會說我們在管理方面做得很好。你可能會說，看看資產負債表，我們無法建立庫存，所以我們非常採購和運輸。我們確實遇到了比我們能滿足的多一點的需求，所以有一些貨物由於供應鏈而沒有發生。最大的問題主要是更高的物流成本，但在較小程度上，市場上存在一些組件短缺。所以我 - 再一次，我認為我們做得非常好。它在第二季度給我們帶來了 3 分。否則，我們的毛利率將達到 26%，與第一季度相比取得了一些不錯的進展。

If you look at the second half of the year, we've got a pretty steep ramp for Q2, Q3 from a revenue perspective. So we're putting an enormous amount of pressure on our operations team and our supply chain partners and CMs to meet those numbers. And so we have -- in our guidance, we've tried to take all of that into account. So I do think there's going to be x numbers of points, mid- to low single digits, pressure on us from a gross margin standpoint as we bang through that.

如果你看看今年下半年，從收入的角度來看，我們在第二季度和第三季度有一個非常陡峭的增長。因此，我們對我們的運營團隊、我們的供應鏈合作夥伴和 CM 施加了巨大的壓力，以達到這些數字。所以我們 - 在我們的指導中，我們試圖將所有這些都考慮在內。所以我確實認為會有 x 個點，中低個位數，從毛利率的角度來看，當我們通過它時，我們會面臨壓力。

I will just tell you an impact, and Pat, back me up on this. We've -- because of our model, which is land-and-expand with the customer, you need to win -- we're pushing top line to make sure we capture the territories or the customers as we go. So that's where the emphasis is, and so if we have to make that trade-off, we will.

我只會告訴你一個影響，帕特，支持我這一點。我們已經 - 由於我們的模型是與客戶一起土地和擴張，你需要贏 - 我們正在推動頂線以確保我們在前進過程中佔領領土或客戶。所以這就是重點所在，所以如果我們必須做出這種權衡，我們會的。

Just one more point on that. Because every port that we sell is associated with the subscription to software that's very low churn, the way we look at the overall contribution from a port, from a margin perspective, is over the lifetime of that port. Because the churn rate is so low, it -- the software revenue accumulates nicely over the years. So it's imperative that we ship as many ports as we humanly possibly can, so biasing our supply chain activities to making sure that we can not only acquire the customers but expand within the footprint that we have. I think we get it back in spades over the years. We just have to have to meet our customer demands right now.

還有一點。因為我們銷售的每個端口都與訂閱非常低流失率的軟件相關聯，所以從利潤率的角度來看，我們看待端口的整體貢獻的方式是在該端口的整個生命週期內。因為流失率很低，軟件收入多年來積累得很好。因此，我們必須盡可能多地運送港口，從而使我們的供應鏈活動偏向於確保我們不僅可以獲得客戶，而且可以在我們擁有的足跡範圍內擴大。我想這些年來我們肯定會把它找回來。我們現在必須滿足客戶的需求。

Understood. That makes sense. Just one more. Just now with diversity in the fold, could you maybe just talk about conversations with fleet operators? Obviously, there's plenty of competition within that channel. Could you maybe just highlight how impactful having the vehicle telematics is from a potential business line perspective? And maybe also just talk a little bit about some of ChargePoint's competitive advantages on the software side for fleets versus some of your competitors.

明白了。那講得通。還有一個。就在現在多元化的情況下，你能不能談談與車隊運營商的對話？顯然，該渠道內存在很多競爭。您能否從潛在的業務線角度強調車輛遠程信息處理的影響力？也許還可以談談 ChargePoint 在車隊軟件方面與您的一些競爭對手相比的一些競爭優勢。

Well, for -- from our perspective, especially given that it's very early innings in fleet and fleet operators don't have a tremendous amount of experience with electrification, to say the least, the completeness of a portfolio in the pre-integration, we think, is a huge differentiator in being able to establish ourselves early with these fleet customers as they convert their fleets from fossil fuels to electricity.

好吧，因為 - 從我們的角度來看，特別是考慮到車隊和車隊運營商在電氣化方面還處於非常早期的階段，至少可以說，在預集成中產品組合的完整性，我們認為，這是一個巨大的差異化因素，能夠在這些車隊客戶將他們的車隊從化石燃料轉換為電力時儘早建立我們自己。

So pursuant to that, what we're investing in, both organically and with the ViriCiti acquisition inorganically, is having as large a portfolio as possible. With respect to ViriCiti in particular, the functionality that they add on the vehicle side extends beyond just raw telematics. It includes high-level functionality, like battery health monitoring and other driver vehicle support functions and reporting functions that they have. Where that comes into play is in specific sub-verticals within the fleet space. Very, very large fleets typically will already have a telematics provider that they're working with and were pre-integrated with all of those, the usual suspects there, or continuing to integrate with a larger set.

因此，據此，我們正在投資的東西，無論是有機投資還是通過無機收購 ViriCiti，都擁有盡可能大的投資組合。特別是關於 ViriCiti，他們在車輛方面添加的功能超出了原始遠程信息處理的範圍。它包括高級功能，如電池健康監測和其他駕駛員車輛支持功能以及他們擁有的報告功能。發揮作用的地方是艦隊空間內的特定子垂直領域。非常非常大的車隊通常已經有一個他們正在與之合作的遠程信息處理提供商，並且已經與所有這些供應商預先集成，那里通常有嫌疑，或者繼續與更大的集合集成。

For the long-tail fleets, that is often not the case. And for eBus, that is often not the case. So having the specific vehicle telematics offering in the portfolio really reduces the integration complexity for someone that's in one of the segments that is not -- hasn't currently picked a partner or that doesn't have the wherewithal internally to really do those sorts of integrations themselves.

對於長尾艦隊，情況往往並非如此。而對於 eBus，情況通常並非如此。因此，在產品組合中提供特定的車輛遠程信息處理產品確實降低了某個細分市場中的某個人的集成複雜性——目前還沒有選擇合作夥伴，或者內部沒有足夠的資金來真正做這些事情集成本身。

So what we're trying to do is much like -- the way I example it is the way that you would purchase potentially an ERP system, but you may not buy every plug-in for that ERP system from the ERP system vendor, but you like having the fact that some customers have the ability to pick and choose from a basket of things that surround the core functionality. I think this market heads in generally the same direction. So from a differentiation perspective, it's the completeness of offering, check. We think we've got a good one there and are going to -- and are continuing to invest. But most importantly, I'll draw also your attention to the number of third-party services that we're integrating with as well that are in the fleet ecosystem on the software side to make the adoption of this very, very simple and positive.

所以我們正在嘗試做的很像——我舉例的方式是您可能購買 ERP 系統的方式，但您可能不會從 ERP 系統供應商處購買該 ERP 系統的每個插件，但是您喜歡這樣一個事實，即某些客戶能夠從圍繞核心功能的一籃子事物中進行挑選。我認為這個市場總體上朝著相同的方向發展。所以從差異化的角度來看，這是產品的完整性，檢查。我們認為我們在那裡有一個很好的，並且將繼續投資。但最重要的是，我還會提請您注意我們正在集成的第三方服務的數量，以及軟件方面車隊生態系統中的第三方服務，以便採用這種非常、非常簡單和積極的方式。

Hey, Gabe, one thing, this is Rex again. On your first question, you caught me a little flatfooted there until it dawned on me that you're looking at GAAP numbers, not non-GAAP numbers. So the driver on that from a GAAP perspective is fundamentally stock-based comp, which is a new thing for the company, obviously, since we've gone public. If you look at it on a non-GAAP basis, the software margin is actually up a point sequentially. Sorry, I didn't drop that with you when you asked the question.

嘿，Gabe，一件事，這又是 Rex。關於你的第一個問題，你讓我有點措手不及，直到我意識到你正在查看 GAAP 數據，而不是非 GAAP 數據。因此，從 GAAP 的角度來看，驅動因素基本上是基於股票的補償，這對公司來說是一個新事物，顯然，因為我們已經上市。如果你在非 GAAP 的基礎上看它，軟件利潤率實際上連續上升了一個點。對不起，當你問這個問題時，我沒有把它和你放在一起。

No. No worries. Understood. So that's that $2 million that's out of the bag, that's all related to the network subscriptions line, the $2 million?

不，不用擔心。明白了。那麼這就是從袋子裡拿出來的 200 萬美元，這都與網絡訂閱線有關，200 萬美元？

The $2 million. The delta is without stock-based comp, subscription gross margin went up.

200萬美元。三角洲沒有基於股票的補償，訂閱毛利率上升。

The next question is from Colin Rusch with Oppenheimer.

下一個問題來自 Colin Rusch 和 Oppenheimer。

Sorry if I missed this, but can you break out the increase in the guide? How much of that is coming from acquisitions? And how much of that is organic growth from the existing business?

對不起，如果我錯過了這個，但是你能打破指南中的增加嗎？其中有多少來自收購？其中有多少是來自現有業務的有機增長？

Colin, this is Rex. So our estimate for Q4 was that the acquisitions would contribute approximately $4 million, and so the balance in Q4 would be us. And then for Q3, we do -- we have ViriCiti for most of the quarter and hope to have has·to·be in quarter. So consider it baked in, but we're sort of assuming in our view of the world that you should focus on the contribution in Q4.

科林，這是雷克斯。所以我們對第四季度的估計是收購將貢獻大約 400 萬美元，因此第四季度的餘額將是我們。然後對於第三季度，我們這樣做了——我們在本季度的大部分時間裡都有 ViriCiti，希望在本季度有。所以考慮一下它，但我們在我們的世界觀中有點假設你應該關注第四季度的貢獻。

Okay. That's super helpful. And then just in terms of the pipeline activity, can you speak to the number of potential targets you're looking at and how that's grown year-over-year in terms of the land-and-expand model, getting any of those new customers in? How should we be thinking about the growth in those first-time customers that you guys can leverage?

好的。這非常有幫助。然後就管道活動而言，你能談談你正在尋找的潛在目標的數量，以及它在土地和擴張模式方面的同比增長情況，獲得這些新客戶中的任何一個在？我們應該如何考慮你們可以利用的那些新客戶的增長？

So you started with acquisitions and you went to customer count?

所以你從收購開始，然後去客戶數？

Customer count. Yes.

客戶數。是的。

Acquisitions is done. So the second question is really about the pipeline and how that's going in here for first-time buyers of products.

收購完成。所以第二個問題實際上是關於管道以及首次購買產品的人在這裡的情況。

Yes. So on the acquisition front, super happy to have announced the 2 that we did. I can tell you, I think we followed beautifully what we as a management team insisted on, which is pick the 2 you like and make sure you get them. And the question is -- I think the question is are we looking at that going forward, doing some additional, or no?

是的。所以在收購方面，非常高興宣布我們所做的 2。我可以告訴你，我認為我們很好地遵循了我們作為管理團隊堅持的原則，即挑選你喜歡的 2 個並確保你得到它們。問題是——我認為問題是我們是在展望未來，做一些額外的工作，還是不做？

No, I think the question, Rex, was...

不，雷克斯，我認為問題是……

No. No, no, it's not about acquisitions at all. It is about new customers.

不，不，不，這根本不是關於收購的。這是關於新客戶的。

How's the pipeline looking.

管道看起來如何。

Oh, okay. Yes. I'm sorry. I was wrong about the acquisition questions. And so pipeline, from a -- well, I'll take your last thing, which was the whole customer growth question. So from a customer growth perspective, we had a stellar quarter in Q2. We're well past the number that we've had out in the market before. As you know, we were investing heavily in sales and marketing to make sure that we keep that trend going. I think we said probably 6 months ago that we're around 500 new customers per quarter. We're handily beating that now. And that's organic, right? So obviously, the 2 acquisitions bring some additional customers, particularly in Europe and particularly in the eBus segment that we did not have. But our organic growth on the customer side is powerful.

哦好的。是的。對不起。我對收購問題的看法是錯誤的。所以管道，從 - 好吧，我會接受你的最後一件事，這是整個客戶增長問題。因此，從客戶增長的角度來看，我們在第二季度表現出色。我們已經遠遠超過了我們之前在市場上的數量。如您所知，我們在銷售和營銷方面投入了大量資金，以確保我們保持這一趨勢。我想我們可能在 6 個月前說過我們每個季度大約有 500 個新客戶。我們現在正在輕而易舉地擊敗它。那是有機的，對吧？很明顯，這兩次收購帶來了一些額外的客戶，特別是在歐洲，尤其是在我們沒有的 eBus 領域。但我們在客戶方面的有機增長是強大的。

The next question is from Craig Irwin with ROTH Capital Partners.

下一個問題來自 ROTH Capital Partners 的 Craig Irwin。

So today, I had the opportunity to look very closely at your new fleet products in person. And I have to say I'm really impressed, particularly from the small component count in the different pieces, the dozen components in your DC conversion tower, the 8 components in your, I guess, 2-port dispenser tower. This kind of suggests like there may be an opportunity from a margin standpoint as these start to ramp in volume. Can you maybe talk us through whether or not these manufacturing efficiencies and the simplicity of these products will be accretive to margins over the next number of quarters? And there were some questions as far as the overall certification status of these new fleet products.

所以今天，我有機會親自仔細觀察了你們的新艦隊產品。我不得不說我印象非常深刻，特別是不同部件中的小組件數量，直流轉換塔中的十幾個組件，我猜你的 2 端口分配器塔中的 8 個組件。這表明從保證金的角度來看可能有機會，因為這些交易量開始增加。您能否談談這些製造效率和這些產品的簡單性是否會在接下來的幾個季度中增加利潤率？就這些新機隊產品的整體認證狀態而言，存在一些問題。

Yes, it's a great set of questions, and thanks for checking out the product. I'm assuming that you were at the ACT Trade Show. Is that where you saw them?

是的，這是一組很棒的問題，感謝您檢查產品。我假設您參加了 ACT 貿易展。那是你看到他們的地方嗎？

Yes. Yes.

是的。是的。

Yes. Yes. So what's core to the strategy here is designing products that build from very few subcomponents. So if you look across our product line, you'll see the same subcomponents used in multiple products, and the reason for that is twofold. One is exactly what you're alluding to, it's long-term manufacturing efficiency and volume scale to yield a favorable cost structure there. But there's a second factor, which is, in most mission-critical -- or all mission-critical businesses, fleet or passenger car sparing capacity for self-maintainers or our own assure services, our, essentially, our warranty services, maintaining a simple inventory management system to enable rapid repair, and very high uptime is the second reason.

是的。是的。因此，這裡策略的核心是設計從極少的子組件構建的產品。因此，如果您查看我們的產品線，您會看到在多個產品中使用相同的子組件，這是雙重原因。一個正是你所暗示的，它是長期的製造效率和體積規模，可以在那裡產生有利的成本結構。但是還有第二個因素，即在大多數關鍵任務或所有關鍵任務業務中，車隊或乘用車的自我維護人員備用能力或我們自己的保證服務，我們本質上是我們的保修服務，維護一個簡單的庫存管理系統能夠實現快速修復，並且非常高的正常運行時間是第二個原因。

So it's -- this is one of the few times in products where you get both the cost structure advantage due to scale concentration in a few components and a reliability and uptime kicker as well. And now that's our intent, is to continue to push the volume, and we expect that as we scale. And I believe Rex has mentioned on several earnings calls that our -- as these products mature, that's the underpinning of what we've talked about in terms of our margin recovery curve getting us back to previous historical levels on the margin.

所以它是 - 這是產品中為數不多的幾次之一，由於少數組件的規模集中以及可靠性和正常運行時間的增加，您可以獲得成本結構優勢。現在我們的意圖是繼續推動銷量，我們希望隨著規模的擴大。而且我相信雷克斯在幾次財報電話會議上都提到過，隨著這些產品的成熟，這是我們所談論的利潤率恢復曲線的基礎，讓我們回到之前的歷史利潤率水平。

Excellent. Excellent. My next question is about products for Europe. So my understanding, also from looking at the products closely, is that there's an opportunity for a very small number of components to be changed versus the designs that are now starting to ship into North America. And can you maybe clarify for us whether or not this simplicity, this design approach that you've taken, maybe accelerates the margin accretion as you look to serve Europe a lot more aggressively for growth over the next number of quarters?

出色的。出色的。我的下一個問題是關於歐洲的產品。所以我的理解，也是通過仔細觀察產品，與現在開始運往北美的設計相比，有機會改變極少數組件。您能否為我們澄清這種簡單性，您採用的這種設計方法是否可以加速利潤增長，因為您希望在接下來的幾個季度中更積極地服務於歐洲以實現增長？

So we've taken a design approach across the board that, wherever possible, products are being designed to be world products either through simple final configuration steps in the factory or out-of-the-box world products. The reason for that is exactly what you're alluding to, which is to combine scale between the 2 continents, to drive not only supply chain efficiency, but common practices for repair and reliability.

因此，我們採用了一種全面的設計方法，只要有可能，產品都被設計成世界產品，要么通過工廠中簡單的最終配置步驟，要么通過開箱即用的世界產品。這樣做的原因正是您所暗示的，即結合兩大洲之間的規模，不僅要提高供應鏈效率，還要提高維修和可靠性的通用做法。

So we -- the fast charge products, for example, that you saw at ACT and even some of the AC products, I don't remember exactly which ones we had exhibited there, are -- the fast charge products are world products. They are designed to work everywhere. And the AC products for fleet in particular and for Europe are designed at their core to operate globally.

所以我們 - 例如，您在 ACT 上看到的快速充電產品，甚至一些交流產品，我不記得我們在那裡展示過哪些 - 快速充電產品是世界產品。它們專為在任何地方工作而設計。尤其是用於車隊和歐洲的空調產品的核心設計是在全球範圍內運營。

And then if I could squeeze another one in. Workplace has been a very important market of ChargePoint over the last number of years. It's a particular point of strength for the company, and a lot of us are looking at our teams being back in the office. I know that many other companies have similar policies. Can you maybe comment about recent conversations with your important customers in workplace, whether or not it's fair to expect some building of the momentum there, maybe a return to the really impressive growth that you saw over the last couple of years?

然後，如果我能擠進另一個。在過去的幾年裡，工作場所一直是 ChargePoint 的一個非常重要的市場。這對公司來說是一個特別的優勢，我們很多人都在關注我們的團隊回到辦公室。我知道許多其他公司也有類似的政策。您能否評論一下最近與您在工作場所的重要客戶的對話，期望在那裡建立一些勢頭是否公平，也許會恢復您在過去幾年中看到的真正令人印象深刻的增長？

So if you look at the remarks that we made earlier before the Q&A, we pointed out that our business volume is now above pre-COVID levels and our growth rate is above pre-COVID levels. But COVID not over yet. And so what that says is that our modeling assumptions, in that cars drive everything, and they -- in the -- in our revenue model, cars do drive everything. It's completely an attach rate model as to how we model our revenue forecasting. And over the last 3 quarters, I think we've done a pretty good job even in a COVID environment, forecasting our revenue.

因此，如果你看一下我們在問答之前發表的言論，我們指出我們的業務量現在高於 COVID 前水平，我們的增長率高於 COVID 前水平。但 COVID 還沒有結束。所以這就是說我們的模型假設，在汽車驅動一切的情況下，它們 - 在 - 在我們的收入模型中，汽車確實驅動一切。關於我們如何對收入預測進行建模，這完全是一個附加率模型。在過去的三個季度裡，我認為即使在 COVID 環境下，我們也做得很好，預測了我們的收入。

What we have seen is a mix shift due to COVID, but the overall growth in the space has been more than compensated for by the increased arrival rate in cars relative to the pre-COVID levels that we have seen. So with all of that said, as workplace returns, it's all upside.

我們所看到的是 COVID 導致的混合轉變，但與我們所看到的 COVID 之前的水平相比，汽車到達率的增加足以彌補空間的整體增長。因此，綜上所述，隨著工作場所的回歸，一切都是有利的。

Understood. Well, congratulations on the strong quarter. I'll jump back in the queue.

明白了。好吧，祝賀這個強勁的季度。我會跳回到隊列中。

The next question is from Shreyas Patil with Wolfe Research.

下一個問題來自 Wolfe Research 的 Shreyas Patil。

So you mentioned earlier that you're having difficulty in meeting demand, and that was an issue in the quarter. I just wanted to see how we should think about the ability to increase manufacturing if this were to continue for the next, let's say, the next few quarters. And is there any way to think about any upside potential to capacity for ChargePoint?

所以你之前提到你在滿足需求方面遇到困難，這是本季度的一個問題。我只是想看看如果這種情況在下一個，比方說，接下來的幾個季度繼續下去，我們應該如何考慮增加製造的能力。有什麼方法可以考慮 ChargePoint 容量的任何上行潛力？

So this is not a manufacturing capacity-driven problem on the supply chain side for us. Our contract manufacturers can deploy the labor and the capital equipment necessary to build physical product. The issue is the random onset of decommits in the supply chain for components and our teams', with our contract manufacturers, deep focus on making sure that we exercise every potential source of supply and our engineering teams right behind them, qualifying second, third, fourth sources, in some cases, so we can desensitize the risk, you can't drive it to 0, but desensitize the risk to sudden decommits, where you think you have a source of supply, but suddenly, they can't meet shipment into the factory.

所以這對我們來說不是供應鏈方面的製造能力驅動的問題。我們的合同製造商可以部署製造實物產品所需的勞動力和資本設備。問題是組件供應鏈中隨機出現退役，我們的團隊與我們的合同製造商一起，深度關注確保我們行使每一個潛在的供應來源，我們的工程團隊緊隨其後，獲得第二、第三、第四個來源，在某些情況下，這樣我們就可以降低風險，你不能將其降低到 0，但可以降低突然退役的風險，你認為你有供應來源，但突然之間，他們無法滿足裝運進廠。

Because as you've seen the numbers are a bit higher than our original forecast, we've been able to scale on the component supply chain on the way in to generally meet that demand, not completely, but to generally meet that demand. And the team is working like crazy to put a belt and suspenders in place to drive materials into the factories, where the factory capacity again is not the problem, so we can meet the new guidance that we've set for you for the back half of the year. So we're working it, we haven't been bitten by it yet, but we're experienced enough in these matters to never take our eye off the ball and never advertise to you that we are immune to any problems.

因為正如您所看到的，這些數字比我們最初的預測要高一些，所以我們已經能夠在組件供應鏈上進行擴展，以總體上滿足該需求，不是完全滿足該需求，而是總體上滿足該需求。團隊正在瘋狂工作，將皮帶和吊帶安裝到位，將材料送入工廠，工廠產能不再是問題，因此我們可以滿足我們為後半部分設定的新指導的一年。所以我們正在努力，我們還沒有被它咬到，但我們在這些問題上有足夠的經驗，永遠不會把我們的眼睛從球上移開，也不會向你宣傳我們對任何問題都免疫。

Okay. And then I wanted to switch to the fleet side of the business. So you mentioned -- I think you mentioned 180% growth in the quarter, which is obviously really impressive. I wanted to -- as you're thinking about the opportunity, obviously now with ViriCiti and your -- I'm just trying to think through how the competitive landscape evolves here and how ChargePoint is positioned. And in particular, we've seen announcements from OEMs that are looking to offer fleet charging as part of their product offering. Ford and then, recently, GM are 2 examples. So how do you think about the ability to still provide a value-add solution as those OEMs are indicating interest in trying to sell towards their own customers?

好的。然後我想轉向業務的車隊方面。所以你提到 - 我認為你提到了本季度 180% 的增長，這顯然非常令人印象深刻。我想——當你在考慮這個機會時，顯然現在有了 ViriCiti 和你——我只是想仔細想想這裡的競爭格局是如何演變的，以及 ChargePoint 是如何定位的。特別是，我們已經看到原始設備製造商發布的公告，他們希望將車隊充電作為其產品的一部分。福特和最近的通用汽車就是兩個例子。那麼，當這些原始設備製造商表示有興趣嘗試向自己的客戶銷售產品時，您如何看待仍然提供增值解決方案的能力？

Yes. So we've addressed this question, I think, on the -- well, I think we got a very similar run on the last earnings call. There are almost no single OEM fleets out there, and so we're focusing on a solution that isn't tied to any one particular OEM, and that is also broadly open to all of the other businesses and partners that fleets tend to integrate with so we can be as pre-integrated as possible.

是的。所以我們已經解決了這個問題，我認為，在 - 好吧，我認為我們在上次財報電話會議上得到了非常相似的結果。那裡幾乎沒有單一的 OEM 車隊，因此我們專注於一種不依賴於任何特定 OEM 的解決方案，並且該解決方案也對車隊傾向於與之集成的所有其他企業和合作夥伴廣泛開放這樣我們就可以盡可能地預先整合。

And our focus, from a competitive perspective, is to be -- is to not have the customer be the integrator, is to enable a simple integration as possible by being pre-integrated. There's never a perfect science here, but that's what we consider to be our differentiator in a big way. I think the OEMs need a default offering, and we applaud that. I think they need to have that, but I think most of their customers don't buy from just them. So again, because most fleets are multi-OEM, we don't see that as a negative.

從競爭的角度來看，我們的重點是——不要讓客戶成為集成商，而是通過預先集成來實現盡可能簡單的集成。這裡從來沒有完美的科學，但這就是我們認為在很大程度上是我們的差異化因素。我認為原始設備製造商需要默認產品，我們對此表示讚賞。我認為他們需要這樣，但我認為他們的大多數客戶不僅僅從他們那裡購買。再一次，因為大多數車隊都是多 OEM，我們不認為這是負面的。

The next question is from David Kelley with Jefferies.

下一個問題來自 Jefferies 的 David Kelley。

I guess 2 from my end and maybe starting with the fleet charging portfolio that you unveiled a couple of months ago. Clearly, software-intensive, so maybe if you could walk us through how you're thinking about the longer-term kind of subscription opportunity tied to the software for that product line, that would be great.

我猜 2 從我這邊開始，也許從你幾個月前推出的車隊充電產品組合開始。顯然，軟件密集型，所以也許如果你能告訴我們你是如何考慮與該產品線的軟件相關的長期訂閱機會，那就太好了。

I mean it would take more time than we have on this earnings call to give you a full rundown. It's something we should -- we'll certainly do as we have more technology-specific days for the analyst community. But in brief, the way that you should think about it is that there is software that's proportional to charging ports, which is pretty analogous to our traditional commercial charging -- commercial business for passenger cars and when we sell to workplaces or retailers, parking operators, et cetera. So something proportional to keeping a port of charging on the ChargePoint network, again not power-oriented, not making money on the sale of power, not utilization dependent, et cetera.

我的意思是，與我們在本次財報電話會議上相比，要花更多的時間才能為您提供完整的概要。這是我們應該做的事情——我們肯定會這樣做，因為我們為分析師社區提供了更多專門針對技術的日子。但簡而言之，你應該考慮的方式是有與充電端口成正比的軟件，這非常類似於我們傳統的商業充電——乘用車的商業業務，當我們向工作場所或零售商、停車場運營商銷售時等等。因此，與在 ChargePoint 網絡上保留一個充電端口成正比，再次不以功率為導向，不通過售電賺錢，不依賴於利用率，等等。

Then there's the additional fleet services for charger scheduling based on needs for next-day routes or next-shift routes. That is billed on a per-vehicle basis. And now you can think of a new service above and beyond the charger management services that can be billed on a per-vehicle basis for those kinds of services. And then there's site-wide energy management services that come into play later. So you have generally things that are proportional to chargers, proportional to vehicles or proportional to sites.

然後是根據第二天路線或下一班路線的需求進行充電調度的額外車隊服務。這是按每輛車計費的。現在，您可以想到一種超越充電器管理服務的新服務，可以針對這些類型的服務按車輛計費。然後是稍後發揮作用的站點範圍的能源管理服務。所以你通常擁有與充電器成正比、與車輛成正比或與站點成正比的東西。

In the commercial charging domain, that's -- it's changing as well, except the proportional to vehicle component isn't really as strong because the telematics doesn't play in there.

在商業充電領域，它也在發生變化，除了與車輛組件的比例並不那麼強大，因為遠程信息處理系統在那裡不起作用。

I'll point out one more thing relative to our commercial and our residential businesses relevant to fleet. A lot of operators have a take-home component to their fleets. Our residential offerings and our business offerings for lease codes in Europe that provide cars to employees as part of their compensation, that same technology package is being pointed at take-home fleets to enable electricity cost reimbursement when the employee takes the vehicle home and uses their own power essentially to charge a vehicle for work purposes. So we're seeing a lot of crossover there. And that's the power of being involved in all these verticals, is being in any one vertical leaves you uncovered for the use cases that cross into the other vertical.

我會再指出一件事，與我們與車隊相關的商業和住宅業務有關。許多運營商的車隊都有帶回家的組件。我們的住宅產品和我們在歐洲的租賃代碼的商業產品向員工提供汽車作為他們補償的一部分，同樣的技術包被指向帶回家的車隊，以便在員工將車輛帶回家並使用他們的時報銷電費自己的電力基本上可以為工作目的的車輛充電。所以我們在那裡看到了很多交叉。這就是參與所有這些垂直領域的力量，在任何一個垂直領域都可以讓你發現交叉到另一個垂直領域的用例。

The last is that being able to offer the on-route, in-the-wild charging capabilities with fuel card integration, so the payment's consolidated, et cetera, is another avenue where our commercial offerings for drivers like you and I, that can drive a vehicle and park at a parking operator or an employer that uses those things, well, imagine now, we can bring that world where fleet drivers can use those services but have integrated billing back to their employer through integration with fuel card providers, et cetera. And we're going to keep expanding that leverage into that commercial segment. So really, all these things play together, and that's what's not really apparent yet to a lot of folks that are looking at the space. I'll pause there. So it's going to be a long answer if I keep going.

最後一點是能夠通過加油卡集成提供在途、野外充電功能，因此支付的整合等等，是我們為像你我這樣的司機提供的商業產品的另一個途徑，可以駕駛停車運營商或使用這些東西的雇主的車輛和停車場，好吧，現在想像一下，我們可以帶來這樣一個世界，車隊司機可以使用這些服務，但通過與加油卡供應商等整合，將賬單整合回他們的雇主.我們將繼續將該影響力擴展到該商業領域。所以真的，所有這些東西一起玩，這對很多關注這個空間的人來說還不是很明顯。我會在那裡暫停。所以如果我繼續下去，這將是一個很長的答案。

Okay. No, great. That's super helpful. Really appreciated. And maybe just kind of to switch gears a bit, a high-level question on ESG and sustainability. And this might be a long answer as well. But clearly, we're seeing a broader push in North America. So maybe could you give us a window into the conversations you're having with existing and new customers, how they see charging fit into their strategy? And could ESG boost, let's call it, the longer-term rebuy algorithm for ChargePoint as we think out several years into the future?

好的。不，太好了。這非常有幫助。非常感謝。也許只是稍微換檔，這是一個關於 ESG 和可持續性的高級問題。這也可能是一個很長的答案。但很明顯，我們在北美看到了更廣泛的推動。那麼，也許你能給我們一個窗口，讓我們了解你與現有客戶和新客戶的對話，他們如何看待收費適合他們的戰略？ ESG 能否提升，我們稱之為 ChargePoint 的長期再購買算法，正如我們在未來幾年所設想的那樣？

Well, I certainly could. I think businesses of all kinds are bracing charging for not only ESG reasons, but it's also good for their employees and good for their customers because driving electric is, in the long term, much more cost-effective than driving on fossil fuels. The car itself has a better cost profile over time, and then fuel though, it's the story there.

好吧，我當然可以。我認為各種企業都在支持充電，不僅是出於 ESG 的原因，而且這對他們的員工和客戶都有好處，因為從長遠來看，電動汽車比化石燃料汽車更具成本效益。隨著時間的推移，汽車本身的成本狀況會更好，然後是燃料，這就是故事所在。

And obviously, all these companies are now being measured on ESG, so it has to factor in. Just the question is you don't really need any more charging than the cars in the parking lot are driving. So we can't make an estimate right now of how that's -- how much of that is prebaked into our attach rate model or not. And we'll understand that as the market continues to unfold. But I agree with you. It's certainly a tailwind. The question is how much.

顯然，所有這些公司現在都在根據 ESG 進行衡量，因此它必須考慮在內。只是問題是你真的不需要比停車場裡的汽車更多的充電。所以我們現在無法估計這是怎麼回事——其中有多少是預烘焙到我們的附加率模型中的。我們了解到，隨著市場的繼續發展。但我同意你的看法。這當然是順風。問題是多少。

The next question is from Vikram Bagri with Needham.

下一個問題來自 Vikram Bagri 和 Needham。

I just have 2 questions, one about near-term profitability and one about long-term outlook and profitability? Rex, you highlighted increase in outlook by BNEF recently, and I believe your long-term outlook was based on their forecast. You've made acquisitions which are marginally accretive. How does that change your outlook to achieve profitability, which was fiscal '25 a few months back? Could you just talk about puts and takes there?

我只有兩個問題，一個關於近期盈利能力，一個關於長期前景和盈利能力？ Rex，你最近強調了 BNEF 的前景展望，我相信你的長期前景是基於他們的預測。你已經進行了邊際增值的收購。這如何改變您實現盈利的前景，這是幾個月前的 25 財年？你能談談那裡的 puts 和 takes 嗎？

And in terms of near-term profitability, the initial guidance at the beginning of the year was about 31%. You've mentioned about 3% hit to gross margin this year -- this quarter due to supply chain issues. There has been a shift in mix and the impact of a prolonged shutdown due to COVID. Could you also explain the near-term sort of margin outlook using 31% as a base, what the puts and takes are? And if you can -- to the extent you can quantify them, that will be helpful.

而就近期盈利能力而言，年初的初步指引約為31%。你提到今年毛利率下降了約 3%——這個季度是由於供應鏈問題。由於 COVID，混合和長期關閉的影響發生了變化。您能否也解釋一下以 31% 為基礎的近期利潤率前景，看跌期權和看跌期權是什麼？如果你能——在你能量化它們的範圍內，那將是有幫助的。

So Vikram, based on your question, you clearly understand it really well already. But so what I would say, in the -- so for this year, is absolutely true, we are running lighter on gross margin than we would have expected, though I think we posted a decent number in Q1. We held it in Q2 despite some external factors. And we're going to bang through the second half of the year and deal with those factors as well.

所以維克拉姆，根據你的問題，你已經很清楚地理解了它。但是我要說的是，在今年，這是絕對正確的，我們的毛利率比我們預期的要低，儘管我認為我們在第一季度公佈了一個不錯的數字。儘管有一些外部因素，我們還是在第二季度舉行了。我們將在今年下半年大放異彩，同時處理這些因素。

As I said earlier, we are definitely making a commitment to ourselves to drive the top line harder because land-and-expand is a ballgame and so getting customers now is super, super important. That obviously puts a little pressure. If your margin is not performing, that puts a little pressure on you from a bottom line perspective. But again, for the long-term health of the business, it's -- the top line is everything. And keep in mind, as we acquire customers, we're acquiring customers who become ongoing customers from a software perspective at an appreciably higher margin versus the initial sale.

正如我之前所說，我們肯定會對自己做出承諾，更加努力地推動收入增長，因為土地和擴張是一場球賽，所以現在獲得客戶是非常非常重要的。這顯然會帶來一些壓力。如果您的保證金沒有表現，從底線的角度來看，這會給您帶來一點壓力。但同樣，為了企業的長期健康發展，頂線就是一切。請記住，當我們獲得客戶時，我們正在獲得從軟件角度來看成為持續客戶的客戶，其利潤率明顯高於初始銷售。

So if you look at -- so I do -- we don't give a gross margin guidance specifically, but I think, qualitatively, you can tell that there's a gap between where we thought we were going to be at the beginning of the year to where we are now. And as you referenced, mix is a big, big, big component of that. So if the commercial business turns in additional quarters like it did this quarter because it came on extremely strong, that's a place where we get a lot of margin power, so that can help us a lot. So we need to stay tuned on that.

因此，如果你看看 - 我這樣做 - 我們沒有具體給出毛利率指導，但我認為，從質量上講，你可以看出我們認為我們將在開始時的位置之間存在差距一年到我們現在的位置。正如你所提到的，混合是其中一個很大、很大、很大的組成部分。因此，如果商業業務像本季度那樣在額外的幾個季度出現增長，因為它表現非常強勁，那是我們獲得大量利潤的地方，這對我們有很大幫助。所以我們需要繼續關注這一點。

I think you also asked a question about the acquisitions. I think the acquisitions are accretive on gross margin throughout. They will initially be more in terms of OpEx than the gross margin contributed, but I think that flips in the not-too-distant future. And then there are also very positive benefits between stuff we do that drives more sales of the software we just acquired and stuff they do -- software we just acquired that drives more business from the ChargePoint side. So as that synergy kicks in, I think we should have a pretty good year with those 2 acquisitions next year.

我想你也問了一個關於收購的問題。我認為這些收購在整個過程中都會增加毛利率。最初，它們在運營支出方面的貢獻將超過毛利率貢獻，但我認為在不久的將來會出現這種情況。然後，在我們所做的推動我們剛剛收購的軟件的更多銷售和他們所做的事情之間也有非常積極的好處 - 我們剛剛收購的軟件從 ChargePoint 方面推動了更多業務。因此，隨著這種協同效應的開始，我認為明年我們應該通過這兩項收購度過一個相當不錯的一年。

And then lastly, from an acquisition -- sorry, not acquisition standpoint, from a profitability perspective, we've actually talked in terms of calendar '24. We're turning our models every day. I don't think the acquisitions or our current blending of strategy of going for revenue and addressing gross margin issues is going to meaningfully change that. If we decide that, that needs to be pushed out, we'll let you know, but we're not there yet.

最後，從收購的角度來看——抱歉，不是收購的角度，從盈利能力的角度來看，我們實際上已經談到了 24 年日曆。我們每天都在改變我們的模型。我不認為收購或我們目前的收入和解決毛利率問題的戰略混合會有意義地改變這一點。如果我們決定需要將其推出，我們會通知您，但我們還沒有到那一步。

The next question is from Itay Michaeli with Citi.

下一個問題來自花旗的 Itay Michaeli。

Apologies if I missed it earlier, I did join a bit late, but did you have the rebuy percentage in North America for the quarter? And then, secondly, just going back to the gross margin discussion, Rex, as we think about the land-and-expand model and -- is the gross margin higher on like incremental ports that are installed at a particular customer? Meaning, is it worth it for you to like invest some gross margin initially as you land them, and then as you expand them, the incremental margin on that would be higher?

抱歉，如果我早點錯過了，我確實加入得晚了一點，但是你們有這個季度北美的再購買百分比嗎？然後，其次，回到毛利率的討論，雷克斯，當我們考慮土地和擴張模型時——在特定客戶安裝的類似增量端口上的毛利率更高嗎？意思是，您是否值得一開始在落地時投資一些毛利率，然後隨著您擴大它們，增量利潤率會更高？

So on your first question about the rebuy rate, we're remarkably consistent. North of 60% of our business is rebuys. And that held this quarter. It bounced around 63%, 67%, 61%, [up there]. And it also always has a 6 in front and very consistently there. In terms of land-and-expand, it is a margin profile change. If you look at it, and it depends on how fast people buy, you can look at it in its entirety because, over time, obviously software is a meaningful component of the relationship with the customer, that helps.

所以關於你關於再購買率的第一個問題，我們非常一致。我們 60% 的業務都是再購買。這在本季度舉行。它反彈了 63%、67%、61% 左右 [up there]。而且它前面也總是有一個 6，而且非常穩定。就土地擴張而言，這是利潤率的變化。如果你看它，它取決於人們購買的速度，你可以從整體上看它，因為隨著時間的推移，顯然軟件是與客戶關係中有意義的組成部分，這會有所幫助。

But I've seen nothing that would suggest that we need to go in less expensive, take a margin hit, to secure the customers and then try to get it back over time. Obviously, if we have a couple -- we have a number of customers that have a couple of -- a couple thousand ports pushing 3,000 ports. Obviously, they get benefits in terms of pricing. But in terms of the basic model, our ASPs are holding a very, very nicely, and we just haven't seen a need in competitive situations to take that ahead and front. We go in and we remain fairly consistent.

但我沒有看到任何跡象表明我們需要降低成本，降低利潤率，以確保客戶安全，然後隨著時間的推移努力將其收回。顯然，如果我們有幾個 - 我們有一些客戶有幾個 - 幾千個端口推動 3,000 個端口。顯然，他們在定價方面獲得了好處。但就基本模型而言，我們的 ASP 非常非常好，我們只是沒有看到在競爭情況下需要提前和領先。我們進去，我們保持相當一致。

I just want to remind everyone on the call, one thing as well related to that answer. Our installation does not go through our book.

我只想提醒通話中的每個人，有一件事也與那個答案有關。我們的安裝沒有通過我們的書。

That's true.

確實如此。

And so any efficiencies that would happen as the -- from the installation perspective, the deployment gets bigger in a particular customer because there are economies of scale there. We don't see that because that's not part of our revenue profile.

因此，任何效率都會發生——從安裝的角度來看，部署在特定客戶中變得更大，因為那裡存在規模經濟。我們看不到這一點，因為這不是我們收入狀況的一部分。

That's true.

確實如此。

Got you. That's very helpful. And if I could squeeze one more in, maybe back to the ESG discussion earlier, do you have a rough sense of like what portion of your North America commercial customers kind of give away charging sessions for free, either all the time or at least partially?

明白了這很有幫助。如果我能再擠進一個，也許回到之前的 ESG 討論，你是否粗略地了解你的北美商業客戶中有多少人一直或至少部分地免費提供充電服務？ ？

I don't have that. That number moves around a bit. I don't have that off the top of my head. I can certainly find it, but I'll give you some color. Workplaces in general do not attempt to use their employees as a revenue source. They treat this as an employee benefit. That typically is -- there have been a couple of questions on this call with respect to ESG alignment. And the cost structure associated with giving your employee power in a workplace setting is comparable to providing them coffee. And so it's not very high in the parade of list of costs with respect to employee benefits on a site. For example, a cafeteria would be far more expensive if it was subsidized than giving an employee EV charging.

我沒有那個。這個數字有點變動。我沒有想到這一點。我當然可以找到它，但我會給你一些顏色。工作場所一般不會試圖將員工作為收入來源。他們將此視為員工福利。這通常是——在這次電話會議上有幾個關於 ESG 一致性的問題。在工作場所賦予員工權力的成本結構與為他們提供咖啡相當。因此，在網站上與員工福利相關的成本清單中，它並不是很高。例如，如果自助餐廳獲得補貼，其費用將比為員工提供電動汽車充電費用高得多。

Also, you're effectively lowering your employees' cost -- personnel cost structure and because you're enabling them to drive an electric vehicle. So the status, it's not ours, but the general industry status, you're 6 times more likely to buy an electric vehicle if your employer offers EV charging. So there's a pretty good indicator there for you and your thinking around the subject.

此外，您還有效地降低了員工的成本——人員成本結構，因為您讓他們能夠駕駛電動汽車。所以地位，這不是我們的，而是一般的行業地位，如果你的雇主提供電動汽車充電，你購買電動汽車的可能性要高 6 倍。因此，對於您和您圍繞該主題的思考，這裡有一個很好的指標。

With respect to retailers, in general, they typically -- if they set a price, it's a cost recovery typically. A retail -- if they set a price at all, a retailer is more using it as a tool to engage a driver in the business, in their business. In the future, you'll see more and more integrations with loyalty card programs there to potentially stratify the charging benefits a bit to provide an incentive for you to sign up for a loyalty card program in retail, that's our expectation, and other segments follow similar suits. So there's a healthy amount of charging for charging going on. But I think, in general, there's also a very healthy amount of use of charging as an incentive or employee benefit.

對於零售商，一般來說，他們通常 - 如果他們設定價格，通常是成本回收。零售——如果他們設定價格，零售商更多地是將其用作一種工具，讓司機參與到他們的業務中。在未來，您會看到越來越多的會員卡計劃與那裡的集成，可能會稍微分層收費優勢，以激勵您在零售業註冊會員卡計劃，這是我們的期望，其他細分市場也會效仿類似的西裝。所以有一個健康的充電量來充電。但我認為，總的來說，收費作為激勵或員工福利的使用也非常健康。

The next question is from Matt Summerville with D.A. Davidson.

下一個問題來自 D.A. 的 Matt Summerville。戴維森。

Just 2 quick ones. I was wondering, especially given all the new customer additions you've been talking about, what trends you've been seeing in uptake rates for ChargePoint as a Service and how you expect that to scale from here going forward.

只有 2 個快速的。我想知道，特別是考慮到您一直在談論的所有新客戶增加，您在 ChargePoint 即服務的採用率方面看到的趨勢是什麼，以及您希望從現在開始如何擴展。

Sure. So we've been running, over the last sort of 4 to 5 quarters, it's anywhere from 4% to 7% of our billings. It's focused entirely on our L2 workplace product. So we're only just now rolling it out as to other products. So when you think about our total billings, it's going to hover in the 4% to 6%, and we were consistent with that in Q2.

當然。所以我們一直在運行，在過去的 4 到 5 個季度中，它占我們賬單的 4% 到 7%。它完全專注於我們的 L2 工作場所產品。因此，我們現在才將其推廣到其他產品。所以當你考慮我們的總賬單時，它會徘徊在 4% 到 6% 之間，我們與第二季度的情況一致。

So -- but looking forward, we're aggressively looking at applying that to our DC products. It's also something, we think, is going to be a meaningful component of our fleet business because fleets [like when first they come in] financing too, so they're going to [look at]...

所以 - 但展望未來，我們正在積極考慮將其應用於我們的 DC 產品。我們認為，這也是我們車隊業務中一個有意義的組成部分，因為車隊 [就像他們第一次進來時] 融資一樣，所以他們會 [看看]...

Multifamily...

多戶...

And multifamily would be another place. So I think the places where we end up as a -- providing things as a service is going to expand nicely over the next couple, 3 years. But it's been very consistent in the [range of]...

多戶家庭將是另一個地方。所以我認為我們最終成為的地方 - 提供東西即服務將在未來三年內很好地擴展。但它在 [範圍] 中非常一致......

It's already almost there in multifamily.

它已經幾乎存在於多戶家庭中。

Yes.

是的。

And it's got to -- we have to true that up a bit. But it's already a subscription-based service for that segment.

它必須——我們必須稍微證實這一點。但它已經是該細分市場的基於訂閱的服務。

Got it. And then just as a follow-up, your cash burn rate in the quarter improved a bit sequentially. How should we be thinking about that looking out over the next couple of quarters? Maybe talk about some of the bigger pluses and minuses you would want to make us aware of.

知道了。然後作為後續行動，您本季度的現金消耗率環比有所改善。在接下來的幾個季度裡，我們應該如何看待這一點？也許談談你想讓我們知道的一些更大的優點和缺點。

Sure. So we had with a nice matching of effects in Q2, where we generated about $44 million from more of redemptions in the quarter, which more or less matched the operational cash burn. I think we're going to be in a cash-consuming posture for the foreseeable future. And keep in mind, the thing I said earlier about profitability, that still holds.

當然。因此，我們在第二季度獲得了很好的效果匹配，我們從本季度更多的贖回中產生了約 4400 萬美元，這或多或少與運營現金消耗相匹配。我認為在可預見的未來，我們將處於現金消耗狀態。請記住，我之前所說的關於盈利能力的事情仍然成立。

So if you look at our current run rates, assume that's going to be consistent, hopefully in that range over the next couple of years. We should be fine from a cash perspective at least for a few years from now. Clearly though, and given the comments a minute earlier about how -- when we turn cash flow positive, given the fact that we've done acquisitions, we obviously don't have sufficient cash to get the entire way, and we'll have to keep an eye on that.

因此，如果您查看我們當前的運行率，假設它會保持一致，希望在未來幾年內保持在該範圍內。從現金的角度來看，至少在未來幾年內我們應該沒問題。很明顯，考慮到一分鐘前的評論——當我們將現金流轉為正時，考慮到我們已經進行了收購，我們顯然沒有足夠的現金來完成整個過程，我們將有密切關注這一點。

The next question is from James West with Evercore.

下一個問題來自 Evercore 的 James West。

First of all, I wanted to ask about something you mentioned right up from net scale. And clearly, you're selling the benefits of scale right now. But as you outlined, there's a lot of tailwinds in the business, whether that's the EV sales and of course, many new models of EVs that are coming in the next 18 months, the policy tailwinds, the infrastructure tailwinds.

首先，我想問一下您提到的關於淨規模的問題。很明顯，您現在正在銷售規模優勢。但正如您所概述的那樣，該行業有很多順風因素，無論是電動汽車銷售，當然還有未來 18 個月將推出的許多新電動汽車型號、政策順風、基礎設施順風。

How do you think longer-term, not near term with the supply chain and the global supply chain in somewhat disarray which we all kind of know about, but how do you think longer-term about how you scale this business and what the risks are, what the opportunities are? And maybe given that your software is your base, of course, and I think of you more as a software company, maybe that's an easy answer because software is not hard to scale, but so maybe the 2 buckets of software versus a system.

您如何看待供應鍊和全球供應鏈的長期而不是短期，我們都知道這一點有些混亂，但是您如何長期考慮如何擴展這項業務以及風險是什麼，機會是什麼？也許考慮到你的軟件是你的基礎，當然，我更多地認為你是一家軟件公司，也許這是一個簡單的答案，因為軟件不難擴展，但也許是軟件與系統的 2 個桶。

I think you're asking absolutely the right question of any company in this space, which is most of the markets in front of us, and we're going to see an acceleration of adoption, so how do you deal with that. So I'll give you a couple of things to kind of illustrate how we think about it internally.

我認為你問這個領域的任何公司絕對是正確的問題，這是我們面前的大部分市場，我們將看到採用的加速，那麼你如何處理這個問題。所以我會給你一些東西來說明我們內部是如何考慮它的。

Number one is channel. You have to have a lot of muscle build in the company for a very long time selling through channels, which we do. That's already built into our margin structure, which is very important. You have to have a margin structure that survives more than one tier distribution. You also have to have the training and channel enablement capabilities so your product can be represented for its differentiation. You have to have all of the support capabilities in place to be able to deal with the scale.

第一是渠道。在很長一段時間內，你必須在公司中建立大量的肌肉，通過渠道進行銷售，我們就是這樣做的。這已經融入到我們的保證金結構中，這非常重要。你必須有一個保證金結構，它能經受住不止一層的分配。您還必須具備培訓和渠道支持能力，這樣您的產品才能體現其差異化。您必須具備所有支持能力才能應對規模。

And then you have to have the supply chain partners to be able to deal with the -- what is the delivery vehicle for software, the hardware products at the other end of the wire, and the decisions we made there, for the partner with large household names, contract manufacturers, of which we have multiple that are partners of ours, not too many because we obviously don't want to spread ourselves too thin with respect to management bandwidth, but enough there where there is plenty of capacity with reasonable, very reasonable lead times, to lay in more manufacturing scale [in front of the growth of the company].

然後你必須讓供應鏈合作夥伴能夠處理 - 什麼是軟件的交付工具，電線另一端的硬件產品，以及我們在那裡做出的決定，對於具有大家喻戶曉的名字，合同製造商，其中我們有多個是我們的合作夥伴，不是太多，因為我們顯然不想在管理帶寬方面過於分散，但在有足夠容量和合理的情況下就足夠了，非常合理的交貨時間，以擴大製造規模[在公司的增長之前]。

And lastly, what I'll point out, is that the brake throttler, even though I believe that we will have good growth in the industry for many years to come, the arrival rate of cars into a geography, net new cars into a geography, for most fleets in commercial, that's the real limiter. So we are up against the production capacity effectively of the vehicle OEMs that are in the space.

最後，我要指出的是，制動節氣門，儘管我相信我們在未來許多年內將在該行業取得良好增長，汽車的到達率進入一個地理區域，淨新車進入一個地理區域，對於大多數商業機隊來說，這是真正的限制因素。因此，我們有效地對抗了該領域汽車原始設備製造商的生產能力。

Got it. Okay. Okay. That's very helpful. And if I could maybe ask one more, on M&A, you were starting to address it earlier, but then switched to a customer acquisition question, but I'm thinking about company acquisitions you've made. Obviously, one recently; you've got one pending. Are there technology gaps? Are there holes? Are there areas that you're still looking at? Or are you done for now, or putting this on hold as you integrate? So how are you guys thinking about M&A?

知道了。好的。好的。這很有幫助。如果我可以再問一個關於併購的問題，你早些時候開始解決這個問題，但後來轉向了客戶獲取問題，但我正在考慮你所做的公司收購。顯然，最近有一個；你有一個未決。是否存在技術差距？有洞嗎？是否有您仍在關注的領域？或者你現在已經完成了，或者在你整合時擱置它？那麼你們如何看待併購？

So we have a pretty tight lens on that. We assess opportunities on the basis of technology gaps, customer base, which is probably the most important factor as does it avail ourselves to a broader customer base inorganically. And then is the team and culture of the company a good fit for us because you're only -- as in an acquisition, you're only as good as how well you can integrate it, and that's a critical thing to have good alignment in vision for the market with the acquisition, the company being acquired.

所以我們對此有一個非常嚴格的鏡頭。我們根據技術差距、客戶群評估機會，這可能是最重要的因素，因為它可以自然地為更廣泛的客戶群提供幫助。然後公司的團隊和文化是否適合我們，因為你只是——就像在收購中一樣，你的好壞取決於你能整合它的程度，而這是保持良好一致性的關鍵以收購為市場願景，公司被收購。

More specifically and in terms of what the kind of things we are paying attention to is how much -- even though our offerings are very complete, what are the other adjacencies we can add that either develop or inorganically add, that add to the offering that we have that enables us to sell more high-margin software to our existing customer base or to new customers. So that's how we think about it. It's a very tight evaluator. We're not going to be -- we're going to very measured about how we evaluate things, but that's sort of color on how we think about it.

更具體地說，就我們關注的事物類型而言，我們關注的是多少——即使我們的產品非常完整，我們可以添加哪些其他相鄰的東西，無論是開發還是無機地添加，添加到產品中我們擁有這使我們能夠向現有客戶群或新客戶銷售更多高利潤軟件。這就是我們的想法。這是一個非常嚴格的評估者。我們不會 - 我們將非常謹慎地評估我們如何評估事物，但這是我們如何看待它的一種顏色。

I will now pass the conference back to the management team for additional remarks.

我現在將把會議傳回給管理團隊以徵求更多意見。

So great questions, and thank you very much for your time. Really very thoughtful questions. What I'll leave you with is just something that I tell the employees of recent in town halls. It's been an amazing 6 months for the company. In 6 months, we've become public. This is our third earnings call because the first one was right pretty much after we had closed the transaction to take us public. We've announced 2 acquisitions; closed one of them. We've marketed an equity offering for selling shareholders. We've had to deal with the COVID impacts in our supply chain, increased forecast over our -- or increased performance in the market over our forecast.

非常好的問題，非常感謝您抽出寶貴時間。真的很深思熟慮的問題。我要留給你們的只是我告訴最近在市政廳工作的員工的話。這 6 個月對公司來說是驚人的。 6 個月後，我們就公開了。這是我們的第三次財報電話會議，因為第一次電話會議幾乎是在我們完成上市交易後才召開的。我們已經宣布了 2 項收購；關閉其中一個。我們已經為出售股東推銷了股票發行。我們不得不應對 COVID 對我們供應鏈的影響，提高我們的預測——或者提高我們預測的市場表現。

So it's almost -- for us, it's been a very exciting start. We're really proud of the accomplishments. I couldn't be more proud of the team here at ChargePoint. I think they deserve all the credit for working tirelessly to get us to this point. And we're very optimistic about our positioning for the future. We're going to be very mindful and not get in front of that and really work hard to just continue to expand this business. But we're super excited about what the future holds and look very much forward to doing one of these things again in 3 months. So thank you.

所以這幾乎 - 對我們來說，這是一個非常令人興奮的開始。我們為取得的成就感到非常自豪。我為 ChargePoint 的團隊感到無比自豪。我認為他們不懈努力讓我們走到這一步值得所有的讚揚。我們對未來的定位非常樂觀。我們將非常小心，不要走在前面，真正努力工作，繼續擴大這項業務。但我們對未來的發展感到非常興奮，並非常期待在 3 個月內再次做這些事情。所以謝謝。

That concludes the ChargePoint Second Quarter Fiscal 2022 Earnings Conference Call and Webcast. Enjoy the rest of your day. Goodbye.

ChargePoint 2022 財年第二季度收益電話會議和網絡廣播到此結束。享受你剩下的一天。再見。