Sprinklr Inc (CXM) 2023 Q4 法說會逐字稿

Ladies and gentlemen, thank you for standing by, and welcome to Sprinklr's Fourth Quarter Fiscal 2023 Earnings Conference Call and Webcast. (Operator Instructions)

女士們，先生們，感謝您的支持，歡迎收看 Sprinklr 2023 財年第四季度收益電話會議和網絡直播。 （操作員說明）

Please be advised that today's conference is being recorded. I'd now like to hand the conference over to your first speaker today, Mr. Eric Scro, Vice President of Finance, for introductory remarks. Please go ahead, Eric.

請注意，今天的會議正在錄製中。我現在想把會議交給今天的第一位發言人，財務副總裁 Eric Scro 先生，讓他做介紹性發言。請繼續，埃里克。

Thank you, Kevin, and welcome, everyone, to Sprinklr's Fourth Quarter and Fiscal Year 2023 Financial Results Call. Joining us today are Ragy Thomas, Sprinklr's Founder and CEO; and Manish Sarin, Chief Financial Officer.

謝謝你，凱文，歡迎大家參加 Sprinklr 的第四季度和 2023 財年財務業績電話會議。今天加入我們的是 Sprinklr 的創始人兼首席執行官 Ragy Thomas；首席財務官 Manish Sarin。

We issued our earnings release a short time ago, filed the related Form 8-K with the SEC, and we've made them available on the Investor Relations section of our website, along with the supplementary investor presentation. Please note that on today's call, management will refer to certain non-GAAP financial measures. While the company believes these non-GAAP nonfinancial measures provide useful information for investors, the presentation of this information is not intended to be considered in isolation or as a substitute for the financial information presented in accordance with GAAP.

我們不久前發布了收益報告，向美國證券交易委員會提交了相關的 8-K 表格，我們已經在我們網站的投資者關係部分提供了它們，以及補充投資者介紹。請注意，在今天的電話會議上，管理層將參考某些非 GAAP 財務指標。雖然公司認為這些非 GAAP 非財務措施為投資者提供了有用的信息，但這些信息的呈現並不是為了孤立地考慮或替代根據 GAAP 呈現的財務信息。

You are directed to our press release and supplementary investor presentation for a reconciliation of such measures to GAAP. In addition, during today's call, we will be making forward-looking statements about the business and about the financial results of Sprinklr that involve many assumptions, risks and uncertainties, including our guidance for the first fiscal quarter of 2024 and full fiscal year 2024, and our actual results might differ materially. Any forward-looking statements that we make on this call are based on our beliefs and assumptions as of today, and we disclaim any obligation to update them.

您將被定向到我們的新聞稿和補充投資者介紹，以了解此類措施與 GAAP 的對賬情況。此外，在今天的電話會議上，我們將就 Sprinklr 的業務和財務業績做出前瞻性陳述，其中涉及許多假設、風險和不確定性，包括我們對 2024 年第一財季和 2024 財年全年的指引，我們的實際結果可能會大不相同。我們在此次電話會議上所做的任何前瞻性陳述均基於我們截至今日的信念和假設，我們不承擔任何更新這些陳述的義務。

For more details on the risks associated with these forward-looking statements, please refer to our filings with the SEC also posted on our website. With that, let me turn it over to Ragy.

有關與這些前瞻性陳述相關的風險的更多詳細信息，請參閱我們向美國證券交易委員會提交的文件，該文件也發佈在我們的網站上。有了這個，讓我把它交給拉吉。

Thank you, Eric, and hello, everyone. I hope everyone is doing well, and thank you for joining us today. We're going to share quite a few exciting updates today, so let's get right to it. I'm very pleased that Q4 was another strong quarter that exceeded guidance across all key metrics.

謝謝你，埃里克，大家好。我希望每個人都過得很好，感謝您今天加入我們。今天我們將分享一些令人興奮的更新，讓我們開始吧。我很高興第四季度是另一個強勁的季度，所有關鍵指標都超出了指導。

Q4 total revenue grew 22% year-over-year to $165.3 million and subscription revenue grew 26% year-over-year to $148.3 million. With our continued commitment to operational efficiency, we generated a record $14.3 million in non-GAAP operating income for the quarter due to strong revenue growth and greater operational discipline company-wide.

第 4 季度總收入同比增長 22% 至 1.653 億美元，訂閱收入同比增長 26% 至 1.483 億美元。憑藉我們對運營效率的持續承諾，由於強勁的收入增長和全公司範圍內更嚴格的運營紀律，我們本季度的非 GAAP 營業收入達到創紀錄的 1,430 萬美元。

While we expect the sales cycles to remain elevated in FY '24, we did have a record number of new bookings due to strong expansion deals and exciting new logo growth. Our growth retention was on par with leading enterprise software companies, and we saw continued strong momentum in our Sprinklr service suite formerly known as Modern Care. Sprinklr services represented over 40% of our new bookings for the quarter. Let's start with the go-to-market. On the go-to-market front, we believe that spending environment was largely unchanged in Q4 compared to previous quarters. But we are increasingly confident that the changes we are making and its impact on our business and our ability to execute. Our focus, as you know, has been on making it easier to sell Sprinklr.

雖然我們預計 24 財年的銷售週期將保持高位，但由於強勁的擴張交易和令人興奮的新徽標增長，我們確實有創紀錄的新預訂數量。我們的增長保持率與領先的企業軟件公司相當，我們看到我們的 Sprinklr 服務套件（以前稱為 Modern Care）持續保持強勁勢頭。 Sprinklr 服務占我們本季度新預訂的 40% 以上。讓我們從上市開始。在上市方面，我們認為與前幾個季度相比，第四季度的支出環境基本沒有變化。但我們越來越相信我們正在做出的改變及其對我們業務和執行能力的影響。如您所知，我們的重點是讓 Sprinklr 的銷售變得更容易。

Here are a few examples of the work that is underway. We added dedicated Sprinklr service specialists. We created a dedicated team of new logo sales reps. We're leveraging partners now to act more at deal sourcers rather than just deal influencers. We are in the process of developing our verticalized solution-based selling approach as opposed to a product-based approach. And we are moving to a productivity-driven sales model as opposed to just pure capacity-based sales model. I also want to share the progress that we've seen from our expanded partnerships with Salesforce and Accenture that we talked about last quarter.

以下是正在進行的工作的幾個例子。我們增加了專門的 Sprinklr 服務專家。我們創建了一個由新徽標銷售代表組成的專門團隊。我們現在正在利用合作夥伴在交易來源方面發揮更多作用，而不僅僅是交易影響者。我們正在開發垂直化的基於解決方案的銷售方法，而不是基於產品的方法。我們正在轉向生產力驅動的銷售模式，而不是純粹的基於產能的銷售模式。我還想分享我們從上個季度談到的與 Salesforce 和 Accenture 的擴大合作夥伴關係中看到的進展。

We continue to win enterprise deals with customers transitioning out of Social Studio. One of those deals, for example, in Q4 led to a 7-figure multiyear contract with a leading global CPG company. Our deep expertise in social combined with the new AI innovations and integrations are just a few reasons why we believe that Sprinklr will continue to remain the leader in enterprise social media management. There are several exciting announcements on the platform side.

我們繼續贏得與從 Social Studio 過渡的客戶的企業交易。例如，其中一項交易在第四季度與一家全球領先的 CPG 公司簽訂了一份價值 7 位數的多年期合同。我們在社交方面的深厚專業知識與新的 AI 創新和集成相結合，只是我們相信 Sprinklr 將繼續保持企業社交媒體管理領導者地位的幾個原因。平台方面有幾個令人興奮的公告。

To start with, we renamed our product suite this quarter to simplify them and to align them with our longer-term strategy to mainstream each one of them. We believe this provides better clarity for our customers and reflects the market categories they belong to more accurately to drive awareness and brand recognition in the marketplace. Modern Care is now Sprinklr's service aligned with the CCaaS market. Social Engagement and Sales is now simply Sprinklr Social. Modern Marketing and Advertising is now Sprinklr Marketing and Modern Research is now Sprinklr Insight. And finally, our Lite portfolio as we roll out more self-service capabilities will now just be referred to as self-service.

首先，我們在本季度重新命名了我們的產品套件，以簡化它們並使它們與我們的長期戰略保持一致，將它們中的每一個都納入主流。我們相信這為我們的客戶提供了更好的清晰度，並更準確地反映了他們所屬的市場類別，以提高市場知名度和品牌認知度。 Modern Care 現在是 Sprinklr 的服務，與 CCaaS 市場保持一致。社交參與和銷售現在只是 Sprinklr Social。 Modern Marketing and Advertising 現在更名為 Sprinklr Marketing，而 Modern Research 現在更名為 Sprinklr Insight。最後，隨著我們推出更多自助服務功能，我們的 Lite 產品組合現在將簡稱為自助服務。

Next, let's take a deeper dive into Sprinklr Service and why we are seeing success as a radical disruptor in the CCaaS space. Sprinklr Service is a comprehensive AI-powered, contact center as a service platform. We are transforming the contact center from an old voice-based cost center to an omnichannel revenue center by unifying marketing and sales for more efficient service and growth for the business. And with Sprinklr Insights, as you know, we have the unique ability to harness publicly available digital data in addition to traditional call transcripts to quickly identify top service issues and reduce overall ticket volume covenant.

接下來，讓我們更深入地了解 Sprinklr 服務，以及為什麼我們將成功視為 CCaaS 領域的根本顛覆者。 Sprinklr Service 是一個全面的人工智能支持的聯絡中心即服務平台。我們正在將聯絡中心從舊的基於語音的成本中心轉變為全渠道收入中心，通過統一營銷和銷售以提供更高效的服務和業務增長。如您所知，借助 Sprinklr Insights，除了傳統的通話記錄之外，我們還擁有利用公開可用數字數據的獨特能力，可以快速識別最重要的服務問題並減少總體票務量契約。

Our pace of innovation in this space continues, as highlighted in our recent announcement of over 100 features that we have added to our service offering. Notably, predictive intelligence, AI-based quality management and outbound voice staff. According to a recent Gartner report, $800 billion is going to be spent annually on contact center labor costs, technology and labor. We all know that AI is going to optimize this fairly dramatically.

我們在這一領域的創新步伐仍在繼續，正如我們最近宣布已添加到我們的服務產品中的 100 多項功能所強調的那樣。值得注意的是，預測智能、基於人工智能的質量管理和外呼語音人員。根據 Gartner 最近的一份報告，每年將有 8000 億美元用於聯絡中心勞動力成本、技術和勞動力。我們都知道人工智能將相當顯著地優化這一點。

Now it might surprise you to know that today, Sprinklr support on our platform, 75,000 call center agency with 30 new deployments happening with large brands around the world as we speak. In FY '23, we had 11 $1 million or more deals in our Service Suite alone. And just a few weeks ago, we were named a challenger in the Gartner Magic Quadrant for Enterprise conversational AI platforms. Let's switch gears to Social now. We are very excited to announce the self-service version of our industry-leading social media management institution called Sprinklr Social. Social media teams can now access Sprinklr Social on a self-service basis for publishing, engagement and robotics. It's also integrated with open AI, generative AI models to create better content faster and with fewer resources.

現在你可能會驚訝地發現，今天，Sprinklr 在我們的平台上支持 75,000 個呼叫中心機構，在我們說話的時候，全球的大品牌正在進行 30 個新部署。在 23 財年，僅我們的服務套件就有 11 筆 100 萬美元或更多的交易。就在幾週前，我們在 Gartner 企業對話式 AI 平台魔力像限中被評為挑戰者。現在讓我們切換到社交。我們非常高興地宣布推出我們行業領先的社交媒體管理機構 Sprinklr Social 的自助服務版本。社交媒體團隊現在可以在自助服務的基礎上訪問 Sprinklr Social，以進行發布、參與和機器人技術。它還與開放式 AI、生成式 AI 模型集成，以更快地創建更好的內容並使用更少的資源。

This out-of-the-box project is simpler, smarter and better than any other competing social media management tool available in the market today. The self-service and enterprise versions of Sprinklr Social, like with Sprinklr Service before are both on the same back-end code base, which means that teams can start with a self-service version and seamlessly opt for the enterprise offering as their needs grow. Let's talk about AI, which I know is quite a popular topic these days.

這個開箱即用的項目比當今市場上任何其他競爭性社交媒體管理工具更簡單、更智能、更好。 Sprinklr Social 的自助服務和企業版本，就像之前的 Sprinklr Service 一樣，都在同一個後端代碼庫上，這意味著團隊可以從自助服務版本開始，並隨著需求的增長無縫選擇企業產品.讓我們談談人工智能，我知道這是最近很熱門的話題。

Five years ago, back in 2018, we issued a press release describing how Sprinklr was the only enterprise software provider in the front office that gives brands the capabilities to reach, engage and listen to their customers across a growing number of digital channels. So it's not a new buzzword for us. Our entire unified CXM platform and every one of our 4 robust product suite was built from the ground up with our proprietary AI capabilities.

五年前，也就是 2018 年，我們發布了一份新聞稿，描述了 Sprinklr 如何成為唯一一家前台企業軟件提供商，為品牌提供通過越來越多的數字渠道接觸、吸引和傾聽客戶的能力。所以這對我們來說不是一個新的流行語。我們整個統一的 CXM 平台和我們 4 個強大的產品套件中的每一個都是從頭開始構建的，具有我們專有的 AI 功能。

I want to make it clear that in building Sprinklr, we took an operating system approach to our platform, which makes it very easy for us to integrate with any existing or new software products when and where it upgrades our own capabilities. This is one of the reasons we are so excited about our integration with open AI. There's a massive potential and a big market transition happening with generative AI. And we see the potential of how we can work together to truly revolutionize front office for our mutual customers.

我想明確指出，在構建 Sprinklr 時，我們採用了一種操作系統方法來構建我們的平台，這使我們可以很容易地與任何現有的或新的軟件產品集成，無論何時何地升級我們自己的能力。這是我們對與開放 AI 的集成如此興奮的原因之一。生成式 AI 具有巨大的潛力和巨大的市場轉型。我們看到了我們如何共同努力為我們共同的客戶真正徹底改變前台的潛力。

AI and Machine Learning will continue to be a cornerstone and a competitive advantage for Sprinklr. And we will play our part to help mainstream AI across all customer-facing functions of large companies. We look forward to further integrating open AI across our entire platform and in all our product suite.

人工智能和機器學習將繼續成為 Sprinklr 的基石和競爭優勢。我們將發揮自己的作用，幫助大公司所有面向客戶的職能部門將 AI 主流化。我們期待在我們的整個平台和所有產品套件中進一步集成開放式人工智能。

Turn to some customer stories. During the fourth quarter, we continued to add new customers and expand with existing customers. This includes world-class brands like AT&T, Activision, IKEA, Marsh, Prudential and Telefonica. Here are some examples of how customers are currently using Sprinklr.

轉向一些客戶案例。第四季度，我們繼續增加新客戶並擴展現有客戶。這包括 AT&T、Activision、IKEA、Marsh、Prudential 和 Telefonica 等世界級品牌。以下是客戶當前如何使用 Sprinklr 的一些示例。

Let's start with Sprinklr Service, our omnichannel customer service solution. Last year, we were chosen to support the large-scale CCaaS transformation of one of the largest banks in the world, HDFC. We've replaced more than 10-point solutions and onboarded over 10,000 agents, including inbound and outbound voice, text, social and messaging. Our platform now supports more than 5 million interactions on text-based channels every month and more than 12 million voice calls.

讓我們從我們的全渠道客戶服務解決方案 Sprinklr Service 開始。去年，我們被選中支持世界上最大的銀行之一 HDFC 的大規模 CCaaS 轉型。我們已經更換了 10 多個點解決方案並加入了 10,000 多個代理，包括入站和出站語音、文本、社交和消息傳遞。我們的平台現在每月支持超過 500 萬次基於文本的渠道交互和超過 1200 萬次語音通話。

With a strong focus on AI and unification across channels and teams, we've also launched the bank's first voice bot and conversational chatbot. Our AI is able to resolve 70% of customer inquiries and has reduced the average case handling times across all channels by 15%. HDFC has reduced the first response time by more than 50%, 5-0, and Sprinklr is now integrated with 8 of the bank's back-end systems across 100 customer journeys, making Sprinklr, the single script for most users and enabling them to provide a consistent and seamless experience to its 71 million customers. Last quarter, we shared a big win in the CCaaS space with one of the world's leading global streaming media companies.

憑藉對 AI 以及跨渠道和團隊統一的高度關注，我們還推出了該銀行的首個語音機器人和對話式聊天機器人。我們的 AI 能夠解決 70% 的客戶諮詢，並將所有渠道的平均案件處理時間減少了 15%。 HDFC 將首次響應時間縮短了 50% 以上，5-0，並且 Sprinklr 現在與該銀行 100 個客戶旅程中的 8 個後端系統集成，使 Sprinklr 成為大多數用戶的單一腳本，並使他們能夠提供為其 7100 萬客戶提供一致、無縫的體驗。上個季度，我們與世界領先的全球流媒體公司之一分享了 CCaaS 領域的巨大勝利。

This quarter, I'm pleased to announce that they have expanded the partnership with Sprinklr Marketing. The company is consolidating 15 disparate solutions and its entire global marketing team of more than 700 users in 30 countries on to Sprinklr Marketing. With a clear real-time view of paid, owned and earned media performance, the company's marketing team can make faster, more collaborative and data-driven creative and media investment decision. Sprinklr's AI-powered insights will enable them to increase their reach, optimize their creative assets and drive excitement in the market around their title releases.

本季度，我很高興地宣布他們擴大了與 Sprinklr Marketing 的合作夥伴關係。該公司正在將 15 個不同的解決方案及其在 30 個國家/地區的 700 多名用戶組成的整個全球營銷團隊整合到 Sprinklr Marketing。通過對付費、自有和免費媒體績效的清晰實時視圖，公司的營銷團隊可以做出更快、更具協作性和數據驅動的創意和媒體投資決策。 Sprinklr 的 AI 驅動洞察力將使他們能夠擴大影響力、優化創意資產並在市場上圍繞他們的作品發行激發熱情。

The next example is my favorite. And it demonstrates the true transformational power of a unified customer-facing, front-office platform. In the very first of its kind for any country that we know, the Civil Services and Government Development Bureau of Qatar selected Sprinklr as its technology partner to transform how the government provides services to and engages with the public. Qatar National Vision for 2020 (sic) [2030] is focused on building a competitive government with the ability to measure, monitor and improve its public services.

下一個例子是我最喜歡的。它展示了面向客戶的統一前台平台的真正變革力量。卡塔爾公務員和政府發展局選擇 Sprinklr 作為其技術合作夥伴，以改變政府向公眾提供服務和與公眾互動的方式，這在我們所知的任何國家都是同類首創。卡塔爾 2020 年國家願景（原文如此）[2030] 的重點是建立一個有競爭力的政府，有能力衡量、監督和改善其公共服務。

The government aims to meet the demands of Qatari citizens and residents for fast personalized interactions with government agencies on any communication channel, with Sprinklr, Qatar will now eliminate several fragmented technology solutions and unify approximately 40 public service agencies on to 1 unified citizen experience management platform. This enables, obviously, the seamless delivery of omnichannel experiences to its citizens, residents and visitors.

政府旨在滿足卡塔爾公民和居民在任何溝通渠道上與政府機構進行快速個性化互動的需求，借助 Sprinklr，卡塔爾現在將消除幾個分散的技術解決方案，並將大約 40 個公共服務機構統一到一個統一的公民體驗管理平台上.顯然，這可以向市民、居民和遊客無縫提供全渠道體驗。

I'd like to take a moment to celebrate our incredible engineering team, who makes all of this possible. They continue to innovate at a breakneck pace that differentiates us in the big way in the market.

我想花點時間慶祝我們令人難以置信的工程團隊，是他們讓這一切成為可能。他們繼續以驚人的速度創新，使我們在市場上脫穎而出。

In closing, I'd like for you to have 3 clear takeaways. Number one, we're going to be a disruptive player in CCaaS. That's a pretty 30-, 40-year-old industry. We are a digital native company, who has created a modern omnichannel approach to integrating 30-plus digital channels that now includes voice. And we're challenging some of the well-known legacy players with an entirely different approach omnichannel and AI-base for customer service.

最後，我希望您有 3 個明確的要點。第一，我們將成為 CCaaS 的顛覆者。這是一個有 30 年、40 年曆史的行業。我們是一家數字原生公司，創建了一種現代全渠道方法來集成 30 多個數字渠道，現在包括語音。我們正在用完全不同的全渠道和基於 AI 的客戶服務方法挑戰一些知名的傳統玩家。

Number two, we will continue to innovate and win in social. It's where we started as a company, and that foundation has enabled us to build disruptive new opportunities like we are doing in CCaaS. Lastly, number three, we are well-positioned to begin mainstreaming our solutions and AI for customer-facing functions. We have a 5-year head start and advantage in building proprietary AI. That's integrated into all products across our entire platform, a platform that's built on a highly open, scalable and flexible architecture.

第二，持續創新，贏在社會。這是我們作為一家公司開始的地方，這個基礎使我們能夠像我們在 CCaaS 中所做的那樣建立顛覆性的新機會。最後，第三，我們處於有利地位，可以開始將我們的解決方案和 AI 用於面向客戶的功能。我們在構建專有 AI 方面擁有 5 年的領先優勢。這已集成到我們整個平台的所有產品中，該平台建立在高度開放、可擴展和靈活的架構之上。

This is a great competitive advantage because it offers our customers a way to connect to any homegrown in-house systems they build or any other industry solution in the marketplace. I want to thank our customers, partners and most importantly today, our employees for their incredible hard work and results.

這是一個巨大的競爭優勢，因為它為我們的客戶提供了一種連接到他們構建的任何本土內部系統或市場上任何其他行業解決方案的方法。我要感謝我們的客戶、合作夥伴，今天最重要的是感謝我們的員工，感謝他們難以置信的辛勤工作和成果。

I also want to thank all of you and our investors for believing in the vision. Let me hand the call over to Manish.

我還要感謝你們所有人和我們的投資者相信這一願景。讓我把電話交給 Manish。

Thank you, Ragy, and good afternoon, everyone. As you heard from Ragy, FY '23 was a stellar year for Sprinklr, which we capped off for the strong Q4 that once again exceeded expectations. In fact, during the fourth quarter, we achieved quarterly records in gross new bookings, total billings, total revenue, gross margin and non-GAAP operating income.

謝謝你，Ragy，大家下午好。正如你從 Ragy 那裡聽到的那樣，23 財年對 Sprinklr 來說是輝煌的一年，我們以強勁的第四季度結束，再次超出預期。事實上，在第四季度，我們在新預訂總額、總賬單、總收入、毛利率和非 GAAP 營業收入方面都創下了季度記錄。

Many of the tailwinds that Ragy mentioned, coupled with Sprinklr's leading artificial intelligence and product development capabilities, really excited me about the company when I joined a year ago. But we also uncovered several areas in need of structural improvements, and we have been executing on these initiatives for the last several quarters.

Ragy 提到的許多有利因素，再加上 Sprinklr 領先的人工智能和產品開發能力，讓我在一年前加入時對這家公司感到非常興奮。但我們也發現了幾個需要結構改進的領域，我們在過去幾個季度一直在執行這些舉措。

During FY '23, we pivoted towards a productivity-led model, eliminated projects that were not yielding an attractive ROI. And as Ragy discussed, we made a deliberate effort to make it easier to sell Sprinklr. You saw the fruits of our efforts play out throughout the year as demonstrated by sequential growth in subscription revenue, the stability in absolute non-GAAP operating expenses, our ability to generate free cash flow and our reported non-GAAP operating income in both Q3 and Q4. These results were driven by a conscious effort to be more efficient and develop a culture of good corporate hygiene and financial prudence. In line with this, we recently concluded an internal review across product areas, regions and support functions to help us grow and scale the business and to ensure our resources are best aligned with Sprinklr's priorities moving forward.

在 23 財年期間，我們轉向以生產力為主導的模式，淘汰了沒有產生有吸引力的投資回報率的項目。正如 Ragy 所討論的，我們刻意努力讓 Sprinklr 的銷售變得更容易。你看到了我們全年努力的成果，訂閱收入的連續增長、絕對非 GAAP 運營費用的穩定性、我們產生自由現金流的能力以及我們報告的第三季度和第二季度的非 GAAP 營業收入都證明了這一點Q4.這些結果是由於有意識地努力提高效率和培養良好的企業衛生和財務審慎文化。為此，我們最近完成了跨產品領域、地區和支持職能的內部審查，以幫助我們發展和擴展業務，並確保我們的資源與 Sprinklr 的優先事項保持最佳一致。

As a result of this review, we restructured our global workforce by approximately 4%, back in February. Expenses related to this action were approximately $4 million and will be booked here in Q1 FY '24. These expenses are included in the guidance I will discuss in greater detail later in my prepared remarks.

作為此次審查的結果，我們在 2 月份對全球員工隊伍進行了約 4% 的重組。與此行動相關的費用約為 400 萬美元，將在 24 財年第一季度在這裡登記。這些費用包含在我稍後將在準備好的評論中更詳細討論的指南中。

Turning now to our Q4 financial results. Total revenue was $165.3 million, up 22% year-over-year and above the high end of our guidance range. This was driven by subscription revenue of $148.3 million, which grew 26% year-over-year, also above the high end of our guidance range. Our subscription revenue continues to accelerate in terms of both absolute dollars and growth rate. In the fourth quarter, the sequential increase in subscription revenue was $8.4 million, a meaningful uptick when compared to the increases in Q2 and Q3. Services revenue for the quarter came in at $17 million. As noted on the third quarter earnings call, this was driven by a focus on margins for our services business as we have been thoughtful about not taking on lower margin services business.

現在轉向我們的第四季度財務業績。總收入為 1.653 億美元，同比增長 22%，高於我們指導範圍的上限。這是由 1.483 億美元的訂閱收入推動的，同比增長 26%，也高於我們指導範圍的高端。我們的訂閱收入在絕對美元和增長率方面繼續加速。第四季度，訂閱收入環比增長 840 萬美元，與第二季度和第三季度的增長相比，這是一個有意義的增長。本季度的服務收入為 1700 萬美元。正如在第三季度財報電話會議上指出的那樣，這是由於我們一直在考慮不開展利潤率較低的服務業務，因此關注我們服務業務的利潤率。

We will continue to actively manage our professional services margins, which will impact the absolute level of our professional services revenue going forward. something that I will cover in detail later in my prepared remarks. Our subscription revenue-based net dollar expansion rate in the fourth quarter was 124%. Our gross renewal rate in Q4 was again on par with leading enterprise software companies.

我們將繼續積極管理我們的專業服務利潤率，這將影響我們未來專業服務收入的絕對水平。稍後我將在準備好的發言中詳細介紹。我們第四季度基於訂閱收入的淨美元增長率為 124%。我們在第四季度的總更新率再次與領先的企業軟件公司持平。

We believe this high renewal rate, coupled with the expansions in our installed customer base, is a testament to how important Sprinklr is to our customers' daily workflows and how our customers view Sprinklr as a platform to standardize on. As of the end of the fourth quarter, we had 108 customers contributing $1 million or more in subscription revenue over the preceding 12 months, which is a 32% increase year-over-year.

我們相信，這種高續訂率，加上我們已安裝客戶群的擴展，證明了 Sprinklr 對我們客戶的日常工作流程的重要性以及我們的客戶如何將 Sprinklr 視為一個標準化平台。截至第四季度末，我們有 108 位客戶在過去 12 個月中貢獻了 100 萬美元或更多的訂閱收入，同比增長 32%。

As a reminder, we calculate this customer count using $1 million in recognized revenue from these customers on a trailing 12-month basis as opposed to ARR. Regarding our total customer count, we ended the fiscal year with 1,428 customers, which is a 22% increase in new customers for the year.

提醒一下，我們在過去 12 個月的基礎上使用來自這些客戶的 100 萬美元確認收入來計算此客戶數量，而不是 ARR。關於我們的客戶總數，我們在本財政年度結束時擁有 1,428 名客戶，比當年的新客戶增加了 22%。

Turning to gross margins for the fourth quarter. On a non-GAAP basis, our subscription gross margin was a record 83% as we continue to drive efficiencies in our cloud operations, leading to a total non-GAAP gross margin of 77%, another record for us here at Sprinklr. We have posted steady and consistent improvement in our non-GAAP subscription and total gross margin every quarter in FY '23. We also reported continued steady improvement in our professional services non-GAAP gross margin in the fourth quarter, which came in at approximately 22%. We continue to generate efficiencies in sales and marketing and have shown consistent improvement in S&M spend throughout the year.

轉向第四季度的毛利率。在非 GAAP 基礎上，我們的訂閱毛利率達到創紀錄的 83%，因為我們繼續提高雲運營的效率，導致非 GAAP 總毛利率達到 77%，這是我們在 Sprinklr 的另一個記錄。在 23 財年，我們每個季度的非 GAAP 訂閱和總毛利率都穩步持續改善。我們還報告稱，第四季度我們的專業服務非 GAAP 毛利率持續穩步提高，約為 22%。我們繼續提高銷售和營銷效率，並在全年 S&M 支出方面表現出持續改善。

Sales and marketing expenses in the fourth quarter are now 45% of revenues compared to 56% this time last year. This is a 1,100 basis point decrease year-over-year. We also realized operating leverage from G&A, which decreased by 60 basis points year-over-year.

第四季度的銷售和營銷費用現在佔收入的 45%，而去年同期為 56%。這比去年同期減少了 1,100 個基點。我們還實現了 G&A 的經營槓桿，同比下降 60 個基點。

Turning to profitability for the quarter. Non-GAAP operating income was a record $14.3 million, equating to a non-GAAP net income of $0.06 per share. This 9% operating margin for the quarter was a result of revenue over performance, improved gross margins, coupled with operating expense discipline across every department. This quarter's non-GAAP operating margin compares very favorably to the negative 8% operating margin in the fourth quarter of last year.

轉向本季度的盈利能力。非 GAAP 營業收入達到創紀錄的 1,430 萬美元，相當於每股 0.06 美元的非 GAAP 淨收入。本季度 9% 的營業利潤率是收入超過業績、毛利率提高以及每個部門的營業費用紀律的結果。本季度的非 GAAP 營業利潤率與去年第四季度 8% 的負營業利潤率相比非常有利。

To that end, in terms of free cash flow, we generated $16.3 million during the fourth quarter compared to a burn of $18 million in the same period last year. Calculated billings for the fourth quarter were $232.2 million, an increase of 25% year-over-year and a billings record for Sprinklr. And just as a quick reminder, our fourth quarter billings have historically been the largest for us given the timing of our renewals. Turning to a quick summary of financial results for the full year FY '23, a year in which we posted material improvements and strong growth across the board, including total revenue, gross margins, non-GAAP operating income, free cash flow and our key performance indicators. Total revenue was $618.2 million, up 26% year-over-year and subscription revenue was $548.6 million, up 28% versus the prior year. Calculated billings for the full year were $659.3 million, up 23% year-over-year.

為此，就自由現金流而言，我們在第四季度產生了 1630 萬美元，而去年同期為 1800 萬美元。第四季度的計算賬單為 2.322 億美元，同比增長 25%，創下了 Sprinklr 的賬單記錄。快速提醒一下，鑑於我們的續訂時間，我們的第四季度賬單歷來是我們最大的。快速總結一下 23 財年全年的財務業績，這一年我們全面實現了重大改進和強勁增長，包括總收入、毛利率、非 GAAP 營業收入、自由現金流和我們的關鍵性能指標。總收入為 6.182 億美元，同比增長 26%，訂閱收入為 5.486 億美元，同比增長 28%。全年的計算賬單為 6.593 億美元，同比增長 23%。

I'm happy to say that we posted non-GAAP operating income for the full year of $6 million, equating to a non-GAAP net income per share of $0.01 and a non-GAAP operating margin of 1%. Our non-GAAP operating income improved by $41.5 million over FY '22, which, coupled with the incremental $125.8 million in revenue demonstrates the inherent operating leverage in our business and computes to an incremental operating margin of approximately 33%.

我很高興地說，我們公佈的全年非 GAAP 營業收入為 600 萬美元，相當於 0.01 美元的非 GAAP 每股淨收入和 1% 的非 GAAP 營業利潤率。我們的非 GAAP 營業收入比 22 財年增加了 4150 萬美元，加上增加的 1.258 億美元收入證明了我們業務的固有經營槓桿，併計算出約 33% 的增量營業利潤率。

In terms of free cash flow, we generated $22.2 million in adjusted free cash flow for the year compared to a burn of $45.3 million in FY '22. This is a $67 million improvement in free cash flow generation in just 1 year.

在自由現金流方面，我們今年產生了 2220 萬美元的調整後自由現金流，而 22 財年則為 4530 萬美元。在短短 1 年內，自由現金流的產生就增加了 6700 萬美元。

This cash flow generation contributed to our very healthy balance sheet, including $579 million in cash and investments and no debt. A quick side note on Silicon Valley Bank, SVB. Our exposure to SVB is immaterial and our cash balances are held at other large, well-capitalized financial institutions. We have a $50 million credit facility with SVB that we are currently in the process of terminating. As of the end of FY '23, total remaining performance obligations, or RPO, which represents revenue from committed customer contracts that hasn't yet been recognized, was $719.5 million, up 26% compared to the same period last year and CRPO was $485.2 million, up 23% year-over-year.

這種現金流的產生為我們非常健康的資產負債表做出了貢獻，包括 5.79 億美元的現金和投資，沒有債務。關於 SVB 矽谷銀行的簡要說明。我們對 SVB 的敞口並不重要，我們的現金餘額存放在其他資本充足的大型金融機構。我們與 SVB 有 5000 萬美元的信貸額度，我們目前正在終止該額度。截至 23 財年末，剩餘履約義務總額或 RPO（代表尚未確認的承諾客戶合同收入）為 7.195 億美元，比去年同期增長 26%，CRPO 為 485.2 美元萬元，同比增長23%。

We continue to believe that subscription revenue, subscription revenue growth, RPO and RPO growth represent the best metrics to evaluate the underlying health of the business. Our billings can fluctuate significantly relative to revenue based on the timing of invoicing, cadence of renewals and the duration of customer contracts.

我們仍然認為，訂閱收入、訂閱收入增長、RPO 和 RPO 增長是評估業務基本健康狀況的最佳指標。根據開具發票的時間、續訂的節奏和客戶合同的期限，我們的賬單相對於收入可能會大幅波動。

Moving now to our Q1 and full year FY '24 guidance and business outlook. As you heard today, long-term demand trends and engagement for Sprinklr remains strong. We are encouraged by the leading indicators coming out of the fourth quarter and the momentum we have across our business, especially Sprinklr Service. We recognize that the macroeconomic environment continues to be uncertain and volatile. And our current assumption is that the broader macro trends from the last few quarters are likely to continue through FY '24.

現在轉到我們的第一季度和全年 24 財年指導和業務展望。正如您今天所聽到的，Sprinklr 的長期需求趨勢和參與度依然強勁。我們對第四季度的領先指標以及我們業務的發展勢頭感到鼓舞，尤其是 Sprinklr 服務。我們認識到宏觀經濟環境繼續存在不確定性和波動性。我們目前的假設是，過去幾個季度更廣泛的宏觀趨勢可能會持續到 24 財年。

For Q1 FY '24, we expect total revenue to be in the range of $168 million to $170 million, representing 17% growth year-over-year at the midpoint. Within this, we expect subscription revenue to be in the range of $153 million to $155 million, representing 21% growth year-over-year at the midpoint. We expect non-GAAP operating income to be in the range of $3 million to $5 million and non-GAAP net income per share of breakeven to $0.01 per share, assuming 268 million weighted average shares outstanding.

對於 24 財年第一季度，我們預計總收入將在 1.68 億美元至 1.7 億美元之間，中點同比增長 17%。其中，我們預計訂閱收入將在 1.53 億美元至 1.55 億美元之間，中點同比增長 21%。我們預計非 GAAP 營業收入在 300 萬美元至 500 萬美元之間，非 GAAP 盈虧平衡每股淨收入為 0.01 美元，假設有 2.68 億加權平均流通股。

Recall, as part of the restructuring exercise concluded here in Q1, we spent approximately $4 million, which is included in the above numbers. Said differently, excluding this charge, non-GAAP operating income would have been in the range of $7 million to $9 million. For the full year FY '24, we expect subscription revenue to be in the range of $644 million to $648 million, representing 18% growth year-over-year at the midpoint. We expect total revenue to be in the range of $710 million to $714 million, representing 15% growth year-over-year at the midpoint. For modeling purposes, assume the quarterly revenue numbers follow the same distribution as FY '23.

回想一下，作為第一季度在這裡結束的重組活動的一部分，我們花費了大約 400 萬美元，這包括在上述數字中。換句話說，如果不計入此項費用，非 GAAP 營業收入將在 700 萬至 900 萬美元之間。對於 24 財年全年，我們預計訂閱收入將在 6.44 億美元至 6.48 億美元之間，中點同比增長 18%。我們預計總收入將在 7.1 億美元至 7.14 億美元之間，中點同比增長 15%。出於建模目的，假設季度收入數字遵循與 FY '23 相同的分佈。

These guidance ranges imply a services revenue of $15 million for Q1 and $66 million for full year FY '24. For modeling purposes, assume $30 million in services revenue for the first half and $36 million in the second half. We expect services revenue to decline marginally in both Q1 and full year FY '24 for all the reasons we have been discussing over the last few quarters. In addition, we expect the services mix to migrate more towards managed services, which carries a higher margin.

這些指導範圍意味著第一季度的服務收入為 1500 萬美元，24 財年全年的服務收入為 6600 萬美元。出於建模目的，假設上半年的服務收入為 3000 萬美元，下半年為 3600 萬美元。由於我們在過去幾個季度一直在討論的所有原因，我們預計服務收入在第一季度和 24 財年全年都將小幅下降。此外，我們預計服務組合將更多地轉向利潤率更高的託管服務。

As a result of this migration, we will be hiring more managed service consultants in the first half of FY '24, which will depress services margins in the first half to breakeven before picking back up to approximately 15% for the second half of the year. For projecting billings for both Q1 and full year FY '24, it would be prudent to assume that billings growth tracks revenue growth for the full year. This implies total billings for FY '24 of $759 million. For modeling purposes, this total billings number should be spread across the arc of the 4 quarters, largely following the same trend as FY '23.

由於此次遷移，我們將在 24 財年上半年僱用更多的託管服務顧問，這將降低上半年的服務利潤率至收支平衡，然後在下半年回升至約 15% .對於 24 財年第一季度和全年的預測賬單，謹慎的做法是假設賬單增長跟踪全年的收入增長。這意味著 24 財年的總賬單為 7.59 億美元。出於建模目的，此總帳單數量應分佈在 4 個季度的弧線上，主要遵循與 FY '23 相同的趨勢。

As I had stated earlier, we have been working on migrating customer billings to an annual billing cycle and have begun to see the early results of that effort improving billings growth and narrowing the historical 5% gap between revenue growth and billings growth. For full year FY '23 -- '24, we estimate non-GAAP operating income to be in the range of $41 million to $45 million, equating to a non-GAAP net income per share of $0.13 to $0.15, assuming 273 million weighted average shares outstanding. This implies a 6% non-GAAP operating margin at the midpoint.

正如我之前所說，我們一直在努力將客戶賬單遷移到年度賬單週期，並且已經開始看到這一努力的早期成果，改善了賬單增長並縮小了收入增長與賬單增長之間 5% 的歷史差距。對於 23-24 財年全年，我們估計非 GAAP 營業收入在 4100 萬美元至 4500 萬美元之間，相當於非 GAAP 每股淨收入為 0.13 美元至 0.15 美元，假設加權平均數為 2.73 億美元流通股。這意味著中點的非 GAAP 營業利潤率為 6%。

In deriving the net income per share for modeling purposes an $11 million total tax provision for full year FY '24 needs to be added to the non-GAAP operating income range just provided. We estimate a tax provision of $2.5 million here in Q1.

在得出用於建模目的的每股淨收入時，需要將 24 財年全年的 1100 萬美元總稅收撥備添加到剛剛提供的非 GAAP 營業收入範圍內。我們估計第一季度這裡的稅收撥備為 250 萬美元。

We also expect to be solidly free cash flow positive on a full year basis and to generate positive net income for the full year on a GAAP basis, which would be the first time ever. Lastly, I would like to thank all our employees for their dedication, delivering a record quarter for Sprinklr and for closing the year strong.

我們還預計全年自由現金流量將穩固為正，並在 GAAP 基礎上全年產生正淨收入，這將是有史以來第一次。最後，我要感謝我們所有員工的奉獻精神，他們為 Sprinklr 創造了創紀錄的季度業績，並以強勁的勢頭結束了這一年。

During an uncertain macro environment and continued volatility in the financial markets, I'm also grateful for the confidence that our customers have placed in us. We remain focused on building a track record of successful execution and operating discipline across the business.

在不確定的宏觀環境和金融市場持續波動的情況下，我也感謝客戶對我們的信任。我們仍然專注於在整個企業中建立成功執行和運營紀律的記錄。

And with that, let's open it up for questions. Operator?

有了這個，讓我們打開它來提問。操作員？

(Operator Instructions) Our first question today is coming from Raimo Lenschow from Barclays.

（操作員說明）我們今天的第一個問題來自巴克萊銀行的 Raimo Lenschow。

This is [Isaac] on for Raimo. I wanted to talk a little bit about NRR, the moving pieces there. When thinking about the drivers of this, how should we think about seats versus more modules and functionality? And as we look to FY '24, are there any considerations we should note between these 2 drivers?

這是 Raimo 的 [Isaac]。我想談談 NRR，那裡的動人之處。在考慮這方面的驅動因素時，我們應該如何考慮座位與更多模塊和功能的關係？當我們展望 24 財年時，我們應該注意這兩個驅動因素之間的任何注意事項嗎？

This is Manish. Thank you for the question. What we have said before is 2/3 of our new business comes from existing accounts through upsells. And that can be a mix of whether it's more seats, more modules, more product suites. And it's a combination of whole suite. There isn't any discernible difference. And as we look at bolting on more ARR into the business, from our perspective, all those things add more revenue and more opportunity set into the account base.

這是馬尼什。感謝你的提問。我們之前說過，我們 2/3 的新業務來自現有客戶的追加銷售。這可能是更多席位、更多模塊、更多產品套件的組合。它是整個套件的組合。沒有任何明顯的區別。當我們考慮將更多的 ARR 納入業務時，從我們的角度來看，所有這些都會增加更多的收入和更多的機會。

And I think those trends are to continue. So which is part of the reason you would notice total customer count increased only 22%, going from 1,166 last year to 1,428 at the end of FY '23. But our accounts with more than $1 million in revenue increased 32%. So I think that trend probably will continue through FY '24. We're obviously making several initiatives, as Ragy mentioned earlier, around increasing more logos into the business. But for right now, I think that would be a safe place to start.

我認為這些趨勢將繼續下去。因此，這就是您會注意到客戶總數僅增加 22% 的部分原因，從去年的 1,166 人增加到 23 財年末的 1,428 人。但我們收入超過 100 萬美元的賬戶增長了 32%。所以我認為這種趨勢可能會持續到 24 財年。正如 Ragy 之前提到的，我們顯然正在製定多項舉措，圍繞在業務中增加更多徽標。但就目前而言，我認為這是一個安全的起點。

Next question is coming from Brett Knoblauch from Cantor Fitzgerald.

下一個問題來自 Cantor Fitzgerald 的 Brett Knoblauch。

Congrats on the quarter. It seems like you guys saw very good momentum on the new customer addition front in the year. I guess as we look at next year, should we expect maybe the contribution to maybe subscription revenue or billings revenue or however you want to look at it from new customers added to be a bit greater than maybe what we saw this year? And maybe on a total new customer add perspective, should we expect something similar to this year? Or do you expect that metric to kind of continue to increase given what you guys are doing on the self-service side?

祝賀這個季度。你們似乎在這一年的新客戶增加方面看到了非常好的勢頭。我想，當我們展望明年時，我們是否應該期望對訂閱收入或賬單收入的貢獻，或者你想從增加的新客戶中看到它比我們今年看到的多一點？也許從全新的客戶添加角度來看，我們是否應該期待與今年類似的事情？或者，鑑於你們在自助服務方面所做的工作，您是否希望該指標繼續增加？

Yes. Brett, this is Ragy. Let me take a crack at it. We don't anticipate a big shift in the mix. As we outlined before, our strategy with self-service is to just go after our target account list, which is about 43,000 companies and just give them a way to get started to try our product before they have to contact sales and get a feed for what the platform does. So we don't -- while we're going to have a little more renewed and dedicated focus, that's something we've been trying to do. So there's really not a big focus on customer logos as much as there's a focus on growth and ARR.

是的。布雷特，這是拉吉。讓我試一試。我們預計組合不會發生重大變化。正如我們之前概述的那樣，我們的自助服務策略是緊跟我們的目標客戶列表，該列表大約有 43,000 家公司，並為他們提供一種開始試用我們產品的方式，然後他們必須聯繫銷售人員並獲得提要平台做什麼。所以我們不——雖然我們將有更多的更新和專注的焦點，但這是我們一直在努力做的事情。因此，實際上並沒有像關注增長和 ARR 那樣關注客戶標識。

Perfect. And then maybe just one clarification question on RPO -- or total RPO and current RPO growth. I guess the year-over-year growth numbers I have were total of 22.7 and current of 18.6. And I believe that's all in the $409.2 million for current, $586.4 million for last year. which was in your press release last year. So I guess, am I using the wrong numbers there for the compare period?

完美的。然後可能只有一個關於 RPO 的澄清問題——或總 RPO 和當前 RPO 增長。我想我的同比增長數字總計為 22.7，當前為 18.6。我相信這就是當前的 4.092 億美元，去年的 5.864 億美元。這是你去年的新聞稿。所以我想，我是不是在比較期間使用了錯誤的數字？

Yes, this is Manish. So I think you'll see this detail in the 10-K that's going to be filed on Monday. The numbers that we are using for RPO and CRPO now are slightly different from what was released in the prior year results. And as part of our SOX compliance this year as a first-year public company, we've gone ahead and really looked at contracts all the way back to 2013. And we found that there were a handful of contracts from 2014 that had a term for convenience. The customers have obviously been with us since 2014, but accounting rules would prevent us from including that in the RPO. So we've had to make a small adjustment. So you should go with the numbers that are now placed in the press release versus the numbers in the prior earnings releases. Does that make sense?

是的，這是馬尼什。所以我想你會在周一提交的 10-K 中看到這個細節。我們現在用於 RPO 和 CRPO 的數字與去年結果中發布的數字略有不同。作為我們今年作為第一年上市公司的 SOX 合規的一部分，我們已經開始並真正研究了可追溯到 2013 年的合同。我們發現 2014 年的一些合同有一個期限為了方便。客戶顯然自 2014 年以來一直與我們在一起，但會計規則會阻止我們將其包含在 RPO 中。所以我們不得不做一個小的調整。因此，您應該使用現在發佈在新聞稿中的數字與之前的收益發布中的數字。那有意義嗎？

Yes, it does.

是的，它確實。

Your next question today is coming from Pinjalim Bora from JPMorgan.

您今天的下一個問題來自摩根大通的 Pinjalim Bora。

Congrats on the quarter. Ragy, obviously, AI is kind of the topic du jour, and you talked a little bit about it. And we all know that Sprinklr has been investing in AI for quite some time. But I wanted to ask you, how do you kind of think about -- as you even double down on AI with open AI connections, how do you think about the productivity improvement that AI provides, which might end up resulting in reducing the opportunity in terms of number of seats versus any opportunity from Sprinklr to kind of drive price increases to monetize the value that customers get?

祝賀這個季度。 Ragy，顯然，AI 是一個熱門話題，你也談了一點。我們都知道 Sprinklr 投資人工智能已經有一段時間了。但我想問你，你是怎麼想的——當你甚至通過開放的 AI 連接加倍關注 AI 時，你如何看待 AI 提供的生產力提高，這可能最終導致減少機會座位數量與 Sprinklr 推動價格上漲以將客戶獲得的價值貨幣化的任何機會？

Yes, Pinjalim, great question. So we are big believers in AI, as you said. We are very thrilled with the new developments and progress on the generative AI plan. As you know, we've we have AI models in every part of the platform. So this pitch of we're going to make your dollar work harder is the reason why we are growing. And so this is -- it doesn't change the story for us. So we make the ad dollars work harder and marketing resources get you further.

是的，Pinjalim，好問題。因此，正如您所說，我們是人工智能的忠實擁護者。我們對生成式 AI 計劃的新發展和進展感到非常興奮。如您所知，我們在平台的每個部分都有人工智能模型。所以我們要讓你的錢更努力地工作是我們成長的原因。所以這是 - 它不會改變我們的故事。因此，我們讓廣告收入更加努力，營銷資源讓您走得更遠。

And on the contact center side, as we -- you heard the story from HDFC, we make things significantly better. Now what -- as a disruptor in the marketplace, we do have pricing models for AI-based services that are not seat-dependent. And as you know, we -- a part of the disruption also is that we bring self-service.

在聯絡中心方面，正如我們 - 你從 HDFC 聽到的故事一樣，我們讓事情變得更好。現在呢——作為市場的顛覆者，我們確實擁有不依賴於座位的基於人工智能的服務的定價模型。如您所知，我們 - 中斷的一部分還在於我們帶來了自助服務。

We have a product called Sprinklr Community that we deploy alongside the contact center and apply a lot of the learnings that we have in the contact center and make it available to consumers from the outside in the subset model. And that's an ongoing real-time optimized way of just making sure that your customers are getting better experience. So on the whole, our approach to contact center has been, hey, your best care is no care. Second best is as you saw. The third best is, is you call and get the issue resolved in the first call.

我們有一個名為 Sprinklr Community 的產品，我們將其與聯絡中心一起部署，並應用我們在聯絡中心學到的大量知識，並在子集模型中將其提供給外部消費者。這是一種持續的實時優化方式，可以確保您的客戶獲得更好的體驗。所以總的來說，我們對聯絡中心的態度是，嘿，你最好的關心就是不關心。第二好的是如你所見。第三個最好的辦法是，您是否在第一次通話中就解決了問題。

And our pricing models and our approach as a platform has always been around that. And increasingly, as you buy more and more, you end up with an ELA that would just kind of give you a lot more and not worry about seat-based or resource-based pricing.

我們的定價模型和我們作為平台的方法一直圍繞著這一點。隨著您購買的越來越多，您最終會得到一個 ELA，它只會給您更多，而不用擔心基於座位或基於資源的定價。

Understood. And one follow-up. It seems like you're already seeing some success in the Salesforce ecosystem with the Social Studio side. Maybe help us understand or map out the opportunity there, how are some of those conversations been. And if you can provide any fidelity in terms of how that -- your relationship with Salesforce is different from some of the partnerships of some of your competitors, that would be helpful.

明白了。和一個後續行動。您似乎已經在 Social Studio 方面看到 Salesforce 生態系統中的一些成功。也許可以幫助我們了解或規劃那裡的機會，其中一些對話進行得如何。如果你能提供任何保真度——你與 Salesforce 的關係不同於你的一些競爭對手的一些合作夥伴關係，那將是有幫助的。

Look, what's consistent about what we're seeing is that when is -- the target customer that fits what looks like an ideal customer profile for us, we have been winning very, very consistently for a long time, and we still are. So I don't know where the noise is coming from. But for us, we encourage customers to move to the best solution for themselves. And our approach to the marketplace has been that, hey, we provide better solution, provide better service an we want you to take advantage of what's best in the marketplace.

看，我們所看到的一致的是什麼時候 - 目標客戶適合我們的理想客戶檔案，我們一直非常非常一致地贏得了很長一段時間，而且我們現在仍然如此。所以我不知道噪音是從哪裡來的。但對我們來說，我們鼓勵客戶轉向最適合自己的解決方案。我們對市場的態度是，嘿，我們提供更好的解決方案，提供更好的服務，我們希望您利用市場上最好的東西。

Our partnership with Salesforce has been strong. They have been a great partner. And honestly, we're in a world of such open and transparent access to information that it's very hard for what used to work 20 years ago in terms of marketing makes its way to a customer. So we know we have a better product for our customer profiles that are suited for us, and we stand behind it, and we've been seeing consistent success. And there's a lot of noise in the down market, which, frankly, that's not of interest to us.

我們與 Salesforce 的合作關係一直很牢固。他們一直是很好的合作夥伴。老實說，我們所處的世界信息訪問如此開放和透明，以至於 20 年前在營銷方面行之有效的東西很難到達客戶手中。所以我們知道我們有適合我們的客戶檔案的更好產品，我們支持它，我們一直在看到持續的成功。在低迷的市場中有很多噪音，坦率地說，我們對此不感興趣。

Your next question is coming from Arjun Bhatia from William Blair.

你的下一個問題來自威廉布萊爾的 Arjun Bhatia。

I wanted to maybe start off on the -- just the go-to-market changes. It seems like you're putting into place a lot of efforts to actually make that motion more efficient. Can you just give us a high-level view of how your reps are ramping and what you think some of these go-to-market changes can do from a productivity perspective in the organization?

我可能想從——只是進入市場的變化開始。看起來您正在付出很多努力來真正提高該動作的效率。您能否簡要介紹一下您的銷售代表的增長情況，以及您認為從組織的生產力角度來看，這些進入市場的一些變化可以做什麼？

Yes. Arjun, so I can confirm that for the last, I'd say, about 9 months. We identified 4 priorities for the company and making it easier to sell was at the top of it. And it's a first principle-based approach. You look at customers who come in through year-after-year, quarter-after-quarter buy more, and they are happy. I talked to 310 customers last year. And I found them to be pretty happy and growing and satisfied. And so the premise was, there's -- we got to remove friction for the people who are out there trying to find a new customer. And make it easier for them to experience Sprinklr.

是的。 Arjun，所以我可以確認最後一次，我想說，大約 9 個月。我們為公司確定了 4 個優先事項，其中最重要的是讓銷售更容易。這是第一個基於原則的方法。你看看通過年復一年、季復一季度購買更多產品的客戶，他們很高興。去年我與 310 位客戶進行了交談。我發現他們非常快樂、成長和滿足。所以前提是，我們必須為那些試圖尋找新客戶的人消除摩擦。並讓他們更容易體驗 Sprinklr。

So these changes are deep go-to-market changes. And we've been open that about the fact that that's not an area that we focused on in our earlier part of our life stage. We've been focused on the platform. We focused on success, retention and, I think, the time has come for us to focus on go-to-market. And those changes that we're doing aren't revolutionary productivity-based models and growth and deciding what markets to enter and get out of based on productivity, verticalizing our solutions and going to market with the solution approach. They're all very consistent and these are plays that -- large prospective, enterprise software giants have gone for forever. So we consider this to be a long game.

因此，這些變化是深入的上市變化。我們一直公開承認這不是我們在人生早期階段關注的領域。我們一直專注於平台。我們專注於成功、保留，而且我認為，現在是我們專注於上市的時候了。我們正在做的那些改變不是革命性的基於生產力的模型和增長，也不是根據生產力決定進入和退出哪些市場，垂直化我們的解決方案並以解決方案方法進入市場。它們都非常一致，而且這些都是有前途的企業軟件巨頭已經永遠消失的遊戲。所以我們認為這是一場漫長的比賽。

And we think it's an appropriate time for us with the scale that we have now to focus on go-to-market and get some of those best practices in the field. These changes, I would say, to your expectations, take time. And I would -- our own internal plan is to get this -- most of it executed this year. And hopefully, starting next year, we'll begin to see some impact from our streamlined operations.

我們認為現在是我們專注於進入市場並在該領域獲得一些最佳實踐的規模的適當時機。我想說，按照您的期望，這些變化需要時間。我會——我們自己的內部計劃是實現這一點——其中大部分在今年執行。希望從明年開始，我們將開始看到精簡運營帶來的一些影響。

Got it. That's helpful, Ragy. And actually another one for you back to the generative AI topic. It seems like, I think, from what I picked up in your prepared remarks, you've integrated generative AI capabilities into Social, maybe Care, but can you just broadly speak on the road map in terms of adding generative capabilities to the rest of the product suite? Where is that in terms of priority for you? And what should we expect from a time line perspective on that integration?

知道了。這很有幫助，拉吉。實際上還有一個讓你回到生成 AI 主題。我認為，從我在你準備好的發言中了解到的情況來看，你已經將生成人工智能功能集成到社交中，也許是關懷中，但你能否在路線圖上大致談談將生成功能添加到其餘部分的路線圖？產品套件？就您而言，優先級在哪裡？從時間線的角度來看，我們應該對這種整合有何期待？

Absolutely, Arjun. So we have signed a contract with OpenAI. And we have started rolling out a bunch of changes, as you rightly pointed out, with Social and Self-service first. We are committed to rolling it out across all product suites and everywhere it can possibly help. Now remember that in some cases, we -- predictability and brand consistency is super-important for our customers, the kind of companies we deal with. So it's very important that we train these models on bound data sets, and make the responses very predictable.

絕對是，阿瓊。所以我們已經和 OpenAI 簽了合同。正如您正確指出的那樣，我們已經開始推出一系列變化，首先是社交和自助服務。我們致力於將其推廣到所有產品套件以及它可能提供幫助的任何地方。現在請記住，在某些情況下，我們 - 可預測性和品牌一致性對於我們的客戶以及我們與之打交道的公司來說非常重要。因此，我們在綁定數據集上訓練這些模型並使響應非常可預測是非常重要的。

It's cute if you're doing an online search and if something comes back is not true and funny, will be a cute story. But that's not what you expect from the top banks or a travel company or any brand that's been sometimes decades and scores of years building their brand. So we take -- we're going to go all in, but we're going to take a very thoughtful, cautious approach to where to use it and how to use it, but very bullish and generative AI and what it can do to expand our own AI.

如果您正在進行在線搜索，如果返回的內容不真實且不有趣，這將是一個可愛的故事。但這不是您對頂級銀行、旅遊公司或任何品牌的期望，這些品牌有時會花費數十年甚至數十年時間打造自己的品牌。所以我們採取——我們將全力以赴，但我們將採取一種非常深思熟慮、謹慎的方法來確定在哪裡使用它以及如何使用它，但是非常看好和生成人工智能以及它可以做什麼擴展我們自己的人工智能。

Next question is coming from Michael Turits from KeyBanc.

下一個問題來自 KeyBanc 的 Michael Turits。

Ragy, Manish congrats on strong performance all around, both top line and bottom line. First question, I think, is around the services change. So maybe whether it's Manish or Ragy, can you talk a little bit more about exactly where those low-margin services are that you can cut and maybe move to partners? And whether or not -- and how you can -- it seems like where you're going is towards an even more sophisticated integrated type of an omnichannel offering. How can you do that with less services? Some would suggest that you need more.

Ragy、Manish 對各方面的強勁表現表示祝賀，包括收入和利潤。我認為，第一個問題是圍繞服務變化。因此，無論是 Manish 還是 Ragy，您能否詳細談談您可以削減哪些低利潤服務並轉移給合作夥伴？以及是否 - 以及你如何 - 看起來你要去的地方是朝著更複雜的全渠道產品集成類型發展。你怎麼能用更少的服務做到這一點？有些人會建議您需要更多。

Yes, Michael, great question, and thank you for asking it. Now the approach we took in building the platform was to make it extremely powerful and extremely configurable, right? So we spent 10 years doing that. And so pretty much everything in Sprinklr can be configured. Now that added a lot of complexity in our early years. In the last 3 years, we significantly we did -- we created our own UI models and paradigms and frameworks and simplified everything.

是的，邁克爾，問得好，謝謝你提出這個問題。現在我們在構建平台時採用的方法是讓它非常強大並且非常可配置，對吧？所以我們花了 10 年時間做這件事。因此幾乎可以配置 Sprinklr 中的所有內容。現在，這在我們早年增加了很多複雜性。在過去的 3 年裡，我們做了一些重要的事情——我們創建了自己的 UI 模型、範例和框架，並簡化了一切。

And we made some pretty significant architectural and technology changes and created persona-based apps, that allow each person to come and just see what they need to see. The last big one was verticalizing the platform configuration. As a result, we're able to load up configurations that get people a long way there as opposed to doing discoveries and doing it one by one. And this is something that we've been doing steadily.

我們進行了一些非常重要的架構和技術更改，並創建了基於角色的應用程序，讓每個人都能看到他們需要看到的東西。最後一個重要的是垂直化平台配置。因此，我們能夠加載配置，讓人們走很遠的路，而不是一個接一個地進行發現。這是我們一直在穩步做的事情。

So I'd say standardizing on the solutions vertical markets, having to rebuild configuration kits, right, Sprinklr for financial services to CPG companies with standardized use cases. And productizing more implementation is something that significantly helped us simplify and it's been a big part of our make it easier to sell and get value from Sprinklr move that I think we've made the most progress on.

所以我想說在解決方案垂直市場上標準化，必須重建配置工具包，正確的，Sprinklr 為具有標準化用例的 CPG 公司提供金融服務。將更多的實施產品化是極大地幫助我們簡化的事情，它是我們使銷售更容易並從 Sprinklr 移動中獲得價值的重要組成部分，我認為我們在這方面取得了最大的進展。

Yes. And if I could add one other piece to it. So when we talk about lower margin, you've heard us talk about we're building an ecosystem of service delivery partners around our product. And I think our hope here is as we enable the likes of Accenture to do more service delivery, we can rededicate our employee base to a higher-margin business, as I was referring to as managed services. And as we sell more CCaaS, what we are finding is these sophisticated customers are looking for a white glove service that we can provide through our own managed services consultants.

是的。如果我可以再添加一塊。因此，當我們談論較低的利潤時，您已經聽到我們談論我們正在圍繞我們的產品構建服務交付合作夥伴的生態系統。而且我認為我們的希望是，當我們使埃森哲之類的公司能夠提供更多服務時，我們可以將我們的員工基礎重新投入到利潤率更高的業務中，正如我所說的託管服務。隨著我們銷售更多的 CCaaS，我們發現這些老練的客戶正在尋找我們可以通過我們自己的託管服務顧問提供的白手套服務。

So this is more around reconfiguring our own existing service delivery teams and actually enabling the service delivery partners to do a lot of the other implementation work that historically we've been focused on.

因此，這更多是圍繞重新配置我們自己現有的服務交付團隊，並實際上使服務交付合作夥伴能夠完成我們過去一直關注的許多其他實施工作。

Got it. And then in terms of the outlook, so you guided -- it's early in the year, good to be conservative. But you guided essentially back to mid-teens growth again and yet you had 20-plus RPO growth. Your net expansion rate granted is trailing 12 months, so at 124 maybe it goes down further from here. But all -- and you said that you had record bookings. So what leads us to difference between what looks like 20% plus in many categories versus the 15% guide?

知道了。然後就前景而言，所以你指導 - 今年年初，保守一點很好。但是你基本上又回到了十幾歲左右的增長，但你的 RPO 增長了 20 多個。您授予的淨擴張率落後 12 個月，因此 124 可能會從這裡進一步下降。但所有 - 你說你有創紀錄的預訂。那麼是什麼導致我們在許多類別中看起來像 20% 以上與 15% 指南之間存在差異？

Yes. And so thank you, as always for parsing through numbers. If you look at the subscription guide, you would see that, that is almost $10 million higher in consensus. Part of the reason that might be hidden is because of the services number that is down in our guide year-over-year. So the overall revenue number seems like it's not moving up very much.

是的。因此，一如既往地感謝您解析數字。如果你查看訂閱指南，你會發現，一致同意的價格高出近 1000 萬美元。可能被隱藏的部分原因是我們指南中的服務數量同比下降。因此，總體收入數字似乎並沒有大幅上升。

But I would subject that as a subscription company, investors are to focus more on our subscription revenue. And our beat here in Q4 is translating to a higher subscription number, both in Q1 and for the full year FY '24.

但我認為，作為一家訂閱公司，投資者應該更多地關注我們的訂閱收入。我們在第四季度的表現正在轉化為更高的訂閱數量，無論是在第一季度還是在 24 財年全年。

Your next question is coming from Matt VanVliet from BTIG.

您的下一個問題來自 BTIG 的 Matt VanVliet。

I guess looking at the Sprinklr Service offering, you're talking a lot about modernizing the contact center and recently added voice. But curious in terms of what mix, some of those deals are coming in of actually including voice from there? Or are you being brought in first to bring in the digital services, create a more omnichannel environment and then go back and either try to win the voice or kind of deal with that later on?

我想看看 Sprinklr 服務產品，您談論了很多關於現代化聯絡中心和最近添加的語音。但好奇是什麼組合，其中一些交易實際上包括來自那裡的聲音？還是先引入數字服務，創建更全渠道的環境，然後再回去嘗試贏得話語權或稍後處理？

Matt, thank you for the question. It used to be that we were -- we would be brought in for messaging, social, digital and then expanded to voice. But increasingly, the people who are looking at the platform and including us in a competitive RFP process, they're comfortable just starting with Sprinklr for everything. So that's -- again, remember this, we're the new kid on the block with CCaaS, and we're very encouraged by what we're seeing.

馬特，謝謝你的提問。過去我們是——我們會被帶進來進行消息傳遞、社交、數字，然後擴展到語音。但越來越多的人正在關注這個平台，並將我們納入競爭激烈的 RFP 流程，他們對一切都從 Sprinklr 開始感到很舒服。這就是 - 再次記住這一點，我們是 CCaaS 領域的新手，我們對所看到的感到非常鼓舞。

Okay. Helpful. And then with the shift to more of a productivity model on the sales side, how should we think about headcount growth from quota-carrying reps or maybe even the whole go-to-market organization for fiscal '24, understanding that you just did a little bit of a reduction and you're looking to drive productivity? But how should we think about total headcount growth in that group looking ahead?

好的。有幫助。然後隨著銷售方面更多地轉向生產力模型，我們應該如何考慮配額銷售代表的員工人數增長，甚至可能是 24 財年的整個上市組織，了解你剛剛做了一個減少一點點，你想提高生產力？但是，我們應該如何看待未來該群體的總人數增長？

Yes. So I think from our perspective, we anticipate to drive a lot of incremental revenue from existing headcount. So at a very high level, you should probably assume sales headcount growth would be lower than overall revenue growth, which would make sense because as we get to our longer-term model, which I know we probably will detail in great detail as we talked about at our Analyst Day, you'll see us show a steady improvement in our spend across the board. And sales and marketing, obviously, would be a big piece of it.

是的。因此，我認為從我們的角度來看，我們預計將從現有員工中獲得大量增量收入。因此，在一個非常高的水平上，您可能應該假設銷售人員增長將低於整體收入增長，這是有道理的，因為當我們進入我們的長期模型時，我知道我們可能會在討論時詳細說明在我們的分析師日，您會看到我們的全面支出穩步改善。顯然，銷售和市場營銷將佔很大一部分。

And as we mentioned last quarter, we are committed to efficient growth. And the rule of 40 is something that is a goal for us.

正如我們上個季度提到的，我們致力於實現高效增長。 40 條規則是我們的目標。

Your next question is coming from Parker Lane from Stifel.

您的下一個問題來自 Stifel 的 Parker Lane。

This is Matthew Kikkert on for Parker. You mentioned Accenture briefly, and I wanted to double-click on that a little bit. What impact does that partnership with Accenture had on any new business generation so far? And what excites you most about that opportunity?

這是派克的 Matthew Kikkert。你簡單地提到了埃森哲，我想稍微雙擊一下。到目前為止，與埃森哲的合作夥伴關係對任何新一代業務產生了什麼影響？這個機會最讓你興奮的是什麼？

That's been a long-standing partnership, Matthew. So Accenture has been a great partner for us. And I'd say pretty steady. The shift that we are trying to bring about with Accenture and our other partners is they've been great deal influencers. And what I'm excited is to really begin to transform the partners that we have and the partners we are now adding to the roster and transform them into deal sourcers, especially in the contact center space, that's a big deal.

這是一個長期的伙伴關係，馬修。因此，埃森哲一直是我們的重要合作夥伴。我會說非常穩定。我們試圖與埃森哲和我們的其他合作夥伴一起實現的轉變是，他們已經成為了巨大的影響者。我很興奮的是真正開始轉變我們擁有的合作夥伴以及我們現在正在添加到名冊中的合作夥伴，並將他們轉變為交易來源，特別是在聯絡中心領域，這是一件大事。

So we're bullish on all the partnership. I think the market is beginning to take shape. You see this concept of bringing marketing and care and sales and advertising altogether. It's just very new.

所以我們看好所有的合作夥伴關係。我認為市場正在開始形成。你看到了將營銷和關懷以及銷售和廣告結合在一起的概念。這是非常新的。

I mean we've done it with CRM companies, but that was mostly through acquisition and mostly focused on data and backend. Bringing together the marketing employee and the contact center agent and the person running ads and all of that is just very new, at the edge of the brand, as we call it. So I think the partner ecosystem will continue to evolve, and we're very excited about how it can do it.

我的意思是我們已經與 CRM 公司合作過，但這主要是通過收購，並且主要集中在數據和後端上。將營銷人員、聯絡中心代理和運行廣告的人員聚集在一起，所有這些都是非常新的，在品牌的邊緣，正如我們所說的那樣。所以我認為合作夥伴生態系統將繼續發展，我們對它如何做到這一點感到非常興奮。

Okay. Got it. And then secondly, touch on the macro quickly. You have a great guide, but is there any one particular business that you've seen, maybe some deal scrutiny or elongation sales cycles?

好的。知道了。其次，快速觸摸宏。你有一個很好的指導，但你有沒有見過任何一項特定的業務，也許是一些交易審查或延長銷售週期？

Look, not getting worse, not getting better is the way I would characterize it. So we -- what we saw in third quarter is what we saw in fourth quarter. And that's how we're generally feeling. Many of the macro situations haven't improved or deteriorated substantially, so it's kind of more of the same.

看，沒有變得更糟，沒有變得更好是我描述它的方式。所以我們——我們在第三季度看到的就是我們在第四季度看到的。這就是我們通常的感受。許多宏觀形勢並沒有實質性改善或惡化，所以更像是一樣。

Your next question is coming from Elizabeth Porter from Morgan Stanley.

你的下一個問題來自摩根士丹利的伊麗莎白波特。

I wanted to double click on some of the changes to making it easier to sell Sprinklr. And a lot of the ones that you highlighted were more around the outbound sales motion. But I was hoping to get some color on the changes that you've seen to the inbound demand as a result of having Lite and Self-service. And should we expect the change of outbound, inbound the mix of those 2, to change over time? And is there a longer-term implication to margin just from growing the inbound channel?

我想雙擊一些更改，以便更輕鬆地銷售 Sprinklr。您強調的許多內容更多地圍繞出境銷售動議。但我希望了解您因使用精簡版和自助服務而對入站需求所做的更改。我們是否應該期望出站和入站這兩者的組合隨著時間的推移而發生變化？增長入站渠道是否會對利潤率產生長期影響？

Elizabeth, long term, yes. In the short term, that's not baked into any of our guidance. We're not -- these changes take time. And we're kind of doing everything inside out for better or worse. So the marketing team has been very productive and very busy. And our Self-service products, again, like we said, is not really an attempt, not yet an to attempt to expand our target pool, right?

伊麗莎白，從長遠來看，是的。在短期內，我們的任何指南都沒有考慮到這一點。我們不是——這些改變需要時間。無論好壞，我們都在做所有事情。因此，營銷團隊一直非常高效且非常忙碌。正如我們所說，我們的自助服務產品並不是真正的嘗試，還不是嘗試擴大我們的目標群體，對吧？

So this is just, again, designed around eliminating friction. So I wouldn't model anything in the next 1, 2, 3 quarters. And then once we have more visibility, we'll articulate how we think that's going to impact margins.

因此，這又是圍繞消除摩擦而設計的。所以我不會在接下來的 1、2、3 個季度中建模任何東西。然後，一旦我們有了更多的知名度，我們就會闡明我們認為這將如何影響利潤率。

Great. And then just as a follow-up on the macro, it's great to hear that there is some stabilization from Q3 to Q4. Is it a similar trend that you're seeing thus far into Q1 now that it's largely behind us. And does having -- I just wanted to kind of get your perspective, but do customers having a better visibility on 2023 budgets. Is that an opportunity to help shortened some of the sales cycles, which really started to elongate at the end of 2022?

偉大的。然後作為宏觀的後續行動，很高興聽到從第三季度到第四季度有一些穩定。到目前為止，您在第一季度看到的趨勢是否與我們已經基本落後的趨勢類似。確實有——我只是想了解一下你的觀點，但客戶是否對 2023 年的預算有更好的了解。這是幫助縮短某些銷售週期的機會嗎？銷售週期在 2022 年底才真正開始延長？

Yes. Elizabeth, I would say like Q1 is always kind of back-end loaded, right? As you can imagine, people coming back from holidays. As a company, we do our sales kickoff and a lot of internal planning, budgeting gets finalized, territories assigned and all of that. So I'd say I don't have enough data to give you any meaningful color. But we're not seeing any indications of things changing that much from Q4.

是的。伊麗莎白，我想說 Q1 總是有點後端加載，對吧？你可以想像，人們從假期回來。作為一家公司，我們會啟動銷售並進行大量內部計劃、最終確定預算、分配區域等等。所以我會說我沒有足夠的數據來給你任何有意義的顏色。但我們沒有看到任何跡象表明情況與第四季度相比發生了太大變化。

Your next question is coming from Tyler Radke from Citi.

你的下一個問題來自花旗銀行的 Tyler Radke。

Yes. Ragy, I wanted to ask you about just contact center. You talked about some interesting milestones on the seat count and the recognition in some of the Gartner Magic Quadrant, which is great to see. Wondering if you could just kind of contextualize that a bit more just in terms of how big of a mix of that in your business it is today and what you're seeing in the pipeline.

是的。 Ragy，我想問你關於聯絡中心的事。您談到了一些關於席位數量的有趣里程碑以及在 Gartner 魔力像限中的一些認可，這很高興看到。想知道您是否可以根據今天的業務中的混合程度以及您在管道中看到的內容來更多地了解這一點。

And is that an area that you're really leaning into in terms of hiring specialists, just given that, that's a bit of a different market than where traditionally Sprinklr is focused.

就招聘專家而言，這是一個你真正傾向於的領域嗎？考慮到這一點，這與傳統上 Sprinklr 所關注的市場有點不同。

Yes. So I can confirm that it is a big focus for the company. In fact, internally, we said this is the year of contact center business. I can confirm that this is something that was very intentional, and we have been doing steadily for the last several quarters. I'd say, for the last probably even 18 months. So we have been hiring people from traditional contact center companies. We're building out and have built out a team of dedicated specialists. So it's very important to have the domain knowledge and vocabulary in addition to the technology.

是的。所以我可以確認這是公司的一個重點。事實上，在內部，我們說今年是呼叫中心業務年。我可以確認這是有意為之的，過去幾個季度我們一直在穩步進行。我想說，在過去甚至可能是 18 個月。所以我們一直在從傳統的聯絡中心公司招聘人員。我們正在建立並已經建立了一支敬業的專家團隊。因此，除了技術之外，擁有領域知識和詞彙也非常重要。

So we've staffed everything from the product organization to the sales organization and support organization, people who have been doing it, in some cases, for like 20, 25 years who are also equally elated to see a very modern approach to this whole space.

所以我們配備了從產品組織到銷售組織和支持組織的所有人員，這些人一直在做這件事，在某些情況下，像 20、25 年一樣，他們也同樣高興地看到一個非常現代的方法來處理整個空間.

And how big is it, as a percentage of revenue?

它佔收入的百分比有多大？

Yes, we did talk about that being 40% of our bookings for last quarter. I can confirm that it's a material part. And increasingly becoming more and more material. I think Manish is planning to break out -- we'll probably start talking about the product suite in our Analyst Day, but it is a big part and a pretty high growth part of our business.

是的，我們確實談到這是我們上個季度預訂量的 40%。我可以確認這是一個重要的部分。並且越來越變得越來越物質化。我認為 Manish 正計劃突破——我們可能會在我們的分析師日開始談論產品套件，但它是我們業務的重要組成部分，也是一個相當高的增長部分。

Great. And just a follow-up on -- as you think about just the opportunity in, I guess, generative AI, you talked about the contact center product in terms of integrations there. Could you just help us understand like how much of the success you're seeing in contact center? Are you leading with that product more? Or is it -- is this kind of a traditional replacement of CCaaS and you're layering in generative AI on top of that?

偉大的。只是跟進 - 當你想到的只是機會時，我猜，生成人工智能，你談到了那裡的集成方面的聯絡中心產品。您能否幫助我們了解您在聯絡中心取得的成功有多大？您是否更領先於該產品？或者它是——這種傳統的 CCaaS 替代品，你在其之上分層生成 AI 嗎？

So I want to make a difference between general AI and AI. So the reason we have been disrupting the market is primarily threefold. One is the traditional contact center vendors are voice-first companies, bulk of them, their R&D and their legacies in that voice end point management, which now has sadly been commoditized.

所以我想區分通用人工智能和人工智能。因此，我們一直在擾亂市場的原因主要有三個。一個是傳統的聯絡中心供應商是語音優先的公司，其中大部分，他們的研發和他們在語音端點管理方面的遺產，現在很遺憾已經商品化了。

Our origin founding story is through the omnichannel. So the ability to hot-switch between channels while you're on a case resolution, right? That's just a very powerful thing. So truly omni-channel number one. Number two is actually AI everywhere. Now that's the sudden rise of ChatGPT. Every part of Sprinklr, especially the contact center product, is AI-based, from routing to skill assessment to smart assist where we're suggesting responses, there's a lot of AI. And that's been -- that's how we can clearly demonstrate call resolution, time reduction, first response and all of that.

我們的起源創始故事是通過全渠道。因此，在解決案件時能夠在頻道之間進行熱切換，對吧？那隻是一個非常強大的東西。所以真正的全渠道第一。第二個實際上是無處不在的人工智能。這就是 ChatGPT 的突然崛起。 Sprinklr 的每個部分，尤其是聯絡中心產品，都是基於 AI 的，從路由到技能評估，再到我們建議響應的智能協助，都有很多 AI。這就是——這就是我們如何能夠清楚地展示呼叫解決、時間減少、第一反應等等。

So AI has been a big differentiator. Now we're going to obviously add ChatGPT and OpenAI products and make it even better. But reason people scored us very high is because AI is not an afterthought and you don't have to go buy another AI vendor to do AI inside the contact center. It's all part of this integrated suite.

所以人工智能一直是一個很大的差異化因素。現在我們顯然要添加 ChatGPT 和 OpenAI 產品並使其變得更好。但人們給我們打高分的原因是人工智能不是事後才想到的，你不必去購買另一個人工智能供應商來在聯絡中心內做人工智能。這些都是這個集成套件的一部分。

And lastly is our ability to bring service alongside -- marketing and sales alongside right, with HDFC. The beauty of the model is the outbound telesales team is on the same platform as an inbound voice response team. So you could be a customer calling in with the problem with your credit card, and seamlessly now somebody can just come in and talk to you about a different card. It's not -- no longer a secondary peripheral thought for a contact center agent, but it's something that they can work together seamlessly to grow revenue.

最後是我們將服務與 HDFC 一起帶來營銷和銷售的能力。該模型的美妙之處在於呼出電話銷售團隊與呼入語音響應團隊在同一平台上。因此，您可能是一位因信用卡問題而致電的客戶，現在有人可以無縫地進來並與您討論另一張卡。這不是 - 不再是聯絡中心代理的次要外圍想法，而是他們可以無縫合作以增加收入的東西。

Our next question is coming from Michael Turrin from Wells Fargo.

我們的下一個問題來自富國銀行的 Michael Turrin。

You've got Michael Berg on for Michael Turrin. Congrats on the quarter. I just had a quick one on the consolidation theme. It's something we hear about a lot in this macro environment as CFOs and decision-makers look to consolidate their spend on certain vendors. Would you -- anything to point to in your customer conversations or just general activity, if you're seeing an increasing amount of consolidation and subsequently seeing meaningful benefit to Sprinklr adoption?

你讓 Michael Berg 代替 Michael Turrin。祝賀這個季度。我剛剛快速了解了整合主題。這是我們在這個宏觀環境中經常聽到的事情，因為首席財務官和決策者希望鞏固他們在某些供應商身上的支出。如果您看到越來越多的整合併隨後看到 Sprinklr 的採用帶來有意義的好處，您會在客戶對話或一般活動中指出什麼嗎？

Massively. In fact, we -- that's been a part of our strategy, and that is why Sprinklr is growing in existing customer implementations and installs. An average customer -- average good implementation for Sprinklr typically consolidate somewhere between 5 and in some cases, 30, 40 different point solutions in every product suite. And what people don't realize is in the kind of stuff we do, we're literally rolling out 50, 70, sometimes 100 market implementation.

大量。事實上，我們 - 這是我們戰略的一部分，這就是為什麼 Sprinklr 在現有客戶實施和安裝方面不斷增長的原因。普通客戶——Sprinklr 的平均良好實施通常在每個產品套件中整合 5 個，在某些情況下，30、40 個不同的點解決方案。人們沒有意識到的是我們所做的事情，我們實際上是在推出 50、70，有時是 100 個市場實施。

In every market, we've got a point solution that sometimes nobody else knew about. So this consolidation team is becoming a huge deal, and it makes so much sense, right, a marketer, a CMO or a CIO, he should not be in the systems integration business. He should be running the business. And that's where it comes in handy. And we are evidently becoming the third or fourth platform.

在每個市場，我們都有一個有時沒有人知道的點解決方案。所以這個整合團隊正在成為一個巨大的交易，它非常有意義，對，營銷人員、CMO 或 CIO，他不應該從事系統集成業務。他應該經營公司。這就是它派上用場的地方。我們顯然正在成為第三或第四個平台。

So you know the other obvious ones that you can think of in the front office, and we are becoming the de facto fourth and we're heavily investing in integrations with the other 3 and expanding and making it super-easy to even integrate with code that they may have written themselves.

所以你知道在前台你能想到的其他明顯的，我們正在成為事實上的第四個，我們正在大力投資與其他 3 個集成，並擴展並使其非常容易與代碼集成他們可能是自己寫的。

We reached the end of our question-and-answer session. I'd like to turn the floor back over to management for any further or closing comments.

我們的問答環節結束了。我想將發言權交還給管理層，以徵求任何進一步意見或結束意見。

Well, thank you, Kevin, and thank you all for joining us today. I'd like to thank, first, our employees and our partners and most importantly, our customers for their trust and continued business. We look forward to updating you all again as we continue on this exciting journey of creating a new category that we call Unified Customer Experience Management. Thank you very much, and have a good evening.

好吧，謝謝你，凱文，感謝大家今天加入我們。首先，我要感謝我們的員工和合作夥伴，最重要的是，感謝我們的客戶的信任和持續的業務。我們期待著再次為您更新，因為我們將繼續這一激動人心的旅程，創建一個我們稱之為統一客戶體驗管理的新類別。非常感謝，祝您晚上愉快。

Thank you. That does conclude today's teleconference and webcast. You may disconnect your line at this time, and have a wonderful day. We thank you for your participation today.

謝謝。今天的電話會議和網絡廣播到此結束。您可以在此時斷開您的線路，並度過美好的一天。感謝您今天的參與。