數據狗 (DDOG) 2023 Q4 法說會逐字稿

Good day, and thank you for standing by. Welcome to the Fourth Quarter 2023 Datadog Earnings Conference Call. (Operator Instructions)

美好的一天，感謝您的支持。歡迎參加 Datadog 2023 年第四季財報電話會議。 （操作員說明）

Please be advised that today's conference is being recorded.

請注意，今天的會議正在錄製中。

I would now like to hand the conference over to the Vice President of Investor Relations, Yuka Broderick.

現在我想將會議交給投資者關係副總裁尤卡·布羅德里克 (Yuka Broderick)。

Thank you, Carmen. Good morning, and thank you for joining us to review Datadog's fourth quarter 2023 financial results, which we announced in our press release issued this morning.

謝謝你，卡門。早安，感謝您與我們一起回顧 Datadog 的 2023 年第四季度財務業績，我們在今天早上發布的新聞稿中宣布了這一結果。

Joining me on the call today are Olivier Pomel, Datadog's Co-Founder and CEO; and David Obstler, Datadog's CFO.

今天和我一起參加電話會議的是 Datadog 聯合創始人兼執行長 Olivier Pomel；以及 Datadog 的財務長 David Obstler。

During this call, we will make forward-looking statements, including statements related to our future financial performance, our outlook for the first quarter and the fiscal year 2024 and related notes and assumptions, our gross margins and operating margins, our product capabilities, our ability to capitalize on market opportunities and usage optimization trends.

在本次電話會議中，我們將做出前瞻性陳述，包括與我們未來的財務業績、我們對第一季度和2024 財年的展望以及相關註釋和假設、我們的毛利率和營業利潤率、我們的產品能力、我們的利用市場機會和使用最佳化趨勢的能力。

The words anticipate, believe, continue, estimate, expect, intend, will and similar expressions are intended to identify forward-looking statements or similar indications of future expectations. These statements reflect our views only as of today and are subject to a variety of risks and uncertainties that could cause actual results to differ materially.

預期、相信、繼續、估計、期望、打算、意願和類似表達等詞語旨在識別前瞻性陳述或未來預期的類似指示。這些陳述僅反映我們截至目前為止的觀點，並受到各種風險和不確定性的影響，可能導致實際結果出現重大差異。

For a discussion of the material risks and other important factors that could affect our actual results, please refer to our Form 10-Q for the quarter ended September 30, 2023. Additional information will be made available in our upcoming Form 10-K for the fiscal year ended December 31, 2023, and other filings with the SEC. This information is also available on the Investor Relations section of our website, along with the replay of this call.

有關可能影響我們實際業績的重大風險和其他重要因素的討論，請參閱截至 2023 年 9 月 30 日的季度的 10-Q 表格。更多資訊將在我們即將發布的 10-K 表格中提供。截至2023 年12 月31 日的財年，以及向SEC 提交的其他文件。此資訊以及本次電話會議的重播也可在我們網站的投資者關係部分取得。

We will also discuss non-GAAP financial measures, which are reconciled to their most directly comparable GAAP financial measures in the tables in our earnings release, which is available at investors.datadoghq.com.

我們還將討論非 GAAP 財務指標，這些指標與我們收益報告中表格中最直接可比較的 GAAP 財務指標進行了協調，該報告可在 Investors.datadoghq.com 上取得。

With that, I'd like to turn the call over to Olivier.

說到這裡，我想把電話轉給奧利維爾。

Thanks, Yuka, and thank you all for joining us this morning. We had a good Q4 to end what has been a very productive year to 2023. Throughout the year, we kept innovating at a fast pace, going broader and deeper into the problems we solve for our customers. We also continued to add new customers and expand with existing ones, driving both usage growth and adoption of new products.

謝謝 Yuka，也謝謝大家今天早上加入我們。我們度過了一個美好的第四季度，結束了 2023 年富有成效的一年。在這一年裡，我們不斷快速創新，更廣泛、更深入地研究我們為客戶解決的問題。我們也持續增加新客戶並擴大現有客戶，推動使用量成長和新產品的採用。

But most of all, I'm very pleased that we mobilized as a company to help our customers get through a tougher economic environment. We helped our customers make more efficient use of their cloud and observability, leaving them in a better position at the end of the year from which they can focus again on growing their businesses and migrating to the cloud.

但最重要的是，我很高興我們作為一家公司動員起來幫助我們的客戶度過更艱難的經濟環境。我們幫助客戶更有效地利用他們的雲端和可觀察性，讓他們在年底處於更好的位置，從而可以再次專注於發展業務和遷移到雲端。

Now let me start with a review of our Q4 financial performance. Revenue was $590 million, an increase of 26% year-over-year and above the high end of our guidance range.

現在讓我先回顧一下我們第四季的財務表現。營收為 5.9 億美元，年成長 26%，高於我們指導範圍的上限。

We ended with about 27,300 customers, up from about 23,200 last year. We ended the quarter with about 3,190 customers with an ARR of $100,000 or more, up from about 2,780 last year. These customers generated about 86% of our ARR.

我們最終擁有約 27,300 名客戶，高於去年的約 23,200 名。本季末，我們約有 3,190 名客戶的 ARR 為 10 萬美元或以上，高於去年的約 2,780 名。這些客戶產生了我們約 86% 的 ARR。

We had 396 customers with an ARR of $1 million or more compared to the 317 we had at the end of last year.

與去年年底的 317 名客戶相比，我們有 396 名客戶的 ARR 達到或超過 100 萬美元。

And we generated free cash flow of $201 million with a free cash flow margin of 34%.

我們產生了 2.01 億美元的自由現金流，自由現金流利潤率為 34%。

Turning to platform adoption. Our platform strategy continues to resonate in the market. As of the end of Q4, 83% of customers were using 2 or more products, up from 81% a year ago. 47% of customers were using 4 or more products, up from 42% a year ago. 22% of our customers were using 6 or more products, up from 18% a year ago. And as a sign of continued penetration of our platform, 9% of our customers were using 8 or more products, up from 6% a year ago.

轉向平台採用。我們的平台策略持續在市場上引起共鳴。截至第四季末，83% 的客戶使用 2 種或以上產品，高於一年前的 81%。 47% 的客戶使用 4 種或更多產品，高於一年前的 42%。 22% 的客戶使用 6 種或更多產品，高於一年前的 18%。作為我們平台持續滲透的標誌，9% 的客戶使用 8 種或更多產品，高於一年前的 6%。

And our success with cross-product adoption isn't limited to core observability as our newer products continued to gain traction. Note, for example, that the ARR for products outside of infrastructure monitoring, APM suite and Log Management grew by more than 75% year-over-year. As a reminder, within the APM suite, we include core APM, Synthetics, RUM and continuous profiler.

隨著我們的新產品不斷獲得關注，我們在跨產品採用方面的成功不僅限於核心可觀察性。例如，請注意，基礎設施監控、APM 套件和日誌管理以外的產品的 ARR 年比成長超過 75%。提醒一下，在 APM 套件中，我們包括核心 APM、Synthetics、RUM 和連續分析器。

During 2023, we continued to land and expand with larger customers. As of December 2023, 42% of the Fortune 500 are Datadog customers, up from 37% last year. We think many of the largest enterprises are still very early in their journey to the cloud. The median Datadog ARR for Fortune 500 customers is still less than $0.5 million, which leaves a very large opportunity for us to grow with these customers.

2023年，我們持續落地並拓展更大的客戶。截至 2023 年 12 月，財富 500 強企業中有 42% 是 Datadog 的客戶，高於去年的 37%。我們認為許多最大的企業仍處於雲端之旅的早期階段。 Datadog 為財富 500 強客戶提供的 ARR 中位數仍低於 50 萬美元，這為我們與這些客戶共同成長留下了非常大的機會。

Now let's discuss this quarter's business drivers. In Q4, we saw usage growth from existing customers that was similar to Q3. Our usage growth during the quarter played out roughly as expected, including a strong start in October and a slowdown we typically see at the end of December.

現在讓我們討論本季的業務驅動因素。在第四季度，我們看到現有客戶的使用量成長與第三季度類似。我們在本季的使用量成長大致符合預期，包括 10 月的強勁開局和我們通常在 12 月底看到的放緩。

We also note that the greater intensity of optimization we've seen over the past 6 quarters appears to have dissipated. For the last couple of quarters, we have discussed with you a cohort of customers who are optimizing. In Q4, this core usage grew at a faster pace than the broader customer base. We take this as a positive sign.

我們還注意到，過去 6 個季度中我們看到的更大強度的優化似乎已經消失。在過去的幾個季度中，我們與您討論了一群正在優化的客戶。在第四季度，這核心使用量的成長速度快於更廣泛的客戶群。我們認為這是一個正面的信號。

To be clear, we see optimization activity with our customers every quarter. We expect them to continuously make sure they are using their cloud efficiently, and we'll keep helping them do that. And we do still see attention to costs in certain parts of our customer base. But overall, we see less headwinds than we did a few quarters ago.

需要明確的是，我們每季都會看到客戶的優化活動。我們希望他們不斷確保有效地使用雲，我們將繼續幫助他們做到這一點。我們仍然看到我們某些客戶群對成本的關注。但總體而言，我們看到的阻力比幾個季度前要少。

Meanwhile, we had a strong bookings quarter in Q4. Our go-to-market teams delivered our largest annualized bookings since Q1 of '22. And our enterprise team, in particular, executed on a record amount of annualized bookings in Q4.

同時，我們在第四季的預訂量強勁。我們的市場推廣團隊交付了自 22 年第一季以來最大的年度預訂量。尤其是我們的企業團隊，在第四季度執行了創紀錄的年度預訂。

We are also seeing more customers enter into multiyear deals with us, which speaks to our deepening relationships with them as well as customers planning for growth and for the longer term after a period of optimization and uncertainty.

我們也看到越來越多的客戶與我們簽訂了多年期協議，這表明我們與他們的關係不斷加深，也表明客戶在經過一段優化和不確定性之後正在規劃成長和長期發展。

As a reminder, our bookings don't translate immediately into revenue growth, but it is an indicator that we continue to serve our new and existing customers well and they are growing with us over time.

提醒一下，我們的預訂不會立即轉化為收入成長，但它表明我們將繼續為新客戶和現有客戶提供良好的服務，並且隨著時間的推移，他們與我們一起成長。

Finally, churn has remained low with gross revenue retention stable in the mid- to high 90s, highlighting the mission-critical nature of our platform for our customers.

最後，客戶流失率維持在較低水平，總收入保持穩定在 90 年代中上旬，凸顯了我們平台對客戶的關鍵任務性質。

Moving on to R&D. We released over 400 new features and capabilities during 2023. Of course, that's too much for us to cover today, but let me speak to a few. In observability, we now have more than 700 integrations allowing our customers to benefit from the latest AWS, Azure and GCP abilities as well as from the newly emerging AI stack. We continued to see increasing engagement there with the use of our next-gen AI integrations growing 75% sequentially in Q4.

繼續研發。我們在 2023 年期間發布了 400 多項新功能和功能。當然，這對我們今天來說太多了，但讓我談談其中的一些。在可觀測性方面，我們現在擁有 700 多個集成，使我們的客戶能夠從最新的 AWS、Azure 和 GCP 功能以及新興的 AI 堆疊中受益。我們繼續看到，隨著我們的下一代人工智慧整合的使用，第四季度的參與度不斷增加，環比增長了 75%。

In the generative AI and LLM space, we continued to add capability to Bits AI, our natural language incident management copilot. And we are advancing LLM observability to help customers investigate where they can safely deploy and manage their models in production.

在生成人工智慧和法學碩士領域，我們繼續為我們的自然語言事件管理副駕駛 Bits AI 添加功能。我們正在推進 LLM 可觀察性，以幫助客戶調查他們可以在生產中安全部署和管理模型的位置。

Today, about 3% of our ARR comes from next-gen AI native customers, but we believe the opportunity is far larger in the future as customers of every industry and every size start doing AI functionality in production.

如今，我們大約 3% 的 ARR 來自下一代 AI 原生客戶，但我們相信，隨著各個行業和各種規模的客戶開始在生產中使用 AI 功能，未來的機會會更大。

In the APM space, we launched Data Streams Monitoring to monitor queuing, streaming and event-driven pipelines, which is a technically challenging type of workloads APM products have historically struggled to cover. We also rolled out single-step APM onboarding, allowing a single engineer to enable APM across complex applications in minutes. And with dynamic instrumentation, engineers can add logs, metrics and traces to the application on the fly without code changes or redeployments.

在 APM 領域，我們推出了資料流監控來監控排隊、串流和事件驅動的管道，這是 APM 產品歷來難以覆蓋的技術上具有挑戰性的工作負載類型。我們還推出了單步 APM 入門，讓單一工程師在幾分鐘內跨複雜應用程式啟用 APM。透過動態檢測，工程師可以動態地將日誌、指標和追蹤添加到應用程式中，而無需更改程式碼或重新部署。

In the digital experience area, we've added heat maps and scroll maps to our Real User Monitoring product to show developer and product owners what their users are actually seeing. And our customers can now create synthetic tests directly from session replay for which we have received very positive feedback.

在數位體驗領域，我們在真實用戶監控產品中添加了熱圖和滾動圖，以向開發人員和產品所有者展示他們的用戶實際看到的內容。我們的客戶現在可以直接從會話重播中建立綜合測試，我們已經收到了非常積極的回饋。

And in Log Management, we continued to expand our capabilities. Starting with Flex Logs, customers can have a very cost-effective way to retain their logs at a very large scale. With error tracking for logs, customers can quickly cut down millions of error lines into a handful of actionable summaries. And our Log Pipeline Scanner allows customers to inspect log events in near real-time, building greater visibility into data quality and data governance.

在日誌管理方面，我們繼續擴展我們的能力。從 Flex Logs 開始，客戶可以採用非常經濟高效的方式來大規模保留其日誌。透過日誌錯誤追蹤，客戶可以快速將數百萬個錯誤行削減為少量可操作的摘要。我們的日誌管道掃描器允許客戶近乎即時地檢查日誌事件，從而提高資料品質和資料治理的可見性。

In cloud service management, we made workflow automation generally available enabling customers to easily automate and orchestrate processes across operations and security.

在雲端服務管理中，我們普遍提供了工作流程自動化，使客戶能夠輕鬆地自動化和編排跨營運和安全的流程。

And today, we are announcing the general availability of case management to provide engineers with a single view for investigations, ticketing, to-do items, tasks and follow-ups across the Datadog platform.

今天，我們宣布全面推出案例管理，為工程師提供 Datadog 平台的調查、票務、待辦事項、任務和後續行動的單一視圖。

Moving on to Cloud Security. We kept executing against an ambitious road map and are pleased to now count over 6,000 customers using one or more Datadog security products. This month, we launched Software Composition Analysis to enable our customers to proactively detect and remediate vulnerabilities before the code gets to production.

轉向雲端安全。我們一直在執行雄心勃勃的路線圖，很高興現在有超過 6,000 名客戶使用一種或多種 Datadog 安全產品。本月，我們推出了軟體構成分析，使我們的客戶能夠在程式碼投入生產之前主動偵測和修復漏洞。

We announced Cloud Infrastructure Entitlement Management to help customers prevent identity and access management security issues. We shipped Cloud SIEM Investigator, so customers can conduct deep security investigation using logs over long periods of time. We simplified security operations with our Security Inbox to allow our customers to correlate security issues into one single list to investigate and remediate.

我們推出了雲端基礎設施授權管理，以協助客戶防止身分和存取管理安全問題。我們提供了 Cloud SIEM Investigator，因此客戶可以使用日誌進行長時間的深度安全調查。我們透過安全收件匣簡化了安全性操作，使客戶能夠將安全性問題關聯到一個清單中以進行調查和修復。

And we also expanded our data security capabilities. Sensitive Data Scanner now finding secrets and sensitive data in traces and RUM events in addition to logs.

我們也擴展了資料安全能力。敏感資料掃描程序現在除了日誌之外還可以在追蹤和 RUM 事件中找到秘密和敏感資料。

In Software Delivery, we launched Intelligent Test Runner, which dramatically accelerates the testing process in CI/CD. And we ship code-quality and security gates to enforce best practices, catch security vulnerabilities and prevent flaky tests.

在軟體交付方面，我們推出了智慧測試運行器，它極大地加速了 CI/CD 中的測試過程。我們提供程式碼品質和安全門來實施最佳實踐、發現安全漏洞並防止不穩定的測試。

And last, but not least, we delivered on a number of platform-wide initiatives. We launched our latest data center in Japan to have customers comply with local data private laws. We opened up CoScreen throughout our platform for collaboration, incident response, pair programming and debugging.

最後但並非最不重要的一點是，我們實施了許多平台範圍內的措施。我們在日本推出了最新的資料中心，讓客戶遵守當地的資料私法。我們在整個平台上開放了 CoScreen，用於協作、事件回應、結對程式設計和調試。

We extended Cloud Cost Management, which is now GA for AWS and Azure and will soon be for GCP to offer a comprehensive view of costs across our customers' cloud footprint. And we announced our intent to achieve FedRAMP High and Impact Level 5 authorizations.

我們擴展了雲端成本管理，該管理現已在 AWS 和 Azure 上正式發布，很快也將在 GCP 上發布，以提供跨客戶雲端足跡的全面成本視圖。我們還宣布了獲得 FedRAMP 高級別和影響級別 5 授權的意圖。

So I'd like to thank our product and engineering team for a very productive 2023. And I'm super excited with what we have planned for 2024.

因此，我要感謝我們的產品和工程團隊在 2023 年取得了豐碩的成果。我對我們​​ 2024 年的計畫感到非常興奮。

Let's move on to sales and marketing. First of all, I'd like to welcome Sara Varni to the team as our new Chief Marketing Officer. Sara brings more than 15 years of marketing experience centered around developers and enterprise software. And we really look forward to her leadership in this pivotal role.

讓我們繼續討論銷售和行銷。首先，我歡迎 Sara Varni 加入團隊，擔任我們新任行銷長。 Sara 擁有超過 15 年的開發人員和企業軟體行銷經驗。我們非常期待她在這一關鍵角色中發揮領導作用。

As I said earlier, we had a very strong close to 2023 with record levels of bookings and some very exciting new logos and expansions. So let's discuss some of our wins. First, we signed a 3-year expansion and our first ever 9-figure TCV deal with a major global fintech company. This expansion brings us into a major new business unit that we were not deployed in before. And this time, the customer focused on bringing end-to-end observability to their mobile applications and they focus, in particular, on being in front of any user-impacting issues through the use of our Real User Monitoring product.

正如我之前所說，臨近 2023 年，我們的業績非常強勁，預訂量創歷史新高，並且出現了一些非常令人興奮的新徽標和擴展。那麼讓我們來討論一下我們的一些勝利。首先，我們與一家大型全球金融科技公司簽署了一份為期 3 年的擴張協議，以及我們有史以來第一份 9 位數的 TCV 協議。這次擴張使我們進入了一個我們以前從未部署過的主要新業務部門。這次，客戶專注於為其行動應用程式帶來端到端的可觀察性，他們特別注重透過使用我們的真實用戶監控產品來解決任何影響用戶的問題。

With this renewal, this customer expects to use 15 Datadog products and we'll consolidate what used to be 10 separate tools, including the replacement of 3 commercial products across infrastructure monitoring, APM and RUM.

透過此次更新，該客戶預計將使用 15 個 Datadog 產品，我們將整合先前的 10 個獨立工具，包括替換基礎設施監控、APM 和 RUM 方面的 3 個商業產品。

Next, we signed a 7-figure expansion with one of the world's largest restaurant chains. This customer is using AWS, Azure, GCP and Oracle Cloud and they believe Datadog is the only platform that can deliver a consistent experience across all 5 clouds. With this expansion, the customer plans to deploy Datadog for Cloud Service Management use cases and will expand to a total of 10 Datadog products.

接下來，我們與世界上最大的連鎖餐廳之一簽署了 7 位數的擴張協議。該客戶正在使用 AWS、Azure、GCP 和 Oracle Cloud，他們相信 Datadog 是唯一可以在所有 5 個雲端提供一致體驗的平台。透過此次擴展，客戶計劃部署 Datadog 用於雲端服務管理用例，並將擴展至總共 10 個 Datadog 產品。

Next, we signed an 8-figure multiyear expansion with a leading European financial services company. This customer is undergoing a large-scale migration to Azure and will expand its use of Datadog across on-prem, private and public cloud.

接下來，我們與一家領先的歐洲金融服務公司簽署了一項 8 位數的多年擴張協議。該客戶正在大規模遷移到 Azure，並將在本地端、私有雲和公有雲中擴展 Datadog 的使用。

Today, Datadog is used by 3,000 users every month in over 400 teams to monitor 13,000 hosts. With the migration, the Datadog platform usage will expand to more than 1,000 teams and 50,000 hosts. This customer plans to use 14 Datadog products and consolidate more than 10 legacy open-source and cloud monitoring tools.

如今，每月有 400 多個團隊的 3,000 名使用者使用 Datadog 來監控 13,000 台主機。透過遷移，Datadog 平台的使用範圍將擴大到超過 1,000 個團隊和 50,000 個主機。該客戶計劃使用 14 款 Datadog 產品，並整合 10 多個傳統開源和雲端監控工具。

Next, we signed a 7-figure land with one of the world's largest food and consumer goods company. This customer wants to be more proactive with risk mitigation and system resilience as they migrate to Azure. They also want to reduce the thousands of hours of engineering time they spend every year in incidence triage. This customer brought in Datadog to be the observability foundation of their AIOps strategy, in particular, using Watchdog and our incident management capabilities. This new land includes 17 Datadog products and the customer expects to consolidate at least 6 commercial observability tools.

接下來，我們與世界上最大的食品和消費品公司之一簽署了一塊價值七位數的土地。該客戶希望在遷移到 Azure 時更主動地降低風險並提高系統彈性。他們還希望減少每年在發病分類上花費的數千小時的工程時間。這位客戶引入 Datadog 作為其 AIOps 策略的可觀察性基礎，特別是使用 Watchdog 和我們的事件管理功能。這個新土地包括 17 種 Datadog 產品，客戶希望整合至少 6 種商業可觀測工具。

Finally, we signed a 6-figure land deal with one of the largest U.S. utilities. This customer is rearchitecturing its customer-facing website and replatforming its customer support experience. They identified Datadog as the only platform that could still integrate end-to-end with their existing sales, customer experience and data workflows. This customer expects to start with 6 Datadog products and they will displace 2 commercial observability tools in the process.

最後，我們與美國最大的公用事業公司之一簽署了一份價值 6 位數的土地協議。該客戶正在重新建立其面向客戶的網站並重新建立其客戶支援體驗平台。他們認為 Datadog 是唯一仍可與現有銷售、客戶體驗和資料工作流程進行端到端整合的平台。該客戶希望從 6 個 Datadog 產品開始，他們將在此過程中取代 2 個商業可觀測工具。

And that's it for this quarter's highlights. Congrats, again, to our go-to-market teams for their great work in 2023, an excellent close of the year and ambitious plans for 2024.

這就是本季的亮點。再次恭喜我們的行銷團隊在 2023 年所做的出色工作，為這一年畫上了圓滿的句號，並為 2024 年制定了雄心勃勃的計劃。

Before I turn it over to David for a financial review, a few words on our longer-term outlook. During 2023, we continued to execute on our product innovation plans and we solved more problems and delivered more value to customers.

在我將其交給大衛進行財務審查之前，我先談談我們的長期前景。 2023年，我們繼續執行產品創新計劃，解決了更多問題，為客戶創造了更多價值。

As we enter 2024, it appears that the worst of cloud optimization may be behind us. We continue to believe digital transformation and cloud migration are long-term secular growth drivers of our business and critical motion for every company to deliver value and competitive advantage. We see AI adoption as an additional driver of investment and accelerator of technical innovation and cloud migration.

當我們進入 2024 年時，雲端優化最糟糕的時期似乎已經過去了。我們仍然相信數位轉型和雲端遷移是我們業務的長期長期成長驅動力，也是每家公司提供價值和競爭優勢的關鍵動力。我們將人工智慧的採用視為投資的額外驅動力以及技術創新和雲端遷移的加速器。

And more than ever, we feel ideally positioned to achieve our goals and help customers of every size in every industry to transform, innovate and drive value through technology adoption.

我們比以往任何時候都更有能力實現我們的目標，幫助各行業各種規模的客戶透過技術採用進行轉型、創新和驅動價值。

With that, I will turn it over to David.

這樣，我就把它交給大衛了。

Thanks, Olivier. Q4 revenue was $590 million, up 26% year-over-year and up 8% quarter-over-quarter. To dive into some of the drivers of this Q4 performance, first, regarding usage growth. Overall, we saw usage growth from existing customers in Q4 that was similar to what we saw in Q3. Last quarter, we mentioned that the larger and more intense optimizers had begun to show signs of stabilization. In Q4, we saw those trends continue and the large optimizers begin to grow again.

謝謝，奧利維爾。第四季營收為 5.9 億美元，年增 26%，季增 8%。要深入探討第四季業績的一些驅動因素，首先是使用量成長。整體而言，我們在第四季看到現有客戶的使用量成長，與第三季類似。上個季度，我們提到規模更大、強度更大的優化器已經開始顯示出穩定的跡象。在第四季度，我們看到這些趨勢仍在繼續，大型優化器開始再次成長。

While we may still be in a cost-conscious environment overall, we believe that the higher intensity of optimization has dissipated and clients are continuing to invest in new digital applications. For the first time in 6 quarters, our sequential ARR adds in Q4 were higher than in the year-ago quarter.

雖然我們總體上仍處於注重成本的環境中，但我們相信更高強度的優化已經消散，客戶將繼續投資新的數位應用程式。第四季的連續 ARR 增幅高於去年同期，這是自 6 個季度以來的首次。

As we look at early data for Q1, January usage growth was solid. The rebound we're seeing from the slower end of December is better than what we experienced last January. We note, as always, that it's too early to know how the quarter will play out and we would caution investors from extrapolating too much, but we're encouraged by the near-term trend.

當我們查看第一季的早期數據時，一月份的使用量增長強勁。我們從 12 月底較慢的情況中看到的反彈比去年 1 月的反彈要好。我們一如既往地指出，現在判斷本季的情況還為時過早，我們會提醒投資者不要過度推斷，但我們對近期趨勢感到鼓舞。

Regarding usage growth by customer size, we experienced our highest growth in our largest and smaller spending customers in this quarter. This includes a record increase in sequential ARR added from customers who spend $1 million or more annually with us and an expansion of $1 million-plus customers from 317 to 396 over 2023.

關於按客戶規模劃分的使用量成長，我們在本季度最大和較小支出客戶中實現了最高成長。這包括每年在我們這裡花費 100 萬美元或以上的客戶所增加的連續 ARR 創紀錄的增長，以及 2023 年超過 100 萬美元的客戶數量從 317 家增加到 396 家。

In terms of new logos, our customer additions on a gross and net basis, as well as on a new dollar -- a new logo dollar basis were similar to that of Q3. As before, our net adds included slightly elevated churn in our very long tail of small customers, many of whom are self-service.

就新商標而言，我們的客戶增加量在總量和淨值以及新美元基礎上（新商標美元基礎）與第三季相似。和以前一樣，我們的淨增加包括我們的小客戶長尾中的流失率略有上升，其中許多是自助服務。

Geographically, we experienced stronger year-over-year revenue growth in international markets in North America. Our international markets represented 31% of our revenue in Q4 2023, up from 28% in Q4 of last year.

從地理來看，我們在北美國際市場的營收年增率更為強勁。 2023 年第四季，我們的國際市場佔營收的 31%，高於去年第四季的 28%。

Finally, for our retention metrics. Our trailing 12-month net revenue retention was in the mid-110s in Q4. Our trailing 12-month gross revenue retention continues to be stable in the mid- to high 90s. And our dollar churn is low and declined sequentially.

最後，我們的保留指標。第四季度，我們過去 12 個月的淨收入保留率在 110 左右。我們過去 12 個月的總收入保留率繼續穩定在 90 年代中上位。我們的美元流失率很低且持續下降。

Now moving on to our financial results. Billings were $723 million, up 35% year-over-year. Billings duration increased year-over-year.

現在轉向我們的財務表現。營業額為 7.23 億美元，年增 35%。比林斯持續時間逐年增加。

Remaining performance obligations, or RPO, was $1.84 billion, up 74% year-over-year. Current RPO growth was in the mid-40s percent year-over-year.

剩餘履約義務（RPO）為 18.4 億美元，年增 74%。目前 RPO 年成長率為 40% 左右。

We are continuing to see an increasing interest with our larger customers in multiyear commitments, which results in longer RPO duration in both total and current RPO. We welcome the opportunity to have these longer-term, strategic partnerships with our clients. And we see that once customers are farther along in their optimizations, they feel comfortable committing over longer periods of time in the future.

我們繼續看到我們的大客戶對多年承諾越來越感興趣，這導致總 RPO 和當前 RPO 持續時間更長。我們歡迎有機會與客戶建立長期的策略夥伴關係。我們發現，一旦客戶在優化方面取得進一步進展，他們就會放心地在未來更長的時間內做出承諾。

As we said before, we continue to believe revenue is a better indicator of our business trends than billings or RPO as those can fluctuate relative to revenue based on the timing of invoicing and the duration of customer contracts.

正如我們之前所說，我們仍然認為收入比帳單或 RPO 更能反映我們的業務趨勢，因為這些收入可能會根據開票時間和客戶合約期限相對於收入而波動。

Now let's review some of our key income statement results. Unless otherwise noted, all metrics are non-GAAP. We have provided a reconciliation of GAAP to non-GAAP financials in our earnings release.

現在讓我們回顧一下我們的一些主要損益表結果。除非另有說明，所有指標均為非 GAAP 指標。我們在收益報告中提供了 GAAP 與非 GAAP 財務數據的調整表。

First, gross profit in the quarter was $492 million, representing a gross margin of 83.4%. This compares to a gross margin of 82.3% last quarter and 80.6% in the year ago quarter. We continued to experience efficiencies in cloud costs reflected in our cost of goods sold as our engineering teams pursue cost savings and efficiency products -- projects.

首先，該季毛利為4.92億美元，毛利率為83.4%。相較之下，上季毛利率為 82.3%，去年同期毛利率為 80.6%。隨著我們的工程團隊追求成本節約和效率產品（專案），我們繼續體驗到雲端成本的效率，這反映在我們的銷售成本中。

Our Q4 OpEx grew 10% year-over-year, a decline from 17% year-over-year growth last quarter. As we discussed last quarter, while making meaningful investments in 2023, we were more cautious than in previous years given the macro condition and focused more on efficiency and optimization. We believe this will put us in a good position to accelerate investment in 2024 while maintaining margin discipline.

我們第四季的營運支出年增 10%，較上季 17% 的年增幅有所下降。正如我們上季度所討論的，在 2023 年進行有意義的投資的同時，考慮到宏觀狀況，我們比前幾年更加謹慎，並且更加關注效率和優化。我們相信，這將使我們能夠在 2024 年加速投資，同時保持保證金紀律。

Q4 operating income was $167 million, or a 28% operating margin, up from 24% last quarter and 18% in the year ago quarter. As with last quarter, our margins ended up being higher than we expected in Q4 as we executed well on our internal optimization and cost management efforts.

第四季營業收入為 1.67 億美元，營業利潤率為 28%，高於上季的 24% 和去年同期的 18%。與上季一樣，我們第四季的利潤率最終高於我們的預期，因為我們在內部優化和成本管理工作方面表現良好。

Turning to the balance sheet and cash flow statements. We ended the quarter at $2.6 billion of cash, cash equivalents and marketable securities. Cash flow from operations was $220 million in the quarter. And after taking into consideration capital expenditures and capitalized software, free cash flow was $201 million with a free cash flow margin of 34%.

轉向資產負債表和現金流量表。本季結束時，我們的現金、現金等價物和有價證券為 26 億美元。本季營運現金流為 2.2 億美元。考慮到資本支出和資本化軟體後，自由現金流為 2.01 億美元，自由現金流率為 34%。

Now for our outlook for the first quarter and the fiscal year 2024. Our guidance philosophy remains unchanged. As a reminder, we base our guidance on trends observed in recent months and apply conservatism on these growth trends.

現在我們對第一季和 2024 財年的展望。我們的指導理念保持不變。提醒一下，我們的指導是基於近幾個月觀察到的趨勢，並對這些成長趨勢採取保守態度。

For the first quarter, we expect revenue to be in the range of $587 million to $591 million, which represents a 22% to 23% year-over-year growth. Non-GAAP operating income is expected to be in the range of $128 million to $132 million, which implies an operating margin of 22%. And non-GAAP net income per share is expected to be $0.33 to $0.35 per share based on approximately 35 -- 357 million of average diluted shares outstanding.

我們預計第一季營收將在 5.87 億美元至 5.91 億美元之間，年增 22% 至 23%。非 GAAP 營業收入預計在 1.28 億美元至 1.32 億美元之間，這意味著營業利潤率為 22%。根據約 35 至 3.57 億股平均攤薄後已發行股票，非 GAAP 每股淨利潤預計為 0.33 至 0.35 美元。

For fiscal 2024, we expect revenues to be in the range of $2.555 billion to $2.575 billion, which represents 21% -- 20% to 21% year-over-year growth. Non-GAAP operating income is expected to be in the range of $535 million to $555 million, which implies an operating margin of 21% to 22%. And non-GAAP net income per share is expected to be in the range of $1.38 to $1.44 per share based on 361 million average shares diluted outstanding.

對於 2024 財年，我們預計營收將在 25.55 億美元至 25.75 億美元之間，年增 21% 至 20% 至 21%。非 GAAP 營業收入預計在 5.35 億美元至 5.55 億美元之間，這意味著營業利潤率為 21% 至 22%。根據平均 3.61 億股攤薄後流通股計算，非 GAAP 每股淨利潤預計將在 1.38 美元至 1.44 美元之間。

Some additional notes on guidance. As it relates to our growth in OpEx and hiring, as I mentioned earlier, we took a more cautious attitude towards hiring during 2023 and our head count ended fiscal 2023 at about 5,200 people growing in the high single digits year-over-year.

有關指導的一些附加說明。正如我之前提到的，由於這與我們的營運支出和招聘成長有關，我們對2023 年的招聘採取了更加謹慎的態度，截至2023 財年，我們的員工人數約為5,200 人，同比增長幅度較高。

We remain excited by our numerous long-term growth opportunities, and as a result, our operating profit guidance reflects our intent to invest for future growth in 2024. We intend to accelerate hiring in R&D to execute on our long-term growth opportunities and in sales and marketing to reach customers worldwide.

我們對眾多的長期成長機會仍然感到興奮，因此，我們的營業利潤指導反映了我們為 2024 年未來成長進行投資的意圖。我們打算加快研發人員的招聘，以執行我們的長期成長機會，並在銷售和行銷，以涵蓋全球客戶。

Because of that, our operating profit guidance implies operating expense growth in the mid-20% range year-over-year with operating expense year-over-year growth ramping throughout 2024 as we execute on our hiring plans. Meanwhile, we will continue to balance our investments in long-term growth with financial discipline as we have executed in the past.

因此，我們的營業利潤指引意味著營業費用同比增長在 20% 左右，隨著我們執行招聘計劃，營業費用同比增長將在 2024 年持續加速。同時，我們將繼續像過去一樣，在長期成長投資與財務紀律之間取得平衡。

Now turning to other areas of the P&L. First, we expect net interest and other income for fiscal year 2024 to be approximately $100 million.

現在轉向損益表的其他領域。首先，我們預計 2024 財年的淨利息和其他收入約為 1 億美元。

Regarding taxes, while we expect to continue to be a modest cash payer in 2024, estimated to be $20 million to $25 million, we are establishing a non-GAAP tax rate of 21% in fiscal year 2024 and going forward. And this is reflected in our non-GAAP net income per share guidance.

關於稅收，雖然我們預計到 2024 年將繼續保持適度的現金支付，預計為 2000 萬至 2500 萬美元，但我們將在 2024 財年及以後製定 21% 的非 GAAP 稅率。這反映在我們的非公認會計準則每股淨利指引中。

We have recasted our fiscal 2022 and '23 non-GAAP net income to reflect this non-GAAP tax rate, and that is available in the tables in our earnings release as well as the financial supplemental.

我們重新調整了 2022 財年和 23 年非 GAAP 淨利潤，以反映此非 GAAP 稅率，這可以在我們的收益發布和財務補充的表格中找到。

Finally, we expect capital expenditures and capitalized software together to be in the 3% to 4% of revenue range in fiscal year 2024.

最後，我們預計 2024 財年資本支出和資本化軟體合計將佔營收的 3% 至 4%。

Now to summarize. We are pleased with our execution in 2023. We are well positioned to help our existing and prospective customers with their cloud migration and digital transformation journeys. And we plan to innovate further and expand the set of problems we solve for our customers in 2024 and beyond.

現在來總結一下。我們對 2023 年的執行情況感到滿意。我們有能力幫助現有和潛在客戶完成雲端遷移和數位轉型之旅。我們計劃在 2024 年及以後進一步創新並擴大我們為客戶解決的問題範圍。

I want to thank Datadogs worldwide for their efforts in 2023, and I'm excited about our plans in 2024.

我要感謝全球 Datadogs 在 2023 年所做的努力，我對我們 2024 年的計畫感到興奮。

Finally, I'd like to invite you to join us for our Investor Day this Thursday in New York City. Please go to the Datadog IR website for the live stream or contact the IR team at ir@datadoghq.com to attend in person.

最後，我想邀請您參加本週四在紐約市舉行的投資者日活動。請前往 Datadog IR 網站觀看直播或透過 ir@datadoghq.com 聯繫 IR 團隊親自參加。

And with that, we'll open the call for questions. Operator, let's begin the Q&A.

接下來，我們將開始提問。接線員，我們開始問答。

(Operator Instructions) Our first question is from Sanjit Singh with Morgan Stanley.

（操作員說明）我們的第一個問題來自摩根士丹利的 Sanjit Singh。

Congrats on the great bookings results to end the year. Oli, as we sort of come out of this sort of down cycle, reflecting the optimization cycle that we've seen for the last several quarters, I was wondering how you think about where the sources of growth are going to come from in terms of your various customer reports. I'm thinking about the digital natives, which drove a lot of growth in 2019, 2020 and '21 versus your enterprise opportunity and your mid-market customers.

恭喜您在年底取得了良好的預訂成績。奧利，當我們走出這種下行週期時，這反映了我們在過去幾季看到的最佳化週期，我想知道您如何看待成長的來源將來自您的各種客戶報告。我正在考慮數位原住民，與您的企業機會和中端市場客戶相比，數位原住民在 2019 年、2020 年和 21 年推動了巨大的成長。

As we come out -- go into sort of the next cycle, where does that dollar growth do you think comes from for Datadog?

當我們進入下一個週期時，您認為 Datadog 的美元成長來自哪裡？

Well, it's a good question. I would say pretty much all of the above. I think the -- it's always a little bit hard to time the cycles for specific subsets of the customer base as various macro conditions [rip off] the economy like the (inaudible) different parts of our customer base.

嗯，這是一個好問題。我想說的是以上所有內容。我認為，為客戶群的特定子集確定週期總是有點困難，因為各種宏觀條件[剝奪]經濟，例如我們客戶群的（聽不清楚）不同部分。

We suddenly saw a big slowdown from the digital native over the past year. On the other hand, they might be the first ones to fully leverage AI and deploy it in production. So you might see some reacceleration earlier from some of them at least.

在過去的一年裡，我們突然發現數位原生代的發展速度大幅放緩。另一方面，他們可能是第一批充分利用人工智慧並將其部署到生產中的人。所以你可能會看到其中一些至少提前加速。

If you zoom a little bit, our focus over the past few years has been on really going to market aggressively on the enterprise, the mid-market, the more traditional side of the world that still has to largely get (inaudible) to the cloud. We've planted a lot of seeds there with a number of large companies that still have relatively small deployments in the cloud. And our focus over the next couple of years is going to be to grow them and obviously land the ones we still don't have.

如果你放大一點，我們過去幾年的重點一直是真正積極進軍企業市場、中端市場、世界上更傳統的一面，但仍然必須在很大程度上（聽不清楚）進入雲端。我們已經與許多大公司一起種下了許多種子，但它們在雲端中的部署仍然相對較小。未來幾年我們的重點將是種植它們，顯然我們還沒有找到那些。

We mentioned on the call about 42% of the Fortune 500 are Datadog customers and they're still largely small, like a few hundred thousand dollars a year spent on us. So that's where we direct our efforts.

我們在電話中提到，大約 42% 的《財星》500 大企業是 Datadog 的客戶，但他們的規模仍然很小，例如每年在我們身上花費的幾十萬美元。這就是我們努力的方向。

And I appreciate that thought. And one quick follow-up. When you get customers adopting almost 10% of the base 8 or more products and the number of customers you highlighted in your script had over 10-plus products, how are those deals being structured? Meaning that are they buying sort of individual SKUs at a time and sort of adding them on over time? Or are they being folded into a sort of like a rate card agreement or an enterprise licensing agreement? Just how that pricing and packaging works for customers that get up to that level of adoption.

我很欣賞這個想法。還有一個快速跟進。當您讓客戶採用 8 種或更多基礎產品中的近 10%，並且您在腳本中突出顯示的客戶數量擁有超過 10 種產品時，這些交易是如何構建的？這意味著他們是一次購買某種單獨的 SKU，然後隨著時間的推移添加它們嗎？或者它們被納入某種價目表協議或企業許可協議中？對於達到這種採用水準的客戶來說，定價和包裝是如何運作的。

So in general, what we do is when we do these larger multiproduct or consolidation deals, we have a specific rate card and customers -- and total fund commitment and customers can allocate the funds in real-time to the products they need when they them, which, by the way, gives them a lot of flexibility they don't have when they have to manage like 5 different vendors for different parts of their coverage.

因此，總的來說，我們所做的是，當我們進行這些較大的多產品或整合交易時，我們有特定的價目表和客戶，以及總資金承諾，客戶可以在他們需要時將資金實時分配給他們需要的產品。順便說一句，這給了他們很大的靈活性，而當他們必須管理 5 個不同的供應商以覆蓋其覆蓋範圍的不同部分時，他們就沒有這種靈活性。

There are some exceptions. There are some customers that have such a specific and large volume requirement for 1 product in particular. Typically, this would be things like logs or maybe metrics and things like that, where they get specific commitments in place around specific products. But in general, most customers have a lot of flexibility when they take this commitments with us.

但也有一些例外。有些客戶特別對一種產品有如此具體且大批量的要求。通常，這可能是日誌或指標之類的東西，他們會圍繞特定產品做出具體承諾。但總的來說，大多數客戶在與我們一起做出這項承諾時都有很大的靈活性。

And we'll see -- we'll show some examples also at the Investor Day, how the mix of spend can change over time with customers while we expand and cover more and more of the environment.

我們將會看到——我們還將在投資者日展示一些例子，當我們擴展並涵蓋越來越多的環境時，支出組合如何隨著時間的推移與客戶發生變化。

And it comes from the line of Mark Murphy with JPMorgan.

它來自馬克墨菲 (Mark Murphy) 與摩根大通 (JPMorgan) 的血統。

David, the billings growth accelerated 5 points. It was also seasonally stronger than a year ago. And just eyeballing the cRPO figure, it's a pretty massive number. Is that strong bookings performance more tied to a small number of mega deals coming from your cloud natives? Or did you feel that it was kind of a broader phenomenon across the multiple verticals? And then I have a quick follow-up.

大衛，比林斯成長加速了 5 個百分點。季節性也比一年前更強。只要看一下 cRPO 數字，就會發現這是一個相當龐大的數字。這種強勁的預訂表現是否與來自雲端原生的少量大型交易更相關？或者您覺得這是跨多個垂直領域的一種更廣泛的現象？然後我會進行快速跟進。

Yes. There's a couple of aspects. First of all, given the sort of renewal cycle, Q4 tends to have more recommitments. So I think if you look back, you'll see that we tend to have nice billings growth.

是的。有幾個方面。首先，考慮到續訂週期的類型，第四季往往會有更多的重新承諾。所以我認為，如果你回顧過去，你會發現我們的比林斯成長往往不錯。

But in terms of where, it really was correlated with larger customers who, as Oli mentioned, are buying a more complete suite of Datadogs. It wasn't cloud native or not cloud native, it was our larger customers who have standardized on Datadog, have a good sense of their volumes and have committed longer resulting in a longer average billing and contract duration in Q4 than we have had previously.

但就地點而言，它確實與更大的客戶相關，正如奧利提到的那樣，他們正在購買更完整的 Datadogs 套件。這不是雲端原生或非雲端原生，而是我們的大客戶在Datadog 上進行了標準化，對自己的數量有很好的了解，並且承諾的時間更長，導致第四季度的平均計費和合約期限比我們之前更長。

And really we should emphasize that this is really a change of stance of the customer base compared to last year. So last year, customers were in optimization mode. They didn't know what their consumption should look like. They didn't know economically what they were shooting for as businesses.

我們確實應該強調，與去年相比，這確實是客戶群立場的改變。所以去年，客戶處於優化模式。他們不知道自己的消費應該是什麼樣子。他們不知道自己作為企業的經濟目標是什麼。

After a year of optimization, a year of examining everything they could examine, we see customers recommit for much longer periods of time than they did before as they focus on growing and investing. So it's -- we like the setup a lot more than we did last year from that perspective and you see that in the billings numbers.

經過一年的優化，一年的檢查他們可以檢查的一切，我們看到客戶重新承諾的時間比以前更長，因為他們專注於成長和投資。所以，從這個角度來看，我們比去年更喜歡這個設置，你可以在帳單數字中看到這一點。

Yes, that's very encouraging. And just as a follow-up, if you think about the very long term, would you think attach rates of observability will end up being higher or lower for these AI workloads versus traditional workloads? Because on the surface, with AI, it's bringing the risk of hallucinations and bias, your products help to control that. It's also more computationally intensive and there's more value to unlock if the LLM runs reliably and creates that kind of great user experiences. So I'm just wondering how you might think about that attach rate 3 to 5 years down the road.

是的，這非常令人鼓舞。作為後續，如果你考慮很長期，你認為這些人工智慧工作負載的可觀察性附加率最終會比傳統工作負載更高還是更低？因為從表面上看，人工智慧帶來了幻覺和偏見的風險，你的產品有助於控制這種風險。它的計算量也更大，如果法學碩士運作可靠並創造出這種出色的使用者體驗，那麼它就可以釋放更多價值。所以我只是想知道你會如何看待未來 3 到 5 年後的附加率。

Yes, we see the attach rate going up. The reason for that is our framework for that is actually in terms of complexity. AI just adds more complexity. You create more things faster without understanding what they do. Meaning you need -- you shift a lot of the value from building to running, managing, understanding, securing all of the other things that need to keep happening after that.

是的，我們看到附加率正在上升。原因是我們的框架其實很複雜。人工智慧只會增加更多的複雜性。你可以更快地創造更多的東西，而不需要了解它們的作用。這意味著您需要將大量價值從建置轉移到運行、管理、理解、保護之後需要繼續發生的所有其他事情。

So the shape of some of the products might change a little bit because the shape of the software that runs it changes a little bit, which is no different from what happened over the past 10, 15 years. But we think it's going to drive more need for observability, more need for security products around that.

所以有些產品的形態可能會發生一點變化，因為運行它的軟體形態會發生一點變化，這與過去10年、15年發生的情況沒有什麼不同。但我們認為這將推動對可觀察性的更多需求，以及對相關安全產品的更多需求。

And it's from Raimo Lenschow with Barclays.

這是來自巴克萊銀行的 Raimo Lenschow。

Congrats from me as well. I have 2 quick questions. First for Olivier and then one for David. Olivier, if I think about some of your customers have some very, very large contracts. But then you talked earlier about like if you look at the average kind of large customer, it's still relatively small in terms of their spending with you. Can you speak a little bit about difference between one and the other and then what you can do to kind of change that for those that are not spending as much with you?

我也表示祝賀。我有兩個簡單的問題。首先是奧利維爾，然後是大衛。奧利維爾，如果我考慮一下您的一些客戶有一些非常非常大的合約。但你之前談到，如果你看看一般的大客戶，他們在你身上的支出仍然相對較小。你能談談兩者之間的區別嗎？然後你可以做些什麼來改變那些沒有和你一起花那麼多錢的人？

And then also maybe as part of that, like is the competitive landscape changing with all the consolidation in the space of some of your larger competitors actually kind of being in a new home now?

然後也許作為其中的一部分，隨著一些較大競爭對手的空間整合，競爭格局是否會發生變化，實際上現在已經搬進了新家？

And then for David, any little -- more yardstick in terms of like how the timing of the investments play out this year? I know you mentioned in the comment that like [if] there are more sales and marketing earlier in the year to get the sales guys ramped in the latter part of the year. But -- so how should we think about that modeling?

那麼對大衛來說，在今年的投資時機方面有沒有更多的標準呢？我知道您在評論中提到，如果今年早些時候有更多的銷售和行銷活動，以使銷售人員在今年下半年增加。但是──那麼我們該如何考慮這個模型呢？

Okay. So I'll start with the large companies that are still small customers. That's completely due to them being small in the cloud today. And so typically, they have maybe one of their business units, two of their business units in the cloud with maybe some fraction of their applications there.

好的。所以我將從仍然是小客戶的大公司開始。這完全是因為它們在今天的雲中很小。因此，通常情況下，他們的一個業務部門、兩個業務部門可能都在雲端中，其中可能有一部分應用程式在那裡。

The goal is to have them consolidate on us as they move more into the cloud. So go end-to-end in a specific business unit and then expand to the whole enterprise at the end.

我們的目標是讓他們在更多地遷移到雲端時與我們合併。因此，在特定業務部門進行端到端，最後擴展到整個企業。

So the difference between a customer that -- like the ones we mentioned today that signs a 9-figure deal with us and the customer that's still at the low hundreds of thousands of dollars is that the one that has signed a large deal has us pretty much wall-to-wall in a significant part of their business and has consolidated a large part of their observability.

因此，像我們今天提到的那些與我們簽署了 9 位數交易的客戶和仍處於數十萬美元低位的客戶之間的區別在於，與我們簽署了一筆大交易的客戶相當他們業務的很大一部分進行了全面的調查，並鞏固了他們大部分的可觀察性。

I should say, the customer that pays us 9 figures still hasn't consolidated everything on us. There are still more upside to be had, more parts of their businesses, more parts of their coverage we can get.

我應該說，付給我們九位數的客戶仍然沒有整合我們的一切。我們還有更多的優勢，他們的業務的更多部分，我們可以獲得更多的覆蓋範圍。

The good news is that all of that business is coming to us as these customers move into the cloud. The bad news is that we don't drive the move to the cloud, right? So in periods where it goes a little bit more slowly than we've seen over the past year, that growth can be a little bit lower. But we are very confident into the fact that this is going to happen. AI is going to accelerate. It's growing [executive] and more relevant. And that's the trend that's going to stay with us for the next few years.

好消息是，隨著這些客戶遷移到雲端中，所有這些業務都將來到我們這裡。壞消息是我們沒有推動向雲端的遷移，對吧？因此，在成長速度比過去一年慢一些的時期，成長可能會低一些。但我們對這將會發生的事實非常有信心。人工智慧將會加速發展。它正在變得越來越[執行]並且更加相關。這就是未來幾年將持續存在的趨勢。

On the competition side, there's no real change. I think I would say very boring from a competitive perspective in that the situation is pretty much the same as it was last quarter and the quarter before. There's definitely opportunity with a number of companies, including one (inaudible) and has been sold, I'm sure everybody has seen. These were not competitors. We were seeing very often on the cloudy side of the world already, I think these companies have retreated a bit more to their traditional on-prem bread-and-butter, but we think it is going to open more opportunity in the midterm, definitely. So that's something we are aware of.

在競爭方面，沒有真正的改變。我認為從競爭的角度來看，我會說非常無聊，因為情況與上個季度和前一個季度幾乎相同。許多公司肯定都有機會，包括一家（聽不清楚）並且已經被出售，我相信每個人都已經看到了。他們不是競爭對手。我們已經經常看到世界陰雲密佈的一面，我認為這些公司已經更多地退回到他們傳統的本地麵包和黃油，但我們認為這肯定會在中期帶來更多機會。這就是我們所知道的。

Yes. And on your second question, much of this growth is related to hiring, which takes time to do. We are trying to invest both in quota capacity, in terms of sales as well as in R&D capacity. Our intent is to open the heads earlier in the year in order to try to get return in the near term.

是的。關於你的第二個問題，這種成長很大程度上與招募有關，這需要時間。我們正在努力對配額產能、銷售以及研發能力進行投資。我們的目的是在今年早些時候打開局面，以便在短期內獲得回報。

But I think you can assume that, that investment will ramp throughout the year because it takes time to get the head count in. And we gave the guidance for Q1 indicating what we think to happen in Q1.

但我認為你可以假設，投資將在全年增加，因為需要時間來統計人員數量。我們給出了第一季的指導，表明我們認為第一季會發生什麼。

And it comes from the line of Ray McDonough with Guggenheim.

它來自雷·麥克唐納 (Ray McDonough) 和古根漢 (Guggenheim) 的血統。

Maybe first for Oli -- or maybe, David. As you think about the investments you're making to the sales force and your hiring capacities, are there any changes you're making to your go-to-market motion? Are you adding incremental overlay sales forces for security or anything else we should be thinking about in terms of changes to the go-to-market motion?

也許首先是奧利——或者也許是大衛。當您考慮對銷售團隊和招募能力的投資時，您對市場進入行動是否做出了任何改變？您是否正在增加增量覆蓋銷售團隊以提高安全性或我們在進入市場行動的變化方面應該考慮的其他事項？

There's no change at scale that we've done worth noting on this call. We made a lot of adjustments in the way we say all the time. We make adjustments in the way we package our products. For example, we package some of our security products directly into our infrastructure and APM products. We have a new tier called DevSecOps for both APM and infrastructure and these are great ways for us to actually bring those products into the conversation, make them easier for customer to discover and also make them easier for the sales force to bring up and to sell. And we're actually starting to see great success with that. So still very early, obviously, because we built that up last quarter, but we like what we see with those SKUs.

在這次電話會議中，我們沒有做出值得注意的大規模變化。我們按照我們一直說的方式做了很多調整。我們將產品的包裝方式進行調整。例如，我們將一些安全產品直接打包到我們的基礎設施和 APM 產品中。我們為 APM 和基礎設施提供了一個名為 DevSecOps 的新層，這些是我們真正將這些產品帶入對話中的好方法，使客戶更容易發現它們，也使銷售人員更容易提出和銷售它們。我們實際上已經開始看到這方面取得的巨大成功。顯然，現在還為時過早，因為我們在上個季度已經建立了這一點，但我們喜歡這些 SKU 所看到的結果。

More broadly, we're investing in the sales force. We're increasing capacities. We've increased capacity last year even though it was a slowdown year in the economy, and we have plans to increase the capacity in this year. And we think there's plenty more markets for us to be had, both in terms of the -- inside the segments in which we're already very present, but also in a number of new categories -- sorry, new segments of the market, new geographies that we don't cover very well yet.

更廣泛地說，我們正在投資銷售團隊。我們正在增加產能。儘管去年是經濟放緩的一年，我們還是增加了產能，今年也計劃增加產能。我們認為我們還有更多的市場可以利用，無論是在我們已經非常活躍的細分市場中，還是在許多新類別中，對不起，市場的新細分市場，我們還沒有很好地涵蓋的新地區。

Maybe just as a follow-up, can you talk a little bit more about your pipeline construction? Specifically, how are larger opportunities weighted in your pipeline at this point? You talked a lot about more multiyear deals. We talked about kind of the construction of billings and cRPO.

也許作為後續，您能多談談您的管線建設嗎？具體來說，目前您的通路中如何權衡更大的機會？您談到了更多多年期交易。我們討論了 Billings 和 cRPO 的建置。

But maybe alongside that, can you talk about how long it takes typically to close an opportunity like the 9-figure deal you mentioned? Obviously, your go-to-market motion is more of a land-and-expand motion, but I'm just wondering if as you see larger opportunities in your pipeline, deals may be taking a little longer to close still than typically.

但也許除此之外，您能否談談完成像您提到的 9 位數交易這樣的機會通常需要多長時間？顯然，您的上市動議更多的是土地和擴張動議，但我只是想知道，當您在管道中看到更大的機會時，交易可能需要比通常更長的時間才能完成。

Yes. Because of the way we do business where we try to land fast in small and we expand after that on an ongoing basis, we don't really -- we haven't seen -- even in last year in what's been a tougher year for most sales organizations, we haven't seen an elongation of sales cycles. It's remained very, very stable. In general, we always felt that our sales pipelines were very solid.

是的。由於我們開展業務的方式，我們試圖快速落地小規模業務，然後不斷擴張，所以我們並沒有真正——我們還沒有看到——即使是在去年，對企業來說這是更艱難的一年。在大多數銷售組織中，我們還沒有看到銷售週期的延長。它仍然非常非常穩定。總的來說，我們一直覺得我們的銷售管道非常穩固。

As a CEO, when I start the quarter, I can trust that what I see in the pipeline, in the forecast is going to materialize at the end of the quarter. It typically grows during the quarter, it doesn't go down. So it speaks, I think, to the quality of the work the sales team is doing and the quality of the motion we have put in place.

作為一名首席執行官，當我開始本季時，我可以相信我在管道中和預測中看到的內容將在本季結束時實現。它通常在本季度增長，不會下降。因此，我認為，這說明了銷售團隊正在做的工作的品質以及我們所採取的行動的品質。

When you talk about this specific customer, like the customer that pays us 8 or 9 figures, these deals are growth deals. They are expansion deals. And so we get those deals by making those customers successful over the last period of time and then engaging with their teams as we ship new products, making sure they get their hands on these products.

當您談論這個特定客戶時，例如向我們支付 8 或 9 位數的客戶，這些交易就是成長交易。它們是擴張交易。因此，我們透過讓這些客戶在過去一段時間內取得成功，然後在我們發布新產品時與他們的團隊合作，確保他們得到這些產品來獲得這些交易。

And by the time we get to have a sales conversation, typically, the usage is there. The customers have tried the product. They understand them. They've spoken to our product teams about them or support teams about them. And then it's more a matter of understanding how we package that commercially and how we make a good case for it with the customer, including understanding what other products they might [retire] as part of that.

當我們開始進行銷售對話時，通常情況下，使用情況就已經存在了。客戶已經試用過該產品。他們理解他們。他們已與我們的產品團隊或支援團隊討論過這些問題。然後，更重要的是了解我們如何將其商業化，以及我們如何向客戶提供良好的案例，包括了解他們可能會[淘汰]哪些其他產品。

When you think of sales times for brand-new customers, the time it takes is highly dependent on the size of the land. Most of our lands are small and can grow very fast, which is for a large enterprise, it could be a quarter or 2, which is very short for an enterprise deal; could be longer for some larger deals.

當您考慮面向新客戶的銷售時間時，您會發現所需的時間很大程度取決於土地的大小。我們大部分的土地都比較小，而且成長速度非常快，對於一個大企業來說，可能是四分之一到二分之一，這對於企業交易來說是非常短的；對於一些較大的交易可能會更長。

And it comes from the line of Ittai Kidron with Oppenheimer.

它來自 Ittai Kidron 和 Oppenheimer 的血統。

And Oli, I wanted to dig into your comments on security. I think you mentioned that you have 6,000 customers that are now using one or more security product. Can you give us a little bit more color? First of all, who is the buyer usually do you see for these solutions initially?

奧利，我想深入了解您對安全的評論。我想您提到您有 6,000 名客戶現在正在使用一種或多種安全產品。你能給我們多一點顏色嗎？首先，您最初看到這些解決方案的買家通常是誰？

And then second, maybe you can kind of parse out a little bit more color on ranking order, kind of the more popular versus least popular security products right now? Would love to get more color on that.

其次，也許您可以在排名順序上解析出更多顏色，即目前更受歡迎的安全產品與最不受歡迎的安全產品？很想在上面得到更多的色彩。

Yes. So the buyers, it depends. For infrastructure security and application security, this tends to be the DevOps teams that start buying with some involvement on the security teams on their end. For our Cloud SIEM product, the buyer tends to be the security team. So we have a little bit of both. And it turns out we're successful in both ends. So both types of products are growing in a similar way.

是的。所以對於買家來說，這取決於情況。對於基礎設施安全和應用程式安全，這往往是 DevOps 團隊在安全團隊參與的情況下開始購買。對於我們的雲端 SIEM 產品，買家往往是安全團隊。所以我們兩者都有一點。事實證明我們在兩個方面都取得了成功。因此，兩種類型的產品都以相似的方式成長。

The focus has been, over the past year, on developing the products, getting them to maturity, getting them into the hands of as many customers as possible and also getting as much usage of those products as possible. So the metrics we look at internally with our security products are even more than the revenue, which can vie with usage and things like that. We look at the activity, how many of those customers are actually using the product, how many issues are being tracked, are being solved for the products. And these are the North Stars we use internally as we develop those products.

在過去的一年裡，我們的重點是開發產品、使其成熟、將它們交到盡可能多的客戶手中以及盡可能多地使用這些產品。因此，我們在內部查看安全產品的指標甚至比收入還要多，收入可能會與使用等因素競爭。我們查看活動，其中有多少客戶正在實際使用該產品，有多少問題正在被跟踪，正在為產品解決。這些是我們在開發這些產品時內部使用的北極星。

Got it. And then as a follow-up, maybe just to dig into this a little bit more. When customers buy these, I mean, how often is it there's a vacuum there? There's no solution versus a displacement. Or how often do you kind of sit side by side by other solutions that do the same thing, like in the same way the companies have multiple monitoring solutions? Will they just have same security solutions from other vendors? Or this is a complete replacement or greenfield? Would love to get more color on that.

知道了。然後作為後續行動，也許只是為了進一步深入研究這一點。當顧客購買這些產品時，我的意思是，那裡有多少次是真空的？沒有解決方案與位移。或者您經常與執行相同操作的其他解決方案並排坐在一起，就像公司擁有多個監控解決方案一樣？他們會從其他供應商獲得相同的安全解決方案嗎？或者這是一個完整的替代品或綠地？很想在上面得到更多的色彩。

Yes. In most situations, we start side by side with other things because customers are going to have other security solutions, and they typically have a patchwork of a lot of different things, which is not very different from the situation when we started selling our infrastructure and APM products, I would say, 7, 8, 10 years ago. So very similar.

是的。在大多數情況下，我們會與其他事物並行開始，因為客戶將擁有其他安全解決方案，而且他們通常有許多不同事物的拼湊而成，這與我們開始銷售基礎設施和服務時的情況沒有太大不同。我想說，APM 產品是 7、8、10 年前的。非常相似。

The customers that spend more with us, so we have a number of customers that spend more than $1 million a year with us on security. A larger number of customers have spent more than $100,000 a year with us in security. Those tend to use less other products and consolidate more into what we do. And obviously, the playbook here is the same for us as it has been for observability.

客戶在我們這裡花費更多，因此我們有許多客戶每年在我們的安全方面花費超過 100 萬美元。許多客戶每年在我們的安全方面花費超過 100,000 美元。這些人往往會較少使用其他產品，並且更多地整合到我們的工作中。顯然，這裡的劇本對我們來說和可觀察的劇本是一樣的。

By the way, you did ask me to stack rank the security products, I didn't forget about that. It's easy in order of introduction. Like the cloud team has the most usage and was introduced first and then the other products are listed below that.

順便說一句，您確實要求我對安全產品進行堆疊排名，我沒有忘記這一點。照介紹的順序就很簡單了。就像雲端團隊使用率最高，先介紹，然後下面列出其他產品。

And it comes from the line of Mike Cikos with Needham.

它來自 Mike Cikos 和 Needham 的血統。

I guess, first, a question for David. Again, just coming back to the guidance here. Wanted to get some more color, if we could, on December into January. So it's great to hear that January this year seems to be trending better than the seasonal drop that we saw in January of last year. But just wanted to get a better sense. The holidays seemed to play out the way that you guys expected, but can you provide some more color or parameters on that December holiday slowdown and then how that is playing out in January versus where we stand today in mid-February?

我想，首先要問大衛一個問題。再次回到這裡的指導。如果可以的話，希望在 12 月到 1 月期間獲得更多色彩。因此，很高興聽到今年 1 月的趨勢似乎比去年 1 月的季節性下降要好。但只是想獲得更好的感覺。假期似乎按照你們預期的方式進行，但是您能否提供有關 12 月假期放緩的更多信息或參數，以及 1 月份的情況與我們今天 2 月中旬的情況相比如何？

Yes. It's as you said, we've seen and we've tried to flag that in the second half of December, we have a slowdown of usage, particularly in our sort of our more use-oriented products like logs. It played out very similarly to what we expected.

是的。正如您所說，我們已經看到並試圖指出，在 12 月下半月，我們的使用量有所放緩，特別是在我們的日誌等更以使用為導向的產品中。結果與我們的預期非常相似。

And I think we cautioned everybody, it's too narrow of a data point. But the bounce-back from that and the growth in January was stronger than the bounce-back last year and we'll have to see how the rest of the quarter plays out.

我想我們已經警告每個人，這個數據點太窄了。但由此帶來的反彈和一月份的成長比去年的反彈更強，我們必須看看本季剩餘時間的表現。

And in general, I think we -- throughout the rest of the company, we've seen a slowdown in December, I mean, for good reasons. Like there's also some departments get turned off, developers -- some companies closed shop altogether for 1 week at the end of the year.

總的來說，我認為我們——在公司的其他部門中，我們在 12 月看到了經濟放緩，我的意思是，這是有充分理由的。就像也有一些部門被關閉一樣，開發商——一些公司在年底完全關閉了一周。

So we -- it's become more pronounced starting last year, I think, because companies put -- wanted to see some cost control and maybe they automated some processes to downscale or shut things down at the end of the year. And this year was consistent with last year.

因此，我認為，從去年開始，這種情況變得更加明顯，因為公司希望看到一些成本控制，也許他們會自動化一些流程，以便在年底縮小規模或關閉業務。而且今年和去年是一致的。

It's hard to compare year-to-year exactly because some of that, for example, depends on which days of the week the holidays are in terms of how much the impact of usage. But overall, what we saw was very consistent with what we had last year.

很難逐年進行確切的比較，因為其中一些，例如，取決於假期在一周中的哪幾天，對使用量的影響有多大。但總體而言，我們看到的情況與去年非常一致。

Great. Understood. And thanks for that, Oli, I do appreciate the additional color. And just for a quick follow-up here. I know that you guys are citing the expanded penetration of the Fortune 500 and it's great to hear the 5 points of pickup when you think about the 42% of Fortune 500 customers using it today. Wanted to get a better sense. I know you guys are saying that, I guess, those customers on average are still spending less than $500,000 with you.

偉大的。明白了。謝謝你，奧利，我確實很欣賞額外的顏色。只是為了快速跟進。我知道你們提到的是財富 500 強企業滲透率的擴大，當你想到當今 42% 的財富 500 強客戶使用它時，很高興聽到 5 點提貨。想要獲得更好的感覺。我知道你們是在說，我猜這些客戶在你們這裡的平均花費仍然低於 50 萬美元。

So I know it's a bit of a point in time here, but two-parter. First, can you help us think about if you had 37% of the Fortune 500 last year and 42% this year, like how has that average spend per customer within the Fortune 500 increased over the last year?

所以我知道這是一個時間點，但有兩個部分。首先，您能否幫助我們想一下，如果去年您在《財富》500 強中的佔比為37%，今年為42%，那麼《財富》500 強中每位客戶的平均支出較去年增長了多少？

And then the second part of that question is, if the 42% of Fortune 500 customers with you are, on average, under $500,000 at this point, where is it Datadog ultimately sees that opportunity going to just given -- I know you guys are talking about the 400 new features and capabilities launched in the last year, but where does that spend increase to over time?

然後這個問題的第二部分是，如果目前 42% 的《財富 500 強》客戶的平均收入低於 50 萬美元，那麼 Datadog 最終會在哪裡看到剛剛給出的機會 - 我知道你們是在談論去年推出的400 項新特性和功能，但隨著時間的推移，這些支出會增加到哪裡？

Yes. Just to give you -- we're not sort of giving specific data on the expansion of that group. We have -- if you look at our larger customers and you just look at the trend over time, you can see that in the land-and-expand model, we have had an increase of average customer size with us in the group over $100,000.

是的。只是為了告訴你——我們不會提供有關該群體擴張的具體數據。如果你看看我們的大客戶，看看隨著時間的推移的趨勢，你會發現，在土地擴張模型中，我們集團的平均客戶規模增加了超過 10 萬美元。

And we said previously that we have customers in the tens of millions. We have those customers within the Fortune statistic as well as outside. And so we said in the past that we see buying patterns in the tens of millions. We think that in many of the larger, more traditional enterprises, they're just getting started and there's a lot of upside is what we're trying to communicate.

我們之前說過，我們的客戶有數千萬。我們在《財富》統計數據之內和之外都有這些客戶。所以我們過去說過，我們看到了數以千萬計的購買模式。我們認為，在許多規模更大、更傳統的企業中，他們才剛起步，我們試圖傳達的還有很多好處。

Yes. And definitely, customer on the Fortune 500, that's in the hundreds of thousands should be in the millions to tens of millions with us in the end. There's no question about that.

是的。當然，財富 500 強的客戶有數十萬，最終應該有數百萬到數千萬。毫無疑問。

And it's from the line of Frederick Havemeyer with Macquarie Capital.

它來自 Frederick Havemeyer 和麥格理資本 (Macquarie Capital) 的家族。

I wanted to ask a bit more of a forward-looking technological question here, perhaps to Oli. There's been quite a lot of, at this point, let's say, testing development, but a lot of interesting development with like autonomous agents for DevOps-related tasks.

我想在這裡問一些更具前瞻性的技術性問題，也許是問奧利。可以說，目前已經有許多測試開發，但也有很多有趣的開發，例如針對 DevOps 相關任務的自治代理。

So I'm curious, as you're considering the opportunity and potentially some of the risks also around generative AI and perhaps like agentic usage of large language models, how are you thinking that Datadog is positioned strategically, both from a product and perhaps pricing perspective around this technology trend?

所以我很好奇，當你正在考慮圍繞生成人工智慧的機會和潛在的一些風險，也許就像大型語言模型的代理使用一樣，你如何看待 Datadog 的戰略定位，無論是從產品還是定價上對這一技術趨勢的看法？

We think we're ideally positioned for that. It's actually -- it's one of the things maybe if you attend our Investor Day, like we'll share some of our thinking on the topic. But we -- so we've been actively building on our Bits AI assistant. We've been interacting with customers based on that.

我們認為我們處於理想的位置。實際上，如果您參加我們的投資者日，這可能是其中一件事，就像我們將分享我們對該主題的一些想法一樣。但我們一直在積極建構 Bits AI 助理。我們一直以此為基礎與客戶互動。

There's a number of ways for us to build on that and to do more to automate work for our customers, and that's something we're working on. And we also see a lot of demand and expectations on the customer side for incorporating generative AI in the product.

我們可以透過多種方式在此基礎上進行更多工作，為客戶實現工作自動化，這也是我們正在努力的方向。我們也看到客戶對於將生成式人工智慧融入產品中的大量需求和期望。

So I think from a positioning perspective, we feel great about that. We don't have much more to share today, but we are just definitely top of mind.

所以我認為從定位的角度來看，我們對此感覺很好。今天我們沒有更多可分享的內容，但我們絕對是首要考慮的。

Sorry, I don't mean to ask about the Investor Day too early here. So look forward to that this week.

抱歉，我不想在這裡過早詢問投資者日的問題。所以本週敬請期待。

Just quickly then also, I understand the perspective on complexity driving more usage of observability and DevOps tooling. But I think last quarter, we got an update on where GenAI-related operations were contributing to the business. Would you have into Q4 any data or points you could share about how much generative AI use cases are contributing?

很快，我就理解了複雜性推動可觀察性和 DevOps 工具的更多使用的觀點。但我認為上個季度，我們得到了有關 GenAI 相關業務對業務貢獻的最新資訊。在第四季度，您是否可以分享有關生成式人工智慧用例貢獻了多少的任何數據或觀點？

Yes, we said -- so we said 3% of our ARR comes from the AI native companies. And look, it's hard for us to wrap our arms exactly around what is GenAI, what is not among our customer base and their workload. So the way we chose to do it is we looked at a smaller number of companies that we know are substantially all based on AI so these are companies like the modal providers and things like that. So 3% of ARR, which is up from what we had disclosed last time.

是的，我們說過——所以我們說我們的 ARR 的 3% 來自人工智慧本土公司。看，我們很難準確地理解什麼是 GenAI，什麼不屬於我們的客戶群和他們的工作量。因此，我們選擇的方式是研究少數公司，我們知道這些公司基本上都是基於人工智慧的，所以這些公司都是像模態提供者之類的。 ARR 為 3%，高於我們上次揭露的數字。

I know one number that everyone has been thinking about is one cloud, in particular, Microsoft, disclosed that 6% of their growth was attributable to AI. And we definitely see the benefits of that on our end, too. If I look at our Azure business in particular, there is substantially more than 6% that is attributable to AI native as part of our Azure business. So we see completely this trend is very true for us as well. It's harder to tell with the other cloud providers because they don't break those numbers up.

我知道大家一直在思考的一個數字就是一雲，特別是微軟，透露其6%的成長歸功於AI。我們也確實看到了這樣做的好處。如果我特別關注我們的 Azure 業務，就會發現，作為我們 Azure 業務的一部分，AI 原生佔比遠遠超過 6%。所以我們完全看到這種趨勢對我們來說也非常真實。與其他雲端提供者相比更難判斷，因為他們不會分解這些數字。

Great. And congrats on a good quarter.

偉大的。恭喜季度業績良好。

And it comes from the line of Patrick Colville with Scotiabank.

它來自豐業銀行帕特里克·科爾維爾 (Patrick Colville) 的血統。

I would like to actually double-click on this kind of ARR from AI native companies. I mean, my question is like are the product SKUs, these kind of GenAI companies are adopting, are they similar or are they different to the kind of other customer cohorts?

我實際上想雙擊來自 AI 原生公司的此類 ARR。我的意思是，我的問題是，這些 GenAI 公司正在採用的產品 SKU 與其他客戶群是相似還是不同？

And then, I guess, when I think about GenAI, I think we can all agree that these are pretty -- typically pretty computer-ly intensive workloads. So how does GenAI -- how do these companies kind of impact the financial model in -- versus traditional kind of -- your other customer cohorts? Is there any kind of differences to call out?

然後，我想，當我想到 GenAI 時，我想我們都可以同意這些工作負載非常——通常是相當計算機密集型的工作負載。那麼，與傳統類型相比，GenAI 如何影響其他客戶群的財務模式呢？有什麼差異需要指出嗎？

Yes. There's not many differences today. I think -- and today, this is largely the same SKUs as everybody else. These are infrastructure, APM logs, profiling these kind of things that they are -- or really the monitoring, these kind of things that these customers are using.

是的。今天沒有太大差別。我認為，今天，這基本上與其他產品的 SKU 相同。這些是基礎設施、APM 日誌、分析這些東西——或者實際上是監控、這些客戶正在使用的東西。

It's worth noting that they're in a bit of a separate world because they're largely the builders of the models. So all the tooling required to understand the models and -- that's less applicable to them. That's more applicable to their own customers, which is also the rest of our customer base. And we see also where we see the bulk of the opportunity in the longer term, not in the handful of model providers that [anybody] is going to use.

值得注意的是，他們處於一個有點獨立的世界，因為他們主要是模型的建構者。因此，理解模型所需的所有工具都不太適用於它們。這更適用於他們自己的客戶，這也是我們的其他客戶群。我們也看到，從長遠來看，我們看到了大部分機會，而不是[任何人]將使用的少數模型提供者。

In terms of the economics, look, we -- so there's 2 parts to the AI workloads today. There's training and there's inference. The vast majority of the players are still training. There's only a few that are scaling with inference. The ones that are scaling with inference are the ones that are driving our ARR because we are -- we don't -- we're not really present on the training side, but we're very present on the inference side.

就經濟學而言，我們今天的人工智慧工作負載分為兩部分。有訓練，有推理。絕大多數球員仍在訓練中。只有少數能夠透過推理進行擴展。透過推理進行擴展的那些是推動我們 ARR 的那些，因為我們——我們沒有——我們並沒有真正參與訓練方面，但我們非常關注推理方面。

And I think that also lines up with what you might see from some of the cloud providers, where a lot of the players or some of the players that are scaling the most are on Azure today on the inference side, whereas a lot of the other players still largely trading on some of the other clouds.

我認為這也與您可能從一些雲端供應商那裡看到的情況相符，其中許多參與者或一些最多擴展的參與者今天在推理方面都在 Azure 上，而許多其他參與者玩家仍然主要在其他一些雲端上進行交易。

Okay. Very helpful. I guess the other question I want to touch on is, for me, the standout comments from your prepared remarks that were just fascinating were about the kind of intensity of optimization having dissipated. I think you also called out the headwinds over the last few quarters have slowed materially, which is really great to hear.

好的。很有幫助。我想我想談的另一個問題是，對我來說，你準備好的評論中令人著迷的突出評論是關於優化強度已經消散的。我認為您也指出過去幾季的不利因素已大幅放緩，這真是太好了。

I guess with that in mind, looking at the guidance, the guidance for 4Q was 22%. The guidance for 1Q is the same. And for the fiscal year, it's 21% growth. So I guess, just help us understand the puts and takes between the commentary about kind of optimization having dissipated and guidance and what kind of the levers you pulled thinking about that guidance?

我想考慮到這一點，看看指導，第四季的指導是 22%。第一季的指引是相同的。本財年成長了 21%。所以我想，只是幫助我們理解有關優化類型的評論和指導之間的利弊，以及您在考慮該指導時採取了什麼樣的槓桿？

Yes. We stick to our guns for guidance, which is our practice is we look at the trends for the past 2 quarters, we discount them and we carry that forward. This is how we build guidance.

是的。我們堅持我們的指導方針，我們的做法是我們著眼於過去兩個季度的趨勢，我們對它們進行折扣，然後我們將其繼續下去。這就是我們建立指導的方式。

The beauty of our model is that it is usage driven and we benefit from the move to the cloud of our customers and the way they care. The only problem with that is that we do not drive that and it is hard to time it. It's hard to understand. If the customers have the intent to scale and they want [open] the application, it's hard to time it and understand whether it's going to be next quarter or 2 quarters from now.

我們模型的優點在於它是使用驅動的，我們從客戶向雲端的遷移以及他們的關心方式中受益。唯一的問題是我們不駕駛它，而且很難計時。這很難理解。如果客戶有意擴展並且想要[打開]應用程序，則很難確定時間並了解是在下個季度還是從現在起的兩個季度。

So that's why we look at the past trends, and we try not to think too hard about what we hope might happen in the near term. Obviously, we're in a much stronger setup than we were last year, though.

這就是為什麼我們著眼於過去的趨勢，我們盡量不要過度思考我們希望在短期內可能發生的事情。顯然，我們的設置比去年要強大得多。

Yes. I think if I repeat in a little bit different words, what Oli said. I think if you look at our history, we always take the most recent performance trends and discount that. So even if we are seeing improvement, what we do in our guidance in conservatism, again, because of the consumption model, is we do discount that. So that would be consistent with what we've done throughout our history as a public company.

是的。我想如果我用一點不同的話重複一下奧利的話。我認為，如果你回顧我們的歷史，我們總是會採用最新的業績趨勢並對其進行折扣。因此，即使我們看到了改善，我們在保守主義指導中所做的，同樣，由於消費模式，我們確實對此進行了折扣。因此，這與我們作為一家上市公司的歷史上所做的事情是一致的。

Yes. And just to give you a better example, like we had a number of customers sign large long-term commitments with us that are well above their current level of consumption. But we do not know when those commitments are going to turn into revenue. We trust that they will, customers say that they will. They spend a lot of time over the past year thinking about optimizing and what they actually needed and where they were going in the future where I think they are less prone to overcommitting that they might have been a couple of years ago. But again, we do not -- we cannot put that into the revenue yet.

是的。舉一個更好的例子，就像我們有許多客戶與我們簽署了遠高於他們當前消費水平的長期承諾。但我們不知道這些承諾何時會轉化為收入。我們相信他們會的，客戶也說他們會的。在過去的一年裡，他們花了很多時間思考優化、他們實際需要什麼以及他們未來的發展方向，我認為他們不像幾年前那樣容易過度投入。但同樣，我們還不能將其計入收入中。

Our last question comes from Keith Bachman with BMO.

我們的最後一個問題來自 BMO 的 Keith Bachman。

Congratulations on a really solid set of results for the quarter. I'll ask my question jointly. And could you talk about, first, how you see the net retention rate unfolding for the year. And I realize that's a backward-looking metric. But I just wanted to understand how you're thinking about that as we progress through the year even directionally.

恭喜本季取得了非常紮實的業績。我將共同提出我的問題。首先，您能否談談您對今年淨保留率的看法。我意識到這是一個向後看的指標。但我只是想了解，當我們在這一年中甚至在方向上取得進展時，您是如何看待這個問題的。

And the second broader question is about diversification. One of the interesting stats you gave was growth of outside of your core APM and infra growing 75%. Just is there any metrics you can give on what percent of that is your base? Or how we should be thinking about the diversification of the portfolio? In my opinion, Datadog has certainly the broadest portfolio in the category. I'm just wondering how that diversity is contributing to your growth as we look out? Again, if I'm pulling from the Investor Day, then I apologize.

第二個更廣泛的問題是關於多元化。您提供的一項有趣的統計數據是核心 APM 和基礎設施之外的成長 75%。您是否可以給出任何指標來衡量您的基礎百分比？或者我們應該如何考慮投資組合的多元化？在我看來，Datadog 無疑擁有同類產品中最廣泛的產品組合。我只是想知道，在我們看來，這種多樣性如何促進您的成長？再說一次，如果我退出投資者日，那麼我深表歉意。

Yes. So we do not provide guidance on net retention. I think we said that for the first time in Q4, we had more ARR add than we had in the year ago quarter, and that would indicate the stabilization of net retention, but do not provide guidance. It's all incorporated revenue guidance.

是的。因此，我們不提供有關淨保留的指導。我認為我們在第四季度首次表示，我們的 ARR 增加量比去年同期要多，這表明淨留存率趨於穩定，但並未提供指導。這都是合併的收入指導。

As far as platform, yes, totally we've given a number of metrics about this. Remember, last quarter, we talked about the 3 pillars and we said that we had essentially the $1 billion, $500 million and $500 million and that's been a huge driver.

就平台而言，是的，我們已經給出了許多相關指標。請記住，上個季度，我們談到了三大支柱，我們說我們基本上擁有 10 億美元、5 億美元和 5 億美元，這是一個巨大的驅動力。

In terms of this metric, this is in addition to that, a metric that the expansion, as you said, of the platform is further than those 3 pillars and is an additional product and is a significant driver of our growth.

就這個指標而言，除此之外，正如您所說，該平台的擴展比這三個支柱更進一步，是一個額外的產品，是我們成長的重要驅動力。

I will say, though, having the growth portfolio of products really helps with this consolidation deals in particular. Sometimes -- maybe a couple of products are only going to get us $100,000 each as part of a $5 million deal. But having those 2 products help the customer rationalize what they have on the other end, [several] million dollars and help make the case for the other $4.8 million of the deal.

不過，我要說的是，擁有成長的產品組合確實有助於這種整合交易。有時，作為 500 萬美元交易的一部分，可能有幾種產品每種只能獲得 10 萬美元。但是，擁有這 2 種產品可以幫助客戶合理化他們在另一端的資產，[數]百萬美元，並有助於為交易中的另外 480 萬美元提供理由。

So it's really -- the platform as a whole really has a strong impact beyond the revenue of some of the individual products.

所以，整個平台確實具有超越某些單一產品收入的強大影響力。

And with that, we conclude the Q&A session for now. I will turn it back to Olivier Pomel for final comments.

至此，我們的問答環節就到此結束了。我會將其轉回奧利維爾·波梅爾（Olivier Pomel）徵求最終意見。

Thank you. Again, I want to thank you, everyone, for -- everyone at Datadog for a great year, all of our customers for going through what was -- I know it was a tougher time for them as well.

謝謝。再次，我要感謝你們所有人，Datadog 的每個人都度過了美好的一年，感謝我們所有的客戶經歷過的事情，我知道這對他們來說也是一段艱難的時期。

Actually very exciting what was coming in 2024. I think we have a great setup from a customer perspective, a great lineup on the product side and we're excited to build. So thank you all.

實際上，2024 年即將發生的事情非常令人興奮。我認為從客戶角度來看，我們有一個很棒的設置，在產品方面有一個很棒的陣容，我們很高興能夠構建。謝謝大家。

And thank you all for joining our call today. You may now disconnect.

感謝大家今天加入我們的電話會議。您現在可以斷開連線。